Appendices

Within the case study, I use the term, "NRM2 team" to refer to the USAID staff and international partners who implemented NRM2. This term helps convey that many of the efforts to save NRM2 were group efforts but also protects the identity of individuals who preferred to speak "off the record." My apologies if particular individual accomplishments are not duly noted. I have also opted to protect the privacy of a number of other informants who spoke freely with me.

The author is grateful to the many individuals who generously shared their experiences, insights and opinions for this research. Special thanks goes to Janis Alcorn, Director of BSP's Asia & Pacific Program, for requesting and supporting this case study and serving as an informant and editor. During two visits to Indonesia in 1999, BSP-KEMALA staff members and consultants, particularly Kath Shurcliff, Nonette Royo, Arief Wicaksono, Chandra Kirana and Ichsan Malik, provided invaluable insights. In addition, other BSP-KEMALA staff did an excellent job of providing logistical support, especially Sri Purwanti Parantauan and Lala Tanudjaja. I am also very appreciative of the insights of partner staff from EPIQ and Proyek Pesisir, particularly Jim Tarrant, Dave McCauley and Ian Dutton (now the Indonesian Country Director for The Nature Conservancy). In East Kalimantan, Graham Usher and his EPIQ staff were excellent hosts and informants.

Other individuals contributed considerably to this case study. Former and current USAID staff filled many gaps in the "Checks" narrative and I am particularly grateful to Dave Heesen, Holly Ferrette, Ben Stoner, Jerry Bisson, Fred Pollock and Agus Widianto from the NRM2 side. Similar thanks go to Maria Rendon, Patty Kendall and Mimy Santika on the DG side and Karma Lively, Restu Pratiwi and Laurie Pierce for the OTI perspective. Despite spending all day in an intensive, BSP-KEMALA-sponsored, organizational development training, three BAPEDAL staff shared their frank insights with me about how reformasi changes are affecting their work and their relationships with NGOs. Last but not least, I would like to thank the many NGO staff members, both from NRM2 partners and non-partners, who made time in their busy schedules and patiently answered questions from yet another expatriate researcher. They have immensely rich insights into project assistance, results and changes related to reformasi and their experiences help to ground this study in field realities. A complete list of their names can be found in Appendix B.

I also thank Valerie Hickey, BSP Research Associate, for her assistance during fieldwork in Indonesia, and for managing the production of this document.

USAID/Indonesia (current and former) -

Fred Pollock, Natural Resources Team Leader (current)

Anne Patterson, Natural Resources Officer (current)

Agus Widianto, Natural Resources Officer (current)

Jessica Rosen McKenna, Dep. Dir., Regional Urban Dev. Office (current)

David Heesen, Natural Resources Officer (former)

Holly Ferrette, Natural Resources Officer (former)

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Indonesia is in the midst of multiple transitions - constructing new political and economic systems and reconstructing social relationships to ensure greater equity across regions and between classes. The first democratically elected government in 45 years is in power and pursuing a reform agenda. People are asserting their rights. After a sharp decline, the economy has stabilized and is showing modest signs of improvement. Dangerous and potentially contagious sectarian and political violence has displaced large numbers of people and threatens Indonesia's fragile social balance. Concerns over corruption and judicial performance are receiving heightened attention. Political and fiscal power is being dispersed to sub-national units of government, to districts and cities. The economic crisis has forced many people into near-poverty and cut access to social services, especially for women and children. Natural resources and the environment are under relentless pressure. The economic crisis and the spread of sectarian conflict have increased threats to women's security, political status and basic rights. In this context, the U.S. Government has established two foreign policy goals: the institutionalization of democracy and the resumption of economic growth. The U.S. Government is also committed to the preservation of territorial integrity and the unity of Indonesia. Two basic principles have guided the USAID mission in its strategy development:

• The need to provide timely support for those leading or advocating reform in order to sustain and broaden Indonesia's political and economic transition.

• The need to strengthen the capacity of key institutions so that they can meet the priority needs and expectations of the Indonesian people.

• Democratic Reforms Sustained and Deepened

• Decentralized and Participatory Local Government

• Foundations Set for Rapid, Sustainable and Equitable Economic Growth

• Energy Sector Governance Strengthened

• Decentralized and Strengthened Natural Resource Management

• Health of Women and Children Improved

• Impacts of Conflicts and Crises Reduced

New to the strategy, and judged particularly critical to Indonesia's political future, is USAID's support for decentralization. New also are greater emphases on justice, gender and geographic focus and new objectives in energy and conflict mitigation. The strategy posits funding of $130 million for FYs [fiscal years] 2001 and 2002 and $100 million for FYs 2003 and 2004.