The Community Conservation Partnership Agreement (KKM) was an effort to reduce, prevent and mitigate the impacts arising from the complexity of managing Lore Lindu National Park. Several approaches in building KKM in the National Park had been carried out by several parties but had not proceeded as expected. Social Contracts were built to advance community agreements. The purpose of this study was to explore the obstacles and strategies for implementing KKM in the National Park. A qualitative approach was used in this study, through in-depth interviews, field observations, and active research in the process of drafting the KKM agreement. The results showed there were multiple interpretations of the roles, functions, and work of the parties based on their authority and interests in building the KKM. This resulted in the KKM becoming unsustainable. Findings show that in order to re-establish the KKM requires strategic steps, which mediate across stakeholder interests. Partnerships towards effective social contracts would only succeed if there was recognition of, and meaningful involvement among parties that begin at the design and planning processes and continue throughout the implementation phases of the partnership activities. The process of building a social contract must therefore begin with solid communication between stakeholders, which establish institutional mechanisms that are systematic, promote active coordinative, and are based on the trust and understanding between stakeholders.

The stability of protected areas was influenced by the existence of areas outside it (Meijaard et al., 2006). The more development of the area outside the conservation area, it was necessary to arrange the function of the area to increase the value and opportunities for the use of the area to support development (Kelso et al., 2010). The buffer zone had a very important function, namely to reduce population pressure into conservation areas and nature reserves, provide community economic activities and was an area that allows for sustainable interaction of benefits for the community with conservation areas (Ardhian, 2011). The existence of conservation areas, buffer zones and community economics had a reciprocal relationship that could be beneficial if managed properly (Robinson et al., 2013; and Golar, 2014). This conservation area was increasingly isolated due to exploitative and destructive human activities such as land conversion, encroachment and the resulting increase in human population (Indrawan, 2007; Livawanty et al., 2012; and Golar et al., 2014). A conservation strategy that integrates the uniqueness of resources and the people who live and activities around and within the national park still needs to be explored (Mallombasang, 2012). Abdullah et al. (2013) states that the application of collaboration mechanisms must be followed by safeguards, as a safeguard for its success. One of them was the consolidation of social contracts towards strengthening the buffer zone. The research purposes was to find out the effectiveness of collaboration models that had been applied in overcoming conflicts and find out management strategies through a partnership pattern (process towards social contracts) in an effort to implement collaborative management. This research was conducted in the Lore Lindu National Park area which included 6 buffer villages as samples. The location was determined by consideration as a buffer zone where the community was part of the partnership process. Data analysis was adjusted to the research objectives of qualitative descriptive (in cluster model), fishbone and SWOT analysis. The conclusion was interaction and dependence on various supply of forest resource products that had been going on for generations, and in the end giving birth to positive local wisdom was a major factor in maintaining forest cover in Cluster 1 of Lore Lindu Valley Bada National Park. The experience and learning of collaborative management activities that had been or had been carried out in TNLL were still conventional in nature where community involvement was still mobilized and dominated by BBTNLL management. The non-optimal management of colabotaif in TNLL was dominated by internal factors compared to internal and external factors such as limited resources and access to information, the involvement of stakeholders at the local level which was not yet maximal, the absence or finalization of boundary management, traditional attitudes towards life, and experience bad past in resolving tenure and social conflicts. Global, national and local strategic issues demonstrate the potential for developing collaborative and participatory TNLL management through prospective and competitive Community-based Conservation Partnerships (KKM) in the future. Four important components as a policy strategy that must be carried out based on SWOT in the development of KKM in TNLL were strengthening the legality status of the area through mapping boundaries and preparing participatory zoning, empowering parties, especially local institutions and resources, changing paradigms in resolving tenurial and social conflicts, and developing diversity alternative livelihood sources. Collaborative Management that begins with a social contract in the Community-based Conservation Partnership (KKM) policy, besides having a huge opportunity in overcoming tenurial and social conflicts in the LLNP, also provided certainty and guarantees the sustainability of more equitable and participatory management.

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