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This research is motivated by the SATRIA CSR (Corporate Social Responsibility) Forum in Banyumas Regency which involves various parties such as local governments, companies, academics, NGOs, and mass media that collaborate in supporting regional development through CSR. Therefore, this paper aims to describe in-depth the governance of the SATRIA CSR Forum in Banyumas Regency in the perspective of collaborative governance. This research uses a qualitative method with a phenomenological approach. The research location was in Banyumas Regency, with the target of the research consisting of government elements, private elements, mass media elements, NGOs, the community, and academics. The selection of informants was carried out using purposive sampling and snowball sampling techniques. The data analysis method used is the interactive analysis. The results found that the existence of internal and external dialogue was good initial progress in the governance of the SATRIA CSR Forum. Even so, there are still some aspects of CSR Forum governance that have not been maximized, such as stakeholder's commitment and the business community's understanding of CSR regulations. Therefore, efforts are needed to get the business community involved in the SATRIA CSR Forum. In this case, the role of local government is one of the keys for the business world to be involved, including by providing understanding to the business community regarding CSR regulations. The results of this study contribute to an understanding of the implementation of collaborative approaches in the context of CSR programs at the local level.

Penelitian ini bertujuan untuk menganalisis pandangan masyarakat dan Lembaga Masyarakat Desa Hutan (LMDH) dalam merespons orientasi Perhutani yang memprioritaskan pengembangan usaha (profits/bisnis) daripada pemberdayaan masyarakat desa hutan. Pendekatan studi menggunakan studi kasus. Hasil penelitian menunjukkan bahwa LMDH tidak dilibatkan secara signifikan dalam perencanaan program pengelolaan hutan bersama masyarakat (PHBM). Lebih dari 12 tahun, Perhutani masih menjadi aktor dominan dengan kekuasaan besar menentukan pemangku kepentingan mana yang dikehendaki untuk terlibat dalam perencanaan programnya. Akibatnya, LMDH (masyarakat) merasa Perhutani tidak lagi menganggap serius peran LMDH dalam proses pengelolaan program-program PHBM. Dengan kata lain, peran LMDH hanya ada diatas kertas tetapi realitasnya tidak banyak berperan. Perhutani lebih fokus mengejar target keuntungan untuk kepentingan perusahaan tetapi di pihak lain tidak meningkatkan pembagian peran dengan LMDH sebagai mitra sejajar dalam program PHBM.This paper explores the power relations between state and society, specifically, after 12 years of implementing the policy of community-based forest management (Pengelolaan Hutan Bersama Masyarakat, known as PHBM). It investigates how villagers and its local institutions (Lembaga Masyarakat Desa Hutan, LMDH), and street-level bureaucracy (SLB) responses toward the current development of State Forest Cooperation (Perum Perhutani, SFC) orientation in generating profit rather than the people and the planet/environment. The result shows that the villagers through LMDHs are, in fact, never closely engagein planning PHBM activities. Over 12 years, the SFC is still become the dominant actor who have dominant power in determining which stakeholders that they wanted to be involved in planning PHBM activities. Consequently, LMDH feels that SFC is reluctant in taking seriously the roles of LMDH in planning the PHBM activities. SFC is pursuing their target in generating benefits merely for their own benefits without taking LMDH in as their equal partner in PHBM activities.

This study aims to formulate an integrated mentoring model by involving multi-stakeholder collaboration for small and medium enterprises (SMEs) in the creative economy sector. More specifically, this study tries to identify the mentoring aspects required by SMEs in the creative economy sector and to formulate a mentoring strategy that fits their actual needs by involving multi-stakeholders. The background for the study is the lack of attention toward mentoring issues for SMEs in Banyumas Regency, Central Java, Indonesia. This qualitative research approach is conducted with a case study using SMEs’ creative economy in Banyumas Regency, Central Java, Indonesia. The data are collected by in-depth interviews and focused group discussions with creative economy actors. We analyze 25 informants representing three main subsectors of the creative economy, namely, culinary, fashion, and craft, creative economy activist and local government agency. A qualitative data analysis was made, and the results show that an integrated mentoring model comprises substantial aspects, namely, (a) marketing development, (b) business permit and legal business entity, (c) social media and information technology, (d) financial management and intellectual property protection, and (e) internationalization of market and entrepreneurship development. For more effective mentoring, the stakeholder’s participation is imperative. This article shows that the coordinated role and capacity of stakeholders may encourage flows of current experience, knowledge, and entrepreneurial spirit into the SMEs’ creative economy. Therefore, the findings of this study contribute to an understanding of multi-stakeholder involvement for SMEs in the creative economy sector through an integrated mentoring approach.

This article is part of an international relations study conducted by the authors. This study aims to illustrate the extent to which Indonesia can get out of the “entanglement” of the COVID-19 pandemic, especially in the tourism industry sector. Another purpose of writing this article is to analyze the Indonesian government’s role in using the term “new normal” and its relation to sustainable tourism during the COVID-19 pandemic has not ended. Tourism during the COVID-19 pandemic is the focus of the discussion of this article because it is one of the industries most harmed by this pandemic. Globally the loss of world tourism reaches US$22 billion. This figure will continue to increase as long as this pandemic cannot be controlled through vaccines and drugs. No exception for Indonesia, which lost the country’s original income from this sector, reaching tens of trillions of rupiah in just four months since WHO announced COVID-19 as a global pandemic. The new normal situation during the ongoing COVID-19 pandemic is an opportunity as well as a challenge for world tourism in general and Indonesian tourism in particular. The change in lifestyle and habits of the community in traveling directly or indirectly has “hit” this industry very hard. Undeniably, reactivating tourism industry activities do have considerable risk, but on the other hand, many sectors depend on this industry. Cleanliness, Health, Safety, Environment Sustainability (CHSE) strategy conducted by the Indonesian government is one of the efforts in re-mobilizing Indonesia’s tourism sector amid the COVID-19 pandemic, as well as the opportunity to apply three main principles of sustainable tourism in the new normal era, namely involving the social sector in policy engagement, maintaining the sustainability of natural resources and making sustainable development a synonym of economic growth.