ESP and the Rare Pride Campaigns

ENVIRONMENTAL SERVICES PROGRAM AND THE RARE PRIDE CAMPAIGNS:

IMPLEMENTING A SOCIAL-MARKETING APPROACH FOR BIODIVERSITY CONSERVATION IN INDONESIA

END OF PROJECT REPORT

APRIL 2008 This publication was produced by Development Alternatives, Inc. for the United States Agency for International Development under Contract No. 497-M-00-05-00005-00

Kredit Foto: RARE Caption: One of the animal mascots used during the Pride Campaign Program Potorono Forest – Mount Sumbing, Central Java by RARE and ESP.

ENVIRONMENTAL SERVICES PROGRAM AND THE RARE PRIDE CAMPAIGNS:

IMPLEMENTING A SOCIAL-MARKETING APPROACH FOR BIODIVERSITY CONSERVATION IN INDONESIA

END OF PROJECT REPORT

Title: Environmental Services Program and the Rare Pride Campaigns: Implementing a Social-Marketing Approach for Biodiversity Conservation in Indonesia - End of Project Report

Program, activity, or project number: Environmental Services Program,

DAI Project Number: 5300201.

Strategic objective number: SO No. 2, Higher Quality Basic Human Services Utilized (BHS).

Sponsoring USAID office and contract number: USAID/Indonesia,

Contract number: 497-M-00-05-00005-00.

Contractor name: DAI.

Date of publication: April 2008

Development Alternatives, Inc.

In collaboration with:

The Urban Institute Hatch Mott MacDonald

Johns Hopkins Center for Communications Programs FIELD Indonesia John Snow, Inc.

Rare Center for Tropical Conservation PERPAMSI/FORKAMI

Social Impact CO2OL-USA

Kleiman International Consultants, Inc. Evensen Dodge International

Mayflower Partners LLC

TABLE OF CONTENTS

EXECUTIVE SUMMARY..........................................................................................................III 1. PRIDE TRAINING CENTER IN INDONESIA............................................................... 1

1.1. NANGGROE ATJEH DARUSSALAM PROVINCE.........................................................................................2 1.2. CENTRAL JAVA PROVINCE ..................................................................................................................... 11 1.3. EAST JAVA PROVINCE............................................................................................................................. 14

2. RECRUITMENT AND SELECTION PROCESS ........................................................... 16 2.1. RECRUITMENT PROCESS......................................................................................................................... 16 2.2. SELECTION PROCESS .............................................................................................................................. 16 2.3. LESSONS LEARNED.................................................................................................................................. 18

3. 1ST STAGE: UNIVERSITY-BASED TRAINING ............................................................ 20 3.1. UNIVERSITY-BASED TRAINING............................................................................................................... 20 3.2. CAMPAIGN MANAGER ........................................................................................................................... 21 3.3. FEEDBACK FROM PARTICIPANTS ........................................................................................................... 22 3.4. LESSON LEARNED ................................................................................................................................... 23

4. 2ND STAGE: PROJECT PLANNING & IMPLEMENTATION...................................... 25 4.1. PROJECT PLANNING STAGE................................................................................................................... 25 4.2. CAMPAIGN IMPLEMENTATION............................................................................................................... 27

5. 3RD STAGE: PROJECT COMPLETION (REPORTING AND COMPLETION)......... 29 6. FOLLOW UP.................................................................................................................... 30 7. LEAD AGENCY & DONOR MANAGEMENT/RELATIONSHIP ............................... 32 8. APPENDIX........................................................................................................................ 34

APPENDIX 1: SELECTION CRITERIA .................................................................................................................. 34 APPENDIX 2: EXECUTIVE SUMMARIES OF PRIDE FINAL REPORT.................................................................... 36

EXECUTIVE SUMMARY Rare’s mission is to conserve imperiled species and ecosystems around the world by inspiring people to care for and protect nature. Rare’s signature “Pride Campaign” trains local organizations to use social marketing techniques to build grassroots support for and pride in conserving local species and habitats. Having achieved substantial success with this method, Rare has become one of the leading educational outreach organizations in the international conservation community. The Rare Pride campaigns are a sub-component under the Watershed Management and Biodiversity Conservation within the Environmental Services Project funded by USAID in Indonesia. In 2006, through ESP, a Pride training center was launched, in cooperation with Bogor Agricultural University (IPB), Faculty of Forestry, Department of Forest Resource Conservation and Ecotourism. IPB was the third Pride training center partnership established by Rare. The University of Kent at Canterbury was the first university partnership, followed by cooperation with the University of Guadalajara. Rare’s most recent university training center was formally finalized in March 2008 with the Southwest Forestry University in China. The support from ESP enabled Rare to launch the inaugural Indonesian cohort with five Pride campaigns. In the Spring of 2006 the following Campaign Managers arrived at IPB to begin their 22 month training program:

• Zakiah, Yayasan Peduli Nanggroe Atjeh • Cut Meurah Intan, Yayasan Masyarakat Penyayang Alam & Lingkungan Hidup • Fransiska Ariantiningsih, Yayasan Ekosistem Lestari • Panji Anom, Yayasan Bina Lestari MastA • Agus Wiyono, Yayasan Kaliandra Sejati

After 11 weeks (May-August 2006) of university-based training on various topics including methods of study, introduction to biodiversity, social science approaches to environmental understanding, ecology of habitats and populations, conservation and the law, and social marketing for conservation, the campaign managers returned to their communities and their sites to work with their lead agencies to plan and implement a Pride campaign (September 2006 – February 2008). Once the project plans are submitted and approved by both Rare and the partners, campaign managers implemented the full-scale Pride campaigns, using social marketing techniques to generate grassroots support for conservation. Throughout the campaign, the campaign managers received technical assistance and additional training from Rare staff and university faculty via a minimum of two six-day site visits, and intensive email/telephone support. The inaugural Indonesian cohort provided many lessons learned to Rare’s global organizational improvement for delivering the Pride program, among these are:

• Organizations involved in the partnership should be clear on each role within the relationship as well as share expectations about others roles and deliverables.

• Improvement is critically needed in the selection process to find the ‘right’ candidates (lead agency and campaign manager) that own the potential for capacity building and are driven o be the best.

ENVIRONMENTAL SERVICES PROGRAM AND THE RARE PRIDE CAMPAIGNS: IMPLEMENTING A SOCIAL-MARKETING APPROACH FOR BIODIVERSITY CONSERVATION IN INDONESIA END OF PROJECT REPORT

• Project planning stage is very critical for the campaign design, however time allocated for this stage needs to be extended.

Significant conservation achievements resulted from this work, some of which are summarized below:

• The R. Soerjo Grand Forest Park saw a significant decline in the number of forest fires in 2007, directly attributed to the success of the Pride Campaign. Prior to the Pride program, approximately 3,900 ha of forest were burnt due to charocal production. Community awareness grew with Agus Wiyono from Kaliandra Sejati and soon over 440 people were working to save the Park, dramatically lowering the area lost to forest fires to a mere 86 ha lost in 2007.

• Panji Anom of Yayasan YBL MastA provided 55 households in Potorono forests with

energy-efficient stoves empowering familes to adopt new technology that potentially reduces conservation threats. An additional 50 households are scheduled to receive these stoves, which will prevent about 1800 m3 trees from being cut down for firewood per month, and several hundred households in neighboring villages have adopted the improved technology.

• Campaign Manager Fransisca Ariantiningsih from YEL brought leading community

stakeholders to the same table to discuss the conservation threats to the Rawa Singkil Wildlife Reserve in the Aceh Singkil Disctrict. As a result of Fransisca’s efforts the community presuaded the local government to cancel the plan to build a road across the reserve which would have done great damage.

• To engage local communities in forest protection, Zakiah of PeNA revitalized the

traditional system of Pawang Uteun (community-based forest management) in Leupung, Lhoknga and Kueh.

• In Jantho, Aceh, Pride campaign manager, Itjut introduced a paddocking system to

local farmers and furthered their sustainable farming practices to reduce number of tiger-human conflicts while additionally improving forest protection.

Building ESP’s initial support and investment in the training center, Rare will launch 16 new Pride campaigns in partnership with IPB over the coming 12 months. An additional 20 campaigns are in the recruiting “pipeline.” These campaigns will help conserve Indonesia’s unique marine and tropical forest habitats. The institutional capacity built by ESP and Rare with IPB will have a lasting impact on conservation issues in Southeast Asia.

ENVIRONMENTAL SERVICES PROGRAM WWW.ESP.OR.ID IV

1. PRIDE TRAINING CENTER IN INDONESIA

One major milestone achieved for Rare came with the finalization and signing of the validation document on January 9, 2006—between Rare and IPB. This 12 month initiative began in September 2004 when Rare introduced six Indonesia Pride campaign managers trained at the University of Kent in Canterbury, England to the country’s conservation community. This minor introduction intrigued many conservationists attending the workshop, but more impressively, an acknowledgement came from a leading professor alluding to Indonesia’s need to build grass-root support for biodiversity conservation. Prof. Dr. EKS Harini Muntasib from the Department of Forest Resource Conservation and Ecotourism, expressed that having training program like Rare’s Pride in Indonesia would greatly improve traditional conservation awareness and education. Immediately following this initial conversation, a series of discussions and small workshops followed between Rare and IPB exploring the challenges and possibilities in setting up the Pride program in Indonesia. One of the major concerns was the differences in the education system in Indonesia compared to England. The most feasible presented itself, the Pride training program would be considered a graduate program within IPB. This allowed Rare to be flexible in defining the modules, determining the number of students per cohort and deciding programs schedule. Rare immediately began the process of building the training center at IPB including: establishing lecturer teams; developing the course structure design with the IPB team; adopting necessary case-study and modules from Kent but placed in context with the Indonesian conservation setting; as well as administering and managing work between IPB Graduate School and the Department of Forest Resource Conservation and Ecotourism. Establishing the university program training with IPB took a great deal of coordination and time especially considering the academic bureaucracies and systems that need to be recognized and followed. All the efforts between Rare and IPB were rewarded when the first cohort arrived for university training in the spring of 2006. Only a year later, IPB trained the second Bogor Cohort consisting of seven Campaign Managers and their lead agencies in Java, Kalimantan and Sulawesi. With over 100 campaigns launched in over 45 countries, Rare continues to build upon and evaluated our success and disappointments so we can further our mission in conserving imperiled species and ecosystems around the world. Since the inception of the Indonesian cohort Rare has strengthened its infrastructure to meet the needs and provide ample support to all of our constituents. The next few pages provides a brief description on each of the five inaugural Pride Campaign’s launched in partnership with IPB and ESP. The descriptions includes the Lead Agency name, Campaign Manager name, Site Summary, the campaign’s Theory of Change (campaign hypothesis), campaign objectives and final achievements. For further information please find attached Executive Summaries provided by Rare staff.


1.1. NANGGROE ATJEH DARUSSALAM PROVINCE

A. Partner: Yayasan Peduli Nanggroe Atjeh (Yayasan PeNA)

Site: Community Forest in Mukim Leupung, Kueh, & LhokNga, Aceh Besar Campaign Manager: Zakiah, Shut

Site Background:

Kemukiman Lhoknga

Figure 1: Map of Pride Campaign Target Site – Kemukiman Kueh, Leupung and Lhoknga The forest around Kr. Aceh watershed plays a critical role in maintaining the hydrological system of two rivers, Kr. Raba and Kr. Geupu. The forest also plays a vital role for local community’s main source of livelihood. Currently, the forest is undergoing rapid destruction. Three communities or Mukim (groups of village): Kueh, Lhoknga and Leupung revealed that the three biggest threats to the forest ecosystem are illegal logging, forest conversion to agricultural lands,, and forest fire. Unfortunately, many of, the functions of local government (adat) to maintain the forest have been weakened or in some cases have disappeared all together because traditional measures are no longer practiced by people in their daily lives.

ENVIRONMENTAL SERVICES PROGRAM WWW.ESP.OR.ID 2


Theory of Change: To strengthen the role of Adat Institutions in community-based forest management, in Leupung, Kueh, and Lhok Nga, the Pride Campaign conducted by Zakiah (Yayasan PeNA) will modify the behavior of the community, to save at least 1000 ha of community forest from the threat of forest conversion to agriculture. To inspire this change within the community, proven social marketing strategies will be implemented, including: participatory design and the creation of educational outreach materials that will be disbursed to the general public using printed media (poster, factsheet, booklets, etc) to communicate forest functions and biodiversity; school programs; cultural events; as well as series of discussions with senior Adat leaders.

To achieve this, we will leverage the notable influence in Leupung, Kueh, and Lhok Nga of several motivators and peer groups. Religious leaders, to link human duty as God’s creation in protecting the environment; community leaders and adat leaders to inspire people on forest conservation; youth leaders to inspire younger generations and children; as well as teachers. The campaign’s impact will be measured by the development of an action plan for adat institutions in sustainable forest management.

Photo by Sarilani Wirawan Figure 2: Zakiah discussion with

aign, sustainable forest resource management will be established

00 ha

4. the campaign, community knowledge will increase from 22%

a farmer Campaign Objectives:

1. By the end of campby strengthening the local adat “Pawang Uteun” in Kemukiman Leupung to save at least 3000 ha of forest. By the end of the campai2. gn, “peudeep lampoh” (agroforestry) in Kemukiman Kueh will apply ecological and biodiversity principals to provide economic, social, and environmental benefits, in at least 1000 ha of land, to reduce the threat of forestclearing for agricultural purposes. By the end of campaign, the commu3. nity in Kemukiman Lhoknga, will agree to creating Pawang Uteun (traditional system) for the sustainability and saving of 5of community forest. By the 12th month of to 40% who will understand the role the forest plays in ensuring water availability to the local villages.



Campaign Achievement: In accordance with the objectives set up front during the planning stage, by the end of the campaign, Zakiah and her team from Yayasan PeNA were able to achieve the following deliverables:

1. Adat institutions in Kemukiman Leupung developed a draft of local regulation and a participatory maps of 3000 ha community forest that will be sustainably managed.

2. ‘Peudeep Lampoh’1 applying ecological and biodiversity principal were adopted by 50 farmers in Kemukiman Kueh, specifically in the Nusa Village, These farmers formed a group that applies agroforestry principles on their lands and have voluntarily planted 1500 tree seedlings across 100 ha.

3. Communities in Kemukiman Lhoknga signed an agreement to revitalize the Pawang Uteun system for managing the community forest. The head of the Mukim recommended, that this agreement would required follow up, including creating a: participatory map for the community forest area under the agremeent as well as strengthening the management of the Adat institution.

4. Community awareness was raised in understanding the importance the forest plays in ensuring water availability increases from 22% to 39.4% in the target community, compared to the decrease in responses by the control group for the same question (from 50% to 23.5%), as indicated by Graph below.

Forest as Water Catchment Area (Knowledge)

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Pre-campaign (2006) Post-campaign (2008)

Pre-campaign (2006) 22 50

Post-campaign (2008) 39 23.5

Target Kontrol

Figure 3: Community knowledge on the role of forest,

before and after Pride Campaign

1 Peu udeep lampoh is an activity to re-plant abandoned agricultural land (the land was abandoned, due to the long military conflict period). Introducing agroforestry principles to the revitalization of the abandoned land is important to reduce forest clearing/forest conversion for agriculture purposes.



B. Partner: Yayasan Masyarakat Penyayang Alam dan Lingkungan Hidup (Yayasan Mapayah) Campaign Manager: Cut Meurah Intan, Ssi

Site Background: This site is within the Seulawah Ecosystem Area, and focuses on two subdistricts: Kecamatan Lembah Seulawah (Saree) and Kecamatan Kota Jantho (Jantho). The forest in KES was the main focus of the campaign because of its rich biodiversity and more importantly the forest is an important habitat to the sumatran elephant, endemic small deer, and the sumatran tiger. The forest is also important to maintain for its water springs used by local communities. With the forest degradation in KES there has been a considerable increase in human-wildlife (tiger) conflict in Jantho and a decrease in the fresh water supply for families in Saree. Theory of Change: To ensure community understanding and participation in sustainable managing the natural resources of Seulawah Ecosystem Area, in particular the forest in Saree & Jantho, the Pride Campaign conducted by Cut Meurah Intan (Yayasan MAPAYAH) will modify the behavior of farmers and cattle owners, so they will know and understand the function of the forest in ensuring water availability from the only water springs for Saree and the incidents of human-wildlife conflict reduced. To inspire this change within the farmers and cattle owners, proven social marketing strategies will be implemented, including: outreach to the general public using printed media (poster, factsheet, booklets, etc) to communicate forest functions and cattle management. The conservation message will also be spread through school programs, with one-on-one discussions, religious events, and through community radio programs (talkshow,etc). To achieve this, Cut will leverage the notable influence in Saree and Jantho of several motivators and peer groups. Religious leaders will link human’s duty as God’s creation in protecting the environment; community leaders and adat leaders to inspire people on forest conservation; education leaders will inspire young generations and children. In the end, the campaign’s impact will be measured by an agreement to manage a forest and decrease the level of human-wildlife conflict.



Kec.Kota Jantho

Kec.Lembah Seulawah

Figure 4: Location of villages in Kota Jantho

and Lembah Seulawah Sub-district Campaign Objectives:

1. By the 12th month, agreements will be met among at least 2 villages from the Kota Jantho sub-district and relevant institutions to manage 28,000 ha Jantho Forest to reduce the incident of wildlife-human conflict to below 10 times/year.

2. By the 12th month, the forest management agreement covering at least 20 ha of forest to protect Labieng watersprings in Tahura Po Cut Meurah ensuring water availability for the people if established.

3. By12th month, farmers in the Lembah Seulawah & Kota Jantho sub-district who answer “do not know” to the relation of intact forest and water availability will decrease from 22% to 5 %.

4. At the end of the program, 50% of all farmers in each target sub-district will state that it is easy to work together in protecting the forest and ensuring water availability.



Campaign Achievements:


By the end of the campaign, the communities living in the five villages within the Kota Jantho sub-district established a forum tprotect the 1500 ha of forest where the watersprings of Krueng Kalok are located.

o

Additionally, Jantho Lama villages agreed to build community enclosures for their cattle in an effort to improve cattle management as a means to reduce the threat of tigers. Based on the knowledge gained about tiger behavior, community members voluntarily contributed their own resources to improve cattle management. Together, the people built a 40 m x 30 m enclosure and developed a cattle owner group (consisting of 25 members from a total 30 households within the village). The initiative was established near the end of the campaign and the baseline of human-tiger conflict had not yet been recorded.

Photo by Djuna Ivereigh Figure 5. Cut Meurah Intan with the Pride Mascot – Sumatran elephant – in a school activity

In knowledge and attitude the target group had also demonstrated positive changes. As shown in Graph 2, farmers that do not know the relation of intact forest to water availability decrease by 10%. Although, it seems that these changes is not less than the objective’s target (from 22% to 5%), comparison with control group indicated that the Pride campaign contributed about 75% to this change in farmer’s knowledge. Moreover, the campaign contributed about 33% on the shift of attitude in farmers that state “easy” to work together in protecting forest to ensure water availability (from 25% in pre-campaign, to 40% in post-campaign).

Relation of Intact Forest and Water Availability (Farmer's Knowledge)

21.3

10.6

0

5

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15

20

25

Don't Know

Perc

enta

ge

Don't Know

Don't Know 21.3 10.6

Pre-campaign (2006) Post-campaign (2008)

Graph 1. Farmers’ knowledge on the role of intact forest in protecting water resources,

before and after Pride campaign


C. Partner: Yayasan Ekosistem Lestari (YEL) Site: Rawa Singkil Wildlife Reserves, Aceh Singkil Campaign Manager: Fransiska Ariantingsih, MSc

Site Background: Rawa Singkil Wildlife Reserve in Aceh Singkil District has high biodiversity values. The Population and Habitat Viability Assessment (PHVA) reported in 2003 that the reserve is one among three habitats in Sumatra and Aceh, that has the highest population density of sumatran orangutans (the estimated number is up to 1.500 individual) in Indonesia. Pride is also part of a YEL’s bigger project “The three swamps project” which is aimed at rehabilitating and conserving three important swamps that are critical to orangutan habitat (Rawa Singkil, Rawa Kluet, and Rawa Tripa). Through Pride, Siska is working in 3 sub-district to save and ensure the function and benefit of this site. By increasing the knowledge in the target communities about the function and status of the reserves and by building a collaborative management system involving reserve authorities and communities in the Kuala Baru sub-district the campaign will be able to limit the barriers threatening the habitat. Theory of Change: To save and ensure the sustainable function and benefit of Rawa Singkil Wildlife Reserves, the Pride Campaign conducted by Fransiska Ariantiningsih (Yayasan Ekosistem Lestari) will modify behavior of communities living in 3 sub-districts along the boundary of the reserves and the government at district level as decision maker, so they will know and understand the status of the wildlife reserves, as well as be able to apply sustainable development in the district, especially related to the reserves.

Figure 6: Map of Rawa Singkil Wildlife Reserves

To inspire this change within the community, proven social marketing strategies will be implemented, including: oto the general public using printed media (poster, factshebooklets, etc) to communicathe status and function of thereserves. Additionally, schprograms, one-by-one discussions, as well as utilizing entertainment media (such as songs and movies) will engage and motivate the communthroughout the campaign. Toinspire this change among decision makers at the district level, proven social marketinstrategies will be employed, as: regular lobbing and discussions with government officials; regular discussion witstakeholders; and participatorymapping to facilitate communiand decision makers.

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To achieve this, we will leverage the notable influence in Kuala Baru, Singkil, and Rundeng of several motivators and peer groups. Religious leaders will link human duty as God’s creation in protecting the environment; community leaders and adat leaders to inspire people on forest conservation; education leaders to inspire young generation and children. In the end, the campaign’s impact will be measured by the size of the area under the collaborative management, and the change in knowledge and attitude toward the status and function of the Rawa Singkil Wildlife Reserves. Campaign Objectives:

1. By the end of campaign, 500 ha will be under the collaborative management of the BKSDA and the communites of Kemukiman Kuala Baru as part of the Rawa Singkil Wildlife Reserve.

2. By the end of campaign, community knowledge on the status and function of Rawa Singkil Wildlife Reserve will increase, to at least 50% of respondents from the four villages of Kuala Baru sub-district and 40% of people from Rundeng sub-district will be able to correctly name the status of the area (from originally 0%)

3. By the 12th month of the campaign, communities in at least 2 villages of Rundeng sub-district will begin the initiative to resolve boundary conflict of Rawa Singkil Wildlife Reserves together with BKSDA.

4. By the 12th month of the campaign, the attitudes from the communities in Kuala Baru and Rundeng sub-districts on the function of Rawa Singkil Wildlife Reserves will improve by at least 25%, of people who will agree on the forest clearing in the reserves must decrease.

Campaign Achievements: The campaign significantly increased the communities knowledge on the status of the Wildlife Reserves for the Rawa Singkil Wildlife Reserves. Community awareness rose, from initially 0% to 31.8% by completion of the campaign (Graph a). Additionally, the number of respondents giving an incorrect answer decreased significantly (see responses of “Do Not Know” and “National Park” in Graph a).


Accordingly, this shift in general knowledge can be seen in respondents from two target sub-districts: Rundeng (Graph c) and Kuala Baru (Graph b). Significant changes in Kuala Baru (from 0% to 44% respondents correctly answered “Wildlife Reserves”) correlate to the effort and time spent by the campaign manager in the sub-district. While some positive changes occurred in Rundeng the campaign manager had some difficulty working in the community, resulting in a smaller percentage improvement on attitude, knowledge and behavior by the end of the campaign.

Photo by YEL

Figure 7: Fransiska in a school outreach


Knowledge: Status of Rawa Singkil Area (Pre & Post Campaign)

0

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11.3

28.2

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21.6

8.2

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Wildlife Reserves Do not know Have noconservation

status

Area protected bygovernment

National Park

Conservation Status

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Pre-Campaign (2006) N=379 Post-Campaign (2008) N=380 Figure 8: Comparison of knowledge toward the wildlife reserves,

before and after Pride Campaign

Knowledge: Conservation Status of Rawa Singkil Area (Pre & Post Campaign/Kuala Baru Sub-district)

0

47.644

14

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Wildlife reserves Do not know

Conservation Status

Perc

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)

Pre-campaign (2006) Post Campaign (2008)

Knowledge: Conservation Status of Rawa Singkil Area (Pre & Post/Rundeng Sub-district)

0

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36.6

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Wildlife reserves Do not know

Conservation Status

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Figure 9: Comparison of knowledge toward the wildlife reserves, before and after Pride Campaign, in Kuala Baru (left) and Rundeng (right)



1.2. CENTRAL JAVA PROVINCE Partner: Yayasan Bina Lestari MastA (YBL MastA) Site: Potorono Forest – Mt. Sumbing, Central Java Campaign Manager: Panji Anom Site Background:

Figure 10: Map of Potorono Forest within the Central Java Province



Potorono forest area is an integral part of the Sumbing Mt. ecosystem. The site is part of the Tangsi sub-watershed and harbors the threatened endemic javan eagle (Spizaetus bartelsi). Pre-campaign assessment uncovered that recent human activities increased the threats to the ecosystem of Potorono forest including such activities as: illegal logging, forest conversion for agriculture land and the absence of a replanting program. The deforestation rate in the area is so high that it is estimated that the Potorono forest will disappear within the next five years if no conservation effort is taken. The activities are focused in 8 villages surrounding of Potorono Forest and covers ca. 1,100 ha of forest comprised of a variety of forest types, including ex-concession area, natural forests, tourism parks, and a community forest. Theory of Change: To protect, better manage, and rehabilitate the ecological, economic, and social function of Potorono Forest and the Tangsi Sub-Watershed in Central Java, the Pride campaign conducted by Panji Anom (YBL MastA) will change the behavior of farmers (men & women) living in 8 villages to improve their forest management, so the rate of forest conversion for agriculture land will be reduced as well as enriching the biodiversity of the target forest. To inspire this change within the farmers, several proven social marketing tactics will be employed, including facilitating one village that already serves as a role-model (Sambak Village), to be able to inspire and support outreach to farmers group in the other villages, and to encourage farmers in setting management plan for the targeted forest area.

To achieve this, the campaign leveraged the notable influence of several motivators and peer groups from 8 villages in Kajoran. Religious leaders were called uto link human’s duty as God creation in protecting the environment; Youth leaders reached out to younger generations and school children; women groups, ensured the participation and influence on family decisions regarding natural resource use. To reduce the use of wood-fuel collected illegally from the reserve, the campaign will promote the use of more fuel-efficient stoves.

Photo by Sarilani WirawanFigure 11: Panji explained the importance of forest conservation to Village Leader

pon

In the end, the campaign’s impact will be measured by the following: the size of the site that will be rehabilitated; the increase in community knowledge, attitude, and practice level towards forest rehabilitation; as well as measuring the number of households who purchase and use the fuel efficient stoves. Campaign Achievements In general, about 11,000 seedlings have been planted to restore the degraded forest, these seedlings consist of e.g: fig tree, durian, mangosteen, and others.



The introduction of energy efficient stoves in Sukomakmur village had been adopted by 55 household by the end of the campaign. The adoption of this energy-efficient stove has the potential to save about 1800 m3 of wood cutting for fire wood purposes . Moreover, these villages have agreed to protect 125 ha of the remaining forests in their village from logging and hunting activities. This positive behavior toward the forest is a direct result of the positive attitude in forest management responsibility (Graph a) and the rehabilitation program, which will directly benefit the community (Graph b).

Graph a Graph b

Attitude: Forest management is my responsibilty (Sukomakmur Village)

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Attitude: Rehabilitation Program Do Not Give Benefit to Farmer (Sukomakmur Village)

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Graph c Graph d

Attitude: Forest management is my responsibility (Sutopati Village)

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Attitude: Rehabilitation Program Do Not Give Benefit to Farmer (Sutopati Village)

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Figure 12: (Graph a-d) Attitude toward forest management responsibility and

rehabilitation program

In Sutopati Village, the shift in the positive attitude of self-responsibility in managing the forest (Graph c) and in the rehabilitation program (Graph d) have contributed to the enforcement of village regulation. An example of new community practices includes recently married brides are now obliged to plant a tree as well as provide tree seedlings for the village and the recent development of new tracking routes that were interpretated by two nature tourism group within the villages. All of these conservation adoptions have directly impacted the community, strengthening their behavior in conservation action.



1.3. EAST JAVA PROVINCE Partner: Yayasan Kaliandra Lestari Site: R. Soerjo Grand Forest Park, East Java Campaign Manager: Agus Wiyono, SSos.

Background: Grand Forest Park (Tahura) R. Soerjo is part of Arjuna Mt. ecosystem and home to many endemic species including the threatened leopard (Panthera pardus) and javan hawk-eagle (Spizaetus bartelsi). Three main threats to the area includes: forest encroachment, forest fire, and charcoal making in the forest. Theory of Change:

In order to reduce the threats of fire caused by charcoal production in the biological diverse-rich watersheds of the Grand Forest Park, Agus Wiyono will work with resource users in Dayurejo and Jatiarjo villages to change their practice of charcoal making so that fires are less likely to burn out of control. Simultaneously, the community will be encouraged to become civic conservation leaders, reporting illegal burning, creating volunteer fire brigades and participating in reforestation programs.

The campaign will use proven social marketing techniques including recognition of the value of forests for water provision, providing financial incentives and technical assistance for charcoal makers to adopt new techniques, as well as by creating a community of concerned citizens to help ensure compliance.

The campaign will also leverage the influence of motivators and peer groups including: Moslem Imams who will emphasize Allah’s desire to see His creation sustainably used for future generations. Additionally school children will be engaged to learn the benefits of the forest and take home the conservation message to their parents.

In the end, the Project will compare baseline forest fire data (number and acreage) with figures over time, and the number and acreage of forests replanted to determine the impact of the campaign.

Photo by Djuna IvereighFigure 13: Agus Wiyono giving conservation speech to community member Campaign Objectives: 1. By end of the campaign, there will be a 50% reduction in the number of forest fire

incidents from 10 recorded incidents (in 2006) to no more than 5 incidents, thereby enhancing the conservation and sustainable management of 1276 ha of Tahura Suryo forest in Dayurejo and Jatiarjo.

2. At completion of the program, hydrological, biodiversity and other ecosystem services of Tahura Suryo forest in Dayurejo and Jatiarjo will be enhanced through planting of at least 20,000 trees from at least three native species, contributing to the reforesting efforts over an area of at least 150 ha.



3. During the 12th month of the campaign, a management plan for 350 ha of Perhutani forest, under a LMDH for Dayurejo village and Jatiarjo village will be completed and agreed upon.

Campaign Achievement:

a) Number of fire incidence(s) (times)

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Figure 14: Achievement of Pride impact toward conservation work in Tahura R. Soerjo Although in the year 2007 number of reported fire incidences is higher than year 2006 (Graph a), the area impacted by the fire significantly decreased in 2007 (Graph b) as a result of the number of community (Graph d) and the number of villages (Graph c) involved in forest fire prevention increased. Interestingly, while the campaign work was focused in only 2 villages, the campaign had been able to influence people living in 4 other villages to save the R. Soerjo Grand Forest Park. Additionally, the size of the area impacted by community rehabilitation efforts are:

• 600 ha of degraded Grand Forest Park, replanted by 240,000 seedlings (using regional government budget)

• 40 ha of degraded Grand Forest Park, replanted by 6,000 seedlings (voluntarily by community/Kelompok Tani Tahura)

• 44 ha of Perhutani’s forest reserves (voluntarily by LMDH/community group that supports Perhutani)

• 10 ha of Arboretum area (forest owned by Perhutani, managed by Kaliandra), replanted 2000 seedlings (provided by community member, private sectors, and Kaliandra’s guests and donator)



2. RECRUITMENT AND SELECTION PROCESS

The recruitment process stretched between December 2005-March 2006. Throughout the recruitment and selection period, ESP was using the concept of High Priority Province (HPP) in the work plan approach. Accordingly, Pride was expected to support sustainable natural resource practices within the high biodiversity value sites of the five HPP areas.

2.1. RECRUITMENT PROCESS The process started by identifying potential candidates from non-government organizations where ESP operates (North Sumatera, Aceh, East Java, Central Java, and West Java). These NGOs should have vision and experience in biodiversity conservation and work in conservation education or community outreach. Thirty NGOs were identified by ESP regional offices in Medan, Aceh, Surabaya, Yogyakarta, and Cianjur. These potential partners were then invited to participate in a workshop on the Pride Program organized by ESP Regional offices, to discuss the program and the requirements needed by these local organizations in order to participate in the Pride program. At the end of the workshop, Pride application forms were distributed and completed by interested organizations.

2.2. SELECTION PROCESS The criteria for selection was developed and shared among the ESP Watershed Management team (see Appendix A). These criteria were then used to evaluate the application forms that were submitted by each local organization to fit with IPB, Rare and ESP priorities. Furthermore, a SWOT analysis was developed for each applicant to determine the next round of applicants to be selected. Interviews were conducted by Rare and IPB staff with the campaign managers candidates and the supervisors from the lead organization. A total of 16 applications were received from all regions where ESP works. Among these, three organizations were declined because candidates for the campaign manager did not met with IPB criteria. Additionally, two organizations did not go through the next step of selection since the applicants’ working area and mission were different from ESP and Rare’s focus areas. Eleven applications went through the interview process to provide more detailed information about the organization, site, and candidates for the campaign managers. Within this process, 6 applications were declined, as the interview result showed that candidate’s for the campaign manager position do not posses adequate working experience, low commitment of lead agency and the candidate for campaign manager, and the site proposed for the program is not the priority of ESP working site. Finally, the process ended with five finalists for the program, which fit the criteria for all parties involved in the selection. Figure 15 shows the actual process of the recruitment and selection process.



Figure 15: Actual Selection Process for ESP’s Pride Program



2.3. LESSONS LEARNED The recruitment and selection process of the Pride’ candidates paralleled with discussions on the funding available for each campaign (“core funds”). The decision to use the Small Grant Program occurred after five final candidates were determined, ultimately created some difficulties since the SGP had its own application procedures. The implications for requiring the SPG application after the five finalists were selected, were the following:

• Campaign managers were distracted from fully focusing on the 11-week course, as they needed time during their training period, to develop quite complex proposals for the SGP and time to discuss with their supervisor. Additionally, feelings of insecurity jeopardized their progress, since many of them were not sure if the funding for their campaign would be available.

• As the applications for SGP were made during the training phase and there was time needed to process all the applications within USAID as well as management within the ESP national and regional offices, the core funds were available for only one month after the campaign managers were back at their sites. As a result this cohort developed major delays in the planning phase.

• Equipment (especially the laptops) required during the academic stage were unavailable2, which slowed the academic training and required adjusting the schedule in delivering the modules.

Ideally, funding mechanisms and administrative processes should have been streamlined with the Pride Program Application and completed once the campaign manager started their university training period. The differences between Rare and DAI procedures were not clear in the beginning, including ESP’s separation of the various funding streams, which led to additional work, administrative delays, and significant stresses on the part of Rare staff and partners. Diagram 2 showed the ideal process in which the selection process should be made. The very restricted pool of candidates for the program, due to the geographic focus of ESP, resulted in the acceptance of some partners that would not normally pass Rare’s selection criteria. (Subsequent cohorts - have been Indonesian-wide allowing Rare to select from many more applicants, and in general receive a far higher scoring of the applications because of the competitive process and formal selection criteria).


2 Negotiation for the equipment between Rare and ESP occurred after the 5 finalist had been determined. Moreover, once the agreement was settled, the procurement of the equipment needed to go through internal procedures as guided by the USAID guidelines.


Administration Process Technical Process

Distribution of Application form

to potential NGOs

Submission of filled application

form

Application form evaluation

Interview of shortlisted candidates

Consultation with selection

committee to develop final nominations

Submission of SGP proposal to

ESP regional office

Approval of SGP proposal from

USAID

SGP Proposal processing from ESP regional -> ESP National ->

USAID

Signage of ESP –Lead Agency

SGP Agreement (MoU)

11-weeks university training

in IPB

Project Plan Development by

Campaign Manager & Lead

Agency

12-months Pride Campaign

Implementation

Develop Proposal for Small Grant

Program

Figure 16: Ideal selection process for ESP’s Pride Program



3. 1ST STAGE: UNIVERSITY-BASED TRAINING

3.1. UNIVERSITY-BASED TRAINING The first Pride campaign phase—the eleven-week training in Bogor, ran 29 May 2006 - 11 August 2006. Almost all training took place on the IPB campus in Bogor, with additional sessions in the ESP Jakarta office, and environmental field trips to Herbarium Bogoriense and Ragunan Zoo.

Photo by Hari KushardantoFigure 17: The 1st cohort of Pride Program supported by ESP/USAID

The training consisted of five assessed modules and one not-assessed module;

• Module 1: Method of Study (Ir. Dones Rinaldi, MScF)

• Module 2: Biodiversity Conservation (Prof. EKS Harini Muntasib) • Module 3: Social Science (Ir. Arzyana Sunkar MSc) • Module 4: Ecology of Population and Habitat (Dr. Yeni A Mulyani, MSc) • Module 5: Conservation Law and Regulation (Dr. Rinekso Soekmadi, MScF) • Modul 6, the Social-Marketing module was taught by Rare staff.

The content of all the modules were translated and adopted from the Pride training center of University of Kent. The training used adult learning approaches that combine lectures, seminars, workshops, self-study, and field trips. All campaign managers received a packaged of equipment from ESP, which would be owned by the organization. This included:

1. HP Laptop HP, Intel Centrino, 1.67 GHz, 667Mhz, 512 MBRAM, 14.1 inc Wide Screen, 40 GB Hard Drive, Windows Home Edition, Wireless feature.

2. Deskjet Printer and Scanner – HP branded. 3. Software: SurveyPro Software, Adobe Maker, Microsoft Office XP. 4. Flashdisk 256 MB 5. Textbook: Measures of Success, Tipping Point, Tropical Ecosystem, Social Marketing,

CITES. 6. Sticky Wall & 3M Glue 7. Camera Canon 4 Mega Pixels.



Due to delays in equipment procurement caused by internal procurement procedures, the computers did not arrive until the 4th week of the university training. Unfortunately, two computers needed to be repaired due to technical problems and caused even further delays for campaign manager’s in completing their class assignments3. Additionally, due to IPB administration process, Agus Wiyono joined the training 2 weeks after the original scheduled timeline.

3.2. CAMPAIGN MANAGER All the campaign managers arrive at the University with a very proud feeling on being accepted into the program. However, despite discussion and explanation that the program consist of academic training (that eventually will lead to a Masters degree), almost all campaign manager did not realize that training phase was so intensive and demanded their full focus and hard-work. In one campaign manager’s word:

“3B = BANGGA pastinya dong, jarang-jarang bisa dapat kesempatan keren kayak gini. Dapat ilmu, dapat pengalaman, dapat teman, plus plus plus deh. BINGUNG soalnya gak kebayang sepadat ini, tugasnya rame he he. Trus BEDA, Pride punya style yang buat kita beda sama yang lain”

(“Proud, Confused, and Different. Proud because the opportunity is rare, to build knowledge, experience, network, and other additional value. Confused, I did not expect that the program was so intensive with so many assignments. Different, Pride has a style that makes us different from others”)

The educational background of the students varied from sports education, forestry, biology, and agriculture. Almost all the students had never experienced a formal education setting in 5-10 years. Even the students with their undergraduate degrees in forestry, biology and agriculture, still had challenges in understanding some basic concepts and principals (e.g definitions of habitat vs ecosystem) as well as relating their knowledge to a social context.

Photo by: Sarilani WirawanFigure 18: Agus and Sisca studying during the Academic training stage

3 Later on, we found out that 1 from the 5 digital camera purchased by ESP, did not have a serial

number, and when it needs to be repaired the lead agency must pay for the service.



3.3. FEEDBACK FROM PARTICIPANTS Feedback from Campaign Managers was collected using an online questionnaire. In addition, discussions with the lecturer teams from IPB and observations made by the Rare team provide valuable input for the lesson learned. The summary of the feedbacks are as follows:

3.3.1. MODULES & COURSES PROCESS 1. Campaign managers were impressed with the learning method in this program.

Lecturer’s presented the modules, with more emphasis on discussion, reading materials, and field experience. Lecturer’s also gave flexibility to students to have coffee during classes. ---these kinds of learning styles and environments are not usual for Indonesian students. Moreover, with these styles, students felt that the learning process was interactive and they valued and appreciated having mutual relationship, as students and lecturer’s learning from each other. The campaign manager also felt that all tutors were approachable and helpful and that they were great motivators. They also could see how one module relates to others in the program. Furthermore, as reflected in the survey, campaign manager felt that the quality of teaching is considerably good; four students strongly agreed that teaching quality for module 6 (the marketing of conservation) was high while nobody put neutral for module 5 (conservation and the law).

Q3: The quality of teaching on the module is high:

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MODULE 2

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Figure 19: Feedback by Campaign Managers on the quality of teaching

2. In general, all students perceived that module content was relevant to their needs and

that it enhanced their understanding of the subject. 3. Time was the biggest constraint. The participant’s perceived that the amount of time to

digest or contemplate the module’s content was insufficient. Only one person put ‘just enough’ for module 2 (introduction to biodiversity) and module 6 (social marketing). This is consistent with comments the participants put for the biggest challenge in understanding the module (Q No. 24). All of them from module 2 through module 6 asserted that they did not have enough time to contemplate the content from one module to the next. In addition, they also felt that the tasks and assignments (individual reading or group assignments) consumed too much of their time.



3.3.2. CAMPAIGN MANAGERS’ PERFORMANCES 1. According to the lectures, the writing skill of the campaign managers was weak

therefore it was difficult to understand their concepts and ideas. One lecturer specifically was not satisfied with the academic work of all the participants and allocated additional time for personal consultation for each of participants. By the end of the university training, the lecturers stated that there was some improvement in their writing skill.

2. Analytical thinking was also a challenge for all participants. Facilitation and close guidance

by Rare staff was needed to help Campaign Managers interpret data/information and form a clear concept of thinking.

3. With the tight schedule and load of work, the campaign managers acknowledged that

during the training period, they learned how to manage time and in setting priorities.

3.3.3. LOGISTICS 1. During the training period, all campaign managers stay in IPB’s guest house (sharing

room) that is usually used by IPB guests or lecturer. The lodge quality was better equipped compared to reguler IPB student dormitory. Unfortunately, participants felt that this atmosphere hindered their interaction with other students, making them appear as an exclusive group. Furthermore, since their ‘living style’ was different from the regular students, they had less experience with the IPB life.

2. The administration process in the Graduate School of IPB took sometime.

Approximately 3 working days (separate from the course schedule) were needed for IPB verification stage, arrangement of student ID cards, library cards, and internet access. Because the course schedule was very tight, participants experienced a delay in receiving their ID cards and in using the campus infrastructure.

3.4. LESSON LEARNED

3.4.1. MODULES & COURSES PROCESS 1. All campaign managers came to the program with adequate basic computer skills.

Allowing Rare and IPB Staff to modify the 1st module (Method of Study), which was heavily focus on computer skills, to focus on improving the students’ writing and analytical skills.

2. The social marketing module provided the context and framework for the campaign

manager during the campaign implementation, however we recommend that this module should be taught earlier in the course. By providing the context, it would help campaign manager to understand the subsequent modules and can see how the understanding of basic concepts and principles of e.g biodiversity, conservation law, would strategically helpful in designing and implementing their actual campaign.

3. Rather than having each workshop paired with a specific assignment, it would be better

to design the workshops to build around a project that would be completed during the academic stage. This would allow campaign managers to be provide the ‘safe’ environment to testing their assumptions and experience an actual campaign.



4. Previous documentation on the Pride campaigns should be available to be use as formal

training, Since most of the documentation comes from actual campaigns, a campaign manager can reflect on their own site and community and use the information to anticipate challenges and opportunities that may arise during their own campaign.

3.4.2. CAMPAIGN MANAGER PERFORMANCE 1. There is a need to improve the selection process, including the criteria and the selection

techniques, to ensure that the candidates accepted in the program possess high enthusiasm, are hard working, and strongly self-driven individuals as well as possess key communication skills (written and oral) and basic project management skills (priority setting, task delegation, time management)

2. During the academic stage, campaign managers should be given the opportunity to

analyze current and alumni Pride campaign to provide some lessons learned from experienced Campaign Managers, be cautious on what to expect during the actual campaign and be aware of potential challenges and opportunities.

3.4.3. LOGISTICS 1. Students dormitory will be sufficient for the lodging facilities for the program’s

participants. While the facility is limited (no breakfast provided, no communal kitchen, no air-conditioning and hot water – only room and desk table provided), this type of accommodation provides opportunities for participants to interact with students from other colleges and experiences the life as a university students.

2. All administration processes with the university need to be completed prior to the

course start date. Ideally participants should arrive 1 week before the training programs official start date to give ample time for adjusting and completion of all paperwork with the Graduate School. Ideally, the English Proficiency Test from IPB, IPB student cards, study forms, library and internet access should all be secured before the course started



4. 2ND STAGE: PROJECT PLANNING & IMPLEMENTATION

4.1. PROJECT PLANNING STAGE The project planning process for all five campaigns took about 16-24 weeks of time, which is much longer than the suggested Pride timeline of 12 weeks. methodology. As a result of the delay during the planning stage, all campaigns requested and were granted a ‘no-cost extension’ from ESP. The contributing factors to these delays included the following:

4.1.1. TECHNICAL ASPECTS • Initially, an unclear time-schedule was set and the grants procedures for the Small

Grant Program (SGP). Therefore, the proposal for the SGP was developed during the academic stage, and was not prior to their recruitment process. As the process for the Lead Agency and ESP were taking time, so was the initial financial payment. As a result, the planning process for the Bogor 1 campaigns was delayed as lead agency received the allocated fund 1 month after the CMs returned to their sites from training at IPB.

Photo by Sarilani Wirawan

Figure 20: Workplanning session with ESP regional Office, Lead Agency, and Rare for Central Java’s Pride Campaign

• Once campaign managers returned to their site, they needed some time to plan the

materials design and implement the skills gained during the academic stage and apply it to a real setting. Moreover, close mentoring from Rare staff was needed during the development of the Project Plan as many of the organizations had little to no experience developing a measurable and strategic campaign. 4

4 Kaliandra Sejati Foundation are now using the SMART objectives and concept model in developing

the organization strategic plan.



• While the Lead Agency is a sub-grantee of ESP, Rare owns the methodology and has a sub-contract agreement with DAI. The Pride campaign was expected to support and strongly encourage significant contribution to the regional outcome. As a result, additional time was needed to coordinate between campaign managers and Rare regional offices.

• Campaign managers had limited access to information, communication to key

supporters and very limited internet access once they returned to their site. . During the project planning phase additional critical steps need to be taken to provide intensive communication between Rare and the Course Managers.

• Many of the campaign managers were working in field for great lengths of time and

were not familiar or comfortable in developing a written document of such depth as the strategic project plan. Almost all campaign managers, faced challenges in analyzing and summing up all available data in developing sound SMART Objectives. . Moreover, multiple drafts of the documents were going back-and-forth during this time to meet everyone needs and standards (stakeholders, lead agency, Rare, ESP regional office, ESP national).

• The planning stage coincided with Ramadhan and local elections. As a Moslem

country, activities in most site (especially the campaign in Aceh) were limited for about. 5 weeks around the fasting month of Iedul Fitri. Even if the campaign manager was eager to work, their Moslem target group (villagers, etc.) would not participate in the campaign activities. Local elections forced campaign managers to almost stop activities in the field, to avoid being politicized, in which it would be dangerous not only to the program but also the campaign managers and their organization.

4.1.2. ADMINISTRATIVE ASPECTS Of the five campaigns, only two campaigns were led by strong and structured organizations. The other 3 organization were small in size (budget, staffs, office) and limited in their resources (including human resources). All the organizations were not experienced in managing USAID grants or contracts (nor was Rare) prior to the Pride Campaign. All organizations struggled at different speeds and on different issues revolving around the administration process Normally, all reporting and invoices must go through ESP regional office approval before going to ESP National office to be approved by SGP manager. However, each regional office seemed to have different approaches in approving the lead agency’s report (for example ESP Aceh requested Rare’s staff approval for the technical reports, while other regions do not insisted on this). Since this was the first experience working with USAID funds, all lead agency’s took some time going back and forth with the administrative officer as each regions needed to verify their financial expenses. All administrative staffs within the regional and national offices were helpful and supportive, there was incidence of miscommunication but it was resolved with the intervention of SGP managers.



4.2. CAMPAIGN IMPLEMENTATION Following completion of the Project Plan document, all lead agencies began developing and printing their campaign materials and necessary tools that would later be used for their community outreach activities. The implementation phase ended in February 2008. Below are several lessons learned during the implementation of the campaign.


4.2.1. TECHNICAL ASPECTS • “Challenging” is a word used by a

campaign manager to describe the field implementation stage of Pride Campaign.

• Once campaign managers were back at

their site, they needed some time to implement the material and practice the skills gained during the academic stage, to a real setting. In effect, more than two technical field visits were required by Rare staff for each campaign site in order to directly help campaign managers to progress with their activities and/or solve the challenges they faced. Campaign Managers were supported by regular telephone calls from Rare staff. There were some cases in which the problem could not be solved by telephone communication. Particularly critical is the planning phase. Some part of the planning phase, such as development of SMART objectives, can only be conducted effectively when the course manager discussed directly with the CMs in the field and not by phone

Photo by Djuna IvereighFigure 21: Conservation Carnaval in Tahura R. Soejo Pride Campaign – talking about threat to the site in a non-threatening ways

• While Pride involved some social marketing techniques in conveying conservation

messages, campaign managers were also expected to have basic management skills to manage the overall project, including its administration component.

• A challenge in implementation that specifically happened in Aceh was the initially

engagement from local communities in the campaign. With lots of NGOs working in Aceh post-tsunami period, some of organization’s had been offered cash money for community to participate in some program. In effect, many community member will ask for money before getting involved in any NGOs project.

• A challenge faced by the YEL campaign was its lack of committed volunteer groups.

Fransiska went through some hard times in having a solid volunteer group, contributing to the delay in delivering some activities and producing campaign materials.


• For various reasons, only Agus Wiyono, Cut Meurah, and Panji Anom spent most of their time living with the community, building a positive situation for the campaign manager to effectively deliver the campaign. Fransiska, had an office based in Rimo, near the sites, however, she only spend a limited time living in the community. Zakiah, also lived close to the site, but she has just delivered a baby after completing the project plan, influencing her to live outside the target community.

• The implementation of Pride campaign demanded hard work, almost all campaign

managers experienced sickness during the implementation stage, and thus took 2-5 days of bed rest to recover.

4.2.2. ADMINISTRATIVE ASPECTS In the implementation phase, the Campaign Managers experienced delays in receiving the funds from ESP.

• All the organizations had no experience managing USAID funds. • Only 2 organizations had specialized resources to manage the financial aspect. The

other 3 organizations, had a staff person to support the financial aspect, however the campaign managers still need to closely monitor closely the financial process.

• Sometimes there was inconsistent or misinterpretation of the information between lead agencies, ESP regional office, and ESP national office.

• Financial report and technical reports were submitted to ESP regional office for approval before reaching the ESP national office. Hence their reports had to go through a long review and approval process within ESP.



5. 3RD STAGE: PROJECT COMPLETION (REPORTING AND COMPLETION)

All campaign managers were back for the 2nd university phase from February 25th – March 7th, 2008. After almost 20-intensive-months of planning and implementing their Pride Campaign, the campaign managers were back at the university to develop a critical review on their performances and achievements. The campaign managers also had a series of presentations for partners in the Ministry of Forestry in Jakarta, with the academic communities and various other notable NGOs in Bogor.


One important thing to highlight here is the fact that the return of these five local conservation leaders was also followed by the transformation of five individuals from no-one into someone. Not only has their campaign resulted in changing behavior of their target audience and reducing conservation threats, but they were given a respectable and memorable experience.

Figure 22: (from left-right) Ir. Trigeany Linggoatmodjo (Cognizant Technical Officer- ESP), Suzanne Bilharz (Acting director of USAID-BHS/Water & Environment), Elja –Pride mascot, Zakiah, after Pride end-result presentation event

“Perubahan perilaku untuk mau mengkonservasi hutan, bukan saja perlu dilakukan di tingkat masyarakat, tetapi juga dari pemerintah pusat dan daerah, serta seluruh pemangku kepentingan lain” (“Behavior change to conserve the forest, not only important to be done by the community, but also by the National and Regional Government, and all stakeholder”)

(Ir. Darori, MM , Directorate General of Forest Protection and Nature Conservation – Opening Remarks, 3 Maret 2008)


6. FOLLOW UP Discussion during the presentation of Pride Campaigns’ achievement , were intensively focused on the sustainability of the conservation impact in the community. Audiences questioned on how the positive changes in community behavior impacted by Pride must continue to be practiced by the community, even as the campaigns ended. In addition, the campaign managers admitted that although Pride had ended, there still was work in the field that need to be continued. Some follow up activities were recommended by the Rare Staff and ESP’s partners:

• Zakiah (PeNA)/Community Forest of Kueh, Leupung, and Lhoknga: As community in Leupung decided to manage 3000 ha of community forest through the traditional system of Pawang Uteun, there is a need for this initiative to be recognized by the government. Moreover, the community of Lhoknga, who agreed to the revitalization of their traditional systems in managing forests will need follow up activities such as participatory mapping and strengthen the management of the adat institution. The follow up steps in Lhoknga will contribute to a learning exchange between the community of Leupung and Lhoknga.

• Cut Meurah Intan (Mapayah)/Seulawah Ecosystem Area

Follow up from the community of Jantho Lama Village who had voluntarily built a better cage for their cattle to reduce attacks from tigers, is need to continue capacity strengthening in monitoring the effect of the cattle management improvement toward the tiger conflict as well as for long term forest protection. Cut Meurah is already in discussion with a tiger expert from WCS Indonesia as well as securing support from the regional office of agriculture and farming to provide technical assistance in cattle management techniques.

• Fransiska Ariantiningsih (YEL)/Rawa Singkil Wildlife Reserves:

Following the end phase of Pride, YEL is now working to develop ecotourism initiatives for the Kuala Baru sub-district. In the preparation of this initiative, YEL continues maintaining the regular discussion between multiple stakeholders working group on the wildlife reserves management. The working group should be involved in the follo-up process to facilitate in the develop of a multiple stakeholder involvement for Rawa Singkil Wildlife Reserves.

• Panji Anom (YBL Masta)/Potorono Forest:

The successes in 55 households in Sukomakmur in adopting fuel-efficient stoves will be extended to reach out to all families in the village. YBL Masta is proposing an initiative to establish an ‘energy garden’, encouraging communities to plant trees for firewood on their own land as a primary alternative for tree cutting in the Potorono Forest. If the communites adopt both of these practices at the same time it will ensure the protection of the Potorono Forest.



• Agus Wiyono (Kaliandra Sejati)/R. Soerjo Grand Forest Park: The success of the Pride Campaign in reducing forest fires in R. Soerjo Grand Forest Park attracted the attention of the Pasuruan Head District in supporting forest conservation within the region. With their support, Grand Forest Park authority and the farmers group had signed an MoU to work together to protect the forest area. Currently, Kaliandra is working with the District government and entrepreneur association as well as a related institution to develop a process for environmental service payment.

Having supported over 100 Pride campaigns around the world, Rare is increasingly recognizing the need to expand action beyond the initial life of a Pride Campaign. One initiative starting this year is the implementation of a Rare Alumni Fund - a new follow-up grant program that builds on the momentum created during a Pride campaign and leverages the skills of our top Pride alumni to ensure the growth and success of our conservation work. The primary goal of the Rare Alumni Fund is to address the need for small grants to run follow-up projects that directly build upon a Pride campaign at the campaign site. The total amount of money available globally to the Rare Alumni Fund for Pilot Year 2008 is US$100,000. Individual grants disbursed will range in size up to US$10,000 for a one-year period. Typically, the average grant awarded will be between US$5,000 - US$10,000.



7. LEAD AGENCY & DONOR MANAGEMENT/RELATIONSHIP

The relationship between the ESP team was one of the most complex and difficult in Rare’s 30-year history. Delays in campaign planning at each site (described above) generated concern on the part of ESP. To a large extent these delays were a function of the difficulties at each site, weakness of the partners, as well as some complications in ESP funds disbursement and administration. Insufficient technical support from Rare during this time also contributed to delays. ESP management expectations that Pride would show almost immediate impacts at each site were unrealistic (in any context let alone the complexity of Indonesia). It seemed that little value was given for the longer-term benefits from building capacity between partners and with the rapidly expanding Rare Pride program in Indonesia. A number of more detailed observations are provided below:

• The buy-in of the lead agency and ESP team (especially ESP regional office) proved to be very critical for all campaigns. ESP regional offices had difficulties seeing how Pride fits with their strategy, as the expectation of the regional office was to have immediate impact and the planning phase of Pride was already in the middle of ESP regional implementation period. Intensive communication and discussion during the planning phase and the implementation phase between lead agency and ESP regional office facilitated by Rare staff was very important to solve the problem. (However, technical visits more than 2 times for each site are not the usual practice of Rare)

• The campaign is funded through the Small Grant process in which the contract

agreement was signed between each lead agency and ESP, and did not include Rare. Usually Pride contracts are signed between lead agencies and Rare, ideally the contract should have been signed between ESP, Rare and the Lead Agencies. The importance to have all organization sign the contract is to ensure the role and responsibilities of each organization, as well as clarify communication and working processes among each organization.

• The arrangement of the collaboration was unique: Rare was sub-contracted by DAI

to deliver some Watershed Management outcomes: forest rehabilitation and building community support for watershed protection. In one hand to deliver the outcomes, and this is how Rare operates, Rare trains local partners (Lead Agencies) and then they do the Pride campaign at their site. In fact, when the Lead Agencies returned to their site, they need to align their activities with ESP Regional office’s plan and objectives. One example, ESP Central Java targeted at 15 villages on the Tangsi Watershed, one village that is the focus of the work is Sambak Village with primary outcome targeted at land rehabilitation and developing seedling nursery. However, Pride planning process indicated that tree cutting for firewood and clearing forest for agriculture land is the major threat (especially in Sukomakmur Village) and then target the work to answers these question, while site assessment also had shown that community of Sambak Village is already in positive support toward conservation. Initially, ESP



regional office urged Panji to support the outcome in replantation and nursery initiatives as for Pride support to the achievement of the regional office target, while in fact there is more urgent conservation threat that needs to be addressed.

• For many lead agencies, particularly the big ones, campaign and awareness raising

activities are only small part of their overall program. Integrating Pride Campaigns into the program is sometimes a real challenge in terms of objective, goals, strategies, and budgets. Often the integration doesn’t run smoothly, because the lead agency already has its own work and budget plans that are usually inflexible and determined by their constituents and donors. Often the Pride Campaign is integrated into a running project. In this case the campaign manager is urged to adjust and adapt their work plan (and later on the campaign activities and objectives) to existing project initiatives.

For example in Rawa Singkil (Siska) the campaign experienced major problems because the donor changed its programmatic approach. The donor, ESP/USAID, changed its approach from originally addressing the ‘high priority province’ to focusing on ‘blue threads’, ‘clean, green and hygiene’, and ‘act locally think globally’, Siska’s project site became not a priority for ESP/USAID making the provision of technical partnership from the regional ESP office more complex.



8. APPENDIX

APPENDIX 1: SELECTION CRITERIA To identify successful campaigns, Rare looks at a trilogy of criteria focusing on the site, the local partner agency, and the campaign manager. The following are considerations used to evaluate potential Pride campaigns: 1: Site Considerations:

1. Are the site characteristics and biodiversity conservation value clearly stated? 2. Does the organization work in an ESP priority area ? 3. Is there a link to ESP objectives? 4. Does the proposed area have high biodiversity value? 5. Does the area have threats to biodiversity that are appropriate for Pride’s social

marketing method? 6. Are there any local cultural concerns?

2: Local Agency Considerations:

1. Are the mission and vision of the organization clearly stated? 2. Does the organization have clear conservation objectives? 3. Are the organization’s main activities well explained, and are they complimentary to

Rare Pride’s method? 4. What is the experience of the organization in community outreach and education? 5. Will the organization benefit in the long-term by the training investment made in the

candidate (beyond the period of the actual campaign)? 6. Does the organization have the capacity to support the campaign (the campaign

manager salary, providing transportation, providing an appropriate working environment, sticking to a project timeline and schedule of activities, and administration of project funds).

7. Does the organization support the nomination of the candidate? 8. Does the candidate have an existing employment relationship with the organization? 9. Will the campaign support or detract the organization from reaching its mission?

3: Campaign Manager Considerations:

1. Does the candidate have enough working experience and correct educational background to be accepted by IPB?

2. Is the candidate a member of the local community where the campaign will work? Does he or she speak the local language? Is he or she perceived by the community to be a member (ie, “one of them”)?

3. Does the candidate show strong commitment for conservation and working with local people? Is this reflected in his or her prior work experience?

4. Does the candidate clearly and articulately express his/her desire for training in conservation education and outreach? Is there an indication of “charisma” or “spark” in how the candidate communicates that will assist the candidate in connecting with local people?

5. Why does the candidate want to participate in this training? What does he or she perceive to be the personal benefit to be gained?



6. Does the candidate have experience in networking, or in helping communities make links with other programs or projects, for their benefit?

7. Does the candidate have the needed computing experience to receive long distance mentoring and coaching?

8. Will the candidate be able to absorb the academic materials and make the link between theory and practice?

9. Does the candidate have any experience in the performing arts (music, theatre, drama, radio, other media)?

10. Does the candidate have experience in implementing a project from start to finish? Is there any experience in project development or planning?

11. Will the candidate be comfortable both talking with municipal or district leaders, as well as preparing puppet shows and dancing in a costume?

12. Can the campaign manager drive a car, or is there a guarantee of adequate transportation (dedicated car or truck—not local transportation) to the candidate if it is not appropriate for him or her to drive themselves?



APPENDIX 2: EXECUTIVE SUMMARIES OF PRIDE FINAL REPORT

A. Partner: Yayasan Peduli Nanggroe Atjeh (Yayasan PeNA) Site: Community Forest in Mukim Leupung, Kueh, & LhokNga, Aceh Besar Campaign Manager: Zakiah, Shut

Peduli Nanggroe Atjeh Foundation with the support of the Small Grant Program (contract number: G-5300-200-24) from USAID/ESP has conducted a conservation program called a Pride campaign in to conserve forest around Kr. Aceh Watershed, especially in Kemukiman Kueh, Lhoknga, and Leupung, Aceh Besar, Indonesia from September 28, 2006 to February 28, 2008. The forest around Kr. Aceh watershed holds an integral role in the hydrology system of two major rivers: Kr. Raba and Kr. Geupu. The people around this area are dependent upon the forest because of it’s correlation to their daily needs. However, the community is also susceptible on the degradation of the forest quality: water scarcity is getting common, since the last 5 years. The findings made through the stakeholder workshop, focus group discussion, and the community KAP survey in three kemukimans (Kemukiman Kueh, Lhoknga, Leupung) showed three major threats (from the people’s perspective) to the forest in that area: illegal logging, forest conversion, and fire. These main threats are triggered by both an economic factor, and lack of law-enforcement. In addition to this, community members are under education about the importance of the forest, specifically forest conservation The formative research also found that the function of local custom institution in the community life had been lost. Prior to the New Order period, the traditional custom institution had an important role in managing natural resources, especially forests. However, the implementation of Law No. 5, 1979 regarding village administration, has contributed to a weaker involvement of the custom institution regulating and managing natural resources independently. Stakeholders in each meeting and survey have stated their strong intention to re-activate the custom institution function and role in managing forest resources. Revitalization of this institution is an important effort that must be done to achieve a sustainable forest management system in Kr. Raba and Kr. Geupu. The Pride campaign conducted from the end of 2006 to the beginning of 2008 supported community forest conservation by strengthening custom institution in Kemukiman Kueh, Lhoknga, and Leupung. The Pride campaign’s methodology was used as a tool to promote sustainable and equitable natural resource management. This Pride campaign targeted over 22,000 people in Kemukiman Kueh, Lhoknga, and Leupung. With various approaches, from poster, drawing contest for children to participatory mapping, and community discussion, the Pride campaign using social marketing tactics changed behavior regarding natural resources management. Pride Campaign achievements include:

1. In Kemukiman Leupung, 3,000 hectares will be managed by the Adat institution through the implementation of traditional system “Pawang Uteun.” This initiative is supported by 24 community leaders from six villages within the Kemukiman Leupung



2. In Kemukiman Kueh, 100 hectatres of of community land used for agriculture had been enriched through tree planting. The community has started to use agroforestry principles to manage their land, thus reduceing the amount of forests clearing. 90 community members in Nusa Village have been involved in this project.

B. Partner: Yayasan Masyarakat Penyayang Alam dan Lingkungan Hidup

(Yayasan Mapayah) Site: Seulawah Ecosystem Area (Lembah Seulawah and Kota Jantho Sub-districts), Aceh Besar Campaign Manager: Cut Meurah Intan, Ssi

The Mapayah Foundation of Banda Aceh, Indonesia, with the support of Small Grant Program (contract agreement No.: G-5300-200-26) from ESP/USAID has conducted a conservation education program known as a Pride campaign at Seulawah ecosystem area, District of Aceh Besar, Indonesia from September 28th, 2006 to February 28th, 2008. The forests of the Seulawah have become the main interest of the Mapayah Foundation.. It is not only because the regions’ high biodiversity, but also because Seulawah is a habitat for various endangered species such as Sumatra Elephants, Thomas’ leaf monkeys, and Sumatra Tigers. In addition, people who live near that area also feel the impact of forest degradation. For example, the Saree community is threatened by a lack of clean water, and people in Jantho deal with issues regarding animal conflict. The Pride program uses methodology developed by Rare, an international conservation organization. The Pride campaign uses techniques of social marketing to address threats to conservation. The aim of this program is to increase the quality of life for the people who live around the Seulawah ecosystem by increasing their knowledge, affecting their attitude, and engaging them in sustainable natural resources management. This campaign is focused on two sub-districts in Aceh Besar; sub-district Lembah Seulawah and Kota Jantho. This program consisted of three stages; 1) Planning Stage: to gather information through a literature study, stakeholders meetings, focus group discussions, and a pre-campaign survey, 2) Implementation Stage: for one year outreach activities, and communication through media are implemented to get the message out, 3) Evaluating and Monitoring Stage: to monitor the progress and asses the program’s implementation. The Sumatran Elephant (Elephas maximus sumatranus) was the campaign’s mascot and slogan was “Hutanku Hutanmu Jua, Selamatkan Dia” (My Forest is Also Your Forest, Save It!). These were chosen by the campaigns main audience, those working and living in the area. The mascot and slogan are mentioned in all campaign materials and activities during the one year campaign period. Using various approaches of social marketing – from poster, puppet show, forest festivals, to community facilitation and discussion - the Pride campaign changes attitudes towards conservation, and as a result the area’s natural resources are managed in a more efficient and sustainable way. Some accomplishments of this Pride campaign include:

1. After one year the people of Jantho Lama village improved farm animal management. A collective stall for the villages animals, 40m x 30m, was built voluntarily.

2. After one year people at 5 villages in Jantho sub-district have agreed to protect

1,500 hectares of forest around the Krueng Kalok spring water area.



3. By the end of the campaign the village of Saree in Aceh mapped out nine hectares of protected Labieng spring water area. This effort hopes to achieve an agreement in collective forest management to protect Labieng-Tahura Pocut Meurah Intan Kemukiman Saree spring water, making it the primary source of clean water for the village.

4. After one year of the program, farmers in two target sub-districts who previously

were unaware of the relationship between healthy forests and clean water supply declined from 22% to 9.6%. In general, without considering their different professions, it is obvious that there has been a great deal of knowledge increased regarding the relationship between healthy forests with clean water supply. Previously, 18% of the community was unaware of this vital relationship. That number shrunk to 6% by the end of the campaign period.

5. After one year 40% of farmers at two target sub-districts claimed it is easy to

maintain forest conservation in order to assure a clean water supply. In general, without considering their profession, it is obvious that there has been an increase in attitude about their belief to maintain forest conservation together. When asked again at the end of campaign period, 47% of people asked said that it is easy to maintain forest conservation in order to assure clean water supply

C. Partner: Yayasan Ekosistem Lestari (YEL)

Site: Rawa Singkil Wildlife Reserves, Aceh Singkil Campaign Manager: Fransiska Ariantingsih, MSc

Ekosistem Lestari Foundation with the support of the Small Grant Program (contract agreement No.: G-5300-200-26) from USAID/ESP had conducted a conservation education program known as a Pride Campaign to protect the Rawa Singkil Wildlife Reserves, District of Aceh Singkil, Indonesia during the period of September 28th, 2006 to February 28th, 2008. This wildlife reserve is an essential component of the entire ecosystem in the area, primarily because of its rich biodiversity. Rare and important Sumatra animals like tigers, elephants, and Sumatra orangutans are all inhabitants of this region. Population and Habitat Viability Analysis (PHVA) of 2003 shows that the Sumatran orangutan’s population in this area is one of the largest in Indonesia, an factor relevant to the villages in this area. Besides providing natural resources such as medicine plants and other plants, the forest maintains a hydrological cycle and preserves clean water. The results from stakeholder workshop, FGD, and KAP survey, found that the biggest threat to Rawa Singkil forest is the lack of knowledge about the general function and current status of the forest. This ignorance is an indirect threat and triggers direct threats to the reserve, such as forest area shifts; alteration for roads, housing and farming land; and the reserves boundary conflict. To minimize threats and their impacts, Ekosistem Lestari Foundation conducted a Pride campaign geared to preserve part of “swamp project” on the western coastal area of Aceh. The “swamp project” covered five districts: Aceh Singkil, South Aceh, North West Aceh, and Nagan Raya. The Pride campaign was specifically focused on Aceh Singkil district, especially for three sub-districts (Singkil, Kuala Baru, and Rundeng) located around the site. Goals of Pride campaign included: raising understanding, issuing an sense of responsibility,



and gaining support from the local communities and custom institutions who manage DAS Alas, Aceh Singkil so that they can manage sustainable natural resources more proactively. To strengthen the message delivered, the Pride campaign in Aceh Singkil used a endemic animals, indigenous to the area, as the face of the Pride campaign and campaign mascot. Based on FGD and survey result, the chosen endemic animal was Sumatran orangutan (Pongo abelii). The campaign slogan was “Melindungi hutan Rawa Singkil untuk masa depan anak cucu kita” (Rawa Singkil Forest Conservation for the future of our children and grandchildren). Through various approaches to targeted audiences, the Pride campaign utilizing social marketing techneiques succeeded in motivating behavior change, enabling members of the community to manage natural resources in more sutainable manner. Pride Campaign achievements include:

1. Knowledge of Wild Reserve Rawa Singkil and its function has been increased raise, from 0% into 52% as the result of the distribution of campaign materials distribution, radio programs, community discussions, school visits, and cooking competitions.

2. Having a journalist visit, followed with a media gathering, a radio talk show, and a

three month radio program to reach out to people. As the result, the Pride campaigns message reach a broader audience.

3. Four meetings involving the traditional leader and one collaborative meeting

between Muspika, Adat institution of Kuala Baru, district government, and BKSDA making the citizens of Kuala Baru aware of the negative impacts of road project that affects the Wild Reserve Rawa Singkil area. At the end, the government re-evaluated the plan to developed a road that cut-through the reserves;

4. The formation of ad hoc group managing the Wild Reserve Rawa Singkil area, which

willcollaborate with the members of related district institutions and local custom institutions that will discuss collaborative management of this area.

D. Partner: Yayasan Bina Lestari MastA (YBL MastA)

Site: Potorono Forest – Mt. Sumbing, Central Java Campaign Manager: Panji Anom

Through the support of Small Grant Program (contract agreement No. G-5300-200-09) from ESP/USAID, YBL MastA, Indonesia has completed a conservation education program known as a Pride campaign in sub-DAS Tangsi, specifically to save the ecosystem of Potorono Forest. The campaign was held from September 28th, 2006 to February 28th, 2008. The Potorono forest has an important role in Central Java, particularly because it is a part of Sumbing Mountain’s ecosystem. Potorono is also part of a sub–watershed called Tangs– Progo watershed. The Potorono forest is the habitat of the Javan Hawk-eagle (Spizaetus bartelsi), an endemic raptor that is threatened by forest degradation. Its conservation status is endangered according to the 2006 IUCN Redlist. Results of stakeholder workshop, FGD, and public surveys found that there are a myriad of threats to the Potorono forest ecosystem. These include illegal logging that can be defined as un-procedural logging, forest area shifting and alteration, and a lack of reforestation



initiatives. Those threats are influenced by indirect factors such as planting culture, a lack of knowledge about forest management, and a lack of law enforcement. A goal of the Pride campaignis to raise community participation in the forests conserving natural resources. Primary audiences include villages that play important roles in contributing to water resources. The campaign was held in eight villages in Sub-DAS Tangsi with a total area of about 4,300 hectares. The specific region that will be saved as a result of the Pride campaign is about 1,100 hectares. Approximately 20,517 people live at 8 villages in Kajoran Sub-district (Sukomakmur, Sutopati, Sukorejo, Sukomulyo, Banjaragung, Krumpakan, Mangunrejo, and Sambak) which comprised of the campaigns target community. The Pride campaign’s slogan wass “Alam Lestari Masyarakat Sejahtera” (Conserve Our Nature, Prosper Our Community). The flagship species used as campaign mascot was the Javan Hawk-eagle, believed to be still exist in the area, even though their appearance is scarce. Some results achieved during the year 2006-2008 campaign period:

• More than 487 hectares of forest in need of high conservation and watershed protection in Mangunrejo, Krumpakan, and Sukomulyo village has been under better management based on community participation, which has significantly decreased forest alteration risk.

• Community based forest management has been established through an agreement

with forest stakeholders in North Kedu Region (Perum Perhutani KPH Kedu Utara) which has been signed by village representatives and Perum Perhutani with management based on both parties agreement.

• About 25 hectares of state forest at Krumpakan village has been determined as a

special area to protect the Elang Jawa (Spizaetus bartelsi) habitat, Luthung (Semnopithecus auratus), Trenggiling (Manis javanica), and Landak (Hystrix javanica).

• At least 31 hectares of area around the water spring has been protected by planting

trees. These include ; banyan trees, breadfruit trees, mango trees, mahoganies, and durians.

• After 12 months of the campaign, biodiversity at more than 488 hectares of forest at

Sukorejo, Banjaragung, and Sutopati has been enriched by planting nearly 13,000 trees from 5 local species. Some of them include; Guava trees, banyan trees, durians, surens, breadfruit trees, in addition to six local trees such as resin trees, mango trees, cocoa trees, and casuarinas trees. There were also some plants addressed like bananas, rambutans, and logans which protect the animals in this area. Also, the Pride campaign aimed to influence people, increasing awareness and participate in growing big fern plants, making conservation signs that prohibit forest destruction, and planting fruit trees.

• The Pride campaign has developed a collaborative protected forest management that

encourages stakeholders to sustain water and forest resources that assures natural forest conservation in more than 125 hectares area with high biodiversity at Sukomakmur.

• Conservation was also developed in a frame of endemic animals and plants

protection at Sumbing forest area, supported by village regulations that have been



initiated before. The Pride campaign tries to encourage people, and raise awareness to make a large impact and protect threatened areas.

• Mobilized community to plant more than 5,000 local plants such as Gemblek,

Kesemek, and Sandalwood, rehabilitating over 100 hectares of Sumbing Mountain protected forest area with self support, aid from CV Tunas Jaya, and additional support from the local government.

E. Partner: Yayasan Kaliandra Lestari

Site: R. Soerjo Grand Forest Park, East Java Campaign Manager: Agus Wiyono, SSos.

This document is a final report of the Rare Pride campaign achievement by Kaliandra Sejati Foundation. The Pride campaign was supported through the Small Grant Program from ESP/USAID (Small Grant Agreement No. G-5300-200-23) from September 28th, 2006 to February 28th, 2008. Grand Forest Park (Taman Hutan Raya/Tahura) R. Soeryo in East Java, Indonesia is one of 17 Grand Forest Park in Indonesia. Tahura, officially formalized in 1992, is located within the area of Arjuno Mountain and Welirang Mountain. Forest fires are the main threat to this area, as this park is a watershed for Brantas and Welang River The Pride campaign for Tahura R. Soeryo was designed and implemented to decrease threats from fire that are caused by charcoal production in the Tahura R. Soeryo area. Kaliandra Sejati Foundation together with forest resources consumers tried to reduce charcoal making practices in the forest. Meanwhile, people of Dayurejo and Jatiarjo villages close to the park became be motivated to participate in conservation activities, including reporting the fire when it happens, and also engaging in forest rehabilitation programs. The Pride campaign uses social marketing techniques and tools – from printed material, Conservation Carnaval, Singing Contest to discussion with regional government and community outreach. Through these techniques convey the importance of the forest‘s water supply, provide economicl incentives and technical help for charcoal makers to participate in sustainable economical business practices, and generate addition support for the Tahura R. Soeryo, and biodiversity. The Pride Campaign for Tahura R. Soeryo targeted at Dayurejo and Jatiarjo villages, and has produced significant results. The campaign had contributed greatly to the decline in forest fire incidences in Tahura R. Soeryo. In 2006, the forest size damaged by fire was 3,900 hectares. During the campaign period only 86 hectares were impacted by forest fires. The decline in forest fires was primarily due to increased participation from 6 surrounding villages. The increase of participation differs from previous years when forest fires were only handled by forest officers. With the increase in participation, forest fire incidence can be dealt with more quickly. General knowledge about Tahura has increased from 18.5 % (prior to the campaign) to 68.8% (after campaign). These results speak directly to behavior change. Only 53% of community members involved in reforestation efforts before campaign, which rose to 68.4% after the campaign. Also, more than 700 hectares of Tahura and Perhutani have been reforested with the support from the government the people who live around the forest. Various activities at schools also have taken place and curriculum has been drafted based on the campaign. The curriculum was generated by a group of teachers in the community, and



is planned to be included as required curriculum content at Kabupaten Pasuruan. Through activities that strengthen community organization and mobilization, enable building the long-term plans in this area, village regulations (Perdes) about forest management and a working plan between the Forest Farm Group (Kelompok Tani Hutan), Perhutani, Tahura, and local government has been drafted. Strategies to be considered while developing long-term actions based on the Pride team’s findings:

1. Investigate Tahura R.Soerjo and Arjuno Mountain more thoroughly regarding biophysical, socio-economical, anthropological, and cultural aspects.

2. Develop a more effective, hands-on and education strategy involving all stakeholder in the region

3. Increasing community capacity as a result of forest conservation activities. 4. Overseeing a new paradigm about conservation management. 5. Developing environmental services management to support the oversight of

conservation in the area. 6. Organizing data base as supportive material for education activities, information, and

research in developing area conservation management.


ENVIRONMENTAL SERVICES PROGRAM Ratu Plaza Building, 17th. Fl.

Jl. Jend. Sudirman No. 9 Jakarta 10270

Indonesia

Tel. +62-21-720-9594 Fax. +62-21-720-4546

www.esp.or.id

ESP and the Rare Pride Campaigns

Documents

Transcript of ESP and the Rare Pride Campaigns