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					                                              EMPOWERMENT OF CIVIL SOCIETY
                                      THROUGH NGO CAPACITY BUILDING IN INDONESIA
                                        A Training Series Project of SAMIN Foundation
                                                     Supported by SEACA

                                              CONSOLIDATED REPORT – FINAL
                                              27 August 2001– 30 April 2002

Name of project                   Empowerment of Civil Society Through NGO Capacity Building
Project holder/ Address           Yayasan Sekretariat Anak Merdeka Indonesia (SAMIN)
                                  PO Box 1230, Jl. Nitikan Baru No. 95, Yogyakarta 55162, Indonesia.
                                  Tel./Fax: (62 274) 381101
                                  Email: samin@yogya.wasantara.net.id
Person responsible                Mohammad Farid (SAMIN Executive Coordinator)
Fund contributor                  South East Asian Committee for Advocacy (SEACA)
Total fund granted                IDR 153,750,000

1. A. Introduction

The project Empowerment of Civil Society Through NGO Capacity Building in Indonesia came out of the idea that the
empowerment of civil society which is essential for Indonesia can be fostered through capacity building of NGOs.

The capacity building have been completely delivered through a series of training, conducted by different NGOs under the
coordination of SAMIN. (list of the trainings and each respective organizer is summarized under Section E and F.2 below).

The trainings as the substantial component of the project were carried-out not without changes. Minor modifications have
been made to some extent, like that of PBHI-Yogyakarta for example, which was conducted more in a lecture-style rather
than a workshop style as was planned. However, the execution of the whole scheme in general was retained consistent to
the plan.

Another component of the project, that is the coordination and management was performed in accordance to the plan
without any difficulty.

In addition, taking advantage of the project, other activities–and consequently also expenditures–related to network
development of the Yogyakarta based SEACA constituents were also carried out.

Below is a general yet brief elaboration of what has (and, if any, has not) been done in the light of the project.

2. B. Management Design of the Project

The particularity of this project is that it was composed of seven different trainings that were carried out by 7 different
NGOs. This nature stems back to the pre-history of SEACA establishment, when Mr. Rolando Modina (then consultant to CIIR
on the assessment of needs for the development of what later known as SEACA), visited a number of NGOs in Yogyakarta
and invited some of them to attend the “SEACA establishment” meeting in Manila, it was decided that – regardless

whosoever – would be selected to represent us in SEACA board, we would remain as a network of „Yogyakarta consituents of

Thus when SEACA made available its project fund, all constituents were involved in designing a project. Unfortunately, we
were unable to come up with a really single and consolidated scheme. And that‟s how the seven separate trainings yet under
a coordinated management was prepared.

Under that scheme, it was agreed as follows:
§      SAMIN was responsible for the management of the overall/ consolidated scheme thus, the executive coordinator of
    SAMIN shall be the contact person to SEACA.
§      The fund, if this consolidated scheme is approved and granted with the requested financial assistance, shall be
    channelled through SAMIN account which then to be further disbursed to every constituent based on separate proposals
    to be developed individually according to each training.
§      Management of fund, so as of each training program, shall be made transparent and accessible to each other,
    moderated by the focal point/ the contact person.
§      Bearing in mind that the available fund shall be used in a maximally benefiting way, the selection of NGOs to
    participate in the trainings will be based on expressed needs but the opportunity will be limited to averagely only two
    trainings for one NGO. The focal point shall develop an instrument for the necessary procedure. As such, it is expected
    that a total of around 70 (seventy) NGOs shall benefit directly from the overall scheme, given the assumption that each
    training shall reach around 20 (twenty) NGOs.
§      Each training shall be conducted in different dates but in overall, the whole trainings shall be carried out within a
    period of no longer than 8 (eight) months starting from the date of the approval of the overall scheme.

3. C. Aims and Objectives of the Project

In general, the overall scheme wishes to enhance the capacity of local NGOs by introducing through trainings some basic
concepts and by providing opportunity to exercise certain required skills in the expectation that it will bring positive impacts
towards their work performance in the empowerment of civil society.

In particular, every NGO/constituent that is to execute individual training is responsible to formulate the objectives of its
respective plan.

As such, the aim of the project is to facilitate the strengthening of civil society organizations in Indonesia, with general
objectives as follows:
     To provide training for NGOs in the area of:
     a. Conflict resolution
     b. Promotion of human rights
     c. Grassroot community organizing
     d. Campaign capacity
     e. Lobby skills

4. D. Expected Outputs

The overall major outputs of the consolidated program will be:
1. Consolidated management is figured-out and exercised.
2. Seven different trainings covering different topics as identified above carried out by each constituent respectively.

3.   Consolidated report is produced at the latest one month after the execution of the last training.

The outputs of each training program shall be formulated by the respective constituent/ training executor.

5. E. Planned Activities

In order to achieve the said objectives, seven trainings were planned to be carried out by different Yogyakarta-based NGOs.
The trainings would include:
     1. TOT in Community-based Conflict Resolution (c/o Yayasan Wana Mandhira)
     2. Training on Economic, Social and Cultural Rights (c/o IDEA)
     3. Training on Fact Finding in Human Rights Violation (c/o PBHI Yogyakarta)
     4. TOT in Community Organizing (c/o Yayasan Indriyanati)
     5. Training for Campaigners (c/o Yayasan Tjoet Nyak Dien)
     6. Advocacy Training with Gender and Child Perspectives (c/o LSPPA)
     7. Training on Legal Drafting. (c/o LBH Yogyakarta)

On the side of the overall coordination and management, SAMIN would be responsible for receiving, keeping and disbursing
the fund; developing a financial reporting system; distributing the monitoring questionaires guidance developed by SEACA
secretariat; and producing the periodic and final consolidated reports.

6. F.     Project Implementation

     1. Coordination and Management
     ·    Soon after the fund was received, SAMIN organized a meeting involving all NGOs that would carry out the
        trainings. Four agenda were discussed and concluded, i.e.:
        (1) re-budgeting; given the fact that the total available fund was less than the requested amount,
        (2) rescheduling of trainings,
        (3) selection and distribution of participants as to achieve the target the trainings to reach a total of around 70
              different NGOs, and
        (4) disbursement procedure and management of fund. In addition, it was also reminded that the narrative
              individual reports to be developed by each training organizer shall refer to the monitoring questionaires
              guidance provided by SEACA secretariat.
     ·   A project coordinator to be responsible for the overall coordination of the project to keeping it with the already
        agreed commitments was assigned and was to work under the supervision of SAMIN coordinator. The project
        coordinator, Mr. Odi Shalahuddin, was responsible, among others, to monitor the project implementation, giving
        feedbacks to project executors, collate individual reports, serve as internal auditor on project financing, and prepare
        substance for this consolidated narrative and financial report.

     2. Execution of Trainings
     ·   Within the period of 27 August 2001 – 30 April 2002, the seven planned trainings have all been conducted,
        chronologically as follows:
        (1) 4-6 October 2001: Advocacy Training with Gender and Child Perspective, by LSPPA, involving a total of 20
             participants from 17 different NGOs;
        (2) 8-10 October 2001: Training on Economic, Social and Cultural Rights, by IDEA, involving a total of 18
             participants from 18 NGOs;

          (3) 11-14 October 2001: Training on Legal Drafting, by LBH Yogyakarta, involving 22 partisipants from 21
               different NGOs;
          (4) 22-26 October 2001: Training on Community-based Conflict Resolution, by Yayasan Wana Mandhira, involving
               18 participants from 18 NGOs;
          (5) 12-15 November 2001: Training on Fact Finding of Human Rights Violation, to be executed by PBHI-
               Yogyakarta, involving 31 participants from 26 NGOs;
          (6) 30 January-2 February 2002: Training of Community Organizing, by Yayasan Indriyanati, involving 18
               participants from 18 NGO;
          (7) 10-13 February 2002: Training of Campaigners, by Yayasan Tjoet Njak Dien, involving 20 participants from 20
     ·     The number of NGOs involved as beneficiary/ participants in the trainings totalled 93 NGOs. It means that it
          exceeds the minimum target of 70 NGOs. In this respect, it is also worth noting that the NGOs were not only
          those based in Yogyakarta but also from other provinces like Central Java (15 NGOs), East Java (3), and Jakarta
          (2). Relatedly, the number of participating persons totaled 141 (90 male; 51 female). It means that in average,
          every NGO has sent 1.5 representatives.
     ·     For further details about each training, individual reports prepared by each NGO executor vis-à-vis SEACA‟s
          Monitoring Questionaires Guide are attached.

     3. Other activities – aside from the project related activities summarized under point (1) and (2) above, additional
        activities related to development of the local network constituents were indeed facilitated by the focalpoint and it
        is worth to share to SEACA as follows:
     ·   Updating the constituents: As time passed and there was a need to re-defining and updating the constituents, we
        took the momentum of this project do so. As a result, from an initial number of 19 NGOs that has so far
        considered as constituent, only 13 NGOs that expressed their availability to continue becoming the local
        constituent. (List of the updated constituents is attached .
     ·    Development of mechanism among the local constituents: A simple by-laws was developed providing simple
        mechanism concerning constituency. The most relevant in this context is that we agreed to have in the long run
        the representation to SEACA board be rotated among constituents, under the condition that every information
        related to SEACA be shared equally or, in principle, nothing about SEACA is to be hidden from other constituents
        by the representative.
     ·   Preparation of the second project: The focalpoint was also able to facilitate a really single consolidated project
        prepared as a second proposal to SEACA. Under this scheme, all constituents were involved in merged in the
        planning and future implementation of the second project. The second project is now prepared and submitted to
        SEACA at the same time with the submission of this report.

7. G. Reflection and Follow-up Plan

Having reflected the execution of the project, and further encouraged by the evaluation conducted by SEACA, it was felt that
despite of their advantages these kind of in-house trainings were mostly ineffective or at least difficult to assess, if any, their
effectiveness vis-à-vis their objectives. Another disturbing aspect was that the training series were in fact torn apart and had
no logical correlation between each other. In other words, they were developed primarily to accommodate the cohesiveness of
the local constituents.

Therefore, it was agreed that another model of training scheme with more tangible results and impacts at the same time
also really consolidated as one single scheme out of a number of constituents is needed. That‟s how the second proposal was


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