Transforming Village Forest Governance: Toward Independence through Participatory Planning

Social Forestry in Indonesia is no longer just about providing communities with legal access to forest areas. Beyond that, the primary challenge lies in ensuring that community groups holding these permits possess capable governance capacity. A management permit is merely a piece of paper without the ability to translate a long-term vision into measurable technical steps.

This is where the urgency of meticulous planning lies. Within the Village Forest (HD) scheme, the independence of a management institution does not happen overnight; it occurs through a gradual process of knowledge transformation. The Village Forest Management Institution (LPHD) of Telaga in Central Kalimantan provides a clear picture of how five years of intensive mentoring can shift community dynamics from being mere "objects" of assistance to empowered "subjects" determining the future of their forests.

The Synergy of RKPS and RKT: The Heart of Forest Management

To the layperson, the terms Social Forestry Management Plan (RKPS) and Annual Work Plan (RKT) may sound overly technical and bureaucratic. However, understanding these two instruments is the key to the success of social forestry.

Conceptually, the RKPS is a long-term (10-year) "roadmap" containing a grand vision: ranging from institutional strengthening and forest utilization to business development. Meanwhile, the RKT is the "vehicle" to reach those goals a technical breakdown prepared annually, complete with implementation timelines. Without a systematic RKT, the RKPS remains a passive document on a desk.

At LPHD Telaga, the drafting of the 2026 RKT served as a moment of proof. Unlike previous years, this year's drafting referred directly to the revised 2018–2027 RKPS, ensuring that every annual activity is not just an administrative requirement, but a strategic step aligned with long-term management goals.

Indicators of Independence: From Facilitation to Initiation

One benchmark for success in social forestry mentoring is when facilitators no longer dominate the discussion. A significant shift was observed during LPHD Telaga’s 2026 RKT drafting process. While the 2025 RKT process still relied heavily on facilitator guidance, this year, the meeting mechanisms, discussion flow, and document writing were led directly by the LPHD core management specifically the Secretary, Melandi.

This shift is no small feat; it is evidence of successful knowledge transfer. Melandi acknowledged that the document's systematic structure is now easier to understand, allowing the discussion to flow more naturally. The RKT drafting forum transformed into a collective learning space involving Social Forestry Business Groups (KUPS) and other members, creating an exchange of ideas that enriched management concepts.

Balancing Ecology and Economy: A Necessity

The fundamental philosophy of social forestry is "sustainable forests, prosperous communities." Therefore, forest management must not focus solely on conservation; it must provide tangible economic incentives for local communities.

LPHD Telaga translates this principle through three pillars of management: institutional, area, and business. Regarding the area, they conduct patrols, monitor biodiversity, and plant Multi-Purpose Tree Species (MPTS) as steps toward climate change mitigation and land rehabilitation. These actions are crucial to maintaining the village forest as a "green fortress" and carbon sink.

However, conservation is supported by the business pillar. The development of KUPS such as "Amplang" and "TOGA Barigas"—which produce pasak bumi coffee, bajakah tea, and herbal medicine proves that forests can generate economic value without timber extraction. The hope is clear: the community must feel the direct benefits of the village forest, whether through environmental services or Non-Timber Forest Products (NTFPs). When the community gains economic benefits, they automatically become the frontline guards in protecting the area.

The journey of LPHD Telaga in independently drafting the 2026 RKT is a positive signal for the future of social forestry in Indonesia. It demonstrates that with the right mentoring, local communities are capable of managing their natural resources professionally, participatorily, and sustainably. The challenge ahead is to maintain this consistency and ensure that village forest business products can compete in broader markets.

The independence of village communities in drafting management plans is the ultimate foundation for climate resilience and economic welfare at the grassroots level.