report - itto

Technical Report on Analysis Need Assessment for Improving Human Resource Capacity in Managing Sandalwood Resources Planning, Silviculture and Utilization

Compiled by:

Elizabeth Lukas

Yani Septiani

Tim ITTO PD 459/07 Rev.1 (F) Yani Septiani Elizabeth Lukas Dodi Andriadi S. Esther Martha Joseph Christian Mocka Address : ITTO PD 459/07 Rev.1 (F) Jakarta: Manggala Wanabakti Building Block 4 7th floor Wing B Nr. 715 Jl. Jend. Gatot Subroto Jakarta 10210 Tel. : (62‐21) 574 6747, 570 3246, ext 5291 Fax.: (62‐21) 574 6747 Kupang: cq. Provincial Forestry Office of East Nusa Tenggara Jl. Perintis Kemerdekaan Kelapa Lima – Kota Kupang. 85228 Tel.: (62‐380) 831 847 Fax.: (62‐380) 833 102 Executing Agency: The Ministry of Forestry of Indonesia The Directorate General of Production Forest Management The Directorate of Natural Forest Development Address: Manggala Wanabakti Building Block I, 11th floor Jl. Jend. Gatot Subroto Jakarta 10210 Phone.: (62‐21) 573 0381, 573 0382 Fax.: (62‐21) 573 0381 Collaborating Agency: Provincial Forestry Office of East Nusa Tenggara Address: Jl. Perintis Kemerdekaan Kelapa Lima – Kota Kupang. 85228 Phone.: (62‐380) 831 847 Fax.: (62‐380) 833 102

International Tropical Timber Organization (ITTO) International Organizations Center, 5th Floor Pacifico‐Yokohama 1‐1‐1, Minato‐Mirai, Nishi‐ku, Yokohama, 220‐0012 Japan

Tel : +81‐45‐223‐1110 Fax : +81‐45‐223‐1111 Email: [email protected]

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Foreword

Praise be to God on the finalization of this report on analysis for the need of institutional development. The activities of this analysis is part of the collaboration of the Ministry of Forestry aided by ITTO (International Tropical Timber Organization) through Project PD 459/07 Rev.1 (F); “Improving the Enabling Conditions for Sustainable Management of Sandalwood Forest Resources in East Nusa Tenggara” which supports the effort of sandalwood preservation program in the NTT Province, through strengthening the policy framework, economic incentive and local institutions for the sustainable management of sandalwood. This activity has the aim to re‐discover various institutional predicaments, which need to be improved and advanced to support the achievement of duties of related institutions in implementing forestry development in general and specifically the sustainable management of sandalwood in the Province of NTT and four target Districts where the work area of the ITTO PD 459/07 Rev.1 (F) activities are located.

This report presents various basic findings related to aspects of system, organizational and personal competence regarded as influential to the institutional performance in reaching each of their goals. As much as six forestry institutions at the provincial level and four forestry isntitutions at the district levels are analized in this report. It is hoped that this report can be used as a basis for capacity building planning in the related institutions and also by institutions interested in supporting the process of capacity strengthening of forestry management development in general and specifically in the development of sandalwood in NTT.

With the finalizing of this report we wish to convey our deep appreciation to the Director of Natural Forest Development (BPHA), Ministry of Forestry, Head of the NTT Forestry Service, Heads of Implementing Units at NTT and the Head of Forestry and Estate Crop Plantations for Districts of South Central Timor (TTS), East Sumba, Alor and East Flores, for the cooperation accorded to the reporting team in doing its work.

We wish to convey our deepest gratitude to officials within the related institutions who has provided time, attenton and every assistance needed toward maximizing the result of this analysis. We also wish to convey our thanks to project staff of the ITTO PD 459/07 Rev.1 (F) in Jakarta as well as in Kupang for their contribution in collecting needed data and information. It is our hope that all our effort will be beneficial for the future institutional development.

Finally, this report is far from being perfect. Therefore, we very much hope for positive critiques and advises to improve this report for the sake of the capacity building of organizations in the forestry sector in NTT. May this report be beneficial as we originally intended. For all imperfect‐tions and unintentional mistakes, we wish to convey our greatest apologies.

Elizabeth Lukas

Yani Septaini

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TABLE OF CONTENT

FOREWORD………………………………………………………………..…………………………………………. i

I. INTRODUCTION……………………………………………………………………….…………………………….. 2

II. PURPOSE …………………………………………………………………………………………………………….. 5

III.TARGET GROUP…………………………………………………………………………………………………… 6

IV. METHODOLOGY …………………………………………………………………………………………………. 6

V. Capacity Of Forestry Institutions At The Provincial And District Levels ………………. 7

1. Forestry Office Of Nusa Tenggara Timur (NTT) Province …………………………………… 7

2. Unit Of Natural Resource Conservation Kupang ………………………………………………. 13

3. Kupang Institute Of Forestry Education And Training …………………………………….. 16

4. Institute Of BP DAS BENAIN NOELMINA Watershed Kupang .................................. 18

5. Kupang Forestry Research Institute (BPK) ……………………………………………………… 19

6. Region XIV Kupang Institute For Forest Area Declaration ………………………………… 21

7. Institute of Production Forest Utilization Monitoring Region IX Denpasar ………. 22

8. Forestry and Estate Crop Plantation Office at District Level …………………………… 23

VI. Capacity Analisis of Forestry Institutional in General ……………………………………….. 27

VII. Oportunity in Capacity Development ………………………………………………………………. 28

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LIST OF TABLES

Table 1. Rules in management of sandalwood at the region of NTT Province ………… 5

Table 2. Action Plan for year 2009 – 2014 ………………………………………………………………. 9

Tabel 3. Target of Education and Training…………………………………………………………….... 10

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LIST OF ABBREVIATIONS

ATK : Alat Tulis Kantor (Stationary)

BDK : Balai Diklat Kehutanan (Forestry Training and Education Centre)

ISOMA : Istirahat Solat dan Makan (Lunch Break)

ITTO : International Tropical Timber Organization

JPL : Jam Pelajaran (section)

NTT : Nusa Tenggara Timur (East Nusa Tenggara)

Pemda : Pemerintah Daerah (Local Government)

RHL : Rehabilitasi Hutan dan Lahan (Reforestation and Land Rehabilitation)

TTS : Timor Tengah Selatan (South Timor Tengah)


Improving the Enabling Conditions for Sustainable Management of Sandalwood Forest

Resources in East Nusa Tenggara Province, Indonesia 1

I. INTRODUCTION

The forestry sector in Indonesia has in the last few years experienced various significant changes. For example, from aspect of administrative management, the forestry sector as is the case with other sectors, experienced a decentralization process in the management of forest resources that is hoped to carry a wider public need and interests in the decision making process. This process is hued in various interests of power struggle, vertically (central vs regional) as well as horizontally among the various stakeholders.

On the other side of the deminishing quality of the forest, various activities of encroaching activities within forest area including illegal logging has necessitates the Ministry of Forestry to determine new priorities in the development of forestry sector in Indonesia. Based on the policy directives and national development strategy of the Ministry of Forestry, it is determined that the vision of forestry development in year 2010 – 2014 which is ”Sustainable Forest for the Welfare of an Equitable Community”. To make the said vision into reality, several missions of the Ministry of Forestry is resolved, with policy directives on development priorities covering: 1. Forest area gazzeting. 2. Forest rehabilitation and enhancing the carrying capacity of watersheds (DAS). 3. Forest area security and forest fire control. 4. Conservation of biodiversity. 5. Revitalization of forest utilization and forest industries. 6. Empowerment of communities in the vicinity of forest. 7. Mitigation and adaptation of climate change in the forestry sector. 8. Strengthening forestry institutions.

These changes brought about the consequences of responsibility and new requiremets in forestry sector related organization, in the central as well as regional levels, including organizations or vertical work units of the Ministry of Forestry. The changes in responsibility and role require changes in new abilities in addition to abilities already acquired to be able to implement duties and responsibilities properly in accordance with the principles of good governance.

In this framework, identification of organization capabilities and the need for development of the future is direly needed to provide a systematic frame of organization to develop its capacity in the future.

The understanding of intrinsic capacity has a wide and variable meaning. Various organization have different definitions on what is meant by capacity, depending on the focus of each organi‐zation. Differences in professional discipline, background and purpose of each organization causes their different outlook on capacity and need of capacity building seen from various and dissimilar aspects. Some understand capacity as seen only from its human resource aspect differentiating it as issues of skill and knowledge on the one hand and those who see capacity as unit of manpower system influenced by motivation and behavior. Others view capacity on a wider spectrum such as including a greater system which requires capacity enhancement in a more comprehensive way.




In this study, what is meant by capacity covers all aspects such as system, organization as well as individual exerting his or her influence on the capacity of an organization to work in accordance with its mandate in reaching its aims effectively and efficiently. Meant by mandate is not limited to only that which is written but also to the way how the organization responds to the changes in conditions of its environment. The dynamic capability of an organization to adapt its function and aims to development requirements will become one of the key to the organization’s success.

Therefore, the capacity building of organization in this context is very complex and can not be viewed in its smaller parts. This entails various stakeholders and conditions.

ITTO Project PD 459/07 Rev.1 (F) together with the Ministry of Forestry and the Provincial Forestry Office of NTT have mutually agreed to make an analysis for the need of such capacity building as a format to support the promotion of forest management, especially the sustain‐able management of sandalwood in Indonesia in general and specifically in NTT.

Eventhough formally the main duties and functions of institutions within the forestry sector in the regions has not changed much but in practice there are many new requirements which are the results of impacts of various changes in the regional, national as well as international levels aimed at forestry institutions in the region. Activities that is ought to be covered within the main duties and functions could be referred from the Government Regulation No 62 Year 1998 about the partial devolution of forestry matters to the region. Based on this regulation, District Govern‐ments has the duty and responsibility in the following matters:

• Re‐greening and conservation of soil and wáter • Natural silk • Bee keeping • Management of private and community forest • Management of protection forest in aspects of:

Border markings, Maintenance of borders, Area security and function, Forest fire control, Reforestation and Environmental services

• Forestry extension • Management of non wood produce • Traditional hunting • Forest protection • Community skill training

The provincial Government, based on Law No. 25 Year 2000 about Authority of Government and Authority of the Province who has the regional autonomy in forestry matters, covering:

a. Determination of criteria and standard on forest management, nature reserve area, hunting park, and estate crop plantations.

b. Determination of criteria and standard on inventory, gazetting, forest area governance, nature protection area, nature reserve area and hunting park.

c. Forest area gazetting, changes in status and function.

d. Setting up Criteria and Standard for formation of areas for forest management, nature reserves, natural conservation, and park for hunting.

e. Management implementations in areas of nature reserves, nature conservation, park for hunting including river catchment area within them.




f. Compilation of macro forestry planning and national estate crop plantations, as well as general pattern in land rehabilitation, soil conservation, land zonations, design, land control, and the primary industries of plantation estates.

g. Determination of criteria and standard for levy tariff for work permit in forest utilization, provision for forest resource, reforestation fund, and investment fund for sustainable forest cost.

h. Determination of criteria and standard for production, processing, quality control, marketing and distribution of products of forests and plantations including seeds, fertilizers and pesticides for forest and plantations.

i. Determination of criteria and standard for business permits in utilizing forest area, harvesting and product collection, make use of environmental services, to do enterprise in ecotourism, management of parks for hunting, hunting enterprise, breeding of flora and fauna, conservation institution and plantation business.

j. Giving permit for hunting park management, hunting enterprise, breeding of protected flora and fauna, conservation institution, management of nature reserve area, preservation of natural area as park for hunting, including river catchment area contained therein.

k. Giving permit for production forest utilization permit and cross provincial ecotourism enterprise.

l. Determination of criteria and standard of management covering forest spatial planning and management plan, utilization, forest tending, rehabilitation, reclamation, restoration, forest and plantation area supervision and control.

m. Determination of criteria and standard of natural biotic resources conservation and its ecosystem which covers sustainable protection, preservation and utilization in the field of forestry and plantation.

n. Determination of norms, procedure, criteria and standard for the distribution of wild flora and fauna including the development of habitat for long range migration of fauna.

o. Giving permit for utilization and distribution of protected flora and fauna listed as Appendix of the Convention on International Trade in Endangered Species (CITES) of Wild Fauna and Flora.

p. Determination of criteria and standard and actuating the safeguarding and controlling of natural disasters in forest and estate crop plantation areas.

From the above picture it is clear what actually is required and expected as duties and functions of the regional institutions, which we can compare to the formal main duties and functions of the related insttitutions based on formal documents in the regions. Especially related to duty distribution and functions in the region in the management activities of sandalwood can be seen from rules that have already been issued by the Provincial Government. A summary of rules and regulations in the management of sandalwood plants in the NTT Province before the regional autonomy is enacted are as follows:




Table 1. Rules in management of sandalwood at the region of NTT Province

a. All parts of sandalwood growing naturally (live trees, dead plants, wood pieces) is under the jurisdiction of the government. Everyone can plant sandalwood in their private land but 85% of the sale’s proceed is owned by the government. Owner of sandalwood plant can claim 15% of the sale proceed to the regional government after showing proof of land ownership (Decision of the NTT Governor No 7/1993).

b. Provincial Forestry Office do inventory of sandalwood plants every five years and determine the annual allowable cut for the next five years (Regional Regulation (PERDA) No. 16/1986, NTT Governor Decision No 7/1993 and Governor Circular No. 112/SKEP/HK/1995.

c. Regional Government does exploitation of sandalwood plants, determine standard harvesting cost, and prepare needed documents for the process of felling and transporting sandalwood (NTT Governor Decision No 7 and No. 8/1993 and Governor Circular No. 113/SKEP/HK/1995.

d. Regional Government fixed the sale price of wood and allocates them to sandalwood processing companies through wood auctions process (NTT Governor Decision No 7/1993, Governor Circular No. 260/SKEP/ HK/1995 and Governor Circular No. 5/SKEP/HK/1996.

e. All layers of society are obliged to take care and preserve sandalwood plants. Illegal sandalwood felling or storing and actions that is done on purpose to do damage to sandalwood plants are sanctioned. For the purpose of control in the effort of preserve sandalwood, the Governor of NTT formed the Sandalwood Coordinating Board with members consisting of Heads of Districts, Sub‐Districts, Village, members of the army and police and some prominent members of the society. Membership of the Board is determined by a Governor’s Decree, for example Decree of the NTT Governor No. 53/1992.

f. Government to improve system of benefit sharing for communities by increasing portion of communities from the result of sale of sandalwood originating from privately owned land to 40% (PERDA No. 2/1996). However, this PERDA has not been effectively implemented because of the absence of follow up regulation.

g. Worried about the continuing decline of sandalwood population, the Regional Government finally appy a moratorium on sandalwood felling to push communities to make sandalwood as a culture plantation (NTT Governor Instruction No. 12/1997). However, before the moratorium was enacted, the Regional Government did a very intensive harvesting of sandalwood known as “Friendly Operation” (see Rohadi et al, 2004).

h. With the growth of regional economy in the government system, the NTT Regional Government finally annulled PERDA No. 16/1986 and delegated the management of sandalwood to the District Government (PERDA NTT No. 2/1999.

Until year 2008 there are five Districts that has made a policy on sandalwood management (South Central Timor, North Central Timor, Belu, West Sumba, and East Sumba)

II. PURPOSE

The purpose of this activity are: 1. To identify and analyze the need for capacity building and strengthening of related

institutional organization in forest management and sandalwood development which relates to aspects of planning, silviculture and utilization.

2. To make recommendation on development scheme in capacity building of organization which can be used as reference for related institutions in the Ministry of Forestry and Regional Government of NTT as a basis for institutional capacity building planning in the future.

The report is hoped to identify similar existing initiatives and national as well as local institutions which potentially will contribute in the process of institutional capacity building in the future.




III. TARGET GROUP

The target group for this activity are institutions related with the national forestry development program especially in NTT which is related to sandalwood in its planning, silviculture and utilization. These institutions are: 1. Province of NTT or East Nusa Tenggara

a. Regional Forestry Office 2. Disricts

a. Forestry and Estate crop Plantation Office of the District of South Central Timor b. Forestry and Estate crop Plantation Office of the District of Alor c. Forestry Office of the District of East Sumba d. Forestry and Estate crop Plantation Office of the District of East Flores

3. Task Implementing Unit (UPT) of the Ministry of Forestry: a. NTT Main Institution of Nature Resource Conservation b. Kupang Forestry Research and Development Institution c. Kupang Forestry Education and Training Institution d. Sungai Noelima Watershed Management Institution, Kupang e. NTT Institute for Forest Area Settlement f. Institute for Monitoring Forest Product Utilization for Region IX Denpasar

IV. METHODOLOGY

Method The process of study used in this activity is the qualitative analysis. This is to give space for the various dimensions of problems in each organization to be made as the basis of analysis. Several methods are used to get needed information in the analytical process. Various tools previously developed by different organizations are also used as reference to ensure that the process provide adequate information for the team to make proper analysis. The process of data collection includes activities such as:

1. Structured discussion and interview especially with officials and heads of institutions at the section level.

2. Focus group discussion. To familiriaze with the various organizational problems from the staff aspects of an institution, the process of focus group discussion is done. Some key questions related to understanding of vision, mission, organizational strategy, culture, and motivation is done through this way.

3. Collection and analysis of secondary data. Secondary data is needed to support results of discussions and interviews. Some secondary data which are legal documents becomes also a guideline in the analysis process.

4. Others. Informal discussion process is also used to dig up more information about organization and institution.

Basically, analysis is directed at several issues such as:

1. To understand the background and basic information of an organization as a context where the organization works. This is to see in what context of a system an organization works and how this context could influence the ability and performance of the




organization. Studies are directed for example at rules and regulations and the condition of the supra organization influencing the performance of the institution.

2. To understand various changes and requirements of new abilities of an institution. This entail development context and changes requiring new organization abilities or function.

3. Understanding institution limitations on three different levels: national, provincial and district.

4. To dig up opportunities of enhancing abilities for the future. This involve more on the development potentials which can be set in motion in the future through utilizing existing or through mobilizing other resources.

Identification process went smoothly, some drawback faced is more because of time limitation on one hand and the busy schedule of institutions on the other especially on doing project commitment activities by government offices and institutions.

Limitation

Need analysis conducted in the study is macro in nature, based on various changes and capacity demand of the organization and therefore not specifically tailored to the need of individual development. This analysis, as mentioned earlier, could not be seen as a need for training only. Time limitation during study as well as dynamic changes in regional organizations and the openess of information from several sides creates possibilities of incomplete observations in this report. Therefore, this analysis can be seen as the need for macro capacity building in each institution. For more specific need, a further, more detailed study is needed.

V. CAPACITY OF FORESTRY INSTITUTIONS AT THE PROVINCIAL AND DISTRICT LEVELS

1. FORESTRY OFFICE OF NUSA TENGGARA TIMUR (NTT) PROVINCE

A. General Situation, Vision and Mission The basis for implementing forestry development at the NTT Province, commensurate with the context of Indonesia’s Constitution (UUD) 1945 Article 33 and Law (UU) No. 41 year 1999 about Forestry where forest as a natural resource is to be utilized rationally and its management should provide the most benefit for the need and interest of the people, by means of wise and intelligent ways without the need to destroy the life environment system and taking account the need of the present and future generation in a sustainable way. In line with such basic idea, the vision of the Forestry Office of the NTT Province, related to sandalwood, is the establishment of a sustainable sandalwood plantation. While its mission is as follows:

o To conserve and protect remaining natural sandalwood stands o To develop sandalwood forest by means of partnership pattern o To push district/city governments to adjust regulations and policy implementation for

the management of sandalwood




Related to the aspiration to realize the government’s determination to make NTT as a Sandalwood Province, steps that that will be taken are among others, as follows:

1) improvement of policies in management and utilization of sandalwood; 2) protection and preservation of residual sandalwood trees and stands; and 3) establishment and development of sandalwood plantations.

While operationally, the creation of policies for sustainable sandalwood forest development, which are:

a. To position communities as part of the ecosystem, that is, to involve communities with its cultural and social economic systems as part of the biodiversity.

b. The need of local communities is the initial point and criterion in the foundation of the development program of sandalwood plantation forest.

Management and utilization of sandalwood, particularly in state forest area is done by dividing it in various zones;

• Nucleus Zone; this is a protected and conservation area to preserve the germ plasm of sandalwood.

• Ecosystem Support Zone; this is an area that can support and sustain the nucleus zone and can act as a filter. Activities done in this zone is in education, training and ecotourism.

• Limited Use Zone; In this zone the utilization of sandalwood can be done in a limited way.

• Production and Culture Zone; In this zone the utilization of sandalwood will be production oriented and on economies based on sustainable management of forest.

Strategy for sandalwood management adopted by NTT Provincial Forestry Office is as follows:

a. Review and Revise regulation on sandalwood management b. Movement to enhance awareness and knowledge of sandalwood management

o Enhance awareness of government apparatus and communities on status, function and importance of sandalwood

o Restoration of public trauma about sandalwood management in the time past o Enhance coordination and communication amongst government institutions, private

sector and community in the effort to preserve and develop sandalwood c. To save and conserve sandalwood genetic resource d. Movement for Heeding Sandalwood e. Management Pattern for Multipurpose Sandalwood Plantation




Table 2. Action Plan for year 2009 – 2014

No Description Time Frame

Office in Charge

1 Review and revise regional regulations and policies which are contrary to management and utilization pattern of sandalwood

09 – 12 Exec. and Legisl. Prov/Distr/City

2 Develop constitutency and support in the effort to preservation and development of sandalwood


3 Enhance and maintain understanding as well as awareness of government apparatus and communities on status, function and importance

09 – 12 Gov, Commun, Relig Instit/Trad, NGO

4 Socialization of changes in regulation and policies on management and utilization of sandalwood


5 Inventory and identification of potential as well as spread of sandalwood

10 – 12 Forest Prov/Dist/ City, Comm, Vill

6 To build communications infrastructure and coor‐dination of stakeholdres, institutional strengthening and development

10 – 13 Stakeholders

Institutional At the provincial level, institutions are formed consisting of: a. Director/Responsible Person of the Province: Governor, Vice Governor and Regional Secretary b. Provincial Governing Team, members consist of related institutions c. Secretariat of Provincial Governing Team: NTT Forestry Office d. Working Group (WG) consisting of: 1) WG on Evaluation of Regulation and Implementation of Policies

• Legal Bureau of NTT Regional Secretariat as Coordinator • Forestry Office • Institute of Higher Learning • Non Government Organization

2) WG on Conservation and Protection: • Head of Regional Environment as Coordinator • Head of Natural Disaster Control • Head of Civil Police • Head of Main Institution for KSDA NTT

3) WG on Potential Development and Partnership: • Head of Forestry as Coordinator • Head of Agriculture and Estat Plantation • Head of Animal Husbandry • Head of Education, Youth and Sport • Head of Industry and Trade




• Head of Public Works • Head of Education, Training, Research and Development • Local government • Head of Food Resiliency and Extension • Head of Economic Bureau of NTT Secretariat • Bureau of Finance of NTT Secretariat • Head of UPT Ministry of Forestry at Kupang (BPDAS BN, BPK Kupang, BPPK, Bali – Nusra,

and BPKH Region XIV) At the District/City level the following institutions are formed: a. Director/Responsible Person for District/City: Regent (Bupati), Vice Regent and District Secretary b. District/City Governing Team, consists of related institutions c. Secretariat: Office of Forestry d. Working Groups (WG) consisting of: 1) WG on Regulation Evaluation and Policy Implementation

• Legal Section of District/City Secretariat as Coordinator • Forestry Office • Institute of Higher Learning • Non Government Organization

2) WG on Conservation and Protection • Head of the Environment as Coordinator • Head of Natural Disaster Control • Head of the Civil Police

3) WG on Potential Development and Partnership: • Head of Forestry as Coordinator • Head of Agriculture and Estate crop Plantation • Head of Animal Husbandry • Head of Education, Youth and Sport • Head of Industry and Trade • Head of Public Works • Head of Economic Section District/City Secretariat • Head of Finance Section District/City Secretariat

B. Main Purpose of Organization (MPO) Based on the Letter of Decision (SK) of the NTT Province the main purpose and function of the NTT Provincial Forestry Office covers four technical and one administration areas. These areas are are:

1. Land Inventory and Spatial Planning 2. Forest and Land Rehabilitation 3. Forest Utilization 4. Forest Protection 5. Administration and Secretariat

Each area has three Section Heads (echelon IV) and Administrative Section which has two sub‐sections.



Resources in East Nusa Tenggara Province, Indonesia

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On the whole, the job description of a third echelon official is already determined in the said Letter of Decision; which ought to be translated into more details in Letter of Decisions of the Forestry Office, thus giving a clearer picture of the scope of the said organization which can be used as a reference to be followed on duties and responsibility of each and every said officials. This obligation has not been made including job descriptions of staffs under the chief officials. This condition will have an impact on the evaluation of measured performance. This condition is influenced the more by the abscence of willingness in enhancing quality through non‐formal models such as work ethics, inter and inbetween section and sub sections in supporting each other’s duties. C. Human Resource

The NTT Provincial Forestry Office has a relatively good human resource seen from its quality and quantity compared to other forestry offices because this institution is a combination of two institutions which are the NTT Forestry Regional Office (NTT Forestry Kanwil which was beforehand the Sub BIPHUT (Forest Inventory and Mapping) and the NTT Forestry Office at the time the regional autonomy was enacted. Educational background and work experience of staff are relatively good. Number of manpower supporting the main purpose of organization of the NTT Forestry Office are 95 person, out of which 23 has forestry background education and 95 person or 76% of manpower have non‐forestry education. On skill development of manpower, the Forestry Office is relatively better compared to other institutions, this is caused by dispatching personnel for training although not in a maximal ways. The profusion of education and training institutions available around Kupang such as the Nusa Cendana University, Polytechnic, and the Center for Forestry Training supported this fact. From aspect of the number of human resource with formal educational background and other technical education and training, it ought to adequately support a successful performance result. In reality these available manpower with adequate educational and training background were unable to support the successful conclusion of duties of forestry institution. There are many informal factors which are very influential, among others: equitable management, existing inherent control mechanism has not been consistently practiced and is prone not to be wielded. These issues put forth might seem to be irrelevant but it has a great impact on creating the spirit of work and performance of staff. Commensurate with the mission of the NTT Forestry Service which is institutional strengthening through the enhancement of staff professionalism, one of the important issue in the future in the manpower development is to pay attention to support forestry development is the ability of Forestry Service in enhancing the role of all stakeholders, communities and independent institutions (NGO) in forestry development. D. Limited capability Institutions are facing a classical human resource management predicament. This is identified as low motivation of people to work with no wish to strive for excellence for the organization, low discipline, low initiative and creativity, as well as teamwork which is difficult to develop. Of no less important and is very influential in pushing performance is the application of reward and punishment which is completely absence. Moreover, staff mutations in current practice do not completely consider aspects of professionalism. One of the reason is because at the provincial level, manpower planning has not been done.




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Some root problems identified is the absence of incentive system based on performance which is really being done, manpower management system is centered at Provincial Government and the NTT Regional Secretariat, the role of Head of Forestry Office to submit suggestion and proposal consideration in capacity building including staff mutations are regarded as unsignificant. The Regional Secretariat minimally involve operational leaders such as Head of Regional Offices and Institutions in decisions regarding manpower such as rotations, mutations, promotions, and others. Other important root problem is the absence of regular monitoring and evaluation on work progress as well as very weak leadership ability of unit heads at the top echelons as well as subordinate positions. Finally, because there are so many incompetent staff and personnel positioned at the wrong posts. These predicaments has lasted for a long time and has become something taken for granted and deep rooted which can be regarded as a trademark of work culture of government institutions. It will be a difficult thing to overcome without a clearcut and systematic agenda and it will take a long time to do. E. Capacity Analysis In general, the process of compilation was not been done properly. Planning process was not done systematically so that results are not comprehensive and not synchronized between planning in each work unit for a certain period; this will by itself give impact on the goal of performance in the related unit. The mechanism for planning formulation currently in practice, for example at the NTT Forestry Provincial Office, is handled by the Program and Evaluation Sub‐Section with input from various other sub‐sections. Input and consideration from the sub‐sections are prone to approach the issue from the side of the district forestry office without taking into account the real need from the field. As a consequence, issues at ditrict level are not accomodated wholly and completely. This condition is made worse because it is not supported by time series data on realization of program and activities and the encountered difficulties. This is also true for the implementing units (UPT) of the Ministry of Forestry, the planning is made by each unit in a separate and partial manner The impact of such a manner of planning formulation will not answer the need of forestry development in a comprehensive way, and as a consequence the implementation of activities lacks synergy. The forestry development planning ought to become the priority planning of the NTT province, one of which is the development of sandalwood. This plan has to be generally compiled for the regional level (General Plan for Forestry Development at the Regional Level) for medium as well as long term. Therefore each Work Unit (UPT and Forestry Office) must make its program by making reference to this General Plan at the Regional Level F. Opportunity for Capacity Building

Forestry development at the region (Province and District) is an integral part of the National Forestry Development. Therefore forestry development in the regions between the provinces and districts ought not to be partial and separated from each other only because of the enactment of regional autonomy. In facing the global development as a whole, the complexity of satisfying the need of communities is confronted with the various current factual and crucial obstructions in the forestry sector which require professionalism of all stakeholders of development, especially forestry staff who have the duty to accomplish the vision of the forestry




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organization with its slogan ”Community Welfare through Sustainable Forest”. There is no other choice except to develop the spirit to manage forest properly and responsibly with a clean conscience. The spirit must initially be built up from institutions that bear the duty and responsibility in the field of forestry. The effort to build up and enhance this spirit could be done among others with capacity develop‐ment of manpower in institutions, through regulations and technical education and training. For the capacity development to attain its goal, several steps are needed, amomg others:

o Distribute and explain key aim of organization to all levels of management and staff. o Consequently wield inbuilt control and monitoring mechanism. o Mastering rules and regulations. o Implementation of reward and punishment system. o Collect forestry development program data for a period of analysis (success and

failures). o Inventorize basic issues at each district. o Compile program. o Coordinating work units within the scope of forestry. o Monitoring transparent and accountable evaluation. o Education and training for staff and community. o Technical cohorts and guidance for communities about forestry.

From above clarification, capacity building of forestry institution at NTT must be directed at some basic issues such as: • Ability to identify new aspects of duties and ability to quickly and clearly interpret new

forestry issues. • Analyze organization design adapted to local conditions and basic issues. • The role of regional government in the current forest management must shift its focus from

forest utilization and commercialization to issues of protection, conservation, rehabilitation and restoration of forest areas. The NTT forestry service must create a strategy on this shift of role.

• Holistic planning by integrating planning at the dictrict/city. 2. UNIT OF NATURAL RESOURCE CONSERVATION KUPANG

A. Main Purpose of Organization (MPO)

The main purpose of the Kupang Mayor Institute of Natural Resource Conservation is to co‐ordinate implementation of the conservation of biotic nature resource and it ecosystem and the management of nature reserves, animal sanctuaries, natural tourism parks, and hunting parks, technical coordination of the management of regal forest parks and protection forests and implementation of conservation of wild flora and fauna outside the conservation area within its sphere of jurisdiction.

Its job description is the following:

a) To compile and propose workplan on implementation of biotic nature resources

conservation and its ecosystem and the management of nature reserves, animal sanctuaries, natural tourism parks, and hunting parks, technical coordination of the management of regal forest parks and protection forests and implementation of




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conservation of wild flora and fauna outside the conservation area within its sphere of jurisdiction;

b) To actuate and coordinate implementation of biotic nature resources conservation and its ecosystem and the management of nature reserves, animal sanctuaries, ecotourism and hunting parks;

c) To disperse duties in coordination of the technical management of regal forest parks and protection forests and implementation of conservation of wild flora and fauna outside the conservation area within its sphere of jurisdiction;

d) To disperse duties in the formulation of planning, budgeting, and evaluation of the management of nature reserve area, animal sanctuary, nature tourism and hunting parks, conservation of wild flora and fauna within and outside the conservation area;

e) To disperse duties in technical coordination of observation, protection, safeguarding of forest, forest produce and wild flora and fauna within and outside conservation area;

f) To disperse duties in forest fire control; g) To disperse duties in activities of development and utilizing environmental services and

ecotourism; h) To disperse duties in extension activities, enticing love of nature, cooperatives

development and community empowerment; i) To coordinate and to disperse duties in preparing materials for coordination of

developing biotic nature resources conservation and its ecosystem; j) To disperse duties in implementing administrative and household affairs; k) To implement coordination in conserving natural biotic resource and it ecosystem and

develop partnership and collaboration; l) To monitor, evaluate and report implementation of duties on conservation of natural

biotic resource and it ecosystem; m) Editing draft letters for conservation of natural resource; n) To give technical guidance on activities of conserving the natural biotic resource and it

ecosystem; o) To give suggestions or judgement to superiors on draft of policy implementation about

conservinf the natural biotic resource and it ecosystem in the area of jurisdiction; p) To improve subordinates in the field of nature resource conservation in the area;

B. Human Resource The number of manpower supporting the work of the Kupang BB KSDA or Institute of Natural Resource Conservation are 195 persons, 42 of whom have forestry education as their background, and the rest, 153, are non forestry educated.. The number is still inadequate to support the MPO of BB KSDA. Based on the existing MPO, 118 more persons are still needed to fill in functional positions such as forest police, PEH (Forest Ecosystem Control), and extension workers; in addition to quality of staff who are still below standard. The filling up of the need of manpower at the Kupang BB KSDA awaits the assignment from the Ministry of Forestry. Technical staff are of the PEH qualification standard. Generally they are university graduate in forestry or graduate of forestry high school or SKMA. The PEH skill standard is basically quoted in Ministry of Forestry regulation. However, the width of scope of work require technical staff to have very numerous skills, beginning from work which is very technical in nature until the conceptual. These skills are found very limited amongst staff of BB KSDA. The ability to work and involving communities are also very limited. This is because most duty orientation as of today is mostly about flora and fauna. In addition to the lack of understanding of their main duties such as preservation and




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control for certain species, in general, PEH is in touch in a vary limited way with new national as well as global issues. Only a few staff who individually have the initiative to find information or create a network who later on acquire adequate understanding on the dynamics of nature conservation management and other general issues about conservation.

C. Drawbacks Training participated by staff, in addition to it inadequacy is also not properly structured. Usually training is attended more because of invitations from the ministry or from other institutions. There is not one planning on capacity building which is systematic be it at the level of organization or at the individual level. Access to new information is also very limited. There is no pattern of information dissemination adequate to enhance capacity and understanding of staff on outside development.

Carrier structure which are not properly programmed make staff chose enhancement of capacity by themselves by going to school at the provincial capital. Conditions in the region which has poor infrastructure including in education make many staff feel uncomfortable and chose to move to cities with better infrastructure. Individual performance measured through process of staff evaluation generally applied in government institutions. However, this process is not regarded as having adequate planning and evaluation for staff performance againts an open and standard norm. Teamwork becomes a very frail thing in the organization of the Kupang BB KSDA.

D. Training Need

• Types of education and training for administrative and functional staff are

among others: a. Education and Training for Leaders of echelon III and IV b. Forestry management at basic, advanced, middle and higher level. c. Geographical Information System or (GIS) d. Use of GPS e. Survey on Forestry Social Economics (Sosekhut) f. Area potential identification techniques g. Basic and Middle KSDA / SECM h. KSDA Management i. Management of Conservation Area j. Management of Sea Conservation Area k. Inventory of Sea Biota l. Inventory of Flora and Fauna m. Identification of plant species and wild fauna n. Estimation techniques of fauna homerange o. Formation of Forestry PPNS p. Upgrading of PPNS q. Crime case documentation

• Types of education and training for other communities: a. Techniques of Sandalwood Planting b. Techniques of Participative Planning c. Honey Bee Culture




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d. Techniques of butterfly breeding e. Culture of walet bird’s nest f. Culture of sea weeds g. Production technique of charcoal briquette h. Agroforestry structure i. Participative evaluation of village re‐greening j. Home industry k. Tour guide for Fire Heeding Community (MPA) l. Formation and Upgrading of Conservation Cadres m. Pramuka Youth organization

Important issues at Kupang BB KSDA are among others:

1. Area safeguarding. Pressure on national park natural resources continually increases such as illegal logging, hunting and piferings of other forest produce.

2. Community development. Community development becomes a new central duty inherent in the function of the BB KSDA. This require a different way of looking and approach on the area management.

3. Cross border cooperation. Positions at borders has a challenge of its own for National Parks. Cooperation initiatives on cross border relation must continually be built up and need communication ability and wider planning.

4. Environmental Services. Environmental services becomes an important issue borne by the National Park. Understanding and concept development need still to be done.

5. National Park Model. Improvement process toward a model national park require basic changes on the system, organization as well as on work structure.

6. Global Initiative. There are many global initiatives directly connected with the management of national park which must be continually responded by the BB KSDA such as conventions.

7. Communication and Institutional Image. In the era of decentralizaton, National Park need insightful communication with stakeholders especially at the regional level to guarantee expected synergy in the management of national park.

3. KUPANG INSTITUTE OF FORESTRY EDUCATION AND TRAINING

A. Main Purpose of Organization

The main purpose of the Kupang Institute of Forestry Education and Training (E&T) are among others:

• To make a training plan according to need at each work unit within Forestry sector covering three area of service which are the Provinces of Bali, West Nusa Tenggara (NTB), and East Nusa Tenggara (NTT).

• To organize technical and administrative training for staff and community. • To monitor development of training result amongst staff within working units of

Forestry sector. • To support activity in community empowerment through technical counseling.




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This Institute is experienced in providing sandalwood culture training to communities. B. Human Resource

Total number of staff supporting the activities of the Kupang Institute of E&T are 75 persons, with educational background as follows:

• Forestry education

o University = 16 persons o Academy = 3 persons o Forestry High School = 5 orang

• Non Forestry education

o University = 3 orang o Academy = 3 orang o Senior High School = 32 orang o Junior High School = 3 orang o Grade School = 10 orang

C. Training Need Training need at the Kupang Institute of E&T related to sandalwood management has been identified adequately as seen in the Table below:

Table 3. Target of Education and Training

NO

TARGET OF E&T TYPE OF E&T

1. STAFF E&T Planning • Middle Level Forestry Technical Management in Foretry

Planning.

• Community Social Economics Survey.

• Community Empowerment Techniques.

Forest Protection • Participative Planning Technique.

• Safeguarding Techniques for Participative Forest

Forest Utilization and RHL • RHL Management.

• Management of Sustainable Production Forest.




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• Management of Community Forest.

• Sustainable Forest Management.

• Management of Private Forest.

2. NON STAFF E&T • Tree Culture Technique.

• Economic Business Activities.

• Location of Sandalwood Sustainable Management.

• Location of planned agroforestry

D. Problem /Drawback

The following are some problems related to human resource, among others: 1. Most teaching staff (widyaiswara) at the Kupang Institute of E&D have a passive

understanding of English. Therefore it is necessary that they be given courses in English in order for them to master the language actively.

2. Most teaching staff very seldom participated in international short courses abroad. Their chance to participate in these short courses is important in order for them to have additional experience and self confidence in giving the transfer of knowledge to participants.

3. Most teaching staff rely on their technical competence in the field of forestry while their education management skill are still lacking. They need to be given the chance to participate in education and training about education and teaching management skill.

4. The educational background of most teaching staff are in the master’s level, conditioning is needed in order for them to pursue further formal education in the doctorate level within the country or abroad.

4. INSTITUTE OF BP DAS BENAIN NOELIMA WATERSHED KUPANG A. Main Purpose of Organization

Organization of the BP DAS Benain Noelmina covers three sections and one sub section for administration which are:

• Program section of DAS • Evaluation Section of DAS • Institutional Section of DAS • Administration Sub section

Workload assumed are:

1. Build up/Coordination/Monitoring, Evaluation, and Reporting. 2. Program for Rehabilitation and Restoration of Nature Resources Reserve. 3. Rahabilitation of Critical Lands and Priority Watersheds. 4. Planning and build up of Land Rehabilitation and Social Forestry. 5. Planning, Development and Private Forest Institution. 6. Utilization development of non wood forest produce (HHBK). 7. Planning and Development of Community Forestry (HKm).




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This institute has conducted made many initiatives on community empowerment in sandalwood development through programs of sandalwood agroforestry, community forestry and “one man one tree”.

B. Manpower/Human Resource

The number of staff supporting the activities of BP DAS numbers 52 persons (level IV: 2 persons; level III: 28 persons; level II: 28 persons; and level I: 2 persons), with education background of 9 persons in forestry and 43 persons in non‐forestry.

C. Problem/Drawback

a. Problem: Quantitatively the existing number of staffing is adequate within an organization such as the BP DAS Benain Noelmina, however, from aspect of quality there need to be development of experience and knowledge in the implementation of duties related to the main purpose and function in each units of echelon IV/Staff which must be adapted to new development and technology.

b. Drawback

1. Existing staff have mostly almost reaching retirement age, absorption of

technology for work is weak. 2. The need of staff that is really required for staffing could not be satisfied fully,

therefore influencing the management of human resource.

5. KUPANG FORESTRY RESEARCH INSTITUTE (BPK)

A. Main Purpose of Organization Kupang Forestry Research Institute (BPK Kupang) have a main purpose of Organization to implement research and development (R&D) in the field of forestry, and to spread out the R&D result. Specifically, the MPO of this institute is to implement program of R&D in the forest ecosystem of in semi arid region. Sandalwood culture and its genetic conservation becomes the priority program of this institute. The research program for the coming years is still dominated by various aspects about sandalwood such as for example culture, conservation, utilization and enhancing marketing and proper distribution of sandalwood.

B. Manpower At the present time, BPK Kupang has 82 personnel, consisting of 4 structural officers, 26 functional research staff, 21 research technicians and 31 non‐structural staff. From this number, 37 have forestry education background and 45 have non‐forestry education background. According to the level of education, 13 staff of BPK Kupang have post graduate (master’s level) university education, 29 person are university graduates, and




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40 are high school graduate. The composition shows an adequate number of staffing to implement the MPO and its function as an R&D institution.

C. Training Need

The training that is still needed to enhance the capacity building of BPK Kupang staff can be grouped as follows:

a. For Research Staff : i. Training in Research Method ii. Training in compiling proposal for research cooperation with institutions

within as well as outside the country. iii. Effective presentation techniques iv. Techniques of writing scientific work

b. For Structural Staff: Research Management

D. Drawbacks

BPK Kupang is a Work Implementing Unit (UPT) of the Forest Research and Development Agency (FORDA) of the Ministry of Forestry which has jurisdiction on R&D matters in the NTT region. In compiling its program, BPK Kupang looks for guidance in the policy outlined by FORDA which refers to: Road map of FORDA, Integrative Research Plan (RPI), and Core Research assigned to BPK Kupang which is Rehabilitation and Conservation of Forest Resource, taking into account existing problems and issues related to local forestry development in its region of jurisdiction. To synchronize program with the Provincial Forestry Office as well as District/City Forestry Offices at the NTT Province, BPK Kupang, in addition to participating in the Coordinative Meeting on Regional Forestry Development Planning (Rakorenbanghutda), is also active in problem identification in regions needing research support through communication as well as making visits to the related institutions. There are still many problems to be dealt with in the field which is caused by lack of good coordination.

Seen from the aspect of quality, ample research staff are available to support duty implemen‐tation, however, from aspect of quantity the number has to be increased. The institute is still facing many problems in the field caused among others by changing regulations and policies as well as the existence of non conformity between the central and regional government and therefore becomes an obstacle in research performance. As a whole, the BP Kupang has a work framework in impementing its assigned duty that is understood by all its personnel and staff. The relevance between vision, mission and strategic planning and what have to be done is well understood, but if it relates to changes in global issues which has happened rapidly, enhancing the understanding of these issues is still needed.




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6. REGION XIV KUPANG INSTITUTE FOR FOREST AREA DECLARATION


Based on the enactment of Minsitry of Forestry number 6188/Kpts‐II/2002, the main purpose of the BPKH is to implement forest area declaration, evaluation of change of forest status and function and presentation of data and information about forest resource. To implement the purpose of the organization, BPKH execute the following functions:

a. Identification of location and potential of to be declared area b. Border delineation and mapping of forest conservation area c. Evaluation of results of border delineation in the framework of declaring rhe area for

protection forest and production forest d. Identification of function and use of forest area in the framework for forest area spatial

planning e. Identification and evaluation of change of status and function of forest area f. Identification of formation of conservation forest management unit and protection

forest and cross government administrative production forest g. Compilation and presentation of information data on forest resource and its balance h. Management of gepgraphical information system and forest mapping i. Implementation of administration and household affairs.

Activities directly related to sandalwood is making an inventory of sandalwood potential in eight locations in NTT.

B. Human resource

At the present time BPKH Region XIV Kupang has a total number of 28 personnel, 18 of whom have forestry education background, with the other 10 persons having a non‐forestry education. The staff composition is considered to be inadequate to support the main goal of the organization. C. Training need

Types of training currently beneficial for capacity building of staff are:

• Training for Financial Information System. • Inventory of Species Potential, in this case sandalwood. • Training on Information System for Financial Accounting Management of State

Property (SIMAK BMN). • GIS training. • Training for Measuring and Mapping. • Remote Sensing. • Forest Inventory.

D. Drawbacks Based on the Decree of the Ministry of Forestry No. 1688/KPTS/II/2002 on Organization and Work Practices of BPKH where it is said that BPKH is the technical implementing unit in the field of Forest Area Declaration under the jurisdiction and therefore responsible to the




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Directorate General of Forestry Planning. In the process of planning compilation there is no hierarchical relationship between the District Forestry Service and the BPKH.

Within the section of forest resource information, from the available 25 personnel, some are regarded to be incompetent to do technical work. Low motivation causes the lack of desire from staff for self development. This causes a tendency that field work is done only by certain perons who are competent, if there were some unqualified person participating, they are the ones who do the menial jobs. The availability of good quality equipment for mild resolution remote sensing is still inadequate and therefore become an obstacle in presenting needed information.

7. INSTITUTE OF PRODUCTION FOREST UTILIZATION MONITORING REGION IX

DENPASAR

A. Institution and Purpose of Organization

The Institute of Production Forest Utilization Monitoring (BP2HP) Region IX Denpasar is one of the Technical Implementation Unit (UPT) of the Directorate General (DtG) of Forest Production (BPK). The existence of UPT of the DtG of BPK has experienced several changes in name and in number of its organizational units.

In its further development, the organization and work practices of the UPT of this BPK DtG was improved in accordance with the Ministry of Forestry Regulation Number P.557/Menhut‐II/2006 date 29 December 2006 jo P.24/Menhut‐II/2007. The name Institute of Certification of Forest Product Assessor is replaced by Institute of Production Forest Utilization Monitoring (BP2HP), with the same number of units. Furthermore in year 2007 a new unit of BP2HP in Papua was established making the total units of BP2HP in Indonesia to become 18 in number. BP2HP Region IX Denpasar is domiciled in Denpasar. The existence of BP2HP region IX Denpasar and Nusa Tenggara is a replacement of the organization of the Institute of Certification of Forest Product Assessor Region IX Denpasar (2002 ‐ 2006) and Loka Forest Exploitation and Forest Product Verification (1999 ‐ 2002).

The Institute of Production Forest Utilization Monitoring has the duty to certify technical personnel in the field of forest production, evaluation of the means and methods of production forest utilization as well as developing information, monitoring and evaluation of the implementation of sustainable utilization of production forest.

In implementing the said duties, BP2HP has the function of:

1. Compilation of plan, program and evaluation of the implementation of the main duties of the institute,

2. Evaluation of performance and professional development of technical personnel in the field of forest utilization,

3. Preparation of technical personnel in the field of forest utilization and preparation of recommendation for the issuance of operational technical functional permit,

4. The giving out of permit for extension or proposal of annulment of operational technical functional permit,




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5. Evaluation of means and development of utilization method of production forest used by technical personnel in the field of forest utilization,

6. Monitoring and evaluation on the implementation of work plan for long term utilization of production forest, plan for satisfying the need of raw material for industry, primary industries with a capacity of above 6000 M3/year and document on forest product distribution,

7. Information development on sustainable utilization of production forest, 8. Implementation of administration and household affairs.

B. Human Resource

Number of personnel at BP2HP Region IX Denpasar at the present time are 87 in number, consisting of 37 administrative staff; 17 researchers, 12 candidate researchers, 8 technicians and 13 candidate technicians. Forestry personnel in this institute as seen from quality aspect are not adquate to support the implementation of duties in this rather wide region because it covers Bali and Nusa Tengara. From aspect of quantity, there is also the need to increase the number espescially if Regulation of the Ministry of Forestry (Permenhut) No. 37 is applied, there ought to be an increase in quantity as well as enhancement of quality in the field of ecosystem of the Dipterocarpaceae forest.

C. Training Need

Types of training at the present time which are beneficial for capacity building of staff at the institute are among others:

• Implementation of Sustainable Forest Management (SFM) • Verification Syatem of Wood Legalility (SVLK) • Facilities for Community Forest Plantation (HTR) development • Forestry Planning • REDD (Reducing Emission from Deforestation and Degradation) and utilization

of forest carbon • Ecosystem Restoration • Monitoring and Evaluation • Training related to wood administration especially for sandalwood • Utilization of Non‐Wood Forest Produce (HHBK)

D. Drawback

Situation on the availability of manpower at BP2HP is adequately significant. As mentioned above, corresponding to the large area that must be managed, more manpower is automatically needed with capacity commensurate to the demand.

Training participated by staff, in addition to be inadequate is also not properly structured. Usually the training follows invitations from the ministry or otyer institutions. There is not as yet a plan for capacity building systematically made at the organization as well as individual level. Access to new information is also very limited. There is no ample




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information dissemination pattern which could build capacity and staff understanding about outside development.

8. FORESTRY AND ESTATE CROP PLANTATION OFFICE AT DISTRICT LEVEL

8.1 SOUTH CENTRAL TIMOR (TTS)


Main duty of Forestry and Estate Crop Plantation Office (Dishutbun) of TTS District is to implement part of the internal affairs of the district in the field of Forestry and Estate Crop Plantation and to do assisting duties imposed by Central and Provincial governments.

To realize the duty, the Forestry and Estate Crop Plantation Office of TTS District has the function of:

1. To monitor and control trade and sale of forest and plantation products. 2. To monitor and prevent forest and plantation damage. 3. To formulate program, monitoring, evaluation and other administration. 4. To assist comunities and NGOs in planting, tending and rearing of forests and estate

crop plantation privately owned by people. 5. Implementing development of forest product and estate crop plantation produce. 6. Implementation of re‐greening, soil and water conservation especially in forest and

estate crop plantations. 7. Implementation of extension and enhancing extension workers capability. 8. Assist capability enhancement of communities and community organization in the effort

to improve and maintain functions of forests, soil, water and plantation. 9. To supervise and give technical guidance to the Technical Implementing Unit Offices.

B. Human Resource

Forestry Office of TTS District has relatively better human resource from aspects of quality and quantity compared to other forestry institute in other districts. Educational background and work experience of personnel can be classified as satisfactory. However because of limited available data, further analysis could not be done in more detail as yet. From aspects of staff skill development, the forestry office of the TTS District is relatively better compared to other institutions. This is because they have been sent to training sessions eventhough not yet as satisfactory as expected. The many number of education and training institutions available in Kupang such as the Nusa cendana University help contribute to the situation. At the present time the Forestry and Estate Crop Plantation Office of TTS District has a total number of personnel of 163 persons, of which 10 persons are university graduate with forestry background and 15 persons with non‐forestry university background, while 138 persons are high school or similar level graduates. From the total of the said 163 personnel, 20 persons are structural staff, 31 persons have functional positions as forest police and extension workers and the remaining 112 persons are non structural.




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8.2 ALOR DISTRICT FORESTRY AND PLANTATION OFFICE


Based on the stipulations in the Organization and Work Method of Institutions in Alor District, the Alor District Forestry and Plantation Office have the main duty to actuate the management of forestry and plantation in Alor District commensurate with the regional jurisdiction.

In implementing this main duty, the Plantation and Forestry Office actuate the functions of: 1. Formulation of technical policies in the field of plantation and forestry. 2. Formulation of technical planning and work program of the Office of Plantation and

Forestry. 3. Implementation of administering the plantation and forestry governance. 4. Implementing forest conservation. 5. Capability building of plantation and forestry. 6. Actuating extension in plantation and forestry. 7. Supervision and control on implementation of duties in the field of plantation and

forestry in Alor District. 8. The building up of Plantation and Forestry UPTD and below. 9. To do other duties delegated by the District Head as long as it is in line with the main

purpose and function.

B. Human Resource The Alor District Forestry Office has 73 personnel, 5 forestry and 13 non‐forestry university graduates, 55 personnel of high school level. The 73 personnel include forestry extension workers as well as honorary staff.

However there is still lack of information availability. Because of limited human resource and not enough operational fund, activities of data and information collection in each field which is actually very crucial for the activities and continuity of program has completely not being done. 8.3 FORESTRY OFFICE OF EAST SUMBA DISTRICT


In implementing the main purpose, the Office of Plantation and Forestry actuate the functions of: 1. Formulation of technical policy in the field of plantation. 2. Formulation of technical planning and work program of the district forestry offce. 3. Implementation of forest use governance. 4. Implementation of forest conservation. 5. Development of forest capacity. 6. Implementation of forestry extension. 7. Monitoring and control on duty implementation in the field of forestry in the Alor

District government. 8. To build up the Regional Technical Implementation Unit of forestry under its jurisdiction.




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9. Doing other duties given by the Regent as long as it is compatible with the main purpose and function.

B. Human Rseource

The East Sumba District Forestry has 62 personnel with the addition of 5 irregular staff. Out of this 67 personnel, 25 are forestry educated (university or academy level), non‐forestry university graduate amounts to only two persons, one post graduate, 39 persons are of high school level. Most have forestry education background.

8.4 EAST FLORES DISTRICT FORESTRY AND PLANTATION ESTATE

E. Main Purpose of Organization Main purpose of the Forestry and Plantation Estate of East Flores District is similar with the main purpose of similar institutions in the implementation of the following functions:

1. Formulation of technical policy in the field of forestry and plantation. 2. Formulation of technical planning and work program of the district forestry and

plantation offce. 3. Implementation of forest and plantation use governance. 4. Implementation of forest conservation. 5. Development of forest and plantation capacity. 6. Implementation of forestry and plantation extension. 7. Monitoring and control on duty implementation in the field of forestry and

plantation in the East Flores government. 8. To build up the Regional Technical Implementation Unit of plantation and forestry

under its jurisdiction. 9. Doing other duties given by the Regent as long as it is compatible with the main

purpose and function.

F. Human Resource

The East Flores District Forestry has 94 personnel plus 6 irregular and outsourced work‐force. From the total of 100 workforce, 36 have forestry background education (university and academy graduates), 6 are non forestry university graduate, and 58 have education in par with high school. Most staff has forestry background education. 8.5 TRAINING NEED FOR FORESTRY AND PLANTATION ESTATE AT THE DISTRICT

LEVEL

Analyzing the various limitation in the system and organization as presented above, aspect that must continuously be developed at the Forestry District Offices a NTT in general are in the field of planning and evaluation, forest development and protection. Specific aspects related to sandalwood are planning and strategy of development of this species which will be very crucial in the future, the forestry office is very much expected to be able to do this duty better. Individual capacity that need to be paid attention to be developed in the future are:




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1. Severe limited ability, quantitatively as well as qualitatively, of forest protection and forest fire control manpower. This could be regarded as a development priority because if not met immediately could mean a standstill in forest protection control and causes forest destruction to become worst.

2. Forest extension is also a development priority because available staff need to be upgraded while quantitatively there is the need to gradually increase the number of personnel.

3. Next is forest development including utilization of sandalwood, especially in the control of rehabilitation which is already provided with a large sum of budget. Enhancement of economic value of privately owned forest is a field of development that need to be attended because of its very large potential in all districts of NTT.

4. In the field of forest use governance especially in the availability of forest maps made through advance technology has not been developed properly as well as the availability of inventory data of potential plant species at NTT such as sandalwood and gaharu and others.

5. Enhamcement of competence in the implementation of internal management cycle in the organization (especially planning, regular work evaluation, plan for improvement action).

8.6 HINDRANCES AND DRAWBACKS AT FORESTRY AND ESTATE PLANTATION SERVICES at DISTRICT LEVEL

Government institutions at the District level are generally facing hindrances in human resource, regarded as classical in the management of government officials. The existing drawbacks is because most of these officials has low competence, they are prone to work because of following orders from their superiors. This limited competence of most staff causes duties to be delegated to only certain staff who has competence, causing these personnel to experience a work overload doing work outside their main duty.

This drawback is also usually identified by a low work motivation of personnel, with no wish to strive for the excellence for the organization, low discipline, low initiative and creativity, as well as a difficult to develop teamwork. Some identified root problems is the abscence of incentive system based on work performance actually done, centralized personnel management system which does not give the chance of operational leaders such as head of sub‐section and regional institutional to partake in decisions regarding personnel such as rotation, mutation, promotion and others. Other important root causes are the abscence of monitoring and evaluation which ought to be done regularly on work progress and leadership. This is a very weak point at the regional and sub‐section level institutions, and finally because of the so many incompetent personnel placed at the wrong positions. These problems have taken place in a long period of time and has become a strongly rooted habit and can be said to have become a cultural trademark of government institutions at the district level. It will be a very difficult thing to overcome without a firm and systematic agenda of change and it will take a long time to do.




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VI. CAPACITY ANALYSIS OF FORESTRY INSTITUTION IN GENERAL

PRIORITY ISSUES

FORESTRY INSTITUTIONS PROVINCIAL Unit offices of

MOF DISTRICT

Function and Issues of planning

Generally, the process of planning formulation is not properly done. General Plan is compiled without using adequate data and information. The planning process is not conducted systematically resulting in a non‐comprehensive, non‐synchronization of long, medium and short tem plans. Planning formulation is very weak, the plan is compiled by individuals. At the provincial level, the scope of planning is centered at the provincial level and do not adequately accomodate issues at the district/city levels.

Transparent policies / role

change

There is the need for role re‐onrientation in confronting changes in situation of forestry. There are many work area with a status quo without clarity of jurisdiction (Provincial or District/City).

The paradigm of forest management shifted from exploita‐tion to conservation, proven from the budget allocated toward this shift.

Activities are not focused to protection, conserva‐tion, rehabilitation and restoration of forest area as yet.

Human Resource Too many manpower. Several main purpose of organization are superimposed.

Quality of human resource is far from adequate, many placements are not compatible with competence.

Manpower need and level of skill needed for all positions is unclear.

System Political will and com‐munity perception are lacking in support.

There is dualism in policies of trade and marketing of forest product, lack of coor‐dination in the field. Many main purpose of organization could not be done because of lack of fund and lack of qualified personnel.

Forestry sector is currently not the priority of develop‐ment in some districts.

Monitoring Monitoring and evalua‐tion of development activities is still oriented on proper financial administration and not on attaining target of activities.

Monitoring and evalu‐ation of development activities is still orient‐ed on proper financial administration and not on attaining target of activities.

Organization capacity is still very limited and can not properly execute the duties of monitoring.




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VII. OPPORTUNITY IN CAPACITY DEVELOPMENT

From results of the above studies on all institutions, some opportunities of future synergic development could be made. Even though it is impossible to combine the need of all institutions into one holistic program, at least a red thread of strategic issues and priorities identified could be found in its relevance and opportunities of improvement and development.

1. To anticipate the basic weakness in planning, several things could be organized, among others:

a. Specify human resource development for planner at each District and within each related stakeholders, especially at government institutions and possibly also at legislative institution such as the DPRD (Board of People Representatives).

b. This program should also be accompanied by development of a Standard Operating Procedure (SOP) or guidelines for implementation in every activities that need coordination, including with DPRD, as well as compilation of work and budget planning. This will reduce possibilities of confusion in coordination and differences of views in regional planning activities.

2. Intensive and systematic human resource development within priority areas in each

institution as elaborated above. Specifically for the field of environment, cross institution activities could be done, stressing aspects of monitoring and restoration of environment damage and pollution. Every institution which has environmental duty and function must have the ability to participate.

3. Utmost coordination is needed with the Regional Board of Personnel (BKD) and Bureau

of Organization and Governance (Ortal) to choose and place staffing at each institution who is really compatible with their competence and providing them with clear and promising career hierarchy.

4. Development of a reward system for government personnel focussing on incentive

system based on performance which is truly realistic to implement, regular monitoring and evaluation of work progress to enhance motivation and in turn increase productivity of human resource.

5. Effort in mobilizing resources in the framework of institutional development by involving

various institutions so far participating in capacity building, such as donors, international bodies, training institutions, NGOs and others. This must be done with regard to the various steps needed in compiling program for capacity building in each institution.

6. Related to enhancement of capacity needed in the sandalwood development at NTT, aspects of planning, silviculture techniques including seeds, seedling culture, planting, tending, harvesting and wood processing of sandalwood and marketing become of utmost importance.

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