GENDER ASSESSMENT AND STRATEGY FOR USAID LESTARI [PDF]

GENDER ASSESSMENT AND STRATEGY FOR USAID LESTARI MAY 2016

This publication was produced for review by the United States Agency for International Development. It was prepared by Tetra Tech ARD.

This publication was prepared for review by the United States Agency for International Development under Contract # AID-497-TO-15-00005. The period of this contract is from July 2015 to July 2020.

Implemented by: Tetra Tech P.O. Box 1397 Burlington, VT 05402

Cover Photograph: Gender field assessment in Buntoi Village, Central Kalimantan..

GENDER ASSESSMENT AND STRATEGY FOR USAID LESTARI MAY 2016

DISCLAIMER This document is made possible by the support of the American People through the United States Agency for International Development (USAID). The contents of this document are the sole responsibility of Tetra Tech ARD and do not necessarily reflect the views of USAID or the United States Government.

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TABLE OF CONTENTS Figures and Tables ............................................................................................................. 3 Executive Summary ............................................................................................................ 4 Ringkasan Eksekutif ........................................................................................................... 6 I. Introduction ...................................................................................................................... 9 1.1 Project Background ................................................................................................................... 9 1.2 Objectives .................................................................................................................................10 1.3 Structure of the Report ............................................................................................................10

ii. Methodology.................................................................................................................. 11 2.1 Desk Review and Discussion .................................................................................................11 2.2 Workshop on Gender Integrated Planning ............................................................................11 2.3 Field Assessment ....................................................................................................................13

III. Findings of the Assessment and Recommended Activities ..................................... 15 3.1 Introduction ..............................................................................................................................15 3.2 Women and Time Poverty .......................................................................................................15 3.3 Women’s Exclusion from Decision-Making ..........................................................................19 3.4 Capacity Needs for Project Implementation Staff and Partners .........................................20

IV. Gender Strategy for USAID LESTARI ......................................................................... 24 4.1 Introduction ..............................................................................................................................24 4.2 Gender Strategy for USAID LESTARI ....................................................................................25

Annex 1. List of Participants ............................................................................................ 32

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FIGURES AND TABLES LIST OF FIGURES Figure 1. Group work during gender integrated training in Jayapura (Papua) ...................... 11 Figure 2. Field Assessment in Central Kalimantan .............................................................. 13 Figure 3. Three cornerstones of gender strategy………………………………………………..24 LIST OF TABLES Table 1. Adapted timeline showing average reproductive activity of women ....................... 15 Table 2. Adapted timeline showing average work day of women in productive activity ........ 16 Table 3. Improved livelihoods through home-based income generation activities for women ........................................................................................................................................... 19 Table 4. Control Profile in Buntoi Village, Central Kalimantan ............................................. 19 Table 5. Build Local Organizational Capacity of Women’s Groups ...................................... 20 Table 6. Building Capacity of Project Implementing Staff and Partners ............................... 22 Table 7. Action Plan Cyclops Landscape ............................................................................ 27 Table 8. Action Plan Lowland Lorenz Landscape ................................................................ 28 Table 9. Action Plan Katingan-Kahayan Landscape ............................................................ 29 Table 10. Work Plans Leuser Landscape ............................................................................ 30

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EXECUTIVE SUMMARY A gender assessment and introductory trainings for gender-integrated planning were conducted with the aim to develop a gender strategy for LESTARI in consultation with the field implementation team; improve skills of selected LESTARI team members on gender analysis and methodology and develop gender integrated action plans. The gender assessment and trainings were carried out in the period from March 13 to April 4, 2016 in the provinces of Aceh, Papua and Central Kalimantan. The methodology combined training workshops and methods and tools for gender and social analysis preceded by a desk review of key project literature: USAID Gender Equality and Female Empowerment Policy; USAID LESTARI 1st Annual Work Plan and; the Activity Monitoring and Evaluation Plan (AMEP).Altogether, 4 gender-integrated training workshops were conducted with a total of 111 participants attending from Papua, Aceh and Central Kalimantan Provinces resulting in the development of 6 Gender-integrated Action Plans. Field assessments to gather gender and social data with the workshop team and separately resulted in the generation of information that formed the basis for the development of a Gender Strategy for LESTARI. Field level assessments with selected USAID LESTARI targeted communities in Papua, Central Kalimantan, and Aceh reveal that women experience time scarcity because they are responsible as ‘care takers’ at home while also being engaged in productive and community activities. As a result, women lack sufficient leisure time for themselves and cannot afford to reduce their working time without forgoing income for the family. In addition, the assessment also reveals that women, along with men contribute significantly to productive or subsistence activities such as crop production, accessing forest resources, fish harvesting, processing and marketing, rubber plantations, and income generation through production and sale of fish, nutmeg, patchouli etc. Typically, men’s role in productive activities focus on the ‘heavy’ tasks such as timber logging or collecting rattan from forests, ploughing in agriculture, planting in rubber plantations and marketing of goods, particularly if it involves significant travel from home. On the other hand, women are associated with the ‘soft’ tasks such as caring for livestock, or post-harvest activities such as seed selection for crops etc. Significantly, tasks associated with drudgery such as weeding and fertilizing crops are also generally tasked to women. While contributing significantly to productive activities and assuming responsibility as ‘care takers’ of the home, women have little control of decision making over household and community resources. Typically, purchase decisions of ‘big items’ for the household were the domain of males, with women relegated to purchase decisions of ‘minor’ items such as food, school costs and other such purchases. Similarly, decisions over community resources were typically relegated to males. Meaningful integration of gender in the design and planning of project activities needs to consider women’s roles and responsibilities in livelihoods, ensure access to project opportunities and services, while also enabling women’s voices in decision-making opportunities. The following four recommendations aim to enable women’s economic and social empowerment, while enhancing the capacity of project implementing staff to achieve these outcomes.

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Recommendations Recommendation 1: Ensure improved sustainable livelihoods through home-based income generation activities for women One of the key considerations to generate meaningful participation of women to access opportunities of project activities is to appreciate the challenges and opportunities that underscore their engagement. Time scarcity or poverty is a particular reality of poor, rural women and men and its deprivation binds them in a cycle of poverty because it is so closely tied to income poverty. To address this issue, some key activities with economic potential were identified in consultation with women and men during the community level assessments, such as building skills for value addition to existing fish processing for markets (Lowland Lorenz Landscape); community based ecotourism (Cyclops and Leuser Landscape), building skills for handicraft production and market access in (KatinganKahayan Landscape), among others. Recommendation 2: Build local organizational capacity of women’s groups The lack of women’s voice in the determination of decisions that affect them and their livelihoods can further compound their existing marginalization and poor social position in society. Women’s exclusion from decision -making could potentially determine their ability to access project resources and services such as funds and training opportunities. All these could have negative impacts on project outcomes in the long term. Hence, it is imperative that USAID LESTARI project activities seek to enhance women’s economic and social position through some of the following activities: 1) Increase women’s leadership skills (e.g. negotiation and communication); Develop women’s capacity and skills for business planning (e.g. making plans, monitoring, book keeping); 3) Provide a scheme for small grants for small women-owned business/green enterprises. Recommendation 3: Build capacity of project Implementing staff and partners A key component to achieving project outcomes is to ensure that implementing staffs are provided with access to systematic training for skills development. Specific sets of skills/trainings or activities are required in each of the three strategic areas of significance and they are outlined as follows: a) Co-management and sustainable livelihoods: gender and social assessment, gender-integrated participatory planning, enhancing women’s participation in village level planning, community organizing; b) Multi stakeholder engagement through multi stakeholder forums: facilitation and communication, enhancing women’s participation in multi stakeholders forums, conducting women’s leadership training for women and men; c) Advocacy and communications: social and gender sensitive assessment to identify information needs of women and men in targeted communities; development of communication messages that separately targets women and men; development of communication materials that cover information on gender issues in climate mitigation, conservation and forest management; Recommendation 4: Operationalize the Gender Strategy for USAID LESTARI In order to sustain the integration of gender in the project’s outreach and ensure positive outcomes, it is equally important to ensure the development of a sufficiently enabling environment at the level of the organization / management. At the level of the project organization / management, it is critical that activities are developed to develop technical capacity for gender, combined with the development of accountability mechanisms to ensure staff are incentivized and held responsible for achieving the gender outcomes they are trained for. Finally, it is important for the management and leadership to model behavior for the project staff.

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RINGKASAN EKSEKUTIF Kajian gender dan training pengenalan untuk perencanaan yang mengintegrasikan gender dilakukan dengan tujuan untuk membuat strategi gender untuk USAID LESTARI yang dikonsultasikan dengan tim LESTARI di lapangan. Tujuan dari kegiatan tersebut adalah untuk meningkatkan keterampilan dari tim USAID LESTARI terkait analisa dan metodologi gender serta mengembangkan rencana aksi yang telah mengintegrasikan gender. Kegiatan tersebut dilaksanakan pada tanggal 13 Maret sampai 4 April di lanskap USAID LESTARI di Papua, Kalimantan Tengah dan Aceh. Metode yang digunakan untuk kajian ini mengkombinasikan pelatihan dalam worksho dan metode serta perangkat untuk analisa gender dan sosial. Disamping itu, analisa beberapa sumber bacaan kunci terkait proyek USAID LESTARI juga dilakukan termasuk: Kebijakan USAID tentang Kesetaraan Gender dan Pemberdayaan Perempuan; Rencana Kerja Tahun Pertama USAID LESTARI; Rencana Monitoring dan Evaluasi Kegiatan (AMEP). Kegiatan training perencanaan yang mengintegrasikan gender melibatkan 111 peserta di Provinsi Papua, Aceh dan Kallimantan Tengah. Kegiatan tersebut menghasilkan 6 rencana aksi untuk pendampingan masyarakat yang sudah menginterasikan gender. Kajian lapangan (field assessment) juga dilakukan untuk mengumpulkan data terkait gender dan isu sosial dengan melibatkan peserta workshop yang menghasilkan beberapa informasi yang menjadi landasan dari pengembangan Strategi Gender untuk USAID LESTARI. Kajian lapangan tersebut dilakukan dengan beberapa kelompok masyarakat terpilih di Papua, Kalimantan Tengah dan Aceh. Hasil kajian tersebut menunjukkan bahwa perempuan di desa-desa tersebut memiliki waktu yang sangat terbatas karena mereka bertanggung jawab sebagai penanggung jawab (caretakers) di rumah dan pada saat sama juga terlibat dalam kegiatan. Akibatnya, perempuan memiliki sedikit waktu tersisa untuk beristirahat dan juga tidak dapat mengurangi waktu mereka bekerja karena hal itu akan berakibat pada berkurangnya pendapatan penghasilan untuk keluarga. Kajian ini juga menemukan bahwa perempuan, bersama-sama dengan laki-laki, berkontribusi secara signifikan dalam aktivitas produktif dan subsisten, seperti mengambil hasil hutan, pertanian, perikanan, memproses dan pemasaran hasil perikanan, pala, nilam dan lain sebagainya. Biasanya, peran laki-laki dalam kegiatan produktif terfokus pada tugastugas ‘berat’ seperti penebangan kayu atau pemanenan rotan dari hutan, membajak lahan pertanian, pembersihan lahan untuk perkebunan karet, dan pemasaran hasil, terutama untuk komoditas yang dipasarkannya membutuhkan waktu perjalanan yang lama. Disisi lain, tugas perempuan diasosiasikan dengan kegiatan-kegiatan yang lebih ‘halus’ seperti merawat hewan ternak, kegiatan setelah pemanenan seperti pemilihan benih, dan lain sebagainya. Namun, kegiatan yang seringkali diasosiasikan dengan drudgery seperti membersihkan rumput dan memupuk seringkali dilakukan oleh perempuan. Meski berkontribusi secara signifikan dalam aktivitas produktif dan mengambil tanggung jawab untuk urusan rumah tangga, perempuan memiliki kontrol yang sedikit terhadap sumber daya dalam rumah tangga maupun komunitas. Keputusan-keputusan untuk ‘item besar’ dalam rumah tangga biasanya menjadi wilayah laki-laki, sementara perempuan bisa memutusan untuk item-item minor seperti makanan, biaya sekolah dan lainnya. Diamping itu, keputusan-keputusan dalam komunitas biasanya diserahkan kepada laki-laki. Integrasi gender yang bermakna dalam perencanaan dan implementasi kegiatan proyek perlu mempertimbangkan peran dan tanggung jawab perempuan dalam memperoleh mata pencaharian, memastikan akses pada berbagai peluang dan jasa yang ditawarkan melalui

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kegiatan proyek ini serta memastikan perempuan dapat menyuarakan haknya dalam pengambilan keputusan. Ada 4 rekomendasi utama yang dapat memberdayakan perempuan secara ekonomi dan sosial, dan pada saat yang sama meningkatkan kapasitas staf implementasi proyek untuk mencapai hasil tersebut.

Rekomendasi Rekomendasi 1: Memastikan peningkatan mata pencaharian rumah tangga yang berkelanjutan dengan aktivitas peningkatan pendapatan dalam rumah tangga untuk perempuan Salah satu kunci untuk meningkatkan partisipasi perempuan secara bermakna adalah dengan memberikan peluang bagi perempuan dalam kegiatan proyek yang mempertimbangkan berbagai tantangan yang dihadapi perempuan untuk terlibat dalam aktivitas proyek. Kemiskinan waktu yang dihadapi oleh para perempuan miskin di pedesaan membuat mereka terjerat dalam lingkaran kemiskinan karena kemiskinan waktu di wilayah pedesaan seringkali terkait erat dengan terbatasnya penghasilan ekonomi. Untuk mengatasi hal tersebut, beberapa aktivitas kunci diidentifikasi, sebagai contoh pengembangan kapasitas keterampilan untuk memberi nilai tambah pada pemrosesan ikan untuk pemasaran (Lanskap Lowland Lorenz); ekoturisme berbasis komunitas (Lanskap Cyclops dan Leuser), mengembangkan keterampilan untuk produksi kerajinan dan akses pasar (Lanskap Katingan-Kahayan), dan lain-lain. Rekomendasi 2: Mengembangkan kapasitas organisasi lokal dari kelompok-kelompok perempuan Terbatasnya akses perempuan dalam pengambilan keputusan yang berpengaruh pada kehidupan dan mata pencaharian perempuan dapat semakin membuat perempuan terpinggir dan memiliki posisi sosial rendah secara dalam masyarakat. Keterpinggiran perempuan dalam pengambilan keputusan dapat semakin membuat mereka kesulitan memperoleh akses pada sumberdaya dan jasa yang ditawarkan proyek seperti sumber pendanaan dan pelatihan. Oleh karena itu, sangat penting bagi USAID LESTARI untuk membuat kegiatan guna meningkatkan posisi perempuan secara ekonomi dan sosial melalui beberapa kegiatan berikut: 1) meningkatkan kemampuan kememimpinan perempuan (contoh: negosiasi dan komunikasi); 2) mengembangkan kapasitas dan keterampilan perempuan untuk perencanaan bisnis (membuat perencanaan, monitoring dan pembukuan; 3) Membuat skema grant tertentu yang ditujukan untuk wirausaha ramah lingkungan (green enterprises) yg dijalankan oleh kelompok perempuan. Rekomendasi 3: Mengembangkan kapasitas staf USAID LESTARI dan para mitra untuk implementasi proyek Komponen kunci untuk mencapai hasil proyek adalah dengan memastikan staf proyek memiliki akses untuk training secara sistematis untuk pengembangan kapasitas mereka terkait integrasi gender dalam setiap tahap perencaan dan implementasi proyek. Beberapa training/keterampilan serta aktivitas yang dibutuhkan terutama di 3 wilayah kunci untuk mengintegrasikan gender, seperti yang dipaparkan berikut ini: a) Co-Management dan mata pencaharian yang berkelanjutan: kajian gender dan sosial, perencanaan yang mengintegrasikan gender, pengorganisasian masyarakat dan pelibatan perempuan dalam perencanaan di tingkat desa. b) Pelibatan berbagai stakeholder melalui forum multistakeholder (MSF): fasilitasi dan komunikasi, meningkatkan pelibatan perempuan dalam MSF, training untuk kepemimpinan untuk perempuan dan laki-laki; c) Advokasi dan komunikasi: kajian yang sensitif sosial dan gender untuk mengidentifikasikan informasi yang diperlukan oleh laki-laki dan perempuan di komunitas target; pengembangan pesan komunikasi yang ditargetkan terpisah bagi

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laki-laki dan perempuan; pengembangan bahan-bahan komunikasi yang mencakup informasi terkait isu gender dalam mitigasi perubahan iklim, konservasi dan pengelolaan hutan untuk meningkatkan kesadaran gender dalam isu tersebut. Rekomendasi 4: Mengoperasikan Strategi Gender USAID LESTARI Untuk memastikan integrasi gender dalam capaian proyek dan memastikan hasil yang positif, sangat penting untuk menciptakan lingkungan yang mendukung di tingkat organisasi/manajemen. Oleh karena itu, ditingkat organisasi/manajemen proyek, peningkatkan kapasitas staf proyek terkait gender serta pembuatan mekanisme akuntabilitas untuk memastikan bahwa staf proyek diberi insentif serta bertanggung jawab untuk mencapai hasil terkait strategi gender menjadi sangat penting. Terakhir, sangat penting bagi manajemen dan pemimpin proyek menjadi contoh bagi staf proyek.

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I. INTRODUCTION The following report contains the results of a gender assessment and introductory training(s) for gender-integrated planning that were conducted in order to develop a gender strategy for LESTARI in consultation with the field implementation team; improve skills of selected LESTARI team members on gender analysis and methodology and develop gender integrated action plans. The gender assessment and trainings were carried out in the period from March 13 to April 4, 2016 in the provinces of Aceh, Papua and Central Kalimantan.

1.1 Project Background USAID LESTARI supports the Government of Indonesia to reduce greenhouse gas (GHG) emissions and conserve biodiversity in carbon rich and biologically significant forest and mangrove ecosystems. Built on the strong foundation of USAID’s IFACS project, LESTARI applies a landscape approach to reduce GHG emissions, integrating forest and peatland conservation with low emissions development (LEDS) on other, already degraded land. This is achieved through improved land use governance, enhanced protected areas management and protection of key species, sustainable private sector and industry practices, and expanded constituencies for conservation among various stakeholders. LESTARI is implemented under the leadership of Tetra Tech and a consortium of partners including WWF-Indonesia, Winrock International, Wildlife Conservation Society (WCS), Blue Forests, Yayasan Sahabat Cipta, PT Hydro South Pole Carbon, Sustainable Travel International (STI), Michigan State University, and the FIELD Foundation. LESTARI runs from August 2015 through July 2020. LESTARI activities are targeted in six strategic landscapes on three of Indonesia’s largest islands, where primary forest cover remains most intact and carbon stocks are greatest. In northern Sumatra, the Leuser Landscape comprises significant portions of Aceh Selatan, Gayo Lues, Aceh Tenggara, and Aceh Barat Daya districts, and includes the Aceh portion of Leuser National Park and Rawa Singkil Wildlife Reserve. In Central Kalimantan, LESTARI works in the Katingan-Kahayan Landscape, comprising Pulang Pisau, Katingan, and Gunung Mas districts; Palangkaraya municipality; and Sebangau and Bukit Baka Bukit Raya National Parks. LESTARI also works in four landscapes in Papua. Sarmi and Cyclops Landscapes are located along the northern coast and comprise Sarmi district as well as Jayapura district and municipality. The Lorentz Lowlands Landscape, comprising Mimika and Asmat districts plus a large portion of Lorentz National Park, and the Mappi-Bouven Digoel Landscape are located along Papua’s southern coast. LESTARI is managed from its headquarters in Jakarta, with offices in each landscape as well as the provincial capitals of Aceh, Central Kalimantan, and Papua. Overall Results of LESTARI are: 1. At least 41% of total CO2-equivalent emissions reduced from land use, land use change and deforestation averaged across all landscapes within the project scope; 2. At least 8.42 Million hectares of primary or secondary forest, including orangutan habitat, under improved management; 3. Management of at least six conservation areas improved, resulting in the conservation of valuable orangutan and other key species habitat, and the reduction in poaching of threatened and endemic species;

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4. At least ten public-private partnerships (PPPs) promoting low-emissions conservation oriented development established; 5. Funding leveraged from public and private sources, representing co-investment in project outcomes; 6. Increased commitment of key private sector, government, and community stakeholders regarding the positive benefits of conservation and sustainable use of forests and the species they encompass; 7. Policies, laws, regulations, and procedures in support of low emission development and forest conservation and management increased, promulgated, and enforced at all levels; and 8. Models for successful integration of district, provincial, and national low emissions development and forest conservation strategies developed and shared at all levels of government and with other key stakeholders.

1.2 Objectives The objectives of this assignment were as follows: 1. To develop a gender strategy for LESTARI in consultation with the field implementation team. This included a detailed desk review; interviews with relevant LESTARI team members and stakeholders selected LESTARI landscapes; and a write up and presentation of LESTARI the gender strategy to the broader LESTARI team; 2. To improve skills of selected LESTARI team for gender - integrated planning; 3. To facilitate the development of gender integrated plans in each landscape and across thematic themes.

1.3 Structure of the Report Following the background and scope of work for this assignment, the report contains 4 Recommendations, each supported by a rationale that draws from the gender and social assessment. The Action Plans that resulted from the gender-integrated planning workshops are contained at the end of the report.

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II. METHODOLOGY The methodology combined training workshops and methods and tools for gender and social analysis.

2.1 Desk Review and Discussion A desk review of key project literature was conducted. The key project literature include:  USAID Gender Equality and Female Empowerment Policy;  USAID LESTARI 1st Annual Work Plan and;  USAID LESTARI Scope of Work;  The Activity Monitoring and Evaluation Plan (AMEP). In addition, the consultant also carried discussions with relevant project staff members in Jakarta and landscape levels to gauge their level of understandings on gender and initial assessment on capacity building needs for gender mainstreaming in the project.

2.2 Workshop on Gender Integrated Planning Four gender integrated planning workshops were carried out in four locations, which include:  Jayapura (19 participants);  Mimika (26 participants);  Aceh Selatan (38 participants);  Palangkaraya (28 participants). The participants of the workshops included USAID LESTARI project staff and members of the local partners (government officers, NGO activists, university representatives)

Figure 1. Group work during gender integrated training in Jayapura (Papua)

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The workshop used participatory methods based on principles of Adult Learning that combined brief presentations, group work and learning-by- doing exercises. Participants were introduced to a planning framework, which include the following modules:    

Module 1: Developing Objectives; Module 2: Developing Results; Module 3: Developing Activities and Inputs; Module 4: Developing the Monitoring and Evaluation framework.

Participants were also introduced to key gender concepts that are useful in integrating gender concerns in project planning.

Key Gender Concepts 









Gender: an experience of being female or male and it differs from culture to culture. Gender is socially determined through the roles, activities, responsibilities associated with being male of female in a society. Condition: this term describes the immediate, material circumstances in which women and men live, related to their present workloads and responsibilities. Providing clean water or stoves for cooking for example, may improve the condition of women by reducing their workloads; Position: this concept describes the place of women in society relative to that of men. Changing women’s position requires addressing their strategic gender interests, including equal access to decision-making and resources, getting rid of discrimination in employment, land ownership and so on; Practical needs: it is the immediate material needs of women and men. If these needs are met, they will lead to an improvement in the material condition of women and men. Meeting practical needs is a response to an immediate perceived necessity; interventions for meeting this need are typically concerned with inadequacies in living conditions such as provision of water, healthcare, and employment. Strategic interests: it refers to the change in the relationship between women and men (if they are unequal) or to the change in the decisionmaking ability of the community vis a vis external agencies like the USAID LESTARI project. If these interests are met, asymmetrical relations of power between women and men, or between community and external stakeholder would be changed. In gender terms, strategic interests refer to gender division of labor, power, and control over resources.

During the training, the participants were facilitated to integrate gender into their existing action plans. It has resulted in the development of 6 gender integrated action plans, which include: Jayapura (1 action plan), Mimika (1 action plan), Aceh (3 action plans), Central Kalimantan (1 action plan).

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2.3 Field Assessment Field assessments were conducted in a sampling site in each landscape, which include:  Buntoi Village (Central Kalimantan)  Angkasa Village (Jayapura)  Lhok Rukam (Aceh Selatan) All engagements with the community occurred in Focus Groups comprised of men and women, followed by semi-structured interviews conducted separately with women and men to generate in-depth insights into information gathered during Focus Group discussions.

Figure 2. Field Assessment in Central Kalimantan

The Activity Profile is used to assess the differentiated roles of men and women in three areas of work: Production, Reproduction, and Community activities. In select cases, the Time Profile was also used to determine the number of hours women and men spend in different activities in a 24 – hour time period. This was followed by Access and Control Profile to assess the differentiated access and control of resources by men and women.

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Key Gender Analysis Tools   

Access: it is defined as the opportunity to make use of a resource Control: it is the power to decide how a resource is used, and who has access to it. Activity profile: this tool identifies all relevant productive and reproductive tasks and addresses the question: WHO DOES WHAT? Activities can be grouped into three categories: (1) Production: This includes the production of goods and services for income or subsistence. It is the work done which is mainly recognized and valued as work by individuals and societies, and which is most commonly included in national economic statistics. Both women and men perform productive work, but not all of this is valued in the same way; (2) Reproduction: This encompasses the care and maintenance of the household and its members, such as cooking, washing, cleaning, nursing, bearing children and looking after them, building and maintaining shelter. This work is necessary, yet it is rarely considered of the same value as productive work. It is normally unpaid and is not counted in conventional economic statistics. It is mostly done by women. (3) Community: This included all the community activities that household members engage in. These could include communal labor, attending religious ceremonies, marriages, political meetings, training workshops and so forth.

At the end of the field research phase the consultant presented the key findings and draft recommendations to key members of LESTARI’s technical team in a half-day meeting. The main purpose of the meeting was to seek input from the technical staff members on ways to enrich the recommendations and in the formulation of the final gender strategy contained in this report.

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III. FINDINGS OF THE ASSESSMENT AND RECOMMENDED ACTIVITIES 3.1 Introduction This section provide the findings of the assessment, which is organized based on four areas of analytical themes and each is followed by key recommendation(s):    

The first focuses on women’s time poverty and the reasons and recommendation 1. The second focuses on women’s exclusion from household and community decision making and recommendation 2. The third focuses on capacity needs of project implementing staff, particularly the staff of project partners and recommendation 3. The fourth focuses on the rationale for the LESTARI gender strategy and the various components that comprise it makeup and recommendation 4.

3.2 Women and Time Poverty 3.2.1 Why are women time poor? Time poverty is a direct result of women being responsible as ‘care takers’ at home while also being engaged in productive and community activities. The problem of time poverty becomes especially exacerbated when women engage in income generation activities that require them to be away from the home for longer periods of time in the day. As the example of a time line assessment conducted in Aceh with a group of women who are engaged in running a bakery shows that women spend about 8 hours in the bakery, while also being responsible for taking care of household chores. Table 1. Adapted timeline showing average reproductive activity of women

Time

Activities

4.30 – 5.00 am

Rise Cook for family Clean home Care for children (prepare for school) Feed family Prepare for work

8.00 am – 3.30 pm

Work in the bakery

5.00 pm – 9.00 pm

Prepare dinner

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Time

Activities Feed children and family Prayers

Women reported that the men also work outside the home and while the majority of them come home earlier than their wives, they do not usually assume household work responsibilities. They reported that men generally shy away from assuming household chores for fear of being ridiculed by neighbors for doing “women’s work”, and in such ways become incrementally complicit in perpetuating gender asymmetries that are embedded in traditional social norms and values that often remain unquestioned and unchallenged by women and men. 3.2.2 Women’s contribution to household production Field level assessments with selected communities in Papua, Central Kalimantan, and Aceh reveal that women, along with men contribute significantly to productive or subsistence activities such as crop production, accessing forest resources, fish harvesting, processing and marketing, rubber plantations, and income generation through production and sale of fish, nutmeg, patchouli etc. A sample taken from Buntoi Village in Central Kalimantan is fairly representative of the significant contribution of women to household production, a fact that is fairly representative of most of the communities interviewed in Papua and Aceh Provinces as well. Typically, men’s role in productive activities focus on the ‘heavy’ tasks such as timber logging or collecting rattan from forests, ploughing in agriculture, planting in rubber plantations and marketing of goods, particularly if it involves significant travel from home. On the other hand, women are associated with the ‘soft’ tasks such as caring for livestock, or post-harvest activities such as seed selection for crops etc. Significantly, tasks associated with drudgery such as weeding and fertilizing crops are also generally tasked to women. Table 2. Adapted timeline showing average work day of women in productive activity

Activity Profile No. 1.

2.

♀

Activity

♂

Rubber Plantation Growing Seedling (local)

√

√

Planting

√

√√

Cleaning/Weeding

√

√

Fertilizing

√

√

Rubber Tapping

√

√

Cooking

√

√

Sale

√

√

Preparing the land for planting

√

√

Planting (single)

√

√

Cleaning/Weeding

√√

√

Fertilizing/Maintenance

√√

√

Farming (Padi)

√

Spraying

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Activity Profile No.

♀

Activity

♂

Harvest

√

√

Threshing

√

√

Cleaning

√

√

Drying

√

√

3.

Farming (Vegetables) around the house (casava leaves, chilli, palawija, galanggal, jadi, dll

√√

4.

Fishery (pangasius, nile tilapia, cat fish)

5.

Hatchling selection

√√

-

Maintenance

√√

-

Cleaning

√

√

Harvest (depending on buyer)

√

√

Sale

√

-

√

√

Feeding and giving vitamin

√√

-

Cooking pig food

√√

-

Looking for pig food (tofu dreg)

-

√√

Selling chicken and eggs

√√

-

Selling pis

-

√√

Gathering

√

√

Processing/Cleaning

√

√

Weaving

√√

-

Selling (from Kapuas, Palangka raya, Banjarmasin)

√√

-

Fishery (traditional) Capturing (at low tide with net)

6.

7.

8.

Livestock (chicken, pig and cow)

Rattan Craft

Forestry Collecting Bamboo shoot

√

Collecting Mushroom

√

Collecting Umbut

√

Collecting vegetable ferns

√

Collecting white paperbark wood

-

√

Collecting Sungkai wood

-

√

Collecting Halaban wood

-

√

Collecting Belangiran wood for the house

-

√

Collecting fire wood from dead rubber tree

√

√

Collecting Honey

-

√

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3.2.3 Women in reproductive and community work In addition to productive work, women are engaged very significantly in domestic ‘reproductive’ activities that include taking care of the household such as cooking and cleaning, taking care of children and preparing them for school, gathering water and fuel wood, providing care for elderly family members. Perhaps the most time consuming activity is time spent in meal preparation for the family, an activity that begins as early as 4 or 5 am for some, and ends with dinner in the evening. Finally, women engage equally as do men in contributing labor to ‘community’ activities and events such as prayer sessions and religious gatherings, labor exchange and other local festivities that require work contribution by households. While such community activities may not always require daily engagement they require attendance by both men and women, who may perform different functions. 3.2.4 Recommendation I: Ensure improved livelihoods through home-based income generation activities for women One of the key considerations to generate meaningful participation of women to access opportunities of project activities is to appreciate the challenges and opportunities that underscore their engagement. Time scarcity or poverty is a particular reality of poor, rural women and men and its deprivation binds them in a cycle of poverty because it is so closely tied to income poverty. It refers to working long hours and having no choice to do otherwise. An individual is time poor if s/he is working long hours and is also monetary poor, or would fall into monetary poverty if s/he were to reduce her/his working hours below a given time poverty line. Women’s time poverty has a two-fold impact: i) women lack sufficient leisure time for themselves and; ii) they cannot afford to reduce their working time without forgoing income for the family. Some key activities with economic potential were identified in consultation with women and men during the community level assessments. They are as follows:       

Building skills for value addition to existing fish processing for markets in Mimika Building skills for domestic crab production in Mimika Building skills for handicraft production and market access in Central Kalimantan Building skills for home-based ecotourism in Jayapura and Tapaktuan Building skills for improved piggery development in Jayapura Providing access to improved seeds and markets for vegetable production in Central Kalimantan Increasing supply of baked goods (bread and confectionary) to meet growing market demand in Tapaktuan

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Table 3. Improved livelihoods through home-based income generation activities for women

OBJECTIVES

OUTCOMES

To enhance women’s economic empowerment

Women are economically empowered

INDICATORS

ACTIVITIES

Increased household income

Baked goods for markets(Tapaktuan) Value Addition to Fish Processing (Mimika,

Increased conversion of income into assets

Domestic Crab Production (Mimika, Papua) Handicraft Production (Central Kalimantan) Ecotourism (Jayapura, Tapaktuan) Improved piggery development (Jayapura) Vegetable production for markets (Central Kalimantan)

3.3 Women’s Exclusion from Decision-Making Overall, women in all the sites visited have little control over resources associated with productive activities. Typically, men control decisions over important resources such as land and other ‘big’ items such as boats, motor cycles, bank accounts etc. While women have access to these ‘big’ items, they have control over ‘small’ items such as purchase of household goods and education fees for children etc. A resource access and control profile conducted in Buntoi District in Kalimantan is a good representation of decision making in most of the sites visited. Table 4. Control Profile in Buntoi Village, Central Kalimantan

RESULT OF FOCUS GROUP DISCUSSION CONTROL PROFILE No.

♀

Resources

♂

1.

Rubber land (can be used or given as dowry)

√

√ √

2.

Agriculture/Farming land

-

√ √

3.

Vegetable yard/land

-

√ √

4.

Fish pond/house (rarely certified)

-

√ √

5.

Inheritance is usually divided equally between men and women

√

√

6.

Village Forest

-

√ √

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3.3.1 Recommendation II: Build Local Organizational Capacity of Women’s Groups The lack of women’s voice in the determination of decisions that affect them and their livelihoods can further compound their existing marginalization and poor social position in society. Women’s exclusion from decision -making could potentially determine their ability to access project resources and services such as funds and training opportunities. All these could have negative impacts on project outcomes in the long term. Hence, it is imperative that project activities seek to enhance women’s economic and social position through some of the following activities:   

Increase women’s leadership skills (e.g. negotiation and communication) Develop women’s capacity and skills for business planning (e.g. making plans, monitoring, book keeping) Provide a scheme for small grants/loans for small women-owned businesses Table 5. Build Local Organizational Capacity of Women’s Groups

OBJECTIVES

OUTCOMES

To enhance women’s social position

Increased membership of women in community groups Increased leadership roles of women in community groups

INDICATORS

ACTIVITIES

 Membership list

Increase women’s leadership skills (e.g. negotiation and communication)

 Minutes of meeting (s  Membership in executive comittees  Women’s statements

Develop women’s capacity and skills for business planning (e.g. making plans, monitoring, book keeping) Provide a scheme for small grants/loans for small women-owned businesses

Women use the knowledge and skills

3.4 Capacity Needs for Project Implementation Staff and Partners Capacity development workshops were conducted for a total of 111 project staff from LESTARI and implementing partner organizations in Aceh, Central Kalimantan and Papua Provinces. The main aim of the workshop for gender integrated planning was to impart an overall ‘managerial’ knowledge and understanding of how to identify gender and social issues, and integrate them in a planning process rather than with the expectation that participants could reproduce these skills in realistic contexts. A total of 6 Action Plans in were developed as a result of these training workshops. The participants of the workshops expressed keen interest and commitment for gender issues and particularly emphasized the need for additional analytical and methods resources to assist them in their work. Some key feedback on what workshop participants found useful to their work include the following box.

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Participant’s comments on the usefulness of workshop              

clearer understanding of planning steps using a gender perspective understand the importance of data collection planning module is useful in other sectors as well improved understanding of gender concepts and methods special skills are required for data collection and planning team work is crucial for planning The training was very useful. It gives us very practical skill and understand better about gender concept; Understand better that men and women’s needs are different Gender analysis tools are easy to understand The training method is very simple and easy to understand (unlike other planning training I have attended) Fun method and memorable We can identify many activities that can be implemented I understand how to integrate gender perspective in LESTARI project Gender analysis tool (activity profile) makes us understand division of labor and how women work so hard.

Implementing staff from LESTARI and partner organizations emphasized the need for additional skills development, particularly through Training of Trainers workshops in the following areas of expertise: Community Organization  Facilitation skills  Engaging women in participatory planning  Household financial management  Communication and Advocacy  Social mapping  Leadership Technical Extension  agroforestry management  domestic crab production  improved salty fish production  monitoring and evaluation Entrepreneurship Development  household finance management  business planning

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3.4.1 Recommendation III: Build Capacity of Project Implementing Staff and Partners A key component to achieving project outcomes is to ensure that implementing staffs are provided with access to systematic training for skills development. Specific sets of skills are required in each of the three strategic areas of significance and they are outlined as follows: a. Co-management and sustainable livelihoods  Gender and Social Assessment  Gender-integrated Participatory Planning  Enhancing women’s participation in village level planning b. Multi stakeholder engagement through multi stakeholders forums  Community organizing  Facilitation and communication  Enhancing women’s participation multi stakeholder forums  Conducting women’s leadership training for women and men c. Advocacy and Communications  Social and Gender sensitive assessment to identify information needs of women and men in targeted communities  Development of communication messages that separately targets women and men  develop communication materials that cover information on gender issues in climate mitigation, conservation and forest management to increase gender awareness in the issue. Table 6. Building Capacity of Project Implementing Staff and Partners

OBJECTIVES

OUTCOMES

INDICATORS

To enhance the capacity and skills of project partners for effective implementation in the following three cross cutting areas:

Enhanced analytical and assessment skills of project implementors

# of trainings organized for the community

Enhanced confidence to conduct training and multi stakeholder forums Enhanced skills to capture and frame effective communication messages that are appropriate to local and national contexts

# of positive feedback (s) by workshop / forum participants Increased # of women participating in village/community level project planning Stakeholders express understanding of communication messages

ACTIVITIES a. Livelihoods  Gender and Social Assessment  Gender-integrated Participatory Planning b. Multi Stakeholder Forums  Community organizing  Facilitation and communication  Engaging women’s participation in village level planning  Conducting women’s leadership training for women and men c. Advocacy and Communications  Social and Gender sensitive assessment to identify information needs of women and

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OBJECTIVES

OUTCOMES

INDICATORS

ACTIVITIES men in targeted communities  Development of communication messages that separately targets women and men

3.4.2 Recommendation IV: Operationalize the Gender Strategy for USAID LESTARI In order to sustain the integration of gender in the project’s outreach and ensure positive outcomes, it is equally important to ensure the development of a sufficiently enabling environment at the level of the organization / management. At the level of the project organization / management, it is critical that activities are developed to develop technical capacity for gender, combined with the development of accountability mechanisms to ensure staff are incentivized and held responsible for achieving the gender outcomes they are trained for. Finally, it is important for the management and leadership to model behavior for the project staff.

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IV. GENDER STRATEGY FOR USAID LESTARI 4.1 Introduction The gender strategy has a two-fold purpose: to ensure that gender is integrated within the project outreach and; that there is an enabling organizational environment for gender within the program structure and culture of LESTARI. In order to achieve this two-fold purpose, the gender strategy has been developed around three cornerstones for gender integration:   

Building Technical Capacity Development of an accountability mechanism Modeling actions by management/leadership

Technical Capacity

Accountability

Management Actions

Figure 3. Three Cornerstones of Gender Integration

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Building technical capacity for gender is a critical first step in the strategy. It ensures that there is in-house capacity for gender, along with the necessary human and material resources such as a gender specialist dedicated for specific task and training material that can be applied for field staff. Technical capacity also requires that certain changes are made to the technical or project approaches such as disaggregating data by sex in all reports and interventions. The second critical step in the gender strategy is to ensure that gender responsibilities and defined goals are met through a system of accountability that rewards action and discourages inaction. At the larger level of the organization, this requires gender outcomes to be integrated into the existing monitoring and evaluation framework. In terms of the individual members, gender considerations need to be part of their terms of reference as well as performance evaluations. Finally, the effectiveness of the gender strategy depends to a large extent on the ‘culture’ of the organization. In large part, a gender-sensitive organizational culture is determined by the modeling behavior and practices of senior management and leadership. The following are a set of specific activities for each of the cornerstones of the gender strategy.

4.2 Gender Strategy for USAID LESTARI 1. Develop Technical Capacity of staff for integrated Gender into Project Activities a) Assign a Gender Specialist under the supervision of a Gender Committee. The gender committee could comprise of technical team leaders and other senior management team members that will meet at decided intervals and provide guidance and support to the gender specialist. The committee also serves to provide legitimacy to the work of the gender specialist as a cross cutting theme across the three strategic areas: livelihoods, multi-stakeholder forums; and advocacy and communications. b) Develop training materials that are appropriate for local contexts and capabilities. c) Make changes in technical or project approaches.  Disaggregate project data by sex;  Identify how gender factors have hampered achievements of project goals;  Identify women and men most affected by project interventions and ensure their input and full participation (including sex disaggregated focus groups);  Examine access and control issues regarding resources in projects for gender factors;  Identify harmful cultural practices that might be supported by project activities and analyze how organizational /project policies can be used as a leverage to introduce social change;  Identify and work with opinion leaders especially religious, indigenous and women leaders in communities on gender issues surrounding harmful practices;  Make a concerted effort to identify women for participation and leadership in non-traditional areas of projects.

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2. Develop accountability mechanisms to ensure gender outcomes a) Require gender integrated indicators for M&E of project processes and outcomes; b) Build indicators into performance reviews & Terms of Reference for all relevant staff; This includes the not only the gender specialist, but all staff that are responsible for outreach activities in the three strategic areas: co-management and livelihoods, multi-stakeholder forums; and advocacy and communication; c) Have the gender specialist screen proposals and reports for including the participation of women and men at equitable levels and examining the impact of results on power relationships between men and women; d) Disaggregate data by sex in relevant reports; e) Require that all project small grants requests demonstrate GA integration. 3. USAID LESTARI Management to create an Enabling Environment for gender integration into Project Activities a) Leadership needs to assume responsibility for Gender Committee that will convene occasionally and provide support and guidance to the gender specialist; b) Outline the strategy to become a role model for implementing (partner) organizations; c) Promote the link between social inclusion, gender, poverty alleviation and biodiversity conservation to reduce greenhouse gasses emissions.

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Table 7. Action Plan Cyclops Landscape

Problem: Limited Access to Decision Making; Work Burden for women IMPACT Equitable decision making for women and men in CoManagament

OUTCOME Increased participation of women in Comanagement and other forest related activities Increased economic empowerment from Forest Resources

INDICATORS Min 30 % increase in women’s participation in co-management activities Min 30% of proposals from village initiated planning come from women’s groups Min 3 forestry related products from women’s groups are market ready

ACTIVITIES Training for gender awareness Improve participation of women in village development planning Training for women in natural resources management and Agroforestry Value added training for NTFPs Ecotourism

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INPUTS ToT (gender awareness; marketing; ecotourism; participatory planning; enterpreunership development) Training for agroforestry

Table 8. Action Plan Lowland Lorenz Landscape

Problem: Work Burden for women; Limited Access to Decision Making IMPACT Equitable sharing of work Equitable decision making between women and men Women’s role in production is recognized by community and relevant organizations

OUTCOME Women and women share work responsibilities Increased decision making opportunities for women Intervention design and implementation targets women Women assume leadership positions in community organization

INDICATORS Increased awareness of men of the reproductive roles Women’s inputs reflected in decision making process Increased capacity of women to participate in various activities

ACTIVITIES Gender awareness trainings Establishing women’s forest user groups Field school for agriculture and NRM for engaging women Leadership training

Increased number of women engaged in trainings on NRM Trainings include 50% women’s participation 30% increase of women in leadership positions of local governance bodies 30% of women actively participate in village level planning

Women’s participation in planning

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INPUTS ToT for community facilitators Training for Household finance management Skills and knowledge to domesticate crab production

Table 9. Action Plan Katingan-Kahayan Landscape

Problem: Limited Access to Decision Making IMPACT

OUTCOME

INDICATORS

Improved access for women to participate, control and distribute benefits and allow female figures or female leaders to emerge

Women are more active in participating in decision making processes at the village level

10% women at the village level are involved in the formation team of MUSREMBANGDES and 40% village government structural positions are filled by women

ACTIVITIES Capacity Building

INPUTS Trainers of village planning

Training on leadership and strengthening group management Training on planning: Assessment on villages Long term planning of villages Medium Term Planning of villages Short term Planning of villages Training on Village Budget (APBDes) Training on monitoring & evaluation of village programs Training on women’s economic development Training on policy advocacy Comparative Study Women’s leadership Women Group Management

Establish a Women’s Working Group that provides input for village development

Establish a women’s working group for drafting a bill to allow women’s participation in providing input on village

Regular Discussion Groups at the village level held at least once a month with a topic on village development and women’s

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Trainers on economic development

Problem: Limited Access to Decision Making IMPACT

OUTCOME

Women’s group that is able to read/present the village plans

INDICATORS development planning

ACTIVITIES economic empowerment

Establish a training center that is gender sensitive and supports women’s capacity building

Establish a women’s group & encourage women’s creative economy

Openness and active meeting facilities are available

INPUTS

Trainer on leadership & group management

Mentor Mentor Discussion resource person Drafter for communication tool Modul on training for drafters

Table 10. Work Plans Leuser Landscape

Common Problem: Triple work burden for women Community Organization Group IMPACT OUTCOME Women access work outside the home

INDICATOR

ACTIVITIES

INPUTS

Improved skills in all sectors

3.5% of population receive benefits

Training on fisheries cultivation in freshwater and sea water

Feasibility study to assess potential for fresh water fisheries

Opportunities to implement their skills

5% increase in income of those that were trained

Training on harvesting and post harvest of fish products

Skills and knowledge to provide training for fresh water fisheries and salted fish processing

Increased income for women

To promote fresh water fish products and salted fish

Multi-stakeholder Forum Group

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IMPACT Equitable division of roles and responsibilities between women and men

OUTCOME Improved capacity of women and men to understand gender roles Improved access to and capacity to use new technologies by women and men

INDICATOR 50% of households in target area share gender roles and responsibilities informal social mechanism is established to ensure and encourage equitable gender roles and responsibilities

ACTIVITIES

INPUTS

Training

Communication

advocacy

Social marketing

leadership

Legal drafting

facilitation

GIS

Village level planning process Planning

Need assessment to identify 10% of targeted group able to needs of local government operate confectionary tools Gender-integrated planning and understand the marketing strategy

M&E Enterpreneurship development Social mapping Community organization

Green Enterprises Group IMPACT OUTCOME Improved economic and social welfare

Women and men have equal opportunities for income generation activities Improved skills of men and women for income generating activities Improved social status of women

INDICATOR 25% improvement in household incomes 30% women participants in income generation training 50% of trained participants apply their skills and knowledge of income generation 50% of total participants in training activities are actively engaged in implementing income generating schemes

ACTIVITIES Community assessments to identify priority commodities in 3 districts Engage government, traders and farmers to identify needs and opportunities for commodity development for markets Identify buyers Develop MOU with buyers Identify cacao production areas

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INPUTS Training on marketing and management Funds to initiate small grants scheme for communities for green enterprise development Consultancy services to identify priority commodities Journalism and Advocacy training

ANNEX 1. LIST OF PARTICIPANTS PALANGKARAYA (CENTRAL KALIMANTAN) Participants/ Facilitator

Organization

M/F

Rezki Mulyadi

LESTARI

M

Chitra

LESTARI

F

Anjelita Malik

LESTARI

F

Fransiska Triwahyuni

LESTARI

F

Lilik Sugiarti

LESTARI

F

M. Anwar Hadipriyanto

LESTARI

M

Rustam

LESTARI

M

Aris Yohanes

LESTARI

M

Dadang

LESTARI

M

John Piter

ELPAM

M

Mastuati

Dara Anum

F

Natalia Rahayu

BPMDA Kabupaten Kota Palangkaraya

F

Hendon I. Simon

BPMDA Kabupaten Kota Palangkaraya

M

Anastasia Evira

PPW UPR

F

Rusi Rapi Ehta

PPMB Provinsi Kalteng

F

Anna Menlir AA

MSF

F

Nursiyah

PPW UPR

F

Masiraji

MSF

M

Maruar J Marsyaoly

LESTARI

M

Yasir

BP3KB

M

Bondan

Dara Arum

M

Intan

Elpam

F

Mira Juliasari

POKER SHK

F

Rosenda Chandra Kasih

LESTARI

F

Maruar Bertha Luisye

LESTARI

F

Mufaidah

LESTARI

F

Tri Novitati

Notetaker

M

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JAYAPURA (PAPUA) Participants/ Facilitator

Organization

M/F

Evi Adipati

LESTARI

F

Paschalina Rahawarin

LESTARI

F

Noldy Abraham

LESTARI

M

Agustina Imbahop

LESTARI

F

Andhiani M Kumalarasari

LESTARI

F

Muhammad Jalil

BBKSDA Papua

M

Mariana CRM

BBKSDA Papua

F

Elizabeth Karma

Dishut Kehutanan

F

Asman M Manik

Dishut Kabupaten Jayapura

M

Benja M Mambai

LESTARI

M

Evie Adhipati

LESTARI

F

Marychiemi E.S

LESTARI

F

Amelia Mandasimi

BLH

F

Sara Tient

BP3AS

F

Veronica Tansisery

Badan Pemberdayaan Perempuan dan Keluarga Berencana Kabupaten Jayapura

F

Ishak Menda

MMP

M

Gloria Tanlain

Hiroshi

F

Maya Susanto

F

MIMIKA (PAPUA) Participants

Institution

F/M

Mayang Sari Takdir

LESTARI

F

Masnah Waris

LESTARI

F

Regista

LESTARI

F

Rini Sulistyawati

LESTARI

F

Andhina A Krey

LESTARI

F

Wahyudin

LESTARI

M

Mariana Hamadi

(Dinas Kehutanan-MSF)

F

Febby Siahanenia

(Dinas Kehutanan-MSF)

F

Muh Rumbu

Dinas Koperasi

M

Sofiah Katili

DKP-MSF

F

Ripka PM

(KPHL-MSF)

F

Elizabeth Sitamapessy

LESTARI

F

Surya Wahyuni

BAPPEDA

F

Theodorus Tethal

LESTARI

M

Naomi Benggitan

Credit Union Agats

F

Sophia Tapilatu

PT. FI Social

F

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Participants

Institution

F/M

Elizabeth L Deda

Lembaga Adat Kamoro/LEMASKOMSF

F

Dendy Sofyandy

LESTARI

M

Rio Ahmad

LESTARI

M

Deddy R.L

LESTARI

M

Andreas Metubun

LESTARI

M

Didin Herdiansyah

LESTARI

M

Ahmad Taufik

LESTARI

M

Bastian p

LESTARI

M

Spedy P

Depkominfo

M

TAPAKTUAN (ACEH SELATAN) Participant

Institutions

M/F

M Syahrial

FMUL

M

Sahrifin

FMUL

M

Rahmadhansyah

FMUL

M

Syehblanko

FMUL

M

Sudarwan

FOLAT

M

Mijaruddin

FOLAT

M

Marhan Jayadi

FOLAT

M

Muammar Husni

FOLAT

M

Nurzina

Perwira/ FORLAST

F

Rahmawati

Perwira/ FORLAST

F

Aida Rusli

Perwira/FORLAST

F

Taufik

FORLAST

M

Mila Nuh

LESTARI

F

Arief Hizbullah

LESTARI

M

Afendi

LESTARI

M

Fitrian Umyuddin

LESTARI

M

Syafruddin Al Farisi

LESTARI

M

Herliandi Sarkani

LESTARI

M

Yusdahema

LESTARI

F

Yusnaningsih

LESTARI

F

Mussalam

LESTARI

M

Lismandi Darjo Malau

LESTARI

M

Junaidi

LESTARI

M

Marzuki

LESTARI

M

Fahrurrazi

LESTARI

M

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Participant

Institutions

M/F

Fadli Sy

LESTARI

M

Ruhaya

LESTARI

F

Cut Meurah Intan

LESTARI

F

Eha Julaeha

LESTARI

F

Farah

LESTARI

F

Risma

LESTARI

F

Erwin Alamsyah S

LESTARI

M

M Siska Febriyani

Polres Aceh Selatan

F

Fahrul Rizal Yusuf

AID

M

M Maulizar

Notetaker

M

Ridwan

M

Rinaldi

M

Nura Yulanda

F

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USAID LESTARI Wisma GKBI, 12th Floor, #1210 Jl. Jend. Sudirman No. 28, Jakarta 10210, Indonesia Phone:+62-21 574 0565

Fax: +62-21 574 0566

Email: [email protected]