development was a priority need for a specific client group (e.g., Ministry of Public Works).  The 

client commissioned domestic analysts under the direction of an expatriate advisor to determine 

more appropriate policy settings.  Investment was moved from developing new models to 

applying existing models, and using IRSA as a communication forum to enable constraints of 

existing institutional boundaries to be traversed.  Outcomes suggested that IRSA provided a 

mechanism for increased stakeholder participation in the policy process.  Membership in IRSA 

was wide and included government, non government, academic and private sectors. 

Within a sectoral context, attempts to link policy analysis and dialogue were developed around 

the concept of project task groups (Tim Kecil or Tim Kajian).  Several project task groups were 

formed within the MoFr to work on specific topics (e.g., forest waste management, improving 

forest planning, improving biodiversity in natural production forests, stewardship by enclave 

communities, and improvements to guidelines for natural forest management plans). 

The task groups, as new and innovative institutions, developed themes already considered by 

NRMP, and were used as a forum to determine specific analytical demands required by the 

MoFr. Any further communication from the task group was demand driven. Task groups actually 

adopted the role of client in the policy process.  For the management of natural production 

forests, outcomes were communicated up through several organizational levels in the MoFr, 

and incorporated into planning recommendations for amalgamation and rationalization of the 

forest concessionaires program (KPHP). Other task groups were less successful, although 

some continued to meet.  Challenges still exist; for example, it remains unclear how to broaden 

representation in the process while preventing each group from becoming structurally based 

inside an institution. The other issue was whether a task group approach would support the 

donor objectives of getting the right policy adopted.  The objectives of a task group might reflect 

the power base within the group, and may not represent the appropriate policy response. 

1.4.3  Multi stakeholder Policies  

Addressing policy in Indonesia requires the multitude of stakeholders having greater access and 

involvement in the policy process.  Many levels of participation involvement can be developed.  

What is essential is that policy initiatives strive to include all stakeholders and be prepared to 

share power in a manner that enables decision making to reflect a wider set of values than had 

previously occurred. This decentralization of decision making and policy process is an important 

step for enabling improved natural resources management outcomes.  When those personally 

affected are provided with increased input to the decisions that enable or restrict behaviors, 

there is greater likelihood that planning and policy will be better integrated.    

Without increasing their level of involvement, central policy making agencies will not be able to 

manage the increased workload caused by an increasingly complex and sophisticated society.   

Decisions about what provision should be made for future generations and how to go about this 

provisioning are simply beyond the scope of a few central public figures.  Policy development 

based on centralized, top down decisions will increase conflicts and continue to result in the 

wrong set of behaviors.  

27