Annual report 2009 eng by Ashep Ramdhan

Advancing Governance Reform

2009 ANNUAL REPORT

The Partnership for Governance Reform

The Partnership for Governance Reform in Indonesia Our Vision A fair, democratic and prosperous Indonesia built on sustainable good governance principles and practices.

Our Mission To promote and institutionalize good governance principles in Indonesian society through implementing harmonized reform programs to strengthen public service governance, deepen democracy, improve security and justice and improve economic and environmental governance. Consideration for gender equality and the needs of marginalized groups are integral in achieving our mission.

We are effective in our mission when Our stakeholders seek to continue program development with us and recommend us to others. Our innovation and efforts are transformed into improved governance in Indonesian government and society. Our influence engenders increased commitment to governance reform from governments at all levels.

governance is participatory, consensus oriented, â&#x20AC;&#x153; Good accountable, transparent, responsive, effective and efficient, equitable and inclusive and follows the rule of law. It assures that corruption is minimized, the views of minorities are taken into account and that the voices of the most vulnerable in society are heard in decision-making.

â&#x20AC;&#x153;

Table of Contents 2

A Year of Transformation

Raising Standards of Integrity

Message from the Partners

Message from the Executive Board

Developing a National Strategy to Implement the UNCAC

The Partnership: Driving Effective Governance Reform

Integrity at Work - I@W - The Challenge of Everyday Integrity

I - PIEN - Building an Integrity Network

Introduction to Our Report

GrantCheck - Making NGOs More Transparent

Managing Indonesia’s Natural Resources More Equitably

Bringing Good Governance to Indonesia’s Forests

Getting Ready for REDD

Saving indonesia’s Peatland - Riau

Restoring Indonesia’s Peatland - Kalimantan

Tackling Illegal Logging

Building Global Understanding of Governance

Who We Are

What We Do

Our Geographical Coverage

Our Donors

Our Focus

Our Approach

Highlights in 2009

Improving the Integrity of the 2009 Elections

Election Oversight - Training the BAWASLU

Creating Informed and Empowered Voters

The Partnership Governance Index - PGI

Supporting the Electoral Process

Developing Good Practice Dissemination and Replication Model

An Accountable Justice System

Raising Awareness of Millenium Development Goals

Human Rights Training for BRIMOB in Eastern Indonesia

Our Internal Governance

Watching the Judges - Corruption Court Proceedings

Governing Bodies

Human Rights and Islam

Ensuring the Quality of Our Progams

Defending KPK

Increasing Efficiency

Our Own Transparency and Accountability

Audited Financial Statement

Annex

Decentralization: Helping Support Autonomy in Indonesia’s Most Remote Provinces

Supporting Decentralization

Adat Court in Papua

Supporting Legal Development in Aceh

Glossary

Improving Access to Justice in Aceh

Our People

Our Publications

Projects Ongoing in 2009

2009: A Year of Transformation

The Partnership for Governance Reform

2009 Annual Report

Message from the Partners 2009 saw the world focused on global issues like the financial crisis and Climate Change. Both governments and international institutions were charged with addressing these potentially catastrophic scenarios and finding the necessary resources to effect positive change. While Indonesia seems to have weathered the worst impacts of the financial crisis, the environment has certainly moved to the top of the national agenda, especially the continued plunder of Indonesia’s forests. While the Partnership will adapt its activities to address new and relevant problems and issues, it will continue to maintain its core activities in combating corruption. Corruption never moved far from the front page either with high profile cases dominating the headlines. This year was also the tenth anniversary of Indonesia’s first post Suharto domestic elections and a year of Democracy in practice. After this year’s elections, it is clear that Indonesia is no longer in transition from early democratic reform and has moved into an era of institutional consolidation. But bureaucratic reform remains a top priority along with the leadership needed to drive it. 2009 also revealed the gap between a dynamic civil society and the effectiveness of the current modes of participation, some turning increasingly to social media to address perceived injustices. Indonesia became increasingly visible on the global stage due to climate change negotiations, assuming a central role at the Copenhagen summit. It was also the Partnership’s first full year as a legal entity, emerging from a UNDP project, initiated during the transition years following the political changes in the late 1990s. This has given us more flexibility to form new modes of cooperation with our multiple stakeholders. In the last year, the Partnership has come to represent the embodiment of the core principles of the Paris Declaration on Aid Effectiveness; that: ‘Partner countries must exercise effective leadership over their development policies and strategies and coordinate development actions’.

The importance of Indonesian ownership cannot be underestimated; it is a prerequisite for achieving true reform. The Partnership now has 9 years experience of networking and cooperation dealing with international donors as well as cooperation and interventions with government at all levels but these actions must be extended and improved beyond individual project requirements. The Partnership has unique competencies in advocacy for strategic and sensitive issues, national ownership, vast national, regional and local networks, and proximity to Government. In the coming year, the Partnership will capitalize on all our achievements and experience to develop and share our best practices. At the same time, we are also prepared to respond to immediate and near-future challenges and opportunities. To further strengthen the impacts of our contribution to governance reform in Indonesia we will intensify communication and cooperation with the relevant development agencies at international, regional and local level. I wish to take this opportunity to thank the members of the Partners and Executive Board members, the Chairperson of the Executive Board, Erna Witoelar, who oversaw the rearrangement of the organizational structure, to enhance the effectiveness of our management team and the Executive Board. I would like to thank all staff for their professionalism, dedication and commitment demonstrated during this important transition. I cordially thank all our partners, in the Government, civil society, the media, the private sector, our implementing agencies and especially our international donors for their support and contribution to advancing the governance reform agenda. We look forward to an even more fruitful relationship in the years to come.

Marzuki Darusman Chairperson of the Partners

2009: A Year of Transformation

Message from the Executive Board In the past few years Indonesia has achieved many milestones that deserve some appreciation. Internationally, Indonesia has increasingly been acknowledged as a new middle-income country and an emerging model of democracy. In 2009, the country was able to conduct relatively peaceful general—parliamentary and presidential—elections, curb social violence and terrorism while at the same time manage to survive the impacts of the global financial crisis. Yet key governance areas still need urgent attention. While Indonesia is the world’s third largest democracy our democracy is still largely procedural and the promised benefits of democracy and decentralisation have not been broadly distributed to all sectors of the population. There is still an entrenched culture of corruption found in the public, private, political and government arenas. Because of this, the corruption perception index has continued to rise in recent years, while the anti-corruption drive has been hampered by conflict between law enforcement agencies legal framework. Meanwhile, the imminent danger of climate change and other potential environmental disaster has not been adequately addressed. 2009 has been a successful year for the Partnership. We were independently audited and deemed to have strong internal controls across all functions and our capacity to manage funds met all the COCA (Checklist for Organizational Capacity Assessment) criteria, according to our auditors, Mazars Moores and Rowland. The Partnership succeeded in mobilizing nearly 20 million USD for our programs and our organizational structure was modified, streamlined and strengthened, including a change of leadership. We continued to expand our network of partners and supporters and 2009 saw our Governance Index reach an international audience. At the program level, the Partnership succeeded in implementing basic standards for the treatment of prisoners in six pilot prison services. One of these prisons has been used as a best practice in

prison management by the Ministry of Law and Human Rights and we also played a role in saving the KPK, when the Parliament threatened to limit their power to investigate and prosecute. The formulation of the Grand Design for Regional Arrangement draft is also a key achievement that will shape Indonesia’s future. We were also instrumental in creating the national strategy on corruption eradication (Stranas PK) and providing critical support in helping Indonesia hold free and fair elections. Our work on Climate Change places us in the front lines of addressing a global crisis. In the coming year we will continue help develop better channels for civil society’s energy and resources, in fact - help manage Indonesia’s plentiful energy resources across the board. We still have so much to achieve in improving Indonesia’s readiness to implement the REDD initiatives and also in reaching the MDGs. To further strengthen the impacts of the Partnership’s overall contribution to governance reform in Indonesia, communication with all relevant development agencies such as UNDP, Bappenas and the World Bank, will be intensified. I sincerely thank the Partners and Executive Board members for their valuable guidance in providing strategic direction. On behalf of the Executive Board, I would like to congratulate the Partnership’s Executive Office and all staff for their hard work and willingness to embrace the necessary changes. I am confident that the new Executive Director, Wicaksono Sarosa, will carry our work forward to the next level. In addition, I thank all our partners, international donors, civil society groups, private sector and the government for their ongoing support of reform in Indonesia.

Erna Witoelar Chairperson of the Executive Board

The Partnership: Driving Effective Governance Reform

Introduction to Our Report I was able to assume the role of Executive Director of the Partnership in 2009, in an organization already made strong by the work of my predecessors, and I am grateful for all their work in making the Partnership the prominent champion for reform that it is today. As you will see as you read this report, 2009 has been a year of great change for the organization, as we moved to full independence. The organization has changed in size and shape, and I am certain this will make us an even more effective vehicle for reform in Indonesia. We have received some very encouraging feedback this year from independent assessors and received a big vote of confidence from our donors. This was testimony to all the improvements we have made in response to their feedback, particularly in monitoring and evaluation. Now other organizations are seeking our guidance and we are able to share our best practices. Our future will see us changing more to a grantmaking body ourselves. Using the successful model of the Multistakeholder Forestry Program, we will concentrate on supporting the projects of trusted community organizations, and I see a critical role for us in preparing for REDD implementation, especially in ensuring that the needs of local communities are considered.

It is also very heartening to see key governance issues like anti corruption so enthusiastically embraced by the media and the public in ways that were impossible only a few years ago. While Indonesia still has a long way to go, itâ&#x20AC;&#x2122;s important to remember that we have made some significant progress toward an accountable and responsive state. We still have a very important role to play in keeping the Millennium Development Goals in the foreground of policy-making and that all Indonesian know more about our progress in meeting them. I firmly believe that good governance is the best way to reduce inequality, alleviate poverty and achieve the Millennium Development Goals. In this yearâ&#x20AC;&#x2122;s annual report we have included a summary of our key programming activities, which is our core business, but also a transparent snapshot of our internal governance and operational status. I look forward very much to being able, together with my colleagues and our generous supporters, to play a role in shaping Indonesiaâ&#x20AC;&#x2122;s future.

Wicaksono Sarosa Executive Director

The Partnership for Governance Reform

2009 Annual Report

Who We Are

The Partnership for Governance Reform (â&#x20AC;&#x2DC;the Partnershipâ&#x20AC;&#x2122;) is a multistakeholder organization working with government agencies and civil society organizations (CSOs) to advance reform at both national and local levels. The Partnership brings together the executive, legislative and judicial branches of government, civil society and other stakeholders to sustainably promote good governance in Indonesia. Our origins go back to the late 1990s when Indonesia was confronted with a devastating economic and political crisis. Eminent individuals from civil society, government, the private sector and the donor community came together to advance democracy in the country. The call for Reformasi was the hallmark of the period. The key problems confronting the nation were linked to the issue of governance and the main goal of Reformasi was to avoid the mistakes of the past and build a new more accountable state. The Partnership was established in March 2000 as a United Nations Development Program (UNDP) project designed to help Indonesia realize good governance at all levels of government. It became operational in May 2001 with the Directorate of State Apparatus, the National Development Planning Agency (Bappenas) as the Executing Agency, the Partnership as Implementing Agency, and the UNDP as the Trust Fund Manager.

The Partnership: Driving Effectiveness and Efficient Governance Reform

The Partnership became an independent legal entity in 2003 and was registered as a not-for-profit civil law association, while retaining its status as a UNDP project until December 2009. Over the last nine years, the Partnership has grown from a UNDP project into a trusted, independent and prominent Indonesian organization. Because of our national ownership, the Partnership is uniquely positioned to initiate programs that need Indonesian partners in positions of authority. The Partnership is governed by an Executive Board and the Partners. The Partners provide long-term strategic direction and the Executive Board monitors overall implementation. Our programs are organized around four thematic clusters: Economic and Environmental Governance, Public Service Governance, Democratic Governance, and Security and Justice Governance. The Knowledge Resource Centre is responsible for research, knowledge management and programmatic dissemination. The Operations and Finance Unit provides administrative support to all units and projects, and the Management Support Unit is responsible for organizational communications, program planning and Monitoring and Evaluation. Midway through 2009, Mohamad Sobary concluded his term as Executive Director and Wicaksono Sarosa was appointed after an extensive recruitment process.

Organization Chart (to 31 December 2009) Partners Executive Board

Executive Director Management Support Unit Comm & RM Manager Planning Manager Monitoring Manager Executive Assistant

Internal Auditor

Operation Director

Finance Manager

HR & Operation Manager

IT Manager

Grant Making Manager

Program Director

Regional Offices Manager

Chief of Cluster PSG

Chief of Cluster DEG

Chief of Cluster SJG

Chief of Cluster EEG

Program Manager

Chief of Knowledge & Resource Center

Program Manager

The Partnership for Governance Reform

2009 Annual Report

What We Do

The Partnership is focused on four critical areas, or clusters: Security and Justice Governance (SJG), Public Service Governance (PSG), Democratic Governance (DEG) and Economic and Environmental Governance (EEG). In these four critical areas, there are four shared issues that need to be addressed: anti corruption, decentralisation, gender mainstreaming and poverty reduction.

POVERTY REDUCTION

PUBLIC SERVICE GOVERNANCE

SECURITY & JUSTICE GOVERNANCE

ECONOMIC & ENVIRONMENTAL GOVERNANCE

GENDER MAINSTREAMING 10

DECENTRALIZATION

ANTICORRUPTION

DEMOCRATIC GOVERNANCE

The Partnership: Driving Effectiveness and Efficient Governance Reform

The Partnership has implemented 359 projects since 2000 with a total budget of approximately 80 million US dollars. Our competencies range from governance assessment, public policy reform, bureaucratic reform, anti corruption, environmental governance, grassroots empowerment, building wide-ranging networks and productive links with government. The Partnershipâ&#x20AC;&#x2122;s unique qualities include our strong national network, allowing us to use a multistakeholder approach, and our ability to harmonize the efforts of donors to work on sensitive but crucial issues. Our programming and activities are funded respectively through the Partnership Trust Fund and the Partnership Facility Fund, which ensures more integrated and comprehensive results. In the coming year the Partnership intends to increase the integration of our programs and activities through greater cross cluster coordination and program synergy. Our aim is to ensure maximum impact for our overall objectives and to enhance the sustainability of each individual initiative. There is a need for better coordination of governance related interventions to avoid unproductive overlap and ensure the best results from engagements. To achieve this, the Partnership will focus on producing and sharing a series of best practices. The Partnership will continue to act as a vital coordinator, bringing together government, civil society, the media, academia and donors to share information on current and proposed engagements, and to listen to their concerns regarding the efficacy of these activities. Consistent with the Executive Board mandate, we plan to steadily increase our grantmaking portfolio and reduce self implementing activities. 11

The Partnership for Governance Reform

2009 Annual Report

Our Geographical Coverage

North Sumatra

East Kalimantan

Kepulauan Riau

Riau West Sumatra Jambi

Bangka & Belitung

Central Kalimantan

South Sumatera

Bengkulu

West Kalimantan

South Kalimantan

DKI Jakarta Central Java

Lampung Banten

East Java West Java

Bali Yogyakarta

Public Service Governance Security & Justice Governance Democratic Governance Economic & Environmental Governance

The Partnership: Driving Effectiveness and Efficient Governance Reform

Gorontalo

North Maluku

North r Sulawesi

Central Sulawesi

West Sulawesi

West Papua Southeast Sulawesi

Papua Maluku

South Sulawesi

West Nusa Tenggara

East Nusa Tenggara

The Partnership for Governance Reform

2009 Annual Report

Our Donors Since its inception, the Partnership has received generous support from many foreign governments, including Australia, Canada, Denmark, Finland, France, Germany, Japan, Korea, the Netherlands, New Zealand, Norway, Spain, Sweden, Switzerland, the United Kingdom and the United States of America, and from international organizations including the Asian Development Bank, the European Commission, the International Organization for Migration, the UNDP and the World Bank. Current donors include the Netherlands, Norway, Denmark, Australia, United Kingdom, UNDP, the European Union and the World Bank. The Partnershipâ&#x20AC;&#x2122;s five-year strategic plan runs from 2007 to 2011, because of this we are presenting our donor funding based on two periods: during the strategic plan and before the strategic plan.

Donor Contributions 2000 â&#x20AC;&#x201C; 2006 = USD 57.7M Australia 2,028,196

European Union 12,834,858

Switzerland 87,886

Canada 490,857

Finland 597,812

World Bank 24,457

Korea 2,190 Denmark 3,284,386

France 49,062

Japan 4,084,312

United Kingdom 8,464,273

The Netherlands 16.194.581

Other Income 5,241 Interest 1,621,029 IOM 49,624

14 14

Sweden 2,934,579

Norway 1,833,512 UNDP 1,415,519 Spain 83,343

New Zealand 1,583,805

The Partnership: Driving Effectiveness and Efficient Governance Reform

â&#x20AC;&#x2DC;Kemitraan has internalized the principles of good governance through all its programmes. The challenge is now how to converge these principles to the current programme activities in Indonesia in order to reach further progress in good governance, democratisation and decentralisation. The Kemitraan is very well placed due to its capability and capacity to further enhance the relations between the government and its multistakeholders, in particular nongovernmental organizations (NGOs). This unique strength of Kemitraan is something Indonesia should be proud of.â&#x20AC;&#x2122; Nikolaos van Dam, Ambassador of the Kingdom of the Netherlands

Donor Contributions 2007 - 2009 Donor Funds Committed for Year 2007 - 2009 = USD 23.6 M

European Union 106,489

IOM 25,137 World Bank 126,584

UNDP 810,748

Australia 355,696

Denmark 1,850,239

Sweden 4,419,220

United Kingdom 473,676

Canada 62,122 New Zealand 290,200

The Netherlands 8,274,222

Norway 6,840,290

The Partnership for Governance Reform

2009 Annual Report

Our Focus

Security and Justice Governance The overarching goal of the Partnershipâ&#x20AC;&#x2122;s Security and Justice Governance cluster, is to promote professionalism, transparency and democratic values in the security and justice sectors. The Partnership has a breadth of experience working with state institutions and over the years, it has become the trusted partner for advancing reform in the Indonesian National Police. The SJG was intimately involved in mobilizing support for the KPK, when the Parliament threatened to limit the power of KPK to investigate and to prosecute during the discussion of the Anti Corruption Court Act in the Parliament.

Public Service Governance The PSG cluster is focused on building the capacities of state and nonstate agencies to deliver services in an era of growing regional autonomy. The Partnership has implemented a number of programs to support the decentralisation process, strengthen the integrity and accountability of various public organisations and enterprises, and improve the management practices of governing bodies. In 2009, the PSG supported the development and submission of the Grand Design for Regional Arrangement. This draft provided a benchmark for the government to determine the maximum number of regions according to geography, demographics, public administration systems, financial, social and political systems, and quality of governance as the main indicators. The PSG has also facilitated the development of a national strategy on corruption eradication or Strategi Nasional Pemberantasan Korupsi (Stranas PK). All these efforts were consolidated in the Integrity Culture Education program in 22 educational institutes along with online transparency tools.

The Partnership: Driving Effectiveness and Efficient Governance Reform

Democratic Governance Good civic practice by governing bodies is meaningless if the election process itself lacks key democratic values like transparency and accountability. In 2009, the DEG targeted cascading election stakeholders—KPU, Bawaslu, CSO, Media, Women candidates, Donors, and the public sector. This resulted in the women’s quota increasing female legislators by 7 percent at national level and 18% at regional level. The DEG’s assistance to the Indonesian Election Commission (KPU) has help deliver 42 draft KPU decrees to ensure improved electoral management. The DEG also organized critical training for the inexperienced electoral administration and reduced fraud by securing access for CSO oversight and by strengthening the Bawaslu.

Economic and Environmental Governance All of Indonesia’s poverty reduction and job creation efforts could be at risk if the impacts of global warming are not addressed. The EEG Cluster focuses its existing environmental programs and economic development initiatives on ensuring that the true value of natural resources is recognised, and in promoting environmental sustainability. In 2009, the EEG contributed to three Ministerial policies on Community Based Forest Management (CBFM) and three Ministerial policies on Forests and Climate Change. The EEG has also engaged 14 national counterparts, 60 local CSOs, maintained 4 Community Foundations (CF) and established another 2 in Kalimantan and West Papua. With these programs, we are reaching more than 253,000 beneficiaries, securing access to 270,826 ha area in 54 districts in 18 provinces and 480,302 ha in 73 districts in 22 provinces for People’s Plantations through advocacy with the Ministry of Forestry. In 2009, we also supported the preparation and verification of People’s Forests (Hutan Desa) to 17,365 ha and decision on land allocation to 10,310 ha in 6 districts in 4 provinces.

GOVERNANCE KNOWLEDGE & RESOURCE CENTRE The Partnership has been at the forefront of governance reform at both national and local level, throughout Indonesia. Because of this we are often asked to generate and influence the discourse on governance related issues in Indonesia. The Governance Knowledge & Resource Centre provides strategic information and advice necessary for policy analysis like the Partnership Governance Index. It also cultivates intelligent and wellinformed discourse on governance related issues and disseminates good practices pertaining to good governance to as widely a significant audience as possible. With the Governance Knowledge and Resource Centre, the Partnership now also acts as a research centre, resource centre and hub or node for governance related discourse.

The Partnership for Governance Reform

2009 Annual Report

Our Approach The Partnership forms strategic partnerships with reputable stakeholders (the government, private institutions, universities, professional associations, media, and NGOs) to disseminate a common vision and to scale up the impacts of our programs.

Multistakeholder Relationships Government PARTNERSHIP Private Sector

Civil Society

Donors and International Community

Gender and Diversity In 2009, the Partnership commissioned a Gender Expert to evaluate and find the best method for effective adoption of gender responsive programs and budget. The Partnership not only has to address the issue at policy level but also to enforce stronger enactment based on the customized program context.

Public Awareness and Advocacy In 2009 Partnership has also been active in conducting public awareness campaigns in Anti Corruption, MDGs (Millennium Development Goals), Forest Governance, Voter Education and CSO Monitoring.

Who we work with Since 2000, our partners are as follows:

Central Government

Regional Governments

Civil Society Organizations

162

Media

Academic & Research Institutions

State Auxiliary Bodies

Private Institutions

Academic & Research Institution 12% Media 4%

State Auxiliary Body 3%

Private Instituion 1% Central Government 7% Regional Government 11%

CSO & Civil Society 62%

The Partnership: Driving Effectiveness and Efficient Governance Reform

Highlights in 2009 Highlights are presented here in summary, with detail provided in the body of the report. They fall into two major categories, our program and project initiatives, and governance of the Partnership itself.

Partnership interventions In 2009, the Partnership continued to initiate project interventions throughout Indonesia, in collaboration with CSOs, research foundations, state auxiliary bodies and government institutions; we managed and implemented 24 governance reform projects funded by 14 different international donors. At first glance it appears our activities have diminished in recent years but this is not the case. The number of projects is smaller because we now use a more integrated approach, designing programmatic interventions rather than individual projects. The Forestry Governance Program, for instance, had 48 smaller projects funded under this program in 2009. Project activities during 2009 focused on building capacity in state institutions, empowering CSOs, improving public policies and raising public awareness and discourse on governance issues. The strategic areas of intervention include strengthening the capacity of the Bawaslu and KPU for the national elections, lobbying on behalf of the KPK, and consolidating working relationships with the the Ministries of Home Affairs and Forestry. Support was provided to CSOs to broaden human rights discourse among targeted islamic communities, to create informed voters during the 2009 Elections, and prepare forest communities for REDD implementation. On the public policy front, we facilitated the enactment of the adat court in Papua, access to justice in Aceh, laws on village governance, and developed a national strategy to implement the UNCAC. The Partnership continued to disseminate information on governance with its index expanded to provincial level, placed MDGs on the political agenda and is now sharing its experiences in reform by developing its best practice case studies.

Governance Projects and Partners 2007 – 2009 Governance in practice Projects

Total projects ongoing Donors Implementing Partners • Government institutions Partners • CSOs (ongoing) • Universities / research institutes • State auxiliary bodies • Internal trust fund Audit External assessments Assessments

2009

2008

2007

24 7

33 11

35 8

1 7 2 2

3 8 1 1

2 8 1 0

‘ The Partnership’s programs help drive cooperation between Indonesia and international community in supporting Indonesia’s long term political development towards consolidated democracy by 2025. Their programs are a positive example for the future development of Indonesia’s democracy, while they strengthen the existing democratization momentum. Bappenas shares the goal of strengthening democratic institutions and their efforts to empower civil society organizations in order to improve their capacity to advocate for citizen’s civil rights and interests. I thank the Partnership for supporting the efforts to advance good governance in Indonesia. ‘ Armida S. Alisjahbana, State Minister of National Development Planning/ Head of Bappenas

The Partnership for Governance Reform

2009 Annual Report

Numbers of Programs by Cluster 2009

Democratic Governance

Security and Justice Governance

Public Service Governance

Economic and Environmental Governance

Knowledge and Resource Center

Economic and Environmental Governance

Democratic Governance

Public Service Governance

Security and Justice Governance

Key Events and Achievements 2009 Key Events Quarter 1 • Independent financial audit of 2008 • Impact assessment of police reform projects • Ongoing programming activities

Quarter 2 • Recruitment of new Executive Director • Organizational restructuring • Organizational Capacity Assessment (COCA)

Quarter 3 • Impact assessment of Forestry Governance Program (FGP) • Ongoing programming activities

Quarter 4 • UNDP Assessment Development Results • Develop program synergy matrix • Design Project Tracking System • Accounting software for grantees developed

• Ongoing programming activities

• Training Grantees in the new software and SOP • Ongoing programming activities

Key Achievements • Establishment of task force to recruit Executive Director, amend Articles of Association (AoA) and restructure the organization • Extension of Project Document with UNDP and Bappenas to end of 2009

• Appointment of new ED • Appointment of Director of Program & Director of Operations

• Launch of the Partnership Governance Index

• Mobilized a donor commitment of USD 2.4 m for 2nd phase of Forestry Program

• Mobilized donor commitment of USD 16.5 m for LEAD program • Amendment of AoA • Initiated a revitalization of the Partners and Executive Board members • Development of 2010 AWP

Improving the Integrity of the 2009 Elections

2009 was the tenth anniversary of Indonesiaâ&#x20AC;&#x2122;s first post Suharto elections and a year when Indonesians went to the polls twice: to elect their representatives in April and then to choose their President in July. The chief election body, the KPU, faced many challenges organizing elections in the worldâ&#x20AC;&#x2122;s third largest democracy. Reaching over 100 million registered voters throughout such vast terrain presents major logistical impediments. Incomplete voter lists were another challenge, so too was the inexperience of the new KPU Commissioners and staff, something the Partnership was working to alleviate throughout 2008 -2009.

The Partnership for Governance Reform

2009 Annual Report

Election Oversight – Training the BAWASLU Especially in regional areas, many members of the Bawaslu and Panwaslu staff were newcomers, with little experience in administering and supervising elections. The role of their Secretariat is particularly important because these are the people who receive reports and follow up allegations of electoral violations. Realizing that a lack of skills and experience would severely impair their functioning, for the six months in the build up to the elections, the Partnership, using multi donor project funds, delivered a series of training activities.

‘ The Partnership effectively addressed the needs of the beneficiaries. But they were also open about the extent of their capacities and available resources. It’s this openness from the beginning that I really appreciated.

The Partnership worked closely with Indonesian Corruption Watch (ICW) and Transparency International Indonesia (TII) to develop and deliver a series of capacity bilding activities to Panwaslu members from 33 provinces. For the Bawaslu/Panwaslu, training focused on money politics and the correct use of State assets. For the Secretariat, training centered on the proper administration of electoral violation cases. The result was a much greater understanding of the electoral process and the proper mechanisms for dealing with electoral violations for 436 members of the Panwaslu at both municipal and regency level, and in over 80 of the Secretariat staff.

The Partnership has the right people and consultants who understood the context. People like Topo Santoso, Didik Supriyanto and Ramlan Surbakti are a great choice and made positive contributions during the last Election. ‘ Wahidah Suaib, Bawaslu member

Creating Informed and Empowered Voters The Partnership has long acknowledged the importance of CSOs in ensuring that elections are carried out with integrity, and worked closely with SEKNAS FITRA to design a public advocacy strategy for voter education, with a view to increasing the level of public scrutiny of expenditure and holding candidates to their promises. The project team highlighted candidates’ past policies - those that were actually implemented – in education, legal reform, resource management and poverty alleviation, and then published these in a range of media outlets. They also coordinated with the Presidential Candidates Campaign team to highlight candidates’ policy positions on social development, especially the achievement of Millennium Development Goals, ensuring these issues were addressed by the President in the second Presidential debate.

Improving the Integrity of the 2009 Elections

Supporting the Electoral Process This project also supervised funds from regional budgets and reported any misuse of campaign funds to the General Election Commission, the Bawaslu or their regional counterparts, generating investigations in several provinces. The Partnership, with support from the Australian Electoral Commission, and with UNDP funding, developed a series of manuals to help the KPU prepare for the 2009 elections. The manuals included legal modules for KPU officers and training for election organizers and voting organizers. The 2009 elections saw increased women’s participation due to campaign support provided to female candidates in North Sulawesi, Java, Yogyakarta and Bali. Grassroots campaigning techniques proved an effective tool in boosting voter support.

‘ Thanks to the training, I formed my own campaign team, was able to properly manage my team, collected voter data in my district, built up my public profile…. If it were not for the Partnership training, I don’t think I would be were I am now. ‘ Adriana, PDI-P

The Partnership also worked with the Indonesian Accounting Association and the KPU to develop guidelines for campaign finance disclosure and carried out a series of workshops to provide technical assistance to electoral candidates. The KPU is National Elections Commission, the management body mandated to administer the elections. This includes maintaining voter lists, registering political parties, allocating seats per province and processing election results. This Bawaslu is the supervisory body responsible for monitoring election administration, receiving reports on violations and notifying the KPU or other institutions, and recommending sanctions where guilt is found. The Panwaslu is an adhoc body to supervise elections, receive complaints and resolve disputes at regional level, while the Bawaslu keeps its eye on the whole nation. 23

An Accountable Justice System

Human Rights Training for BRIMOB in Eastern Indonesia ‘ The Brimob is on the

The Partnership resumed this program in July 2009 for around 250 Brimob officers in four provinces: Maluku, North Maluku, Papua and West Papua, with support from the Australian government. The pilot program was held in 2006 but for this round of training the material was updated to include relevant case studies based on likely situations and the correct response. The revised pocket book on Human Rights, ‘ the blue book’, also contained a basic list of dos and don’ts. The courses were enthusiastically attended and evaluations showed significant improvements in participants’ understanding of fundamental human rights with their test scores rising dramatically.

frontlines of Indonesia’s security, dealing with riots and other violent confrontations - difficult situations where human rights are often violated. The Partnership has helped us a lot to increase the professionalism of our officers with their human rights training. Violations and complaints have decreased and our reputation is improving. My hope is that we can continue to work with the Partnership and expand the program to include Polda and the 34,000 Brimob members throughout Indonesia. ‘ The Head of the Brimob Corps, Indonesian Police, Irjen Pol Imam Sudjarwo

One interesting trend was the higher scores from areas with a history of conflict, like Ambon and Timika. This difference was attributed to the greater level of media and public scrutiny in areas notorious for violence.

Watching the Judges - Corruption Court Proceedings The KPK records the proceedings of the Anti-corruption Court, as part of their promotion of greater transparency in the justice system. This project is part of the Partnership’s efforts to improve governance in the criminal justice system. The recordings of court proceedings are to be used to improve the performance of judges and prosecutors. The final report will be submitted to the Supreme Court. Five corruption cases were chosen for review by a panel selected from over 30 universities. What was observed was a lack of professionalism and of sound legal argument. In some case the judges and prosecutors were not sufficiently aware of the corruption laws, sometimes misinterpreting the articles. This program helped the KPK to consolidate their university network. The participating universities benefited by having valuable new learning resources

The Partnership for Governance Reform

2009 Annual Report

- many of them had not previously had access to DVD recordings of court proceedings to watch and analyze. The World Bank, who supported this project, plans next to take the recordings on a road show, to be viewed and discussed with judges throughout Indonesia.

Human Rights and Islam Engaging muslim communities in discussion around human rights was a program designed to open up debate about appropriate behaviour, especially the use of violence, with a view to ‘deradicalising’ some groups. Our implementing partner identified 41 key figures from the target areas of Solo and Yogyakarta who received training in human rights, and who in turn were able to facilitate discussion and debate about Islamic values. A special training module was developed with easy to follow guidelines. While some sections contained a strong critique of the actions of some muslim groups, this was presented in a non threatening and fun manner. These key figures successfully facilitated working groups, generating lively debate. Local media were also used, including Joglo Semar, a newspaper targeting a Muslim audience in Yogyakarta and Solo. In addition, the project also established a website (www.rahmatan.org) designed to reach the Muslim communities. It contains news and information about human rights issues including sensitive topics like terrorism. In the latter stages of the project, the working groups that were mobilized to generate human rights awareness formed, a self-sustaining forum to advocate human rights for Muslim communities in the Central Java region. Public rejection of violent movements rose from 42.7% to 82.1% in community opinion surveys of the surrounding areas. Given this encouraging result, the SJG is currently developing strategies to extend activities in this area.

‘ Combating corruption in Indonesia is not easy. There are many obstacles including lack of commitment and the poor condition of the existing bureaucracy. Good governance is essential to realize a clean government, free from corruption, collusion and nepotism. The Partnership is an important partner in our efforts to create a corruption free bureaucracy. Efforts to change the cultural paradigms of bureaucracy and society can not be made by the KPK alone, but by all stakeholders. The Partnership has been instrumental in disseminating the principles of good governance through its programs and publications. The Partnership’s publications have provided additional references for KPK’s prevention unit in implementing its tasks. ‘ Mochamad Jasin, Vice Chairman of the Anti Corruption Commission

An Accountable Justice System

Defending the KPK – 1 A vital component of our work in the Justice sector is our advocacy. It’s not enough to help formulate a bill; new legislation needs careful stewardship and promotion if it is to pass into law. The Anti Corruption court bill was a key example – the Partnership had supported the drafting of the necessary legislation with the Ministry of Law and Human Rights - but the court was in danger of losing its ability to prosecute if the new bill was not passed by December 2009. The Partnership worked closely with ICW and the Justice Monitoring Coalition (a coalition of NGOs in Jakarta) to usher the bill through the lengthy process of becoming law. The support of religious leaders was also enlisted to express their expectations. The draft bill became delayed at the President’s office, without being submitted to the DPR for debate and time was running out to have the bill passed before the December deadline. There was a real risk that the Corruption Court would be dissolved, severely weakening the KPK’s ability to prosecute. Driving the bill through the necessary debate and approvals required building support and lobbying members of the DPR. A media campaign helped to raise public awareness of the issue. The Partnership was able to act as key coordinator of the campaign and provide support to the NGO activists and also monitor the parliamentary process to ensure that the substance of the bill was not diluted. The bill was eventually passed into law by Parliament in late September 2009.

Defending the KPK – 2 The KPK faced increasing political pressure in 2009 and an active campaign to weaken its power to fight corruption was waged by certain interests. When two KPK Commissioners were accused of criminal behaviour and arrested by the police on vague charges, it became clear that the KPK was facing a serious attack on its independence and very existence. The Partnership had tried several times to build political communication with the government to reinforce concern about the ongoing attacks on the KPK leaders, and also provided legal support and opinion. The Partnership then joined other CSOs, community leaders and intellectuals in the very successful CICAK (Love Indonesia Love KPK) campaign. Facebook was used to rally widespread public support, and eventually the conspiracy behind the attacks was revealed at the trial in the Constitutional Court.

Decentralization: Helping Support Autonomy in Indonesia’s Most Remote Provinces Since President Habibie’s big bang decentralization policy in 2001, new provinces and regions have multiplied and responsibility for many public services has been transferred to district level administrations with varying capacity to deliver them. There is no single entity at national level to support the special needs of the newly autonomous regions and the recent proliferation of new provinces and regencies has created many inexperienced administrations with new responsibilities. The Partnership is continuing to work closely with the Ministry of Home Affairs to help support regional governments to serve their constituents. An important component of the Partnership’s Decentralization support has been to work on reducing the legal and regulatory overlaps and contradictions between national and local administrations. This work was a central part of developing the Grand Plan for Regional Autonomy 2025, after a series of meetings and consultations with a broad range of stakeholders and the formation of a university network, to develop a road map for the future. Papua’s Economic Empowerment and Development project, or SPEED, was designed to promote self reliance in autonomous villages in three regencies; Jayapura, Timika and Jayawijaya. This project also helped develop a draft regulation or Perdasus for special provinces.

Supporting Decentralisation The Partnership continued its ongoing work to support the Grand Design of Regional Arrangements that began in 2004 . The Grand Design reconstruction clarifies the distribution of affairs between the central government and the provinces and regencies, including the proper process to form, merge and abolish autonomous regions. The regulations also help strengthen the delivery of public services by regional governments and the role of the central government in supervision of the regions. The Partnershipâ&#x20AC;&#x2122;s main focus in 2009 was to closely coordinate with the MOHA, Bappenas and selected provincial governments to revise the Law No 32/2004 on Regional governments. Three major new programs were also developed: 1. SOBERING - Strengthening of Border and Impoverished Regions Integrity and Governance. Focussing on the special needs of underdeveloped villages in vulnerable areas near Indonesiaâ&#x20AC;&#x2122;s neighbours. 2. VIGOR - Village Governance Reforms. This program replicates village administration and enterprise models for regions lagging in the human development index. 3. SPEED - Support for Papuaâ&#x20AC;&#x2122;s Economic Empowerment and Development. This is to encourage pro-poor budgeting, improved local laws and forestry management and greater self reliance in autonomous villages. 29

The Partnership for Governance Reform

2009 Annual Report

Adat Court in Papua The Partnership continued to develop and support the Adat Courts in Papua and West Papua, ensuring that tribal custom and traditional authorities have a place in the criminal justice system. Papuaâ&#x20AC;&#x2122;s remote communities have their unique traditions and value systems, and the traditional or Adat courts are the most effective vehicle for administering justice at the village level. The Partnership held a substantial number of field visits, and consultations over 15 months with a broad range of representatives from the Papuan Peoples Assembly, the Adat Community, Provincial government, POLDA Papua, and local NGOs to develop the RAPERDASUS Adat Courts in Papua in 2008 and saw it enacted into law during the December session of the DPRP. Its 2009 activities have focused on a range of activities designed to strengthen the Adat Courts by socializing the new law with key government bodies and the public, including a local radio program with commentary by members of the Peopleâ&#x20AC;&#x2122;s Assembly. Other outcomes include the classification and codification of Adat Laws, and a development needs assessment for members of the Adat Courts.

Supporting Legal Developments in Aceh Working closely with the Ministry of Home Affairs, the Partnership worked on drafting improvements to a number of regulations under Law 11/2006, currently awaiting Presidential approval. The Partnership has already helped develop several supplementary regulations in parallel with the UNDP and the Department of the Interior and in 2009 these projects were harmonized to maximize resources.

Decentralization: Helping Support Autonomy in Indonesia’s Most Remote Provinces

Governmental regulations have been drafted on the following: Appointments and dismissals of Regional Secretaries, cooperation with foreign institutes and agencies, management of oil and gas resources. The first two of these have been fully deliberated and submitted to the President. Other regulations are still at the deliberation stage with the Ministry of Home Affairs.

Improving Access to Justice in Aceh The Partnership has worked with three CSOs in Aceh to improve public access to the judicial system in Aceh, along with anti corruption programs including drafting a Strategic Plan for Corruption Eradication for the KPK. The plan also calls for better coordination between between law enforcement agencies in order to reduce corruption. The Partnership organized a stakeholder dialogue for community groups and prominent CSOs in ‘Synergizing Anti Corruption Activities in Aceh’ which resulted in the drafting of a code of ethics for those wishing to monitor Judicial behaviour. Further training was implemented in Kota Cane, Tapaktuan and Lhokseumawe to teach the public about the role of the judicial system. The program resulted in the establishment of a Judicial Commission Focal point Coalition to monitor judges behavior, but this will require further technical support to improve performance.

Raising Standards of Integrity

Raising Standards of Intergrity

Developing a National Strategy to Implement the UNCAC The Republic of Indonesia ratified the UN Convention against Corruption in 2006 and since that time BAPPENAS has been the government body responsible for developing a strategy to implement the UNCAC, strategi nasional implementasi UNCAC, or STRANAS. With Partnership’s support, Bappenas have organized input from NGOs and other stakeholders, including local governments in a series of meetings and workshops to complete the draft STRANAS, ensuring multistakeholder engagement. The comprehensive STRANAS consists of an action plan for all government institutions and also received strong levels of support, input and endorsement from representatives of the KPK, the Ministry of State Administration, Ministry of Home Affairs and the State Audit Body. The final STRANAS PK will be available to the public and will be the basis of a legal framework by the UNCAC implementation team.

Integrity at Work -I@W- The Challenge of Everyday Integrity The Partnership collaborated with an international organization called TIRIMaking Integrity Work to develop a series of programs to define and promote public integrity, with support from the Netherlands Government. Integrity @Work is a leadership program developed to professionalize senior and middle level officials using an innovative combination of teaching methods, including realistic case scenarios presented on DVD. The program then introduces participants to codes of ethics, relevant laws and international best practice. To develop DVDs that address the real challenges faced by civil servants, the Partnership & TIRI held focus group discussions with civil servants from various agencies including: Finance Ministry, Ministries of Justice and Human Rights, of Health, Forestry, State Ministry for Women’s Empowerment, State Ministry for the Development of Underdeveloped regions, the Development Finance Comptroller, the Office of the Mayor of South Jakarta, the Centre for the Development of National Procurement Policies, the National Archives, and officials from several regional; governments. The KPK also provided input and will be integrating the films into their current training program.

I- PIEN – Building an Integrity Network The Partnership with TIRI has developed the Indonesian Public Integrity Education Network or I-PIEN which establishes a network of universities with the capacity to teach and implement integrity joining the five year old global PIEN network. In Indonesia the program is coordinated by Paramadina University and already has 23 educational institutes in its

The Partnership for Governance Reform

2009 Annual Report

growing network. Partner universities will identify issues, conduct research, and disseminate material all with the aim of instilling integrity in students and the wider community.

GrantCheck - Making NGOs More Transparent GrantCheck is a TIRI program being piloted in Indonesia with the Partnership and the Association of Indonesian Philanthropy (PFI). GrantCheck aims to prevent double dipping and other forms of fraud by grant recipients, by sharing information about where money is directed and for what kind of activities. Wherever there is a perception of mismanagement, donors are reluctant to commit funds, so increasing accountability builds trust and benefits both the donors and the recipients. The next step is to promote the use of the program, building an alliance of six PFI members who have agreed to participate in the pilot program. Securing approval from boards created some delays but the program is underway with the pilot agencies uploading their data to the Grantcheck website. Feedback from the users is being incorporated to make the site easier to use before it is taken to other interested countries. Participants are finding that the program is making their activities and results clearer and also making it easier to provide useful data to potential funders. One agency commented â&#x20AC;&#x153;We did not realise that this is exactly what our work is concentrated on these days.â&#x20AC;?

Managing Indonesia’s Natural Resources More Equitably ‘ The Forest Governance Progam (FGP) has successfully developed a strategy to mutually support Community Foundations (CFs), national NGOs and government institutions. The CF work allows the Program to reach community organizations and local NGOs which deliver local community empowerment programs. The national NGOs supported by FGP focused on further developing community forestry programs, policies and appraisal tools relevant to the general objective of the Program.‘

(Independent evaluator reported to Norwegian Embassy, Sandra Moniaga, 2009)

The Partnership for Governance Reform

2009 Annual Report

‘ Although the forestry sector has been a big contributor to Indonesia’s foreign exchange reserve, the economic benefits have not reached the forest-dwelling communities in any fair way. The Department of Forestry has changed our forest management paradigm to place the needs of the people first. This change is reflected in one of the five policies prioritized by the Department of Forestry, that is to enrich the local economies inside and surrounding forests.‘ M. S. Kaban, the Minister of Forestry (2004-2009), stated during the launching of Village Forest (Hutan Desa) in Jambi, 30 March 2009

Bringing Good Governance to Indonesia’s Forests The Partnership has been working with Community Foundations to deliver programs to over 30 partners, adding a Community Foundation in Papua Barat and its three local partners. This program has successfully reached 42 different regencies and over 54 thousand households. The Partnership’s total number of government partners has also grown, bringing an increase of land allocated for CBFM (Community Based Forest Management) from 8000 hectares to 136000 ha at the end of 2009. This 17 -fold increase was achieved with funds of only IDR 750 million – perhaps the program’s greatest achievement. A major evaluation of the Forestry program was undertaken in 2009 by an independent evaluation team who conducted over 116 in-depth interviews and 18 group discussions in 7 villages from Jambi, Kalimantan, Sulawesi, Nusa Tenggara and Java. The evaluation found that the Forestry Governance Program has encouraged community access, sustainable management and helped foster small to medium enterprises. The FGP also helped develop further government regulations to secure access for local communities to manage their forests. The program has demonstrably improved local economies while protecting the forests.

‘ What’s important for us is that we are given the opportunity to manage this area with a feeling of security even though we don’t actually own the land. We understand the importance of the forest for our livelihoods and the environment. Because of this, we certainly agree to plant trees to help conserve the forest. ‘ Pak Jumino, migrant farmer, Lampung Tengah

Managing Indonesia’s Natural Resources More Equitably

REDD REDD stands for Reduced Emissions from Deforestation and Forest Degradation, a UN initiative emerging from the Climate Change Conference in Bali in 2007. Deforestation is the second leading cause of global warming, responsible for about 20 percent of global greenhouse gas emissions. Indonesia is the third greatest emitter of CO2 due to logging and fires in the forests that cover 60 percent of its land mass – and because of this the REDD scheme gives Indonesia a central role to play. Under the REDD program Indonesia will receive cash incentives to protect its remaining forests, and is the first country to create a legal framework for implementing REDD projects. While policymakers hope that REDD will spur a massive inflow of capital to tropical countries, there are substantial issues to be addressed in the implementation of REDD programs, such as the rights of traditional forest dwellers and establishing clear mechanisms for measuring and monitoring carbon stocks.

Getting Ready for REDD At national level, the Partnership has been working closely with the National Council on Climate Change, NCCC, to develop a communication strategy and campaign materials to provide information about climate change and to raise the level of awareness of the REDD schemes among various stakeholders by providing training and public consultations. We also managed to contribute to Indonesia’s position at the Copenhagen Climate change conference. The Partnership also assisted the Civil Society Forum on Climate Justice (CSF) with both resources and facilitating discussion of the new regulations. This grant will continue into 2010. For REDD to be financed through the carbon market, the first step is to properly assess the market value of the forests and also their non market value, including all externalities. These are complex scientific calculations – and an area where the Indonesian government needs technical support. One of the many challenges in implementing REDD is accurately measuring the stock of Carbon Biomass. The Partnership has been supporting a group of scientists from Gadjah Mada University to gather data in peatlands on the Kampar Peninsula, developing different equations to estimate the carbon stock. The completed study has been presented to the Ministry of Forestry’s working group on climate change.

The Partnership for Governance Reform

WHY PEATLANDS MATTER Greenhouse gas emissions as a result of the continuing peatlands degradation in South-east Asia amount to an average 2000 million tons of CO2 per year, over 90% of which comes from Indonesia. 1400 Mt/yr is coming from Indonesian peat fires alone. The emissions caused by decomposition of drained peatlands amounts to 632 Mt/yr. This is equal to 8% of all global CO2 emissions. The preservation of Indonesia’s peatlands is critical if Indonesia is to meet its greenhouse gas target pledge for 2020. According to Bappenas, conversion of peatlands currently accounts for 50 percent of Indonesia’s greenhouse gas emissions. Each year hundreds of thousands of hectares of peatlands are drained and cleared for palm oil and forest plantations.

2009 Annual Report

Saving Indonesia’s Peatlands - Riau For REDD to be financed through the carbon market, the first step is to properly assess both the market and non-market values of the forests, including all externalities. These are complex scientific calculations- and an area where Partnership has been providing support. One of the many challenges in implementing REDD is accurately measuring the stock of carbon biomass. The Partnership has been supporting a group of scientists fro Gadjah Mada University to gather data in the peatlands of the Kampar Peninsula, developing different equations to estimate the carbon stock. There are over 400 000 ha of peatland forest in the Kampar Peninsula, making it one of the largest natural carbon sink in the world. The completed study has been presented to the Ministry of Forestry’s working group on climate change. Another important step in preparation for REDD implementation has been the review of Sumatra’s spatial layout plan. Working closely with the Ministry of the Environment, the Partnership ensured that CSOs from eight provinces were consulted in the process.

Restoring Indonesia’s Peatlands - Kalimantan Central Kalimantan is the location of the first REDD demonstration site. Central Kalimantan contains with 30,000 km2 or around 13,5% of Indonesian peatlands with an average depth of 3 metres. One fifth of the province is peatland. Unfortunately, many of Kalimantan’s peatlands have already been logged and degraded, so in Kalimantan the focus is on rehabilitation and restoration. The Partnership has an MoU with the provincial government of Central Kalimantan, signed by the Governor at the end of 2008, to help promote better resource governance. Because of this, the Governor asked for the Partnership’s support in organising public consultations and revisions of the Master Plan for the rehabilitation of peatlands in his province. The socialisation of the Master Plan began with public consultations at village level to increase understanding, facilitated with the support of local NGOs. The local communities called for recognition of indigenous rights, including the right to practice traditional agriculture and access to water for transportation. The next stage brought over 100 people from six subdistricts together in a seminar held in Palangkaraya to consider the results of the public consultations, eventually incorporating all public recommendations. As a result of this community input, the Master Plan socialization was expanded to include greater local participation, especially local knowledge of the management of sensitive peatland areas. The socialisation process will continue into 2010 but has already generated considerable support and media coverage. Implementation is the next step with detailed action plans to be developed with the support of the Netherlands Government.

Managing Indonesia’s Natural Resources More Equitably

According to Bappenas, conversion of peatlands currently accounts for 50 percent of Indonesia’s greenhouse gas emissions

Tackling Illegal Logging Opening access to the most important stakeholder, the forest dependent communities, is not only seeing the forest used more sustainably, but is reducing illegal logging. There is evidence that in Lombok, for example, former forest thieves or ‘pengemis’ have become adat forest rangers or lang-lang, responsible for protecting the forest; the programs have given them an alternative means to survive economically. The Partnership was also successful in ensuring a role for CSOs in monitoring the President’s Illegal Logging Task Force. Meanwhile part of the Security and Justice Cluster’s monitoring of law enforcement processes is focussed on improved monitoring of logging corruption investigations and judicial behaviour by implementing training programs in three provinces: Jambi, Riau and Central Kalimantan. The SJG has been encouraging increased monitoring of law enforcement processes through monitoring corruption investigations and judicial behaviour by implementing training programs in three provinces, Jambi, Riau and Central Kalimantan.

Building Global Understanding of Governance The Partnership Governance Index - PGI The success of the Partnership Governance Index, launched in 2009, has received international attention. The UNDP Oslo Governance Center, invited the Partnership to Cairo, Egypt to present the methodology and experience to the Egyptian cabinet’s think tank and researchers from Morocco, Djibouti and Senegal. Since the PGI has been accessible online (www.kemitraan.or.id/govindex), lecturers have reported using it as a teaching resource. The PGI has also been well-received by local governments, NGOs and the media. As a result of a PGI presentation to the Governor, the Partnership was invited to assess Central Kalimantan’s kabupatens (districts) and kecamatans (subdistricts). The Kapuas District of Central Kalimantan recently invited the Partnership to help them self-assess their capacity and develop appropriate delegations of authority. Since 2008, the Partnership has assisted Bappenas in bureaucratic reform. This process began with a study along with the MAP-UGM, Magister Administrasi Publik Universitas Gadjah Mada to identify strategic reform priorities. This was followed in 2009 by policy development for state reform apparatus, culminating in the National Mid-term Development Plan (RPJMN) 2010-2014.

‘ The robust methodology participatory assessment process, are excellent illustrations of how the key principles of ‘national ownership’ and ‘country contextualization’ can help secure uptake of results: The Index provides a critical accountability mechanism for government and citizens to engage on governance issues and voice their opinions, and the data produced by the assessment offers a superior evidence base for decision-making by provincial governments, and for benchmarking progress. ‘ Marie Laberge, Global Programme on Democratic Governance Assessments, UNDP Oslo Governance Centre 40

Developing Good Practice Dissemination and Replication Model In a joint venture with Nordic Consulting Group, the Partnership developed a Good Practice Dissemination and Replication Model. This was designed for the Decentralization Support Facility (DSF), marrying international and local experience and expertise. The model draws from a wide ranging experiences of local and international institutions working in Indonesia such as Bappenas, Ministry of Home Affairs, Ministry of Finance, Ministry of Health, Ministry of National Education, the Central Bureau of Statistics, APEKSI, BKSSI, ADEKSI, ADKASI, APPSI, the World Bank, USAID and AusAID. The result is a comprehensive model which includes identification of good practices, benchmarking, performance-based evaluation, engagement strategy, and documentation format.

Raising Awareness of Millennium Development Goals - MDGS Another important area of the Partnership’s public advocacy is to raise awareness of the MDGs and Indonesia’s progress in meeting them. In 2000 Indonesia, along with 188 other countries made a commitment to fulfil the eight millennium goals in poverty eradication, education, gender equality, imfant mortality, HIV/AIDS, environmental protection, and creating a global partnership for development. The Partnership’s activities in this area have focused on improving the capacity of CSOs and the media to monitor government progress. A program to reach the MDGs through good governance was implemented in ten provinces from Sumatra through to Papua, working with three CSOs ACE/ PKM, Seknas JARI and KAPAL Perempuan to raise awareness at community level and to encourage CSOs to monitor and influence regional policies and regulations that might accelerate the MDGs. For the next five years, the Partnership will follow up on these awareness raising programs in a further eight provinces, chosen after extensive consultations to ensure maximum impact and local buy-in.

Our Internal Governance

The Partnership for Governance Reform

2009 Annual Report

Governing Bodies The Partnership is governed by two bodies: the Executive Board and the Partners. The Partners provide long-term direction and the Executive Board monitors overall implementation. The Executive Director is responsible for the day-to-day operations of the Partnership. The Partners (Rapat Teman Mitra) is the highest decision making body within the Partnership. Their role is to set the overall strategic agenda of the Partnership and endorse the annual report and workplan presented by the Executive Board. The Executive Board is responsible for ensuring that the affairs and assets of the Partnership are properly managed, and appoints the Executive Director. The Executive Director implements the Partnershipâ&#x20AC;&#x2122;s annual workplan and provides overall leadership to the staff. He also develops a common vision of the overall role of the Partnership and communicates this vision to the government, non-government and international community with a view to building a constituency for governance reform.

THE PARTNERS 1. Marzuki Darusman (Chairperson of the Partners)

Member of Parliament (2004-2009)

2. Susilo Bambang Yudhoyono

President of the Republic of Indonesia

3. Erna Witoelar

UN Special Ambassador for MDGs (2003 â&#x20AC;&#x201C; 2007)

4. Felia Salim

Vice President Director of BNI

5. J.E. Sahetapy

Chairman of the National Law Commission

6. Boediono

Vice President of the Republic of Indonesia

7. Benyamin Mangkoedilaga

Former Chief of Supreme Court

8. Petrus Turang

Archbishop, Kupang Archdiocese, NTT

9. Paskah Suzetta

Former Minister of the National Development Planning Agency / Bappenas

10. Sri Mulyani Indrawati

Minister of Finance

Our Internal Governance

11. Shanti Poesposoetjipto

Commissioner of PT Samudera Indonesia Tbk

12. Daniel Dhakidae

Former Head of Research and Development at Kompas Daily

13. Nursyahbani Katjasungkana

Former Member of Parliament

14. J.B. Kristiadi

Special Advisor to the Minister of Finance

15. Naimah Hasan

Chairperson of Womenâ&#x20AC;&#x2122;s Organization Coordinating Board (BKOW), Aceh

16. Triyono Budi Sasongko

Purbalingga (Central Java) Regent

17. Azyumardi Azra

Director of Graduate School of Syarif Hidayatullah State Islamic University

18. Karel Phil Erari

National Coordinator of the National Forum of Concern on Human Rights in Papua

Mid way through 2009 50% of our Partners completed their tems and have been replaced.

EXECUTIVE BOARD 1. Erna Witoelar (Chairperson of the Executive Board) 2. Felia Salim 3. Naimah Hasan 4. Daniel Dhakidae 5. Nursyahbani Katjasungkana 6. J. E. Sahetapy

The Partnership for Governance Reform

2009 Annual Report

Ensuring the Quality of Our Programs Stakeholder Involvement The Partnership always involves the beneficiaries and implementing partner in the design and evaluation of our programs. Our monitoring and evaluation actively encourages feedback from our partners and provides additional support where needed.

Monitoring, Evaluation and Learning Our monitoring and evaluation focus has shifted from output in 2007 to impact level in 2009. We measure success with indicators set from the design phase of a project and approved by the Proposal Appraisal Committee (PAC) . In 2009 the PME unit commissioned an independent assessment team to measure the success of multiyear projects. There were two impact assessments conducted in 2009, on our Police projects and the Forest Governance Program. The results of these assessments are available in both Bahasa and English and were incorporated in 2010 program design. As a result of this assessment, the SJG have shifted emphasis to other state judicial institutions, while the Environment and Economic cluster revised its indicators, for the next program implementation.

Our Internal Governance

Goals and Performance The Partnership’s goal for 2009 was to increase performance levels and create sustainability in governance practices. Key Performance Indicators were formally introduced in 2009. These KPIs will be evaluated in the early 2010 for further revision and enforcement.

2009 Monitoring and Evaluation Outputs at a Glance: M & E reports from field visits conducted

Donor reports submitted

M & E training sessions held

Participants attending training sessions

Past Performance Reports produced

Impact assessment reports produced

Proposal Appraisal meeting facilitated

‘ To reach impact, it

takes continuous focus to foster previous outcomes, experiences, and resources. This is what ME is all about. ‘

An important part of the Monitoring and evaluation process is the Proposal Appraisal Committee meetings or PAC. The ME team organized 33 of these meetings in 2009 and the process has been streamlined. External reviewers are now invited to these meeting to increase transparency. Capacity building on Project Cycle Management that has been proven beneficial for PGR’s partners 87% participants said that the training is “Very Useful”.

Lessons Learned from Monitoring and Evaluation 2009 • More mapping and research before project design • Build on networks from previous projects Substance

• Anticipate possible risks during the project design phase and prepare solutions before implementation • More concrete indicators, both quantitative and qualitative • Project management, monitoring and evaluation skills of our partner CSOs are critical to success • Increased training documentation and reporting • Local facilitators are used wherever possible – garners local wisdom, support and participation

Management

• To Include capacity building for implementing partners in the project design. • To seek beneficiary input at every stage of the project cyclenot just the evaluation stage • Capacity from within and pressure from without is effective when there is a solid willingness of the partners to make changes.

The Partnership for Governance Reform

2009 Annual Report

Increasing Efficiency More Funds for Programs In 2009, the Partnership delivered USD 8.27 million to program implementation. The proportion of operating costs against the total delivery was reduced from 10.3% in 2008 to only 8.5% this year. This was a significant reduction from more than 25% in 2006 and 18% in 2007. With more efficient operations, the percentage of funds allocated to programs has increased to more than 90% of the total funds managed. Most of the funds mobilized in 2009 – 84 percent - were received directly from donors - a significant increase from only 37% in 2008. This figure demonstrates that donors have confidence in the Partnership and that the Partnership is more than ready to operate independently after the agreement between the UNDP and Bappenas for support for governance reform in Indonesia finished at the end of 2009.

Audit and Checklist for Organization Capacity Assessment (COCA) Result The Financial Audit for the year 2009 by KAP BDO Tanubrata and Rekan found the Partnership in compliance with the SOP and prevailing accounting standards - the internal control system was also rated as very strong. In addition, a comprehensive assessment of the organizational capacity (COCA) conducted by Mazars found the Partnership met all standards and was ranked “low risk” in their overall risk assessment. This assessment was undertaken to fulfill the requirements of the donor community, especially Embassy of the Kingdom of the Netherlands. The COCA, also assessed the Partnership’s capacity to manage UNDP funds with positive results. Because of this, the Netherlands and Danish Embassy have committed to supporting the Partnership’s programs for the next 5 years with a total commitment of USD 16.5 million, though this is only a third of what will be needed. To address the need for increased funding, the Partnership has taken important internal steps, including increasing opportunities through bidding and reducing overheads.

Continuous Improvement in Procurement Applying procurement best practices through long-term agreements in sourcing and appointing reliable and cost effective suppliers has contributed to the increasing quality and timeliness of support services.

Our Internal Governance

Procurement figures

2009

2008

2007

Total procurement

$ 610,332

$ 815,305

$1,069,559

Total number of purchase orders

238

453

600

Average size of purchase order

$ 2,564

$ 1,800

$ 1,782

Total number of vendors

158

302

295

Number of procurement staff

Information Technology as a Business Enabler The IT division improved services in response to the Partnershipâ&#x20AC;&#x2122;s increasing needs. The Program Tracking System (PTS) and Web Content Management System were upgraded provide better program monitoring and generating reports on time.

The customized accounting system developed last year for the Partnershipâ&#x20AC;&#x2122;s Grantees has been implemented. Twenty-six finance staff from our Grantees and nine auditors of the Granteeâ&#x20AC;&#x2122;s financial reports received training during 2009 and more will receive training in 2010.

The Partnership for Governance Reform

2009 Annual Report

Human Capital Human resources management in 2009 faced challenges due to uncertain funding and projects closing under the UNDPâ&#x20AC;&#x2122;s portfolio. This caused a marked reduction in personnel. However, the staff qualification levels rose, as did the percentage of women staff. Staff Category

2009

2008

2007

Core Staff

Project Staff

Total

109

104

Qualifications

2009

2008

2007

Masters degree

PhD degree

44.3

38.2

Women staff â&#x20AC;&#x201C; percent of total

In mid 2009, the Executive Board streamlined the organizational structure. Two new director positions were created, for Programs and Operations to be supported by the Management Support Unit for planning, monitoring and evaluation, resource mobilization and communications. To strengthen internal control, an internal auditor position was established. Staff by Age <=25 years old

7,6%

26-30 years old

22%

31-40 years old

37%

41-50 years old

29,1%

>=51 years old

4,30%

Total

100%

Female

Male

Director

Chief of Cluster

Manager

Officer

Assistant

Advisor

Consultant

Trainee

Security

Gender by Position Level

Officer Helper

Total

Our Internal Governance

Our Own Transparency and Accountability The Partnership produces a wide variety of information as part of its commitment to good corporate governance: • An Annual Report to the Partners, Executive Board and public, containing an assessment of our achievements • Financial and narrative reports on project implementation for Bappenas, UNDP and our donors • Annual financial audits by an independent audit agency • External assessments of the Partnership’s programs • Regularly updated website • Numerous individual reports, presentations and videos documenting progress and lessons learned in key areas • A quarterly newsletter, brochures, books and other material for a wider public audience. The Partnership recognizes the value of trust and commitment in all relationships with stakeholders and partners - especially donors - in order to sustain and enhance support for its reform efforts. We also invite our stakeholders to planning meetings, information events and we explore joint cooperation wherever possible. As part of our outreach and campaign activities, the Partnership hosted and participated in many public events, exhibitions, and media briefings.

The Partnership for Governance Reform

2009 Annual Report

Audited Financial Statement

The Partnership for Governance Reform

2009 Annual Report

The Partnership for Governance Reform

2009 Annual Report

The Partnership for Governance Reform

2009 Annual Report

The Partnership for Governance Reform

2009 Annual Report

The Partnership for Governance Reform

2009 Annual Report

The Partnership for Governance Reform

2009 Annual Report

The Partnership for Governance Reform

Annex

2009 Annual Report

Annex

Glossary ADB

Asian Development Bank

ICEL

Indonesian Center FOR Environmental Law

AJMI

Aceh Judicial Monitoring Institute

ICW

Indonesia Corruption Watch

AoA

Articles of Association

IHSA

Institut Hukum Sumber Daya Alam

AWP

Annual Work Plan

IMSS

Institute for Media and Social Studies

BAPPENAS

Badan Perencanaan Pembangunan Nasional

IOM

International Organization for Migration

BAWASLU

Badan Pengawas Pemilu

IPB

Institut Pertanian Bogor

BNI

Bank Negara Indonesia

I-PIEN

Indonesia Public Integrity Education Network

BKOW

Badan Kerjasama Organisasi Wanita

JARI

BRIMOB

Brigade Mobil

Jaringan Transparansi dan Akuntabilitas untuk Pembangunan

CBFM

Community Based Forest Management

JAVLEC

Java Learning Center

CAGGAR

Center Analysis for Good Governance Reform

KAP

Kantor Akuntan Publik

CAPPA

Community Alliance for Pulp Paper Advocacy

KBCF

Kawal Borneo Community Foundation

Community Foundation

CIDA

Canadian International Development Agency

KAPAL Perempuan

Lingkaran Pendidikan Perempuan

CSOs

Civil Society Organizations

KOMPOLNAS

Komisi Kepolisian Nasional

CSF

Civil Society Forum

KPK

Komisi Pemberantasan Korupsi

COCA

Checklist for Assessment

KPI

Key Performance Indicators

KPU

Komisi Pemilihan Umum

KpSHK

Konsorsium Kerakyatan

Komisi Yudisial

LATIN

Lembaga Alam Tropika Indonesia

Organizational

Capacity

Alternatif

pendukung

Sitem

untuk

Hutan

CRC

Citizen Report Card

DEG

Democratic Governance

DEPDAGRI

Departemen Dalam Negeri

DFID

Department for International Development

Dirjen OTDA

Direktorat Jenderal Otonomi Daerah

L E A D - Leveraging and Educating Indonesia Democracy in Indonesia

DKI

Daerah Khusus Ibukota

LEOC

Local Economic Ombudsman Commission

DNPI

Dewan Nasional Perubahan Iklim

LPSE

Layanan Pengadaan Secara Elektronik

DPR

Dewan Perwakilan Rakyat

MDGs

Millennium Development Goals

DPRP

Dewan Perwakilan Rakyat Papua

MOHA

Ministry of Home Affairs

DSF

Decentralization Support Facility

NCCC

National Council of Climate Change

DVD

Digital Video Disc

NGO

Non-Governmental Organization

European Commission

NTT

Nusa Tenggara Timur

Executive Director

New Zealand

EEG

Economic and Environmental Governance

P3EM FE

Executive Office

Pusat Penelitian Pengembangan Ekonomi Masyarakat Fakultas Ekonomi

European Union

PAC

Proposal Appraisal Committee

Fakultas Hukum

PANWAS

Panitia Pengawas

FISIP

Fakultas Ilmu Sosial Politik

PDI-P

Partai Demokrasi Indonesia Perjuangan

FGP

Forestry Governance Program

PEMDA

Pemerintah Daerah

FITRA

Forum Indonesia Anggaran

PERDASUS

Peraturan Daerah Khusus

PBHR

Perhimpunan Bantuan Hukum Rakyat

untuk

Transparansi

Accountable

GAU

Governance Assessment Unit

PGR

Partnership for Governance Reform

GERAK Aceh

Gerakan Anti Korupsi Aceh

PGI

Partnership Governance Index

GNPK NU

Gerakan Nasional Pemberantasan Korupsi Nahdlatul Ulama

PME

Planning, Monitoring and Evaluation Unit

HAM

Hak Asasi Manusia

POLDA

Kepolisian daerah

Human Resources

PRRM

Public Relations and Resource Mobilization

IAIN

Institut Agama Islam Negeri

PSG

Public Service Governance

The Partnership for Governance Reform

2009 Annual Report

PSP3

Pusat Studi Pembangunan Pertanian dan Pedesaan

PSP

Pusat Sumber Daya Perikanan

PTS

Program Tracking System

PUKAT FH

Pusat Kajian Anti Korupsi Fakultas Hukum

PUSHAM

Pusat Studi Hak Asasi Manusia

RAPERDASUS

Rancangan Peraturan Daerah Khusus

REDD

Reducing Emission from Deforestation and Degradation

RPJMD

Rencana Pembangunan Jangka Menengah Daerah

RPJMN

Rencana Pembangunan Jangka Menengah Nasional

RUU TIPIKOR

Rancangan Undang-Undang Tindak Pidana Korupsi

SAMANTA

Nusa Tenggara Community Foundation

SEAMEO BIOTROP

Southeast Asian Ministers of Education Organization Biology Tropical

SCF

Sulawesi Community Foundation

SJG

Security and Justice Governance

SOP

Standard Operating Procedures

SPEED

Support for Papuaâ&#x20AC;&#x2122;s Empowerment and Economic Development

SSS

Sumatera Sustainable Support

STRANAS PK

Strategi Nasional Pemberantasan Korupsi

TII

Transparency International Indonesia

TS2KPU

Technical Assistance to Komisi Pemilihan Umum

UGM

Universitas Gadjah Mada

Universitas Indonesia

UNCAC

United Nations Corruption

UNCEN

Universitas Cenderawasih

UNDP

United Nations Development Programme

UNSRI

Universitas Sriwijaya

USD

United States Dollar

Walhi

Wahana Lingkungan Hidup Indonesia

Working Group

YAPIKBI

Yayasan Pemuda Insos Kabor Biak

Convention

Against

Annex

Our People Senior Executives Mohamad Sobary Wicaksono Sarosa Piet Soeprijadi Emmy Hafild Budi Santoso Ike Atika Bambang

Executive Director (departed in 2009) Executive Director Deputy Executive Director (departed in 2009) Program Director Operations Director Executive Assistant

Advisors Bambang Widjojanto Dadang Trisasongko Ramlan Surbakti Eveline Soekotjo Hanafi Guciano Arief Wicaksono

Legal Advisor Anti Corruption Advisor Election Reform National Advisor CSR Advisor Economic Advisor (departed in 2009) Environmental Advisor (departed in 2009)

Public Service Governance Agung Djojosoekarto Henry Siahaan Rudiarto Sumarwono Adi Damar Prasetya

Fajarwati Karlina Sutaprawira

Chief of Cluster Program Manager – Integrity Systems and Civil Service Governance Program Manager – Decentralized Governance Program Assistant - Integrity Systems and Civil Service Governance (departed in 2009) Project Manager – Integrity System and Anti Corruption Program Officer – Decentralized Governance Project Finance Assistant - Integrity System and Anti Corruption (departed in 2009) Admin & Finance Assistant MDG Coordinator

Democratic Governance Utama Sandjaja Farini Pane Maria E.Radjali Ahsanul Minan Rafaella Wulandari Ernie Gontha Ratih Komala Wahyuni Gisella Lokopessy Martha DP. Gurning Agung Wasono Ambun Dekesu B. Tangdilintin Jennifer Utama Setio Wicaksono Soemeri

Chief of Cluster Program Manager (departed in 2009) Project Manager Program Officer KPU (departed in 2009) Program Assistant Project Admin Officer Admin/Finance Assistant – Caucus & UNCAC Project Reporting Assistant – Caucus & UNCAC Project (departed in 2009) Reporting Assistant – TS2KPU-Political Laws Project (departed in 2009) Project Officer Project Assistant Finance Assistant (departed in 2009) Project Officer

Security & Justice Governance Laode M. Syarief Sofyan Lubis Ahmad Qisai M. Gaussyah Iman Firmansyah Dian Puspitasari Dinanti Erawati Kristina Simatupang Indira Prabhandari

Chief of Cluster Program Manager (departed in 2009) Consultant for Program Development Project Management Officer – KY & Police Reform (Brimob) Project Management Officer – KPK, RUU Pengadilan Tipikor & LPSK Project Management Assistant – KY & Police Reform (departed in 2009) Project Management Assistant Brimob (departed in 2009) Project Management Assistant Brimob Program Assistant

Natalia Hera Setiyawati Cucu Suryaman Vidya Nafsil

The Partnership for Governance Reform

Sisca Nasastra Gafri Adella Mega Yunitasari S Radityo Utomo Economic & Environmental Governance Emmy Hafild Hasbi Berliani Farah Sofa Widia Djatiningrum Anung Karyadi Mila Nuh Reny Juita Veronica Novita Handayani Gisella Lokopessy Fitriadi Sayuti Fitri Hendriyani M. Bustom Efrizal Zein Suwito Endang Habsari S Reza Mukti S.

2009 Annual Report

Project Assistant Project Reporting Assistant (departed in 2009) Project Reporting Assistant

Chief of Cluster (became Program Director in Q3 of 2009) Program Manager – Forestry Governance Program Program Manager Consultant EEG (departed in 2009) Consultant EEG Project Manager – Support to Ministry of Trade (departed in 2009) CBFM Officer Admin Assistant Cluster Assistant Grants Officer – Forestry Governance Program Finance Officer - Forestry Governance Program (departed in 2009) Program Officer Grant Assistant Program Officer Project Assistant Junior Assistant (departed in 2009)

Regional Offices Yogyakarta Regional Office Andi Nuraini Deborah Siahaan Bayu Kuntoro Yusuf Herbiono

Program Assistant Administrative Assistant Office Helper IT Staff Trainee

Aceh Regional Office Eka Oktavianus Yusri Hazmi Ahmad Cut Arjuna

Aceh Regional Manager Project Finance & Administration Assistant Security Guard Security Guard

Papua Regional Office Ellva CF Rori Lili Dharmayanti

Project Manager (departed in 2009) Admin/Finance Assistant

Governance Assessment Abdul Malik Gismar Tatak P. Ujiyati Inda Loekman Riana Ekawati Arif Nurdiansyah Rahma Yulianti

Governance Assessment Coordinator Knowledge & Research Manager (departed in 2009) GAU Assistant Librarian Librarian/Information Assistant GAU Trainee (departed in 2009)

Operations Budi Santoso Budi Setiawan Rima Aulia Jumali Noviani Dewi Utami Kurniasih Paturahman

Finance & Operations Manager (became Operations Director in Q3 of 2009) Finance Assistant, General Ledger & Cashier Finance Officer, Taxation & Advances Finance Assistant Finance Assistant Finance Trainee

Annex

Syamsu Rizal Dwi Handayani Ruri Haryanto Titik Wahyuningsih Siska Budianti Handayani Evlyne Achadiat Dwi Brata Dede Herdiana Iwan Syamsul Ridwan Muzakir Mei Utomo Fajri Salim Watono

Finance Trainee HR Assistant (departed in 2009) GS&HR Officer General Services Assistant HR Assistant GS & HR Trainee Reception/Helpdesk System Administrator IT Staff Trainee Photo Copy Operator Office Helper Office Helper Security

Planning, Monitoring & Evaluation Lenny Hidayat Ruth Alicia Ade Siti Barokah Adisti Ikayanti

Monitoring & Reporting Manager Program Planning, Monitoring & Evaluation Officer Program Planning &Liaison Manager for BAPPENAS PME Assistant

Public Relations & Resource Mobilization Hindijani Novita Oscar Dinovta Diah Fajarwati Ashep Ramdhan

Communications & Resource Mobilization Manager Communications & Resource Mobilization Assistant Communications Trainee (departed in 2009) IT Assistant / Media Developer

The Partnership for Governance Reform

2009 Annual Report

Our Publications No. 1

Title Buku Panduan Eksaminasi Publik atas Putusan Pengadilan

Joint publisher ICEL

Advancing Governance Reform: Annual Report 2008

Kemitraan

Akselerasi Good Governance di Sulawesi Tengah; Menggalang Parlemen, Memperkuat PBHR Masyarakat Sipil

Apakah Pembangunan di DKI Jakarta Memihak Rakyat Miskin? Sebuah Telaahan Masyarakat Sipil; Kajian Masyarakat Sipil atas Peraturan Derah Khusus Ibukota Jakarta Nomor 1 Tahun 2008 tentang Rencana Pembangunan Jangka Menengah Daerah (RPJMD) 2007-2012

Kemitraan

Best Practices: Corporate Social Responsibility (CSR), Sebuah Pengalaman Membangun Multistakeholder Engagement bagi Penerapan CSR di Kabupaten Muba, Sumatera Selatan

P3EM-FE UNSRI

Buku Panduan HAM bagi BRIMOB POLRI

SENTRA HAM FH UI

Buku Panduan Penanganan Saran dan Keluhan Masyarakat (SKM) Komisi Kepolisian Nasional (KOMPOLNAS)

KOMPOLNAS

Disparitas Tingkat Kesejahteraan Masyarakat : Tinjauan Sosial Ekonomi Rumahtangga Lokal E-procurement di Indonesia; Pengembangan Layanan Pengadaan Barang dan Jasa Pemerintah Secara Elektronik

PSP3-IPB

Grand Strategy Penataan Daerah Tahun 2025, Bunga Rampai Wacana; Analisa Tujuh Kelompok Kerja mengenai Jumlah Provinsi di Indonesia

Dirjen OTDA DEPDAGRI

Handbook: Corporate Social Responsibility (CSR); Penerapan Prakarsa P3EM-FE UNSRI Multistakeholder dalam Mendukung Penerapan CSR yang Berkelanjutan pada Industri Minyak dan Gas Bumi

Hutan Desa : Kebijakan dan Mekanisme Kelembagaan

WG Pemberdayaan Dephut RI

Hutan Kemasyarakatan : Kebijakan dan Mekanisme Kelembagaan

WG Pemberdayaan Dephut RI

Kemitraan dalam Tata Pemerintahan Desa dan Pemberdayaan Komunitas Perdesaan dalam Perspektif Kelembagaan Kerangka Penguatan Partai Politik di Indonesia

PSP3-IPB

Keterkaitan Perubahan Iklim dan Produksi Pangan Strategis: Telaah Kebijakan Independen dalam Bidang Perdagangan dan Pembangunan

BIOTROP

Kidung: Sebuah Novel

Kemitraan

Kinerja Otonomi Khusus Papua

Kemitraan

Konflik-konflik Kekuasaan dan Otoritas Kelembagaan Lokal dalam Reformasi Tatakelola Pemerintahan Desa : Investigasi Teoretik dan Empirik Kumpulan Khutbah Jumâ&#x20AC;&#x2122;at; Membangun Bangsa Bermartabat Tanpa Korupsi

PSP3-IPB

Mekanisme Kontrol Tata Kelola Sumber-sumber Agraria : Membangun Kelembagaan Kolektif Lokal yang Demokratis Membangun Sistem Integritas dalam Pemberantasan Korupsi di Daerah; Catatan atas Pengalaman Pengawalan Rencana Aksi Daerah Pemberantasan Korupsi (RAD PK) dan Pelaksanaan Citizen Report Card (CRC) di Lima Daerah

PSP3-IPB

Mengembangkan Komunikasi Administrasi Efektif dalam Tata Kelola Pemerintahan Desa yang Tanggap Gender Menyatukan Asa, Memperkuat Tindakan

PSP3-IPB

Menyelamatkan Uang Rakyat: Kajian Akademik Peraturan Pemerintah Nomor 37 Tahun 2006

PUKAT FH UGM

Merajut Pemilu Bersih: Sebuah Refleksi Gerakan Transparansi Anggaran Pemilu

FITRA

Meretas Batavia Pro Rakyat Miskin

SEKNAS FITRA

Metode Pencegahan Korupsi dalam Pelayanan Publik: Panduan bagi Fasilitator tentang Citizen Report Card (CRC)

BAPPENAS

Modul Indepth Reporting: Menguak Korupsi di Perguruan Tinggi Negeri

IMSS

20 21 22

23 24

LPSE Nasional

PUSKAPOL FISIP UI

GNPK-NU

BAPPENAS

IHSA

Annex

No. 30

Title Ombudsman Kota Makassar; Pengalaman Pembangunan Ombudsman Daerah sebagai Bagian dari Pembangunan Lembaga Pengawasan di Indonesia

Joint publisher PEMDA Makassar

Pedoman Pengisian Formulir Data Hakim

Komisi Yudisial

Pelayanan Publik dalam Persepsi Masyarakat; Hasil Survey Persepsi Masyarakat dengan Metode Citizen Report Card di Daerah

BAPPENAS

Pemantauan Proses Pembahasan UU Pemilu Legislatif

Pembaharuan Tata-Pemerintahan Lingkungan: Menciptakan Ruang Kemitraan Negara-Masyarakat Sipil-Swasta Penegakan Hukum atas Kejahatan Kehutanan

Koalisi NGO untuk Penyempurnaan Paket UU Politik PSP-IPB

35 36

IHSA

Pengeloaan Sumberdaya Alam Berbasis Kemitraan untuk Pembaruan Tata-kelola Pemerintahan Desa Pengembalian Aset Kejahatan

PSP3-IPB

Pengembangan Wilayah dalam Reformasi Tata Pemerintahan Desa : Pelajaran dari Lima Provinsi dan Beberapa Tantangan ke Depan Perekayasaan Sistem Pemilihan Umum untuk Pembangunan Tata Politik Demokratis

Perlindungan dan Pengakuan terhadap Eksistensi Peradilan Adat Papua

PEMDA Papua

Perubahan Iklim, Hutan dan REDD: Peluang atau Tantangan

Pocket Book for Aceh Election Supervisory Committee

CSO Network on Forestry Governance and Climate Change PANWAS Aceh

Pola Pengembangan Ekonomi Perdesaan Berbasis Keberlanjutan

PSP3-IPB

Politik Desentralisasi Pemerintahan Desa

PSP3-IPB

Profil 4 Kampung Masyarakat Adat Biak

YAPIKBI

Proses-proses Pengembangan Kebijakan Tata-kelola Pemerintahan Desa Berbasis Lokal

PSP3-IPB

Wanita Berseragam: Sebuah Kajian dalam Rangka Meningkatkan Jumlah Peranan Polisi Wanita

Kemitraan

37 38

PUKAT FH UGM

Kemitraan

Support for Strengthening CSO Oversight Role and Political Participation Koran Berani, PT Sinergi Panca

PUSHAM UII

Papua and West Papua Provinces Engaging the Participation of Radical Muslim Communities in the

Promotion of Human Rights in Indonesia Support to Initial Implementation of Prison Service Reform with Focusing Partnership

Partnership Aceh LATIN, ICEL, IHSA

Sentra HAM FHUI Partnership

12 Human Rights Training for BRIMOB in Eastern Indonesia

13 Review of Corruption Court Proceedings

GERAK ACEH

AJMI

MATARADJA

11 Illegal Logging Trial Monitoring

(Aceh Justice Project)

on Human Resources Development and Public Participation 10 Strengthening Access to Justice for Peace and Development in Aceh

UNCEN, Polda Papua Partnership Papua

Facilitating Formulation of PERDASUS and Strengthened Adat Court in

Office, Provincial Court Office,

DPRP, Province Prosecutorial

SECURITY AND JUSTICE GOVERNANCE (SJG) Adat Court Papua

Metro TV

Kreasi, Asosiasi TV Lokal Indonesia,

CETRO, Bamboe Doea ICW, TII

Administer Election (SCALE) Writing of Election Manuals for the KPU BAWASLU Project

3 4

in Safeguarding Democratic Election (CSO)

KPU

Partnership

Support to Strengthen the Capacity of the KPU Secretariat General to

PARTNER

DEMOCRATIC GOVERNANCE (DEG) Promoting the Integrity and Quality of the 2009 Election in Indonesia

PROJECTS

Projects Ongoing in 2009

WORLD BANK

NORWAY AUSTRALIA

FUND

INTERNAL TRUST

EUROPEAN UNION

UNDP

SWEDEN

TRUST FUND

SWEDEN

THE NETHERLANDS

AUSTRALIA UNDP

AUSTRALIA

Aug - Dec 2009

May - Oct 2009

Dec 2008 - Apr 2009

Jun 2008 - Apr 2009

Jul 2008 - Dec 2008

Jul 2008 - Dec 2009

Nov 2007 - Apr 2009

Nov 2007 - Feb 2009

Mar - Aug 2009

Dec 2008 - Feb 2009 Jan - Jun 2009

Jun 2008 - Feb 2009

Jan 2008 - Dec 2009

FUND DENMARK

PROJECT DURATION

SOURCE OF

National

Jakarta National

National

Nusa Tenggara, Papua National

Maluku, West Nusa Tenggara, East

West Kalimantan, Riau

Aceh

Jakarta

Yogyakarta & Solo

Papua

GEOGRAPHICAL FOCUS OF PROJECT

The Partnership for Governance Reform 2009 Annual Report

PROJECTS

PARTNER

SCF (Sulawesi Community

SHOREA

Partnership

Papua Province 20 Decentralization & Grand Strategy of Regional Arrangement 21 Strengthening Indonesia’s Integrity Capital Partnership TIRI

Provincial Government of Papua

THE NETHERLANDS UNDP

UNDP

Mechanism of Planning and Budgeting of Kampung Development in

UNDP

of LOGA Ancillary Regulation (AGTP) 19 The Formulation of Academic Paper and Draft Province Regulation on

THE NETHERLANDS

Service System (RAP CE) 18 Support to the National Initiative for Facilitating the Consultative Process MOHA

THE NETHERLANDS

Partnership

Procurement System (PROCUREMENT) c. Building the Integrity of Governance for Clean and Transparent Public Partnership

THE NETHERLANDS

Partnership

THE NETHERLANDS

CANADA

Commision (LEOC) b. Strengthening Effective and Transparent Decentralized Public

Partnership

Implementation 17 Integrity System and Corruption Prevention (Umbrella Project for LEOC,

NORWAY - FGP

Jan - Dec 2009 Feb – Dec 2009

Oct - Dec 2009

Jun - Dec 2009

Jan - Dec 2009

Feb 2009 - Jun 2009

Jun 2008 - May 2009

2009

April 2007- June

FUND THE NETHERLANDS

PROJECT DURATION

SOURCE OF

PROCUREMENT, RAP CE) a. Building and Empowering Local Economic Ombudsman

Bappenas

Province 16 Support to Completion of Concept of National Strategy for UNCAC

Integrated with Regional Mid-term Development Plan (RPJMD) in Palu Foundation)

a. Multistakeholder Support Program of Urban Forestry Development

Province of Special Region Yogyakarta

Partnership for Governance in Indonesia 15 Multistakeholder Support Program of Urban Forestry Development in

Collaboration of the UN Special Ambassador for MDGs in Asia Pacific with

PUBLIC SERVICE GOVERNANCE (PSG) 14 Achievement of MDGs through Promoting Good Governance

GEOGRAPHICAL

National National

Papua

Aceh

National

Jakarta, Bogor, Tangerang, Bekasi

Region of Yogyakarta Palu

City of Wates (Kulon Progo), Special

City of Wonosari (Gunung Kidul) and

National

FOCUS OF PROJECT

Annex

PROJECTS

Restoration and Conservation GOVERNANCE ASSESSMENT UNIT (GAU) 24 Optimizing Best Practice Rewards and Replication Systems

Consultation on Master Plan on Ex Mega Rice Peatland Project

23 Facilitating Central Kalimantan Provincial Government on Public

b. Forest and Climate Initiatives (Climate Change)

which was implemented together with SJG). a. Support to Community Based Forestry Management (CBFM)

(FGP) â&#x20AC;&#x201C; (Umbrella Project for CBFM, Climate Change, and Illegal Logging

Improvement of the Global Climate/Forestry Governance Program

Equitable Forest Management, Growth in Rural Livelihoods and

ECONOMIC AND ENVIRONMENTAL GOVERNANCE (EEG) 22 The Multistakeholder Forestry Programme for Sustainable and

Partnership Jakarta and NCG

DSF-WB

Oct 2008 - Oct 2009

National

Kalimantan, Java). Central Kalimantan

THE NETHERLANDS Nov 2009 - May 2010

West Papua). National (among others are: Sumatera regions, Central

Aug 2008 - Jun 2010

Sulawesi, Central Kalimantan and

Sumbawa, Bali, Jambi, Lampung,

National (among others are: Java,

National

CAPPA, CSF, CAGGAR Partnership

NORWAY

Aug 2007 - May 2010

GEOGRAPHICAL FOCUS OF PROJECT

KPSHK, Walhi Central Kalimantan,

DNPI, Titian Perdamaian, ICW,

KAMUKI

Aug 2007 - Aug 2010

FUND NORWAY

PROJECT DURATION

SOURCE OF

JAVLEC, SSS, SCF, SAMANTA, KBCF, NORWAY

Foundations

Partnership, Community

PARTNER

The Partnership for Governance Reform 2009 Annual Report

The Partnership for Governance Reform Jl. Brawijaya VIII No. 7 Kebayoran Baru South Jakarta 12160 Indonesia Phone +62 21 7279 9566 Fax +62 21 720 8519 +62 21 722 5667 www.kemitraan.or.id

Publication of this Annual Report is funded from the Partnershipâ&#x20AC;&#x2122;s Facility Fund generously supported by Embassy of the Kingdom of the Netherlands