Summary of Terminal Evaluation
I. Outline of the ProjectCountry： Indonesia

Project title：Strategy for Strengthening Biodiversity Conservation
through Appropriate National Park Management and Human
Resources Development Project

Issue/Sector: Nature Conservation-Conservation of Biodiversity

Cooperation scheme： Technical Cooperation

Division in charge： Forestry and Nature Conservation

Total cost：

168 million yen,

Division 1, Forestry and Nature Conservation Group
Period of(R/D):

Partner Country’s Implementing Organization： Ministry of Forestry, Centre

Cooperation

2009/10～for Forestry Education and Training(CFET)

2012/5

Supporting Organization in Japan： Ministry of the Environment

１ Background of the ProjectIndonesia is one of the countries which maintains high biodiversity in the world. The government has enhanced thedesignation of the conservation and protected area, and twelve percent of the country has been already covered in it.
Among the area, the number of the National Parks has reached to fifty (in October 2011), which covers sixty percent of
the designated area. These policies have received attention because it may not affect only to the conservation of
biodiversity of the counties, but for provision of opportunity for the nations to experience natural environment or for
local communities in the adjacent areas to enjoy environmental services, such as natural water resource or
eco-tourisms.
However, disasters caused by the local communities, such as forestry fire, illegal logging, illegal hunting,encroachment and conversion without authorization have threatened the sustainable utilization of natural resources in
the area (although there is found a tendency that human residence is legally allowed under some conditions). There arealso National Parks where the users and surrounding communities do not maintain their interest in the protection andconservation of the area. These situations show that the National Parks are not functionally managed. Moreover, drastic
designation of areas covered in National Parks causes conflicts between the National Parks and local communities
because of lack of coordination with the users of the natural resources, mainly the local communities. The increasing
interruptions caused through the usage of natural resources by these local communities and the newly migrated havethreatened the flora and fauna in the Parks. These days, many National Parks more or less share these dangers.
These conflicts and dangers are caused not only by the users’ side, local communities, such as lack of awareness orpoverty, but also by the management’s side, National Parks, such as lack of awareness and knowledge. Under thesesituations, the Indonesian government requested for a technical cooperation project on development of comprehensive
system for capacity development of human resource conducted by Center for Forestry Education and Training (here inafter, CFET) and the Record of Discussion (R/D) was agreed on 11th September, 2009.
２ Project Overview(1) Overall Goal
Collaborative management is enhanced in the national parks in Indonesia.
(2) Project Purpose
CFET is equipped with sufficient capacity to implement training on collaborative management of nationalparks.

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(3) Outputs
1)

Training course on collaborative management of national parks is planned.

2)Operational structure to implement the training course is prepared in CFET, in partnership with othersupporting parties.

3)

Capacity for planning and management of the training courses is acquired through provision of training to thepark officers and other stakeholders.

(4) Inputs
Japanese Side:
Experts :6 person (Long term 2, Short term 4)

Equipment :3.6million JPY (416million

IDR)
Local cost :42.6million JPY (4.991million IDR) Trainees received :10 person

Panamanian Side：Counterpart:12 person

Local cost : 430million IDR (ex, Training cost etc. ) +Office

Space
II. Evaluation Team (Members of Evaluation Team)Mr. HATORI Hiroyuki Team Leader
Mr. KAJI Tetsuro
Ms. OKAMOTO Naomi

Senior Advisor, JICA

Collaborative Management

Branch Chief, Kamikouchi Branch, Natural Parks Foundation

Cooperation PlanningStaff, Forestry and Nature Conservation Division 1, Forestry
and Nature Conservation Group, JICA

Evaluation Analysis

Consultant, INTEM Consulting Inc.,

Ms. HOMMA Mariko
Type of Evaluation： Terminal Evaluation

Period of Evaluation: 8/1 / 2012 ~ 28/ 1/ 2012
１．Project Performance(1) Project Purpose
The Project purpose has been almost achieved as planned.
All the Outputs will be achieved in remaining period. Training curriculums and materials on Collaborative
Management have been developed and trainer’s guidelines are also prepared. These materials are to be revised ineach time based on the feedback from the previous training and field survey to the next prospective participants.

Among three packages of training planned in the Project, two Basic Training, one On Site Training and one Follow
Up Training has been completed, one On Site Training has been on going, one Basic Training and one Follow Up
Training is under preparation.



According to the evaluation of the first follow up training, ninety three percent of trainees answered that thetraining is efficient and ninety six percent of them felt the training practical. Regarding package of training as awhole, there have not been received any feedback yet. It will be collected by the end of the project, such as throughthe second Follow Up Training in March 2012.

The Training Team members are also confident to the efficiency of the training.

(2) Outputs
1) Output 1 has been achieved the target as planned.

xThe Project has developed a package of one year training on collaborative management consisted of Basic
Training, On Site Training4 and Follow Up Training. Each package of training targets four National Parks. The inhouse trainings5, Basic Training and Follow Up Training, have already been registered as official programs of
CFET based on POLA DIKLAT.

First Basic Training was developed based on the existing information and results of field survey to the prospective
target National Parks conducted by the Training Team. From the second one, each trainings are revised based on
the feedback from the previous training and the results of needs assessment of next prospective target National
Parks



Three packages of trainings have been planned and partly conducted.

2) Output 2 has almost been achieved the target as planned.
Training Team has been established for all the training management cycle, including needs assessment, planning,
preparation, implementation, monitoring/ evaluation, and reflection of the feedback to the next training. Members
consisted of CFET trainers, external consultants, and JICA team. The team holds meeting every one or two weeks.

Training costs have been share by CFET and JICA. First training was mainly supported by JICA and the second
one has been shared by CFET and JICA. The third one is fully to be covered by CFET. Training budget for the third
Basic Training has already been allocated by CFET.

The training have several characteristics as follows;

Integrated Training: targeting all the level of the National Parks, such as head of National Park, section chief of
National Park and staff at the Resort level in each target National Park,Life Training (Comprehensive Training): At the end of Basic Training, one action plan for collaborative
management is developed by each National Park and implemented for one year under monitoring by the Project.
After the one year On Site Training, Follow Up Training is followed,

Participatory Training: integrating participatory learning methodology instead of traditional lecture typed style,such as interactive discussion, experience sharing and field visits to GHSNP.



Training curriculums and modules have been developed, and related training materials have also been prepared.
These curriculums and materials are to be revised every year.

 The capacity of staff in Gunung Halimun Salak National Park (GHSNP) as resource persons of field training site
has been improved through participation to group training in Japan, Training of Trainers (TOT) training to five of
the staff, and sharing and discussion with the staff.
3) Output 3 has almost been achieved the target as planned.


As mentioned in the achievement of Output 1, three packages of training have been implemented as planned. The
total target of the Project is twelve National Parks.



Methodologies of daily evaluation and final evaluation of each training have been integrated in order to collectfeedback from the participants. Additionally, On Site Training is monitored through periodical reports by each
Parks and field visits by Training Team twice or three times a year. These monitoring mechanisms are functioning,
and the results of mechanisms are reflected to the revision of training curriculums and modules.



Instead of drafting final report, each National Park is to present the progress and achievement of their action plans
45Implementation of action plan being monitored by the Project
Trainings conducted in CFETxi

in the Follow Up Training. This is also considered as one of monitoring mechanism of the training.


These monitoring mechanisms have been also adopted in other trainings by the Training Team members in CFET.

(3) Prospects of the achievement of the Overall Goal
Prospect for achieving the Overall goal is high.
 Eight National Parks have started collaboration with stakeholders through On Site Training. Five Parks has drafted
MOU for activities of collaborative management and two Parks have already agreed on it. Four others will start the
progress after the third Basic Training in February 2012.
Based on the MOU, cases of collaborative management are highly prospected to be increased. The budget forcommunity development allocated to each National Parks by PHKA is expected to support their implementation.

Financial and technical commitment by CFET has been increased gradually and third trainings are to be conductedby 100% contribution of CFET. Through the Project activity, the capacity of CFET trainers has been improved,
such as preparation of training, facilitation of classes, monitoring and evaluation. CFET expresses its commitment
and confidence to conduct the training every year even after the termination of the Project.

２ Summary of Evaluation Results(1) Relevance

The Team concluded that the relevance of the Project is high.
 The capacity development of staff of National Parks on collaborative management has been highly required as asolution of conflicts and problems caused by local communities by National Parks in Indonesia
 The Project has relevance to the Strategic Plan of the Ministry and CFET. CFET is required to develop the training
curriculums and modules on the field.
 In the Rolling Plan of Japan’s Official Development Assistance (ODA), Environment is included one of the priority
areas in Indonesia.
 Training curriculums and modules for the first Basic Training were developed based on the needs assessment
conducted by the Training Team. and revised each time.
 Each training targets eight staff each from four National Parks. The participants selected all the level of each
National Park. From the second training, participants are instructed to be selected from the same section. Womenare also highly encouraged to be selected as participants.
(2) Effectiveness
The Team judges the effectiveness of the Project implementation is high.

 All the Outputs have almost been fulfilled and the Purpose will be achieved by the termination of the Project.
 The three Outputs are consisted of the training management procedures, such as planning, preparation andimplementation. Therefore, they are highly related and have caused synergy effect.
 The training package developed by the Project is effectively organized as a bridge to the implementation ofcollaborative management in the field.
 PHKA has started allocating budget to all the National Parks for community development since 2012. The
Ministry encourages the Parks to allocate the budget to the collaborative management.

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(3) Efficiency
The Team judges that the efficiency of the Project implementation is relatively high.

 Almost all the input has been allocated by both sides as planned.
 Although all the counterparts and Training Team members are not assigned permanently, but on temporary bases,
frequent communication and the assignment of new members from the second year strengthened the Team.
 Training opportunities in Japan and other countries encourage counterparts and Training Team members tounderstand the concept of collaborative management and enhance their involvement and ownership.
 At the early stage of the Project, issues related to allowance to trainers and training participants required discussion
among the two partners, CFET and JICA. Sharing of the training cost has strengthened the capacity and ownershipof CFET for the implementation.
 Collaboration between CFET trainer, JICA expert and external consultant team composed of academician andNGO staff has strengthened the capacity of the Training Team.
4) Impact
Following impacts are found through the evaluation study by the Team.


As is mentioned 2.5, overall goal is prospected to be achieved under support by CFET and PHKA for theenhancement of collaborative management.



There are also expected and unexpected impacts caused by the Project, as follows.

Trainers of CFET have improved training skills through the Project. They have started adopting somemethodologies to their original training.



Through On Site Training, the staff of the target National Parks has established confidence to manage the Parkwith the stakeholders. Some have utilized the skills in their routine works and some do in other areas.

Through the collaborative management, various stakeholders have been involved in the management andreceived accesses to benefit from it.

(5) Sustainability
The Team considers that the sustainability of outcomes from the Project is relatively high.


Collaborative management has been enhanced based on the Minister Regulation 2004. It is also related to theStrategic Plan of the Ministry, PHKA and CFET (RENSTRA 2010-2014).



The trainings developed by the Project have already been registered in POLA DIKLAT.



Trainers of CFET have improved their capacity enough to conduct training on their own. CFET has expressed its
commitment to allocate budget and implement the training every year.

Through the On Site Training, the eight National Parks targeted in the first and second training have started
collaboration with the stakeholders. The participants of the training have expressed their confidence for the
implementation. Four other Parks will also start adopting the approach in 2012.

３ Factors promoting sustainability and impact(1) Factors concerning to PlanningTraining has been developed as a package for one year, including Basic Training, On Site Training and Follow Up
Training. Through implementation of the package, CFET has gradually developed its capacity and commitment toxiii

the Training.
The participants selected all the level of each National Park. From the second training, participants are instructed to
be selected from the same section. These selections enhanced the implementation of On Site Training.

(2) Factors concerning to the Implementation ProcessThe positive result of the first Basic Training encouraged Training Team members involved in the Project.
Replacement of new members to the Training Team has also vitalized the implementation from the second year.

Collaboration between CFET trainer, JICA expert and external consultant team composed of academician andNGO staff has strengthened the capacity of the Training Team.

４．Factors inhibiting sustainability and impact(1) Factors concerning to Planning

The Project has planned for two years and eight months and does not cover all the three training cycles.

(2) Factors concerning to the Implementation ProcessAt the early stage of the Project, issues related to allowance to trainers and training participants required discussion
among the two partners, CFET and JICA.

５．Conclusion
As it is written in the previous chapters, the Project is most possibly to sufficiently achieve its purpose by the end of theterm. All the five evaluation criteria also show that the Project has been appropriately implemented.
There are two points to be specially recorded; an introduction of Integrated Training, so-called by the Project, and an
establishment of a new monitoring procedure. The Integrated Training, in which three different levels, but in the sameline, of national park staff, namely head of the National Park, head of the Section and staff assigned to Resort office,simultaneously participate, is an epoch-making device to ensure the feasibility of action plan. It should be highly
appreciated as a kind of paradigm shift in the history of training activities in Indonesia.
A monitoring mechanisms developed by the Project, which is also new to CFET, whose effectiveness for improving
the quality of training has been understood by CFET, is now being adopted in other training courses. It is, however,regretful that the Project has planned for two years and eight months and to terminate just after the third Basic
Training. Therefore, the Project, or Japanese Experts assigned to the Project will not see the visible fruits of the
trainings, that is, the embodiment of action plans on-site due to the term of the Project.
６. Activities to be recommended during and after the Project period
The team recommends the following by and after the termination of the Project.
(1) Recommended activities for ensuring the sustainability
The most important next step to be taken is to raise the feasibility of the embodiment of action plans, in order toachieve the Overall Goal of the Project and to maximize the results of the Project’s.
<Financial follow up>
From the financial point of view, the allotments of any kinds of governmental budgets are to be ensured for the
implementation of collaborative management activities. To guarantee the fund, the Training should strengthen thelinkage with the priority program of PHKA namely Resort Based Management program which allows the decisionxivmaking processes in the lowest level at sub-district.
<Technical follow up>
From the technical point of view, CFET should continue to make efforts to improve the quality of the training package,
especially the Follow Up Training. There is a possibility to reform the Follow Up Training as on-site one, considering
merits and demerits of on-site base and in-house base, based on the results of course evaluations. Post monitoring
activities on-site to be implemented by CFET are also made the best use of as a chance of Follow Up Trainings for
local communities.
<Assignment of staff>
Realizing that staff exchange sometimes is unavoidable, persons who already involved in the training and producing
Action Plans is recommended to stay in her/his position at least within the next two years.
(2) Recommendation about the future training<Selection of the target>
The Team suggests that the target National Parks are selected based on the criteria according to the necessity andsuitability of the collaborative management approach.
<Involvement of the regional branches of CFET>
In order to expand the coverage of the target, it might also be good idea to involve regional branches of CFET (BDK)or provide on site training in the National Parks and/or Natural Resource and Conservation Office (BKSDA).
<Integration of the various cases of collaborative management>
As there are many options of collaboration for national parks, it is recommended CFET to study lessons on acollaboration management of other national parks either in Indonesia or Asian countries.
(3) Sharing of the outputs of the Project<Utilization of Website of the Ministry>
Curriculums and Modules developed by the Project are recommended to make available for many other staffs by
uploading the modules into the Ministry of Forestry’s web (www.dephut.go.id).
<Utilization of new training Methodology>
The new approach of participatory learning which heavily promotes discussion among participants requires a‘facilitator’ rather than a ‘teacher’; it is therefore recommended that this new approach be transferred to trainers in
CFET.
<Sharing of the findings of the Project>
The Project is suggested that it compile all the findings from the Project and share them with the concerned parties
through the final Project workshop planned in May 2012 and the hard copy (reports).
７．Lessons Learned
The Team found these lessons learned for the future projects, as follows;Effectiveness and importance of Integrated Training,Effectiveness of the formation of the Training Team composed of CFET trainers, external consultants(Academicians and NGO staff), and JICA experts, which is in charge of all the training management cycle,Efficiency of training methodologies;xv

Life training (Comprehensive training); especially, in relation with adoption of Resort Based Management(RBM) approaches in National Parks,Participatory training methodologies,

Importance of approaches for collaborative management of National Parks, such as;Importance of understanding the local communities, including the socio-economic situation, needs andinterests,Communication between the National Parks and local stakeholders, especially local communities throughfacilitation by staff of National Parks.

Efficiency and effectiveness of utilization of outputs from the previous cooperation (ex. GHSNP is selected as asite for the field practice),

Necessity of the careful consideration of length of the Project at the project formulation stage; the Project hasplanned for two years and eight months and does not cover all the three training cycles, and,

Necessity of sufficient coordination about budgeting system before starting the Project between JICA and CFET.

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