PROJECT DOCUMENT

(Revised Dec. 2004)

PROJECT ON

THE GUNUNG HALIMUN-SALAK NATIONAL PARK

MANAGEMENT PROJECT

IN THE REPUBLIC OF INDONESIA

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MINISTRY OF FORESTRY, THE REPUBLIC OF INDONESIA

AND

JAPAN INTERNATIONAL COOPERATION AGENCY (JICA)

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Project Document

Table of Contents

1 INTRODUCTION............................................................................................................................................4

2 BACKGROUND OF THE PROJECT.........................................................................................................4

2.1 GENERAL CONDITIONS.....................................................................................................................4

2.2 CURRENT SITUATION OF THE TARGET SECTOR......................................................................4

2.3 POLICIES OF INDONESIA..................................................................................................................5

3 INSTITUTIONAL ISSUES AND PROBLEMS..........................................................................................6

3.1 INSTITUTIONAL ISSUES FOR PROJECT IMPLEMENTATION.................................................6

3.2 PROBLEMS TO BE ADDRESSED.......................................................................................................6

3.3 ISSUES WITH THE EXPANDED AREA.............................................................................................7

3.4 MAJOR ISSUES IDENTIFIED BY STAFF OF GHSNP & NCIC.....................................................9

4 PROJECT STRATEGIES...........................................................................................................................12

4.1 PROJECT APPROACH.......................................................................................................................12

4.2 PROJECT STRATEGY........................................................................................................................13

5. PROJECT DESIGN....................................................................................................................................16

5.1 PROJECT GOALS................................................................................................................................16

5.2 OVERALL GOAL.................................................................................................................................16

5.3 OUTPUTS AND ACTIVITIES.............................................................................................................16

5.3.1 ACTIVITIES FOR OUTPUT 1.1...............................................................................................17

5.3.2 ACTIVITIES FOR OUTPUT 1.2...............................................................................................17

5.3.3 ACTIVITIES FOR OUTPUT 1.3...............................................................................................17

5.3.4 ACTIVITIES FOR OUTPUT 1.4...............................................................................................17

5.3.5 ACTIVITIES FOR OUTPUT 1.5...............................................................................................18

5.3.6 ACTIVITIES FOR OUTPUT 2..................................................................................................18

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5.4 STRATEGIES FOR IMPLEMENTING ACTIVITIES.....................................................................18

5.5 INPUT.....................................................................................................................................................19

5.5.1 JAPAN’S INPUT.........................................................................................................................19

5.5.2 INDONESIA’S INPUT................................................................................................................20

5.6 ANALYSIS OF EXTERNAL CONDITIONS......................................................................................20

5.6.1 PREREQUISITES.......................................................................................................................20

5.6.2 IMPORTANT EXTERNAL CONDITIONS.............................................................................20

5.7 SYSTEM FOR PROJECT OPERATION AND IMPLEMENTATION...........................................21

6 PROJECT JUSTIFICATION.....................................................................................................................21

6.1 RELEVANCE.........................................................................................................................................21

6.2 EFFECTIVENESS.................................................................................................................................22

6.3 EFFICIENCY.........................................................................................................................................22

6.4 IMPACT..................................................................................................................................................22

6.5 SUSTAINABILITY................................................................................................................................23

6.6 OVERALL ASSESSMENT...................................................................................................................23

7 PROJECT DOCUMENT APPENDIX.......................................................................................................24

7.1 PROJECT DESIGN MATRIX (PDM)................................................................................................24

7.2 PLAN OF OPERATION.......................................................................................................................24

7.3 TOR FOR THE LONG TERM EXPERT...........................................................................................24

7.4 TOR FOR THE COUNTERPARTS....................................................................................................24

7.5 INFORMATION REGARDING COUNTERPART INSTITUTION...............................................27

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1. Introduction

Indonesia is located in a tropical region characterized by high temperature and humidity, and well

known as a country with a great deal of biological diversity. However, the rapid population

explosion and industrial development have increased for land, which in turn have led to the

decrease in tree coverage as tropical forests are cut down. There are serious concerns that the

natural environment could be facing destruction and that the number of living species is decreasing.

Accordingly, the Indonesian government established the Biodiversity Action Plan Indonesia

(BAPI) in 1991 to conserve biological diversity.

With this background, the Japanese and US governments announced the “US-Japan Global Action

Partnership Plan,” under which joint Japan-US environmental projects would be conducted to

manage and conserve natural resources in developing countries. Indonesia was chosen as the

beneficiary of this plan, and accordingly requested project-type technical cooperation and grant aid

cooperation from the Japanese government to develop a suitable biodiversity conservation plan.

In response to this request, technical assistance was provided as the Biodiversity Conservation

Project (BCP) (Phase I from 1995 to 1998 and Phase II from 1998 to 2003) for a total of eight

years and as the construction of facilities indispensable to biodiversity conservation (1997).

Subsequently, in 2002 the Indonesian government requested the Japanese government’s support for

“An Integrated Training Course for National Park Management” and the “Biodiversity

Conservation and Community-based Management in West Java Region” in order to extend the

BCP’s results.

In line with these requests, JICA sent a study team to Indonesia and reached an agreement with the

Indonesian government to focus the cooperation on improving the management of Gunung

Halimun National Park (GHNP) and disseminating some of the knowledge gained in past BCP to

other national parks. *In June 2003 Gunung Halimun National Park was incorporated its

surrounding forests including Mt. Salak and Mt. Endut, and the name was changed to Gunung

Halimun-Salak National Park (GHSNP).

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2 Background of the Project

2.1 General Conditions

Indonesia is second only to Brazil in its tropical forests, home of about 10% of the world’s tropical

forests. This broad expanse of forests support diverse ecosystem, including a large number of rare

indigenous flora and fauna species. About 25,000 species of spermatophytes grow in these forests,

including about 10,000 giant tree species. An astounding number of mammal and bird species live

in the forests, making Indonesia’s tropical forests one of the most biologically diverse regions in

the world.

The valuable resources living in these diverse tropical forests must be protected and conserved, but

excessive logging, illegal logging, conversion of forest lands to agricultural fields and forest fires

have reduced Indonesia’s forests by 1.7 million hectares per year in recent years. These problems

are especially severe in the lowland tropical rainforests that have the highest biodiversity and the

most precious forest ecosystem.

2.2 Current Situation of the Target Sector

Indonesia began designating national parks in 1980, and has created 41 national parks covering 15

million hectares as of December 2003. Of the 41 national parks, 28 are relatively new, being

designated as national parks in the 1990s.

Significant progress was made in national legislation regulating national parks after Act No. 5/1999

passed in 1990. However, there are gaps between the national parks’ management as what the

legislations say and as what they stand in reality. This is largely due to the government’s inability to

allocate sufficient budgets for the national parks because of the straitened finances after the

currency crisis, the lack of administrators with specialized techniques and the fact that organization

at the national park level is left up to each park’s own initiative. Many national parks face similar

issues, with zoning left incomplete for half of the national parks and many are unable to establish

national park management plans without the help of international NGOs and aid agencies.

While the system for managing parks is insufficient, many national parks are confronted with the

serious problem of perpetual illegal logging, mining and illegal fishing. Illegal logging, slash-and-

burn agriculture, land reclamation and illegal fishing are often caused by the poverty of people

living in the areas surrounding designated national parks and inadequate awareness of the

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importance of natural resource conservation and tropical forests.

2.3 Policies of Indonesia

Indonesia’s National Development Planning Agency (BAPPENAS) issued the Indonesia

Biodiversity Strategy and Action Plan (IBSAP) (2003-2020) as BAPI’s successor on April 2003.

The plan indicates several of the problems standing in the way of biodiversity conservation: the

central government’s prioritization of economic growth, obstacles precluding centralized policies

(the central government’s monopoly on natural resources, the use of the military to forcibly quell

disputes), the top-down administration and lack of coordination, the weak response to illegal acts,

and inadequate use and dissemination of information and data on biodiversity. The draft suggests

that the solution lies in community involvement, strengthening the organizational capacity of

central and local government, and encouraging resolution of disputes concerning the use and

conservation of resources.

Several national parks are experimenting with “collaborative management” as a new method for

park management. In this method, national park offices, local governments, NGOs, and local

community representatives form a committee in an attempt to manage the park collaboratively. The

Ministry of Forestry issued the regulation No.P.19/Menhut-II/2004 of the guidelines for

collaborative management on 19 October 2004. Central authority has been rapidly devolved to

local governments in Indonesia since the 1999 law on regional devolution was passed. While

national park management is technically under the jurisdiction of the central government, it is

beginning to cooperate and form collaborations with local governments to manage national parks

more effectively.

The main reason for these efforts to try new methods is that local governments are requesting a

share of the revenue generated by national parks in order to augment their financial resources. The

national park offices also benefit from the fact that it is easier to bring local people to an

understanding of the significance of environmental conservation through educational and

collaborative activities.

The Recent and current projects related to the target area and relevant aid provided by the Japanese

government in the related fields are outlined below.

1) Construction of the zoological research center for the Research Center for Biology at the

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Indonesian Institute of Sciences (LIPI) in Cibinong, Bogor province (1997)

2) Establishment of the Nature Conservation Information Center (NCIC) to collect, organize and

provide information regarding Indonesia’s protected areas (1997)

3) Construction of the national park office and Cikaniki Research Station in GHNP (1997)

4) Biodiversity Conservation Project (BCP:1995-2003), which aimed to promote researches in

biology and improve the abilities of researchers (targeting LIPI); establish a national park

management plan based on scientific knowledge in GHNP; establish a model national park

taking into consideration the protection of biodiversity; promote park management

incorporating eco-tourism and environmental education activities (targeting GHNP); and to

create a system to manage information related to conservation areas and compile bio-

information such as information on biological dispersion needed to improve measures aiding

biodiversity.

5) Aid for national park management in environmental education in three national parks from the

dispatch of Japan Overseas Cooperation Volunteers (JOCV)

6) Implementation of studies on encouraging eco-tourism in conservation areas, workshops held by

relevant government agencies, local government institutions, university personnel and NGOs

on promoting eco-tourism in national parks (2000)

7) Training for NGO staff promoting environmental education (2000~2002)

3 Institutional Issues and Problems

3.1 Institutional Issues for Project Implementation

1) The head of the national park office has direct authority over and responsibility for activities

held within the national park.

2) Activities carried out in areas surrounding a national park need to be held in cooperation with

related local governments, people living in the surrounding area and NGOs.

3) The results of this project will be spread to other national parks through training in affiliation

with the Directorate of Area Conservation, Nature Tourism and Environmental Service

Utilization, Biodiversity Conservation within the PHKA. The primary responsibilities of the

three directorates mentioned above are to establish measures and the necessary criteria involved,

set guidelines, prepare manuals on procedures, provide technical guidance and collect

information in order to strengthen the operation and management of national parks.

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3.2 Problems to be addressed

1) Organizational aspects

(1) The budget of GHNP for fiscal year 2001 was about 1.4 billion rupiah (equivalent to about 25

million yen) and about 2.0 billion rupiah (about 33 million yen) in fiscal year of 2002, but

about 70-80% of the entire budget goes to personnel expenses such as staff salaries and about

10% is allocated for facility O&M costs and supply costs. Accordingly, only about 10-20% of

the budget can be used directly for the park management, and currently the park has only a

small amount budget which can be used independently. For this reason, the independent budget

is not adequate to cover the activities such as zoning completion and establishment and

improvements of national park management plans needed to strengthen the national park

management. A system enabling the parks to ensure an adequate independent financial source

should be built up during the project period to secure the sustainability of the project results.

(2) GHSNP has collaborations and cooperation at the field level between forest police staff

members of the park office, and province, district, village officials, but has no official

cooperative connections based on some regulations. Accordingly, GHSNP’s activities aiming to

improve the livelihood of people living in the surrounding areas have a temporary and limited

effect, and do not necessarily have a direct impact on nature conservation.

2) Relationship with surrounding areas

The problems observed in the areas surrounding GHSNP can be categorized into two types; (1) low

agricultural productivity in the area, and (2) lack of alternative means of making a livelihood and

education. These factors have caused threats to the natural resources in GHSNP through the illegal

acts of people from the surrounding areas.

(1) Low productivity of agricultural activities

The villagers in the areas surrounding GHSNP rely primarily on agriculture for their livelihoods.

However,

Generally, farming in the area is on a subsistence basis or marginal scale.

Crops grown (i.e. rice, corn and cassava) are mainly for their own consumption and production

of cash crops is limited.

Productivity is relatively low compared to the average productivity of the area; for example,

paddy production is about 4.4 ton/ha in the villages adjacent to GHSNP while it is 5.1 ton/ha

on average in the Bogor District overall.

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Major causes of the low agricultural productivity may include, among others, the lack of

appropriate irrigation facilities, lack of knowledge of modern agricultural technology (in

addition to problems of agricultural extension), insufficient farm input and so forth.

(2) Lack of alternative means of livelihood

Most of the villages are remote from the center of the sub-district (15 km on average).

Connections to access roads and means of transportation are poor.

Physical and social infrastructures are not developed in the areas.

Marketing channels are limited to the middlemen and outside traders.

Tea estates previously absorbed a fairly large labor supply, but have deteriorated in recent

years.

Problems found in the management of GHNP include:

Illegal land use: 525 ha of national park land has been illegally cleared and cultivated by the

people in the surrounding areas in the year 2002.

Illegal gold mining: Some people from the surrounding areas have sneaked into the GHSNP to

dig the ground without permission and consequently destroyed the park area. In 2002, more

than 280 persons were caught for their attempts to illegally mine gold inside the GHNP.

Illegal logging: more than 30 cubic meters of woods were illegally logged in 2002.

Degraded areas: 1140 ha of national park land have been identified as degraded areas. Most of

these areas are located along the border of GHNP, which had once been cleared by people living in

the surrounding areas for cultivation of crops and left after legal measures were taken by the GHNP

office.

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3.3 Issues with the expanded area

On 10 June 2003, by the Ministry decree 174/Kpts.Ⅱ/2003, Gunung Halimun, Gunung Endut and

other forest areas surrounding GHNP were incorporated into the national park system. It enlarged

the area from about 40,000 hectares to 113,000 hectares and changed the name as Gunung

Halimun-Salak National Park. This had been a long expected measure particularly among

ecologists and conservationists, because it strengthens the integrity of the largest remaining forest

ecosystem in Java Island (see Figure 1). This is also proposed by the current Gunung Halimun

National Park Management Plan, which has been in effect since April 2000.

Unfortunately, however, the expanded area has brought a number of difficult issues to the

management of the national park. When this project document was drafted and signed by the both

governments, the scale and gravity of the issues related to the expanded area were less known than

today. Figure 2 shows the distribution of settlements, paddy fields, arable lands, and tea or other

plantations inside the national park area. It is estimated that there are more than 200 settlements

and some of which even include schools and village offices.

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The expanded area had been managed by Perum Perhutani (State Forestry Company), a

government owned corporate established by the Ministry of Forestry, for production of timber,

other crops, development of tourism, protection of forest and others along its area management

categories. Since many of the areas surrounding GHNP managed by Perum Perhutani was

transferred to the national park, consequently the park has become to include various types of land

uses including the gold mining at Cikidang, Lebak district, the geo-thermal plant at Halimun-Salak

corridor, and resort facilities at Gunung Salak. Unfortunately, many communities inside the

expanded areas do not seem to be legally entitled settlers, although some of them are of traditional

people, and Perum Perhutani seems to have exchanged some kind of agreement with communities

on use of land and forest crops. Besides, there are many obvious unlawful activities such as illegal

loggings, illegal gold mining and illegal cultivations. To make the matters worse, recent days these

illegal activities seem to be being accelerated due to the absence of governance happening in the

gap of management transition.

GHSNP needs to be managed as soon as possible to conserve its integrity of the remaining forest

ecosystem, some part of which nearly has fragmented into smaller blocks of forest such as Gunung

Salak and Gunung Endut. The park utilization also should be considered for the entire park area.

This means that the new management plan should not be an extension of the current management

plan, but it should deals with the park as the whole. However, the current project document

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recognizes that developing the new park management plan is a part of activities of the endangered

species protection action planning. Obviously it is not appropriate, because the management plan is

superior to other lower level plans. Besides this, lower level plans, e.g. Action Plan for the

Conservation of Endangered Species and Ecotourism Action Plan, also need to be reviewed

reflecting the expanded area.

In addition this, the expanded area has brought a number of technical issues, such as unclear park

boundaries, lack of data/ information on natural, social and economic aspects of the area. In short,

the park expansion has significant effects on the park management; therefore, without properly

addressing the issues related to the expanded area, it would be almost impossible for this project to

achieve its purposes and goal. This is the main rationale why the current project document needs to

be revised.

3.4 Major Issues

identified by staff of

GHSNP & NCIC

On the left, the figure

shows the initial steps of

this project for revising the

Project Design Matrix

(PDM) and Plan of

Operation (PO). Although

the scheduled times

indicated here have become

greatly different from the

actual progress, there has

been no significant change

in the flow of steps.

In order to identify

problems in the

management of GHSNP

and necessary counter

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activities, internal workshops were held on 28-29 April at GHSNP office and on 7-8 May at

Sukabumi. The attendants for the workshops were staff members of GHSNP, NCIC and the three

JICA experts. Nearly 50 officers joined to the both workshops and majority of them were forest

police (polisi hutan) of GHSNP, who are directly engaging in operations and activities in the field.

The objective of WS 1 was to identify management issues of GHSNP by using a participatory

approach, whereas the objective of WS2 was to analyze the fundamental problems identified in

WS1 to obtain necessary solutions and actions.

The identified issues obtained at WS 1 were basically generated either from outside of the

institution (threat) or inside of the institution (weakness), and they were noticed as crucial issues

for the management of GHSNP. The process of the identification was to divide the attendants into

seven discussion groups; and the groups presented the results in front of the forum. The threats and

weaknesses identified by the group discussions are as follows:

Threats

1. Community

a. High dependence on the forest

b. Low education level

c. Understanding and awareness for the conservation are relatively low

d. Implementation of local traditional principles is not in line with the park conservation.

2. Stakeholders

a. Policy of the local government sometimes is not in line with the park conservation due to

various perceptions and understandings for the conservation.

b. Less support from law officers to the conservation efforts.

c. Less support from private sectors to the conservation.

Weakness

1. Park area

a. Unclear boundary; unclear follow up of the decree of the extended park area.

b. Relatively low accessibility.

2. Institutional

a. program planning, program implementation, unclear timetable for activity monitoring, no

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indicator for succeed programs, and some park staff is not yet involved in the park

management.

b. Not established internal communication system.

c. Management system tends to be inflexible and not yet involving all the staff.

d. Ineffective external coordination system.

Weakness

1. Park area

a. Unclear boundary; unclear follow up of the decree of the extended park area.

b. Relatively low accessibility.

2. Institutional

a. program planning, program implementation, unclear timetable for activity monitoring, no

indicator for succeed programs, and some park staff is not yet involved in the park

management.

b. Not established internal communication system.

c. Management system tends to be inflexible and not yet involving all the staff.

d. Ineffective external coordination system.

3. GHSNP’s human resources

a. Motivation for work varies

b. It is necessary to strengthen human resource ability regarding challenges to protect the park.

c. The quantity of the GHSNP’s human resources is not optimal yet.

d. Park officer’s welfare is not sufficient to improve their motivation for work.

4. Facilities and infrastructure

a. Working facilities are relatively inadequate.

b. Inadequate database for the management.

5. Budgeting system is imbalanced with the needs of the park management.

Through discussions and analysis sessions to identify threats and weaknesses within the teams, it

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was concluded that there were eight (8) strategic issues, which were crucial for the management of

GHSNP’ and became keywords as the topics discussed at the second workshop; they are as

follows:

1. Illegal gold mining activity (PETI)

2. Illegal logging

3. Biodiversity conservation

4. Enclaves

5. Encroachment

6. Expansion of the park area

7. Tourism

8. Support from other parties.

During WS2, further discussions were made to identify fundamental problems of the strategic

issues. Attendants were divided into groups by own interests and analyzed the strategic issue. Each

group chose two keywords from the eight and developed into “Problem Relation Tree” to see the

cause-result connections by brain storming method. The groups tried to find root causes from the

keywords and finally reached the 33 fundamental problems as follows:

1. The current National Park Management Plan is not relevant

2. No SOP (Standard Operational Procedure) for encroachment is established

3. Patrol route determination has not been made

4. Lack of infrastructure, equipment for management

5. Lack of official number

6. Lack of fund collecting

7. Officials’ skills are not yet optimal

8. No boundary reconstruction has been made

9. Inaccurate data on encroachment

10. Information management system is not optimal

11. Determination of carrying capacity does not yet exist

12. Low data support for management

13. Killing Leopard by local people

14. Collecting of fauna for commercial purpose

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15. Too much/many specimen collection by scientist

16. Destruction of habitats

17. Community skill is limited

18. Development of interpretation program is not yet optimal

19. Identification of tourism objects is not yet optimal

20. Lack of socialization about laws, conservation and dangers of PETI to communities

21. Lack of socialization about laws, and conservation regulation to the law enforcement

22. Weak promotion of the park

23. Miscommunication between park managers and people

24. Differences between communities and government visions

25. Differences of management regulations

26. Lack of coordination mechanism with local government (PEMDA)

27. Lack of coordination with related stakeholders

28. Lack of reforestation outside the park area

29. Other government’s development is sometimes inconsistent with the park objectives.

30. Low accessibility of the park.

31. Lack of government control

32. Involvement of local mafia in illegal activities

33. Population increasing in enclaves and encroachment areas

4 Project Strategies

4.1 Project Approach

About six years have passed since the Suharto government ended in 1998, and since then Indonesia

has made considerable progress in promoting democracy and decentralization. The Indonesian

government has gradually shifted its approach to national park management from a one-sided

approach that excluded local communities to a community-based approach welcoming their

participation in various conservation activities. Reflecting the government’s policy shift, the BCP

included an exploration of national park management methods that included local people, such as

providing environmental education for local people and promoting eco-tourism.

Base on the agreement between the both governments, this project has two purposes: they are 1)

to improve the management of GHSNP, and 2) to disseminate some of the knowledge gained in

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BCP to other national parks in Indonesia. Ultimately it aims to improve national park management

nationwide. Through the cooperation of BCP, GHSNP has become one of the well managed

national parks in Indonesia, and NCIC has functioned as the information center to support

protected area management. This project starts on what BCP has established and it is expected to

further develop those initiatives to create a model for park management in GHSNP. It is also

expected to transfer useful knowledge, techniques, methodologies developed both by BCP and this

project to other national parks.

As mentioned in Section 3.3, the park expansion has brought hard issues to GHSNP. They are not

new, but the scale and seriousness are far greater than those of the GHNP. The absence of

management in the expanded areas must be addressed as soon as possible. Various plans, including

GHSNP Management Plan, guidelines and regulations need to be created or revised for fully

addressing the issues of the whole GHSNP area as a one unit. This is the main reason to revise the

original project document.

This project takes an “issue oriented approach”, but, it does not necessarily mean that the project

deals with actual problems/ threats, such as illegal logging, illegal mining and encroachment,

directly. This project addresses rather fundamental issues/ problems behind these threats. Those are

likely issues with policy, plan, system, knowledge/ technology, awareness, and capacity, both with

the park management and society surrounding the national park. During the workshop 1 and 2, the

participants from GHSNP and NCIC have explored “cause and effect” from eight major

management issues of the park, and finally identified 33 fundamental problems. Among them, there

are many issues need to be solved by the park or PHKA by themselves, such as budget, personnel,

communication, working environment etc. This project needs to address relatively a wide scope of

the management main issues of GHSNP so as to achieve the project purposes. It also should be

noted that activities of this project need to be synchronized with the activities of GHSNP as much

as possible for an effective project management.

For solving issues GHSNP facing, one of the most important keywords will be “collaboration or

cooperation”. This is a widely recognized method applied in many social matters, and this project

also takes this principle. Nowadays, any national park may not be independent of local, regional

and national context. For example, construction or improvement of access roads to the park,

education for local children will be done by local government units; on the contrary sometimes

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national parks are requested to accept some development, e.g. power transmission lines, for a

national interest. Therefore, there will be little doubt that good coordination or collaboration with

stakeholders, including local government units, local communities, is one of the important keys for

a successful park management.

This project can start its activities on what BCP has established. Knowledge, techniques,

methodologies on national park management developed by BCP need to be further elaborated so as

to be transferred to other national parks. Aside from these, one of the significant assets which BCP

has left is the capable staff members of both GHSNP and NCIC, and the network of scientists and

NGOs. Although LIPI is not a counterpart institution for this project, collaboration with LIPI and

other institutions, individual scientists and NGOs is essential to enable the park to materialize an

effective park management backed up by scientific information and data. The role NCIC for this

project should not be limited to transfer the knowledge, technique on GIS, and database developed

by BCP, but actively be involved in supporting the management of GHSNP in database

development and promotion etc. This project also aims to strengthen the collaboration between

national parks and NCIC through various activities.

One of the most difficult issues GHSNP facing is how to deal with the people living inside the

national park. It is estimated that there are more than 200 communities inside the national park,

particularly in the expanded area. Many of them may be categorized as unlawful occupiers of the

national forest (land), although some villages may have existed for a long time in the area. As a

basic principle of Indonesian national parks, cultivation as well as settlement inside the national

park basically may not be permitted. However, if the government takes a hard-line policy to them

without necessary considerations for them, it will not be difficult to imagine a chaotic situation on

the management of the national park. Eventually it may deteriorate the relationship between local

communities and the national park, and may result in a further destruction of the ecosystem. This is

a highly sensitive and political issue which the Ministry of Forestry needs to decide.

However, it will not be appropriate that this project totally avoid this issue, because this is the

center issued related to the park management. In other word, without being involved in this issue,

there in little chance for this project to see a better management of GHSNP. What this project

should do is to provide alternative ideas credible information of the issue to the decision makers for

a peaceful and successful park management. The information may include precise current situation

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of communities, their development histories, legal status, and most importantly credible predictions

of the park in the future. One of the strongest concerns with communities in and around GHSNP is

population explosion, which may result in huge increase of demands for land and natural resources.

Although the project try to come up with alternative ideas for the issues, it is critical to conduct the

activities related to the communities inside GHSNP with close coordination with PHKA. Besides

this, some activities of this project deal with communities in and around GHSNP; it does not mean

to admit the legality of communities inside the national park.

4.2 Project Strategy

1) Implementing organizations

This project is implemented by PHKA, mainly GHSNP, NCIC and JICA project team. The role of

NCIC is not limited to transfer GIS and the national park database system developed by BCP, but is

actively involved in supporting the management of GHSNP particularly technical aspects.

Dissemination of useful knowledge, techniques and methodologies developed both by BCP and this

project will be done be by collaboration of PHKA, GHSNP, NCIC and JICA project team. For

conducting activities, a special Activity Team (AT) will be created for each activity. AT is

composed of staff members of GHSNP, NCIC and also, if necessary, consultants with whom JICA

team make contracts. AT also can ask specific works to external contractors, and collaborate with

external organizations if necessary. Although ATs work under the supervisions of the head of

GHSNP and NCIC, their initiatives should be highly respected.

2) Collaboration and participation

This project seeks a greater collaboration, in a feasible level, with its stakeholders, including local

communities, NGOs, business sectors, academies, medias, local governments, national

governments in many project activities for a better park management. They are expected to work

collaboratively with GHSNP; for example, development of tourism inside the national park needs a

good collaboration between all concerning sectors, such as local communities, local NGOs, local

government units, tourism business sectors and the national park. For an effective environmental

education in local school, close collaboration with local government authorities as well as local

schools will be essential. It also should be noted that the most important aspect for collaboration

will be to find a common ground from which all concerned parties can get certain benefit.

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This project also seeks a greater participation of the general public, academies as well as

stakeholders into the park management, such as park management planning. Although decisions on

the park management issues need to be made by the head of GHSNP or PHKA, it is important that

the decision maker need to listen to various opinions and make decision in a transparent manner.

3) Identification of the project activities

The activities of this project needs to address main issues/ which GHSNP is facing. Many of them

will be issues which other national parks also have. In corresponding to the issues/problems

described in section 3.4, an internal workshop, which gathered officers of GHSNP and NCIC, was

held on 28 and 29 June 2004 at Sukabumi for identifying appropriate countermeasures. About 50

officials joined the workshop, and they were divided into six groups. Each group tried to come up

with ideas of the project activities corresponding to one of the six project outputs, which were

previously identified by the JICA experts and counterparts.

Troughs the workshop, totally 31 activities were proposed by the participants. After this workshop,

these activities were rearranged by grouping similar activities, and removing irreverent ones, and

also adding necessary activities. Figure 3 on the next page shows the results of the rearrangement.

Later, these activities were further elaborated and finally the following 16 activities described in the

section 5.3 were identified as the project activities.

21

Figure 3

22

23

5 Project Design

5.1 Project goals

This project has the following two goals:

1. Biodiversity of Gunung Halimun-Salak National Park (GHSNP) is properly conserved

and sustainable natural resource utilization is promoted in the park.

2. Useful lessons and experiences on national park management obtained through BCP and

this project are shared with park managers, staff members of other national parks and

officials of the Ministry of Forestry.

Indicators:

The indicators to measure the extent of the first project goal will be the following specific

conservation results in GHSNP:

Reduction of illegal activities in term of the number of sites, scale, number of engaging

people.

The number of management issues to see an improvement and their extents.

Public understanding/ appreciation for GHSNP and its management.

On the other hand, the indicators to measure the extent of the second project goal will be the

following specific effects on the national park management in other national parks and the Ministry

of Forestry.

GHSNP management is understood as a model of national park management by other national

parks.

5.2 Overall goal

The overall goal of this project is that;

Biodiversity conservation and sustainable natural resource utilization are promoted in national

parks in Indonesia.

Indicators:

Extent of this project's contribution to IBSAP

Extent of this project's contribution to improvements in biodiversity conservation and

24

sustainable natural resource utilizations in other national parks in Indonesia.

5.3 Outputs and Activities

Output 1.1: The management framework of GHSNP is strengthened with involvement of its

stakeholders, and the policy/strategy for the management of GHSNP are shared by

majority of the stakeholders.

Output 1.2: Information systems and media prerequisite to the management of GHSNP are

developed.

Output 1.3: Researches on biodiversity of GHSNP are encouraged, and monitoring and protection

of endangered species, particularly the three endangered species: Leopards, Javan

Hawk- eagles, Javan Gibbons, are strengthened.

Output 1.4: Conservation activities with local communities' participation and their sustainable

natural resource utilization are encouraged in strategic locations of GHSNP, and these

experiences are introduced to other villages in and around GHSNP.

Output 1.5: Function of GHSNP for ecotourism, environmental education and promotion is

strengthened.

Output 2: Institutional and individual capabilities on managing GHSNP are strengthened, and

useful knowledge, skills/techniques and methodologies on national park management

obtained through BCP and this project are transferred to managers, staffs of other

Indonesian national parks and officials of the Ministry of Forestry

5.3.1 Activities for Output 1.1

The following two activities will be carried out to achieve Output 1.1; they are;

(Activity 1.1.1) To develop GHSNP Management Plan.

(Activity 1.1.2) To create advisory committee for the management of GHSNP.

Indicators:

The indicators measuring Output 1.1 will be the three listed below.

1.1a: Achievements in management planning of GHSNP

1.1b: The number and level of involvement of stakeholders in the management planning of GHSNP

and their understanding/ appreciation for the plan

1.1c: Creation of a permanent mechanism to intake various ideas, opinions of stakeholders, and

visitors for the management of GHSNP

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5.3.2 Activities for Output 1.2

The following two activities will be carried out to achieve Output 1.2; they are;

(Activity 1.2.1) To develop database for the management of GHSNP.

(Activity 1.2.2) To develop appropriate methods to identify the boundaries of GHSNP in the field

Indicators:

The indicators measuring Output 1.2 will be the three listed below.

1.2a: Achievement in developing a GIS information system and database of GHSNP

1.2b: Achievement in facilitating park boundary delineation and developing alternative boundary

identification methods

1.2c: Achievement in developing various maps useful for the park management

5.3.3 Activities for Output 1.3

The following two activities will be carried out to achieve Output 1.3; they are;

(Activity 1.3.1) To carry out researches and monitoring on endangered species, particularly the

three endangered species, in Cikaniki area and other strategic locations in and

around GHSNP.

(Activity 1.3.2) To establish Endangered Species Monitoring and Protection Units (ESMPU)

(Activity 1.3.3) To strengthen the community support to the endangered species conservation.

(Activity 1.3.4) To enhance research programs and activities in GHSNP

Indicators:

The indicators measuring Output 1.3 will be the four listed below.

1.3a: Number of locations and areas surveyed/monitored by GHSNP

1.3b:Number of researches conducted by scientists in GHSNP

1.3c:The number of illegal hunting's/killings of endangered species

1.3d:The change of awareness levels of local people toward endangered species conservation

5.3.4 Activities for Output 1.4

The following three activities will be carried out to achieve Output 1.4

(Activity 1.4.1) To restore or rehabilitate degraded areas in GHSNP with involvement of local

communities.

(Activity 1.4.2) To carry out joint observation activities with local communities for monitoring

situations as well as reducing illegal activities, and establish good communication

26

networks between local communities and GHSNP.

(Activity 1.4.3) To improve livelihood activities at communities in/ around GHSNP

Indicators:

The indicators measuring Output 1.4 will be the four listed below.

1.4a: Achievement in restoration/ rehabilitation of degrades areas in GHSNP

1.4b: Number of participants in the Joint Observation Activities and changes in their awareness

and behaviors toward GHSNP.

1.4c: Number of the participants in Livelihood Support Activities and changes in their awareness

and behaviors.

1.4d: Achievements in networking and collaboration between GHSNP, and local communities,

NGOs, local governments.

5.3.5 Activities for Output 1.5

The following three activities will be carried out to achieve Output 1.5; they are;

(Activity 1.5.1) To promote ecotourism of GHSNP.

(Activity 1.5.2) To promote environmental education (EE) for local people in and around GHSNP.

To improve information services and promotion of GHSNP

Indicators:

The indicators measuring Output 1.5 will be the eight listed below.

1.5a1: Achievements in developing a new guideline for ecotourism development in GHSNP

1.5a2: Achievement in collaborations with local communities, NGOs, local governments, tourism

sectors.

1.5a3: Number of model ecotour programs, the participants evaluations for them, and extent of tour

operators involved in ecotourism.

1.5a4: Number of trainees on ecotourism and their changes in skills and knowledge levels

1.5a5: Number of information/ training materials developed, and their effectiveness

1.5b1: Achievements in collaboration with PEMDA and local schools to deliver EE programs to

children

1.5b3: Number of participants to EE programs, their evaluation for the programs and changes in

their awareness /understanding for GHSNP

1.5b2: Achievements in developing EE programs/ methods can be delivered to a large number of

local communities

1.5b3: Number of participants to EE programs, their evaluation for the programs and changes in

their awareness /understanding for GHSNP

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1.5b4: Number of EE materials and their effectiveness

1.5b5: Achievement in improving park's website and its hit numbers.

1.5b6: Numbers of media coverage

1.5b7: Establishment of Information Center, the number of visitors, and their evaluations

1.5b8: Number of inquiries on park uses, and number of correspondences

1.5b9: Number of information, promotion materials and their effectiveness

1.5b10: Number of promotion events, their participants and effectiveness

5.3.6 Activities for Output 2

The following two activities will be carried out to achieve Output 2; they are;

(Activity 2.1) To raise GHSNP officer's basic knowledge and skills on national park management

(Activity 2.2) To transfer useful knowledge, skills, techniques and methodologies on national park

management obtained through BCP and this project to other national parks in

Indonesia.

Indicators:

The indicators measuring Output 2 will be the five listed below.

2.1a: Achievements in establishing an On the Job Training mechanism to share knowledge, skills

among staff members in GHSNP.

2.1b: Achievements in developing training modules, materials to raise field officers basic skills,

knowledge on park management.

2.1c: Number of trainees, the degrees of progresses gained in the trainings, and trainees' evaluation

for the training contents.

2.2a: Number of training modules, materials and their effectiveness/ impacts on national park

management

2.3b: Number of trainees, their progresses gained in the trainings, and trainee's evaluation for the

contents.

5.4 Strategies for Implementing Activities

This project consists of 16 activities under the six outputs. Roughly speaking, the first 3 to 4 years

of the project will be mainly devoted to strengthen the management of GHSNP, and the transfer of

useful lessons on park management to the other national parks will be implemented mainly in the

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fourth and fifth year of the project.

For implementing 16 activities within the given time successfully, an Activity Team (for

Management Planning: Planning Team), which is composed of staff members of GHSNP, NCIC

and consultants (if necessary), will be created. Although Activity Team (AT) is the main

implementer of an activity, it is recommended that some kind of specific works will be contracted

with external institutions, NGOs for a quality job as well as saving time. AT also needs to seek

collaboration with NGOs or scientific institutions which have similar objectives. Helps of

volunteers and university students also can be considered to a specific job such as data inputs.

However, it is very important that AT always takes initiatives to coordinate every activity.

Since the 16 activities are inter-related each other, close coordination between ATs is crucial for

achieving project goal. One of the key activities among them is “development of GHSNP

management plan. Any lower level plans and guidelines, regulations must be consistent with

management plan. Therefore, it is necessary to make the park management planning as the hub of

all activities for coordination.

Stage 1

All 16 activities will start either in 2004 or in early 2005 for considering the time available. The

first task for each activity is to create AT or PT (for park management planning), and to develop a

detailed activity implementation plan. This is the main phase to gather necessary information and

data related to park management planning and other activities. It is also the time to look for

possible collaborators, contractors of the project. In order to deal with the vacuum of management

for the expanded area, an interim management plan needs to be available by early 2005. And also,

for the purpose to monitor the project progress, initial survey needs to be conducted during this

stage.

Stage 2

For most activities except community based activities, this is the main stage to develop plans,

guidelines, schemes, programs, education and promotion materials, and park information center.

The main part of database development need to be finished by the end of fiscal year 2005 for

supporting other activities. Park Management Planning and main part of endangered species

monitoring and conservation will be finished by the end of fiscal year 2006.The successes and

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failures of the activity and implementation process as well as the factors that facilitate and impede

the process will be documented and used to upgrade training in other parks.

Stage 3

During stage 3, interim project monitoring will be conducted to assess the progress made in the

activities. The degree to which the output has been achieved will be determined by using the

indicators. At this stage, the activity output and the prognosis for the project’s sustainability will be

clarified, and activities that should be enhanced will be identified. During this stage, each Activity

will develop manuals and other appropriate materials to share useful knowledge, experiences on

park management to other national parks. And also, ATs need to develop or find mechanism or fund

for activities sustainability after this JICA project. Training will be used to share experiences and

knowledge with the PHKA and other national park staff. Effectiveness of training and its impact on

national park management in other national parks need to be monitored.

5.5 Input

5.5.1 Japan’s input

1) Dispatch of experts

The specializations of the long-term experts dispatched when the project starts and those number

are explained below. There will be two experts in the last half of the project. Short-term experts

will be dispatched as needed.

・ Chief Advisor/national park management

・ Community-based activity support

・ Environmental education/training/coordinator

2) Training

Training will be offered in Japan and the third countries as necessary. This project recognizes that it

is very important to raise the capacity of field officer (including Forest Police and technicians) of

GHSNP to become a bridge between local communities as well as visitors and the national park.

For this purposes trainings at national parks in neighboring countries will be considered for those

officers. Those who have received training in Japan or the third countries have responsibility to

make a considerable effort sharing his/ her experiences, knowledge attained in the training to other

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officers.

3) Equipment and Materials

・ Equipment and materials needed for the activities implemented in line with the project

document, PDM and project annual plan.

・ Equipment and materials needed for the training

5.5.2 Indonesia’s Input

1) Counterpart assignment

(1) Project representative

(2) Responsible officials from GHSNP

(3) Responsible officials from PHKA including NCIC

(4) GHSNP staff

(5) NCIC staff

(6) PHKA staff (selection based on content of training given to other parks)

2) Provision of land and facilities

Space for project offices will be made available at GHSNP and Bogor.

3) Responsibility for project costs

Indonesia will be responsible for the following project costs:

(1) Travel expenses and per diem allowance for the Ministry of Forestry staff involved

in activities and training both in and outside of the park environs

(2) Operation and Management costs for project offices

5.6 Analysis of external conditions

5.6.1 Prerequisites

1) Allocation of enough counterparts to implement the project

Due to the wide variety of activities envisioned for this project, a coordinator and an assistant

coordinator will be chosen for each activity, and there must be enough counterparts allocated.

2) Instructors and necessary resources are secured for training activities

LIPI and NCIC staff, university instructors, consultants and other external instructors must be

utilized regarding the outputs of the BCP project such as endangered species protection and

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database utilization.

5.6.2 Important external conditions

1) External conditions needed to achieve the outputs

A wide variety of community-based activities are planned for this project. These activities will

require the participation of organizations and groups in and around the park such as local

communities, local governments and NGOs.

Although GHSNP has not had many disputes and conflicts with local communities, GHSNP’s

relationship with local communities and groups in the region adjoining the park border should be

monitored to ensure that it does not deteriorate, since the border has not been clearly established.

Sudden population influxes from the outside into the park’s surrounding area and the extent to of

which economic activities expand from the enclaves to the park’s environs should also be carefully

monitored.

PHKA should provide help in terms of finances and providing personnel, and immediately collect

data on the Fauna and Flora needing for establishment of the management plan as the project

cannot handle all the issues involved in the expansion of the national park’s area.

2) External conditions needed to achieve the project goals

PHKA must be actively involved in order to spread the project outputs to other national parks. In

particular, it is crucial that PHKA take initiative with policies regarding the establishment of

guidelines for enhancing the outputs.

5.7 System for Project Operation and Implementation

1) Director General, Directorate General of Forest Protection and Nature Conservation (PHKA),

the Ministry of Forestry, as the Project Director, will bear overall responsibility for the

administration and implementation of the project.

2) Director, Directorate of Area Conservation, PHKA, as the Project Manager/Director, will be

responsible for the managerial and technical matters of the project, and achieving the outputs for

the second project objective.

3) Head of GHSNP and head of NCIC of PHKA, as the Field Managers, directly work with JICA

experts and will be responsible for achieving the first and second project objectives.

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4) Directors, Directorates of Nature Tourism and Environmental Services Utilization, and

Biodiversity Conservation will participate in the joint coordination committee to deliver project

outputs to their responsible institutions and staff members.

5) The Japanese Chief Advisor will provide appropriate advice to the relevant committee members

and monitor the project’s progress.

6) The experts will provide technical guidance to the counterparts, and will coordinate with

stakeholders along with the counterparts.

7) The joint coordination committee will meet at least once a year or whenever necessity arises,

and work:

To approve Annual Plan of Operation formulated by the project in accordance with the Record

of Discussion;

To review the overall progress of the technical cooperation program and activities carried out

under the above mentioned Annual Plan of Operation in particular, and;

To review and exchange views on major issues arising from or in connection with the

technical cooperation program.

A detailed composition of counterparts and organizational structure for the project implementation

will be decided in discussion with the Indonesian side.

6 Project Justification

6.1 Relevance

The chapter on natural resources and environmental development in Indonesia’s comprehensive

national development plan, PROPENAS 2000-2004, states that the objectives of the natural

resource and environmental files are to utilize natural resources as much as possible with due

consideration to the balance with the preservation of environmental functions, sustainable

development, economic benefits, local residents’ lifestyle, and the national plan. The chapter lists

five guidelines to achieve this goal: natural resource management and maintenance to improve the

citizens’ welfare, ;adoption of environmentally friendly technology, use of renewable natural

resources and establishment of indicators for this purpose, ;the gradual shift of authority for the

Operation and Management and conservation of natural resources from the central government to

regional governments, ;and environmental conservation that maintains a balance with sustainable

development, economic benefit and lifestyle. Stakeholders including local communities should

have a role in implementing programs in line with these policies. This project’s approach is to

promote biodiversity conservation and appropriate natural resources utilization by allowing greater

33

participation of stakeholders into the park management and it is consistent with national policies.

The Ministry of Forestry’s recent priority in national park management is to improve the

coexistence with stakeholders in the park vicinity, such as local communities and local

governments. This project’s goal is to develop a model for national park management through

collaboration and coordination with stakeholders including local communities, so this has a high

degree of correlation with the government’s measures.

The technical transfer to counterparts implemented in the BCP such as the endangered species

monitoring is completed, but the monitoring results should be incorporated in the endangered

species protection action plan and the park management plan. Also, since GHSNP has expanded,

aid should be provided for developing the park management plan covering the whole area of

GHSNP as a one system.

6.2 Effectiveness

This project will be very effective because it deal with many major issues/ problems which GHSNP

has been facing, and so have been other national parks in this country.

One of the most obvious indicators of its effectiveness is reduction of illegal activities, such as the

number, area or engaging people of illegal loggings, or gold mining. And area of restoration also

will show its effectiveness to some extent. However, since this project is not intending to restore

huge degraded areas by itself and to directly address illegal activities, but intending to establish

systems, guidelines or structures which can be developed by GHSNP and PHKA later. Therefore, it

should be noted that the effectiveness need to more evaluate the fact of establishments of new

schemes and their feasibility, rather than derivative results.

6.3 Efficiency

The project needs to deal with relatively larger number of activities, which is 16, in comparison

with the number of long term JICA experts, which is three. There are three main strategies to cope

with this difficulty; one of which is to create a task force team (Activity Team: AC) for each

activity. It is composed of officers of GHSNP, NCIC and external consultants (if necessary). The

second strategy is to use local human resources as many/much as necessary instead of inviting

many short term experts form Japan. In fact, there are many competent experts in various fields in

34

Indonesia. The third strategy is to synchronize the own activities of GHSNP to the project activities

as much as possible so as to maximize the use of human resources and budget.

6.4 Impact

The activities of this project aim to address the main issues/problems of GHSNP, which were

identified by WS1 and WS2 attended by officers of GHSNP and NCIC, and are also long standing

issues/ problems commonly found in other national parks too. Therefore, if the project can show

certain solutions/ progress for them, the processes as well as the results could be useful

information/ references for other national park, and also departments of the Ministry of Forestry.

Although the activities of this project are addressing the specific issues of GHSNP, they also need

to be considered certain impacts on other national park managements from the beginning in order

to achieve the project goal. One of such strategies is to find universal approaches to the issues/

problems; in other words, solutions found in the project can be applied in other national parks.

They may not be the ones which need significant input of resources, but be the ones which are

feasible under the current conditions. In Indonesia, many efforts have been done to cope with

problems on park management by NGOs, donor communities as well as the government. The

project firstly tries to study these cases including their success and failures, and then tries to

develop own strategies or guidelines. The information gathered from other national park’s efforts

also could be good references to be shared.

Although training is the most common method to share knowledge, techniques and methodologies

on park management, the project will take multi methods including mobile workshops and lectures,

self learning manuals. However, these could not be implemented effectively by this JICA project

alone due to limitation of budget and human resources. The most effective measure will be a formal

designation or recognition of GHSNP as “a model national park for its management” by the

Ministry of Forestry or PHKA, and then the activity mentioned above will be implemented by

PHKA. It will be also possible that GHSNP accept officers from other national park for their

comparison studies.

6.5 Sustainability

Sustainability of the project activities will be largely determined by the following factors: they are;

1) Whether it becomes priority activities in the national park management

35

2) Whether there are enough human resources to deal with the activities

3) Whether there is enough financial resource to continue the activities

The first and second factors could be materialized during the project if the activities are

successfully done. The third factor, financial resource, is not uncertain at this point although it is

the most important factor among them; therefore efforts to secure enough government budgets need

to be continued and strengthened. An official designation of GHSNP as “Model National Park” in

term of management by PHKA may improve the budgeting situation. However, the project

activities themselves need to consider their sustainability from the beginning. In this regards, this

project tries to establish a greater collaboration with NGOs, local communities and local

governments, and national government, other donor communities and even private sectors, which

may share the project purposes and goal. For example, restoration of degraded areas inside GHSNP

may be continued by Directorate General of Land Rehabilitation and Social Forestry of Ministry of

Forestry or local governments if the project’s coordination is successful. At the same time, this

project tries to seek feasible level of management, which does not require significant inputs in

project operation. Raising new fund, such as Trust Fund, will be also considered as a component of

Promotion.

6.6 Overall Assessment

Criteria Assessment Summary

Relevance High The project has high relevance with IBSAP,

because it deals with the long standing

issues/problems which many national parks

have been facing.

Effectiveness High It will have high effectiveness, because the

project is designed as an integrated program,

of which 16 activities can relate each other to

strengthen the outputs, in addition that it deals

with long standing park management issues.

Efficiency High to some

extent

For dealing with 16 activities within the given

time period, the project create an Activity

Team composed of officers of GHSNP, NCIC

36

and external consultants (if necessary) for

each activity. AT also can collaborate with

NGOs and external contractors for specific

jobs. By sharing responsibility to implement

the project, the project can be carried out

efficiently, provided that the activities of the

counterpart organizations can synchronize

with the project activities.

Impact High High impact on the national park management

and IBSAP will be anticipated, because it

deals with the long standing issues/problems

which many national parks have been facing.

Besides this, the project is going to propose a

number of new methodologies/strategies on

park management, in addition to providing

information necessary for discussions and

decision making. However, if the issues of

settlement inside the national park can not

find any solutions, the effect of the project

could be smaller.

Sustainability Low to

medium at this

point

Sustainability is low at this point since

measures for securing financial resources

have not been set yet. However, the project

seeks feasible level of management, and new

funding schemes from the beginning.

7 Project Document Appendix

7.1 Project Design Matrix (PDM)

See attachment 1

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7.2 Plan of Operation

See attachment 2

7.3 TOR for the long term expert

Chief Advisor /National park management:

As the Chief Advisor:

To manage the project directly in coordination with the counterparts and other JICA experts to

achieve the project purposes, and overall goal.

To make necessary decisions on managing JICA project team activities.

To be responsible for supervising the implementation of project budget.

To make necessary advice and suggestion to JICA experts and the employees of JICA project.

To coordinate with the project supervisor, project director and the other members of Joint

Coordinating Committee in order to orient the project direction and strategies.

To make necessary coordination with other organizations, institutions, donor communities for

better achievement of the project purposes, and overall goal.

To monitor the progress of the project and report it to the relevant organizations periodically

and when necessities arise.

As the expert on National Park Management:

To be directly responsible for the implementation of the activities related to the activity output

1.1(park management framework development), 1.2 (information system development) and

1.3(endangered species monitoring and conservation).

To coordinate with the counterparts, and other JICA experts to achieve the activity outputs,

project purposes, and overall goal.

To make necessary coordination with other organizations, institutions, donor communities for

better achievement of the activity outputs and project purposes.

To make necessary transfer of knowledge, techniques, and methodologies on the subject areas

to the counterparts, and other persons concerned.

Participatory management

To be directly responsible for the implementation of the activities related to Output

38

1.4(community based activities development).

To coordinate with the counterparts, and other JICA experts to achieve the outputs, project

purposes, and overall goal.

To make necessary coordination with other organizations, institutions, donor communities for

better achievement of the Outputs and project purposes.

To consult the chief advisor on the activity development, and other necessary matters.

To make necessary transfer of knowledge, techniques, and methodologies on the subject areas

to the counterparts, and other persons concerned.

Environmental education/ Training / Coordinator

As the expert on Environmental Education and Training:

To be directly responsible for the implementation of the activities related to Output

1.5(Strengthen ecotourism, environmental education and promotion) and 2 (capacity building

and transferring useful lessons to other national parks).

To coordinate with the counterparts, and other JICA experts to achieve the outputs, project

purposes, and overall goal.

To make necessary coordination with other organizations, institutions, donor communities for

better achievement of the outputs and project purposes.

To consult the chief advisor on the activity development, and other necessary matters.

To make necessary transfer of knowledge, techniques, and methodologies on the subject areas

to the counterparts, and other persons concerned.

As the Project Coordinator:

To have the prime responsibility for administrating the project including budget planning,

implementation, contracts, employment of local staff and report, arrangement of counterpart

training, and other necessary matters.

To monitor the project progress and make necessary advice or suggestions to the chief advisor,

the other JICA experts for a smooth project progress.

To coordinate with the counterpart organizations to secure the inputs from Indonesian side.

To supervise and support the activities of local staff.

To assist to make necessary arrangements for the JICA experts and others for smooth project

progresses.

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7.4 TOR for the counterparts

Field Manager of GHSNP

To implement the project in close collaboration with the JICA experts and the head of NCIC

within responsibility for achieving project purposes and project goal.

To make necessary arrangements for the project including securing the counter budget,

allocation of counterparts, provision of equipment/ facilities, materials and logistics for the

JICA experts, their contractors and collaborators if necessary.

To assign appropriate personnel to the counterparts for the JICA experts and direct their

activities.

To coordinate with the project supervisor, project director and the other members of Joint

Coordinating Committee in order to orient the project direction and strategies.

To make necessary coordination with other organizations, institutions, donor communities for

better achievement of the project purposes, and overall goal.

To monitor the progress of the project within the scope of GHSNP and report it to the relevant

organizations periodically and when necessities arise.

Field Manager of NCIC

To implement the project in close collaboration with the JICA experts and the head of GHSNP

within responsibility for achieving project purposes and project goal.

To make necessary arrangements for the project including securing the counter budget,

allocation of counterparts, provision of equipment/ facilities, materials and logistics for the

JICA experts, its contractors and collaborators if necessary.

To assign appropriate personnel to the counterparts for the JICA experts and direct their

activities.

To coordinate with the project supervisor, project director and the other members of Joint

Coordinating Committee in order to orient the project direction and strategies.

To make necessary coordination with other organizations, institutions, donor communities for

better achievement of the project purposes, and overall goal.

To monitor the progress of the project within the scope of NCIC and report it to the relevant

organizations periodically and when necessities arise.

Counterparts for Output 1.1 (National park management framework development)

40

To take prime responsibility to conduct Activity 1.1.1 (GHSNP management plan development) and Activity 1.1.2 (Creation of advisory committee) in close coordination with external consultants (with whom JICA project has made contract), the JICA experts, the project Field Managers and other staff members of GHSNP and NCIC.

To make necessary coordination/ arrangement with concerning government sectors, stakeholders including local communities, representatives of other sectors, individuals in order to secure a greater input into the related activities and their outputs.

Counterparts for Output 1.2 (Information system development) To take prime responsibility to conduct Activity 1.2.1 (Database development) and Activity

1.2.2 (Creation of alternatives to identify the park boundary) in close coordination with external consultants (with whom JICA project has made contract), the JICA experts, the project Field Managers and other staff members of GHSNP and NCIC.

To make necessary coordination with the task force team created by the Bureau of Conservation Areas, Perum Perhutani, BAPLAN to secure enough information available to achieve the output 1.2.

Counterparts for Output 1.3 (Endangered species monitoring and conservation) To take prime responsibility to conduct Activity 1.3.1 (Research and monitoring of the three

endangered species), Activity 1.3.2 (Establishment of ESMPU), Activity 1.3.3 (Strengthen public support for endangered species conservation) and Activity 1.3.4(Enhancing research programs and activities) in close coordination with external consultants (with whom JICA project has made contract), the JICA experts, the project Field Managers and other staff members of GHSNP and NCIC.

To make necessary coordination with local communities, local government units, scientific institutions, individual researchers, students to achieve the project outputs.

To coordinate with other national parks and other protected areas to share information about the three endangered species.

Counterparts for Output 1.4 (Community based activity development): To take prime responsibility to conduct Activity 1.4.1 (Restoration/ rehabilitation of degrade

areas), Activity 1.4.2 (Joint observation activities) and Activity 1.4.3 (Improvement of livelihood activities) in close coordination with external consultants (with whom JICA project has made contract), concerning NGOs, the JICA experts, the project Field Managers and other staff members of GHSNP and NCIC.

To make necessary coordination with local communities, local government units, scientific institutions, private business sectors and others to achieve the project outputs.

Counterparts for Output 1.5 (Ecotourism, environmental education and promotion): To take prime responsibility to conduct Activity 1.5.1 (Promotion of ecotourism), Activity

1.5.2 (Promotion of environmental education for local people) and Activity 1.5.3 (Improvement of information service and promotion) in close coordination with external consultants (with whom JICA project has made contract), the JICA experts, the project Field Managers and other staff members of GHSNP and NCIC.

To make necessary coordination with local communities, local government units, NGOs, private tourism sectors and others to achieve the project outputs.

Counterparts for Output 1.6 (Capacity building and transferring useful lessons to other national parks): To take prime responsibility to conduct Activity 2.1 (Capacity building of GHSNP officer),

Activity, and 1.5.2 (Transferring useful lessons on park management to other national parks ) in close coordination with external consultants (with whom JICA project has made contract), the JICA experts, the project Field Managers and other staff members of GHSNP and NCIC.

To make necessary coordination with other training institutions, NGOs, other national parks to

41

achieve the project outputs.

7.5 Information regarding counterpart institutions1) Counterpart institutions related to this project

Counterpart institutions related to this project

2) GHNP

Staff Allocation

There are 103 park staff overall, and 88 full-time staff.

Area Number of staff Total

Park office Conservation

Sections

1 Administration 2 1 3

2 Administrative employees 18 16 34

3 Forest police 1 43 44

4 Extension 1 2 3

42

Directorate General Forest Protection and Nature Conservation

Directorate General

Secretariat

Directorate of Forest Protection

Directorate of Forest

Fire Prevention

Directorate of 　 Area

Conservation

(NCIC)

Directorate of Biodiversity Conservation

Directorate of Nature

Tourism and Environmental

Service Utilization

5 Forestry technicians 3 3 6

6 Asst. forestry technicians 1 1

7 Assistant administrators 6 6

8 Temporary employees 1 1

9 Interns 4 1 5

Total 24 71 103

(Fiscal 2002 Gunung Halimun National Park Annual Report)

GHSNP’s organizational structure

The main operations of the above units are as follows: Station/Post Summary of Operations/Characteristics

Head Responsible for the overall management of the park. Under

the direct jurisdiction of the Directorate General, significant

decision-making authority over the park policies and activity

priorities.

Administrativ

e

Section

The groups within the Administrative Section are not formally designated units,

but they function as a group in each area of operations.

Planning &

Evaluation Group

Preparation of annual reports and five-year plans,

information compilation, preparation of report

43

Protection &

Forest Fire

Prevention Group

Entrance authorization, execution of legal regulations

General Affairs &

Finance Group

Personnel, accounting, property management, materials

conservation, communication

Utilization &

Collaboration

Group

Services for visitors, implementation of various park

programs.

Cikaniki Research

Station

Management of training materials within the station,

services for users and visitors

Area

Conservation

sections

In January 2003, the organization was reorganized so that the three sub sections

underneath the Conservation Section were raised in status to Area Conservation

Section, level with the Administrative Section. Accordingly, each conservation

section was supposed to prepare activity plans, but as of this point they have not

performed this function and there have not been many changes in the specific

organization.

Area 1

Conservation

Section.

Park management in Lebak District; three forest police

stations are located in the responsible area.

Area 2

Conservation

Section.

Park management in Bogor District; four forest police

stations are located in the responsible area.

Area 3

Conservation

Section.

Park management in Sukabumi District; three forest police

stations are located in the responsible area.

Stations’ Systems and Activities

There are four staff members at each forest police station one chief and three staff members. Each

station prepares an annual activities plan, and conducts its activities based on this plan. The staff

members have no clearly defined duties, and the four cooperate in their operations.

3) Overview of Indonesia’s National Parks

44

Number Name of Park Area (ha)Year

designated

Designated as

important

management

Zoning

　 　 　 　 　 　

1 Gunung Leuser 1,094,692 1980 ○ 　

2 Bukit Barisan Selatan 365,000 1982 ○ ×

3 Ujung Kulon 122,956 1992 　 　

4 Gunung Gede Pangrango 15,000 1980 　 　

5 Baluran 25,000 1980 　 　

6 Bali Barat 19,003 1980 　 　

7 Komodo 173,300 1990 　 　

8 Kutai 198,629 1995 ○ ×

9 Bogani Nani Wartabone 287,155 1990 　 　

10 Tanjung Puting 415,040 1982 ○ ×

11 Kerinci Seblat 1,368,000 1982 ○ ×

12 Bromo Tengger Semeru 50,276 1982 　 　

13 Meru Betiri 58,000 1982 ○ 　

14 Teluk Cenderawasih 1,453,500 1993 　 　

15 Lore Lindu 229,000 1993 ○ ×

16 Alas Purwo 43,420 1993 　 ×

17 Wasur 413,810 1990 　 　

18 Karimun Jawa 111,625 1988 　 　

19 Kepulauan Seribu 108,000 1982 　 　

20 Gunung Halimun 40,000 1992 　 ×

21 Way Kambas 130,000 1982 　 　

22 Bunaken 89,065 1991 　 　

23 Siberut 190,500 1993 ○ 　

24 Berbak 162,700 1992 　 　

25 Betung Kerihun 800,000 1995 ○ ×

26 Rawa Aopa Watumohai 105,194 1990 ○ ×

27 Kelimutu 5,000 1992 　 　

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28 Wakatobi 1,390,000 1996 　 　

29 Gunung Palung 90,000 1990 ○ ×

30 Taka Bone Rate 530,765 1992 　 ×

31 Bukit Tiga Puluh 127,648 1995 ○ 　

32 Manusela 189,000 1982 　 ×

33 Bukit Baka Bukit Raya 181,190 1992 ○ ×

34 Gunung Rinjani 40,000 1990 ○ ×

35 Bukit Duabelas 60,500 2000 　 ×

36 Sembialng 205,078 2001 　 ×

37 Laiwangi-Wanggameti 47,014 1998 　 ×

38 Manupeu Tanah Daru 87,984 1998 　 ×

39 Kayan Mentaragang 1,360,500 1997 　 ×

40 Lorentz 2,505,600 1997 　 ×

41 Danau Detarum 132,000 1999 　 ×

　 Total 15,021,144 　 　 　

　 Name of Park

Number of

Staff

Total Budget

(1000

rupiah）

　 　 　

1 Gunung Leuser 215 2,124,438

2 Bukit Barisan Selatan 115 1,631,262

3 Ujung Kulon 115 1,946,147

4 Gunung Gede Pangrango 117 1,785,750

5 Baluran 90 2,839,846

6 Bali Barat 121 1,615,192

7 Komodo 101 1,651,563

8 Kutai 95 1,582,623

9 Bogani Nani Wartabone 141 1,983,653

10 Tanjung Puting 88 1,559,622

46

11 Kerinci Seblat 161 8,088,211

12 Bromo Tengger Semeru 90 1,631,262

13 Meru Betiri 85 1,874,072

14 Teluk Cenderawasih 73 2,106,283

15 Lore Lindu 88 1,502,853

16 Alas Purwo 107 2,196,802

17 Wasur 59 1,720,769

18 Karimun Jawa 92 1,826,449

19 Kepulauan Seribu 91 1,590,204

20 Gunung Halimun 88 1,503,459

21 Way Kambas 145 2,626,354

22 Bunaken 64 1,435,423

23 Siberut 58 1,137,880

24 Berbak 60 1,426,171

25 Betung Kerihun 42 1,158,118

26 Rawa Aopa Watumohai 56 1,456,807

27 Kelimutu 40 1,353,251

28 Wakatobi 66 1,377,145

29 Gunung Palung 60 1,089,919

30 Taka Bone Rate 49 1,234,906

31 Bukit Tiga Puluh 37 1,040,595

32 Manusela 59 1,183,977

33 Bukit Baka Bukit Raya 49 942,017

34 Gunung Rinjani 91 1,268,111

35 Bukit Duabelas - -

36 Sembialng - -

37 Laiwangi-Wanggameti - -

38 Manupeu Tanah Daru - -

39 Kayan Mentaragang - -

40 Lorentz - -

41 Danau Detarum - -

47

Source: PHKA

48