As the secretariat of CSO OGP, I have the privilege to see the whole process of OGP Implementation in Indonesia, particularly from the CSO side. Allow me to give a brief background.
As Indonesia is one of the first 8 OGP members, the government set a good start in “opening the door” for the Civil Society Organisation by having four CSOs (PATTIRO, FITRA, ICEL, and TI Indonesia) to be in the CORE Team of OGP. Few months before the launching of second action plan in London, Government has appointed new three CORE team from the government. In paralel to that, they had an open recruitment for three CSOs to be appointed as the new CORE team members; to tip the balance. Three CSOs were selected (JARI KalTeng, GerAk Aceh, KOPEL Makassar). Some challenges were found in the last two years; some were about the involvement process while some others were about the knowledge of OGP itself and how best to use it in the context of the CSOs’ existing work. The problems might lie in the time, energy, and focus to learn what OGP is all about which lead to the level of excitement of each key actor both from the CSO and government side -not to mention the language barrier. That was the first two action plan process in a very short brief.
This year, Indonesia becomes the chairman of this new initiative. All eyes are on the next action plan and how all parties will be engaged. After the Annual Meeting in London, the spirit of this new voluntary-based initiative has been growing rapidly within CSOs. The understanding that OGP would be a great instrument to accelerate the existing good work while at the same time reducing the challenges for CSOs’ work, has grown not only within the CSO Core team but also their fellow CSOs. Every stakeholder was agreed that we have to deepen our work on the next OGP action plan and that we have to broaden the public consultation to make OGP a national concern and ensure that participation is from the beginning of the process. In order to do that, a strategic plan should be created; to synchronize the agenda from the government and CSOs, to highlight the priority sector together with inputs from both sides, until the monitoring and evaluation process. Horizontally, that’s the plan. Vertically, the challenges would be slightly different.
Indonesia has 220 million citizens with more than 400 languages spread accross 17.550 islands. This is where the next question should be. The selection of the new three OGP members from three different island could be and should be part of the “enforcement from within” that participation must not stop at the national level but also can be adapted at the sub-national level. That would be discussed another time.
In the third week of November 2013, 11 representatives (CSOs and individuals), including the CSO Core team members, sit together to discuss the first step of the strategic plan from their end, to take everything into consideration and to think beyond the OGP Chairmanship. This whole process from the CSOs side is in line with the government’s plan and it has been shared in the last CORE Team 2-monthly meeting in November. It has come to every stakeholder’s understanding that we should listen to each others’ plans and challenges and that we should use the momentum of chairmanship to make an ambitious yet a realistic goals for the next two years to achieve a meaningful impact from this initiative. The outcome of this meeting is to prepare the platform of the whole process of the next OGP Action Plan in Indonesia. The next meeting would be to discuss about the engagement of the sub-national level CSOs in this movement.