The 1983 Ramon Magsaysay Award for Community Leadership

BIOGRAPHY of Anton Soedjarwo

The first of seven children (four boys and three girls) of Sutanto, a Chinese-Indonesian batik merchant, and his wife Suhartini, ANTON SOEDJARWO was born October 20, 1948 in Pekalongan, on the north coast of Central Java, Indonesia. Although his childhood name was HIAN, he received the Christian name BARTHOLOMEUS when he was baptized around the age of eight. At his confirmation at 10 he was given the additional name ANTONIUS—shortened by his friends to ANTON, the name he finds easiest to use. When it became the custom to take a surname, he, with the approval of his brothers and sisters, adopted SOEDJARWO as the family name.

Since the family was Roman Catholic, ANTON attended church schools: Pius Primary and Middle schools (1954-1962) in Pekalongan, and Loyola High School Seminary in Semarang from which he graduated in 1965. During semester breaks his father took him hiking in remote areas of the country. At the time he would have preferred to spend his time "in Jakarta or at a recreation area," but SOEDJARWO recognizes today that his feeling for rural life began with the excursions he made as a youngster. His father also took him to museums which helped him understand his people's past.

Because of the turmoil resulting from the September 1965 attempted communist coup in Indonesia, the schools were closed for the academic year. Therefore it was 1966 when SOEDJARWO enrolled at Gajah Mada University in Yogyakarta to prepare himself for a career in civil engineering. He completed the usual three year course for a bachelor's degree in only two and a half years, and after 1967 earned his own money by playing the guitar in a local club and by writing and mimeographing study-pamphlets. Since engineering textbooks at the university were largely in English, a language most students found difficult to understand, SOEDJARWO wrote booklets in Indonesian which gave practical information on solving specific problems. They were popular and were distributed, not only in Yogyakarta, but at other university towns on Java and even in Medan on Sumatra.

After receiving his B.A. in 1968 he continued his studies at Gajah Mada for an engineering degree, at the same time teaching four hours a week at Atmajaya Catholic University in the same city. At this time he stopped playing the guitar professionally, for he felt it was improper to be performing before his students.

While attending the university SOEDJARWO lived in a hostel run by a Swiss Jesuit priest, Father Johannes Casutt. Knowing that several of the students were looking for a meaningful way to spend their vacations, the priest challenged them to go to the villages and help the people. Having received some money from Caritas Internationalis (International Confederation of Catholic Charities) when he was home on leave, he suggested they find a useful way of spending it. "This is your country," he told them. "I ask you what you can do. I do not know."

The European system of education was then in effect and postgraduates were not required to attend lectures—just to pass the final examinations. Therefore the students were able to live in a village long enough to understand the people's way of life and to assess their needs. They settled in Turgo, on the slopes of volcanic Mt. Merapi, slightly northeast of Yogyakarta, where they stayed for seven months. The people of the area were very poor. They lived in an arid region and had to survive three to six months of the year without rain; they also had to contend with occasional loss of houses and crops as a result of volcanic activity. To add to their woes, the isolation of the area made it an ideal hiding place for bandits and remnants of the outlawed communist party. Here SOEDJARWO and his classmates came to understand the stark reality of rural poverty. Many of the peasants had to spend five or six hours each day simply fetching water. The students' first activity therefore was to use their simple engineering skills to install a gravity-flow system of bamboo pipes to bring water to the village from a source several kilometers away.

This experience of village life convinced SOEDJARWO that rural development was the work he wanted to do, despite the fact that it was a far from prestigious calling. And despite the fact that the entire curriculum in the engineering department of the university was geared to major construction and industrialization, where prestige and pay were high. Nonetheless SOEDJARWO received encouragement from three sources important enough to counteract the educational environment. The first was Father Casutt, who had encouraged him in the beginning. The second was Professor Hardjoso Prodjopangarso, who visited the village where he and the others worked, advising them, and above all assuring them that what they were doing was truly worthwhile. The third was his father, to whom he confided his plans with some trepidation, knowing that middle class Indonesian families normally wanted their sons to become engineers or doctors so they could earn large incomes. But SOEDJARWO’s father was not an average middle class parent. He immediately agreed that the boy's ideas were good, and assured him that as long as he threw himself into his work wholeheartedly, someday it would bear fruit. This was the final support SOEDJARWO needed: "It recharged my spirit," he says.

In 1969 the students started another project near Turgo in the village of Ngembesan, and in 1970 a third water program in Cankringan. The latter was a large project involving 50 villages and 32,000 people and took the volunteers and villagers more than a year and a half to complete. The work, which was not without danger since the terrain was precipitous, involved raising water from a 200-meter-deep ravine. Six to seven hundred villagers were mobilized daily to cut and lay bamboo pipes, and one day one of them slipped and plummeted to his death. When dynamite had to be used to open passageways in the rock, SOEDJARWO assumed full responsibility for setting the charge himself. Once when he pushed the detonator, no explosion occurred. Keeping the others back he investigated, only to discover that the fuse had been slowed by moisture, but the mechanism was functioning. He leaped away and rolled down the hill just as the charge exploded.

From the beginning SOEDJARWO’s programs were executed with full community participation. He and his associates lived with the villagers, slowly gained their trust, learned their needs and with them planned the financing, execution and maintenance of the projects. The villagers themselves had to finance the schemes as much as they were able, providing labor, local materials and some money, and by housing and feeding the volunteers who received no pay. Outside funding agencies could be found to provide the rest. Through the efforts of Father Casutt the Ngembesan project was aided by Australia's Community Aid Abroad (CAA), and the large Cankringan program by Australia's Freedom from Hunger foundation, in conjunction with World University Services.

In 1972 Adrian Harris, the director in Indonesia of the CAA, pointed out to SOEDJARWO that he could be funded directly—instead of through Fr. Casutt—if he formalized his organization. First of all a name was required, so on the spur of the moment the group became Yayasan Dian Desa, or Light of the Village Foundation. It was registered with capital holdings of Rp.5,000 (about US$12). Harris helped the organization open a bank account to receive donations and then taught SOEDJARWO to write proposals for grants.

The next year Robert Shaw of the Ford Foundation—who understood the difficulties of embryonic organizations and had faith in SOEDJARWO’s ability—organized a meeting of foreign funding agencies in Jakarta and invited SOEDJARWO to explain his work. The youth was greeted with some skepticism because of his relative lack of experience and his inability to guarantee success. But he responded: "If I could guarantee success I would approach the bank. The main reason I am coming to you is because I want you to share the risk."

Of those present, the Ford Foundation and OXFAM agreed to provide US$10,000 and US$14,000, respectively, for the development of the foundation itself. This enabled Dian Desa to transform itself from a group of field workers to a formal nongovernmental organization (NGO). SOEDJARWO asked Peter Hagul, whom he knew from student days, to become the administrative director. They found an office, purchased a filing cabinet, and set up a simple management and filing system.

As Dian Desa expanded, it was divided into six sections: water, agriculture, food technology, energy, small industries and social sciences. Overall planning and policymaking was entrusted to a Secretariat, made up of the acting heads of the various sections, with SOEDJARWO as director. A non-voting Advisory Board was also formed to include outsiders in fields related to the foundation's work. With the establishment of this stable structure, Dian Desa was able to expand, and SOEDJARWO, who received his degree in civil engineering in 1974, was able to put his expertise into practice on a wider scale.

In some respects the last division of Dian Desa, social sciences, is the most important section of the foundation. It is responsible for providing background material on the regions in which Dian Desa works. Since the organization relies heavily on community participation, it is vital for its field workers to understand the social, religious, political and economic situation in each village or area. It also monitors projects to determine why they are, or are not, successful. Eventually library and publications sections were added to back up the social sciences section and disseminate experiences of the other sections, and a community education material development section to support other sections as needed. A workshop also was added to support the efforts in water and agriculture. In cooperation with the United Nations University (located in Japan and presided over by Soedjatmoko, 1978 Ramon Magsaysay Awardee for International Understanding "for his persuasive presentation of the case for developing Asia's basic needs in the councils of world decision making"), Dian Desa has become a publication center and clearing house for information on both traditional and appropriate technologies.

In the area of water supply, Dian Desa by 1977 developed an improved version of the hydraulic ram. This pump, which can lift water many times the height of its inflow pipes, requires no fuel. It operates instead by the build-up of pressure from water flowing into a chamber. Besides this obvious economic advantage, the pump has no moving parts other than the intake and outflow valves and is therefore very easy to maintain. By 1983 Dian Desa had helped villagers install 12 hydraulic systems. As with all foundation projects, the villagers financed part of the cost of building and installing the pumps. Maintenance funds were set up, with each participating family contributing monthly. Dian Desa checks the books regularly to ensure honest accounts and to help the villagers master basic accounting skills.

In unusually arid areas where no springs were found and where village ponds dried up during the dry season, the foundation began in 1978 to help villagers build water catchment tanks, 4, 5, 9, 16 or 25 cubic meters in size depending upon whether the tanks were to serve one family or be shared by four or five families. These cisterns were of cement, reinforced with a framework of steel mesh or more frequently bamboo, and were supposed to hold enough water, if properly managed, to last throughout the dry season. In the beginning, however, the villagers did not utilize the tanks correctly. Because they were convenient, they were used through the rainy season and little water was left for the dry months. Moreover, some villagers found the taste of rainwater too bland, and deliberately mixed mud from the pond with the tank water to improve its flavor! Dian Desa thereupon instituted informal training programs and now 80 percent of the roughly 11,000 cisterns that have been installed are properly used.

One of the greatest problems with regard to the water program is caused by politicians. Whereas Dian Desa insists that projects be funded as far as possible by the villagers themselves, politicians, in order to ensure votes, are all too ready to donate tanks just before an election. The result, SOEDJARWO says, is "they destroy the spirit of the people."

As early as 1978 UNICEF, under its Special Service Arrangement, donated funds to the foundation for testing water supply innovations. Besides evaluating the water tanks and hydraulic pumps, Dian Desa tested purification systems and experimented with iodine to kill bacteria and with the cooked seed of Moringa oleifera to assist in sedimentation of impurities.

In 1980 the Indonesian government—which in 1972 had recognized the work of the young student volunteers through an award from the Majelis Ekonomi Indonesia (Indonesian Economic Council)—called on Dian Desa to build 5,000 water tanks as part of the govemment's Proyek Bangun Desa (Project for Village Development), a program funded in part by the World Bank. The foundation has trained 400 village-paid cadres that are capable of building 1,000 tanks a month and teaching villagers how to use them. SOEDJARWO, however, refuses to handle the procurement of supplies necessary to complete the project—procurement is "a dirty business in my country," he says—and the wheels of the government bureaucracy turn slowly, so to date only one-third of the tanks have been built.

SOEDJARWO and his colleagues became involved in agricultural projects after they returned to the villages where they had first developed water projects and found that the people were not making productive use of time they saved by not having to fetch water. These extra hours, SOEDJARWO reasoned, could be employed in income-generating projects. He laughs now about their early failures in securing viable money crops. For example they persuaded the villagers to try growing apples—in the tropical lowland. The trees developed but produced no fruit. Oranges were another failure because of a virus that attacked the trees and permanently destroyed their fruiting ability. But later plantings of pineapple, coffee, cloves and winged beans have succeeded.

In all cases the people themselves bought the seedlings which Dian Desa ordered from nurseries at Surabaya or Bogor. They worked together in small units of five or ten families to handle plots of up to 12 hectares. Marketing was a difficult problem, not because a market did not exist, but because the people had to be taught simple management skills to avoid being cheated by loan sharks and middlemen. At first SOEDJARWO himself served as contact between the farmers and the factories that purchased the crops of coffee and cloves. In this way he eliminated the middlemen and was able to negotiate a better price for the growers. In the case of cloves, he went directly to the major cigarette factories, which use most of the cloves grown in the islands. In the case of coffee, he eventually (1978) helped the growers set up their own processing plant. .

As early as 1973, with a partial loan from OXFAM, Dian Desa had begun to help villagers raise chickens commercially for eggs. Although the project was quickly adopted, the peasants often suffered from artificial price fluctuations maneuvered by the big producers. To alleviate this situation Dian Desa's food technologists developed a means to preserve fresh eggs for up to six months, thereby eliminating the need to sell them immediately. Taken when they are no more than two days old—before bacteria have penetrated the shell—the eggs are sterilized with alcohol and dipped in a protective sealer of liquid paraffin and kept on racks in a communal storage place until the price rises—usually immediately before major religious holidays.

In addition Dian Desa assists farmers in acquiring high quality seed; introduces more productive farming methods, simple tools and machines; and gives guidance according to individual need. It has also helped farmers form "pre-cooperative" credit unions. The small groups of families participating in any given project are trained to put aside funds, make payment schedules and manage a simple credit system. Most of these small credit unions are working reasonably well. Occasionally one will fail because a strong man in the village refuses to repay a loan, or because a large percentage of the borrowers have used the funds for consumption rather than for business investment, and therefore cannot repay their loans and modest interest. By and large, though, Dian Desa personnel, by working in the village for many months, have learned who among the villagers are good credit risks and have encouraged membership by this element.

Early on Dian Desa became interested in the problem of fuel for cooking, since the common source of this energy was wood, and the hillsides of Indonesia were fast being deforested. The energy section at first tried to develop an inexpensive biogas digester, utilizing human, animal and plant waste. Although by 1977 the cost was down to US$70 for one family with two cows, this was still too expensive for the poor farmer, so the following year Dian Desa turned its attention to promoting use of a more fuel-efficient wood stove. The model chosen was designed in 1960, by Mr. H. Singer of the Central Forestry Association of Switzerland, to address the same problem. Modified in Guatemala, it was known as the Lorena Stove and was 50-60 percent more fuel-efficient than the traditional village unit.

Dian Desa began by training eight villagers to make the Lorena Stove. Sent back to their respective areas, they were charged with convincing their fellow villagers to use the new stove, and with showing them how to make it. Despite their efforts, a year later only 100 stoves had been built, and surveys showed that most of them were not being utilized.

One problem was the design: the original model was very large and very high. Since children were frequently responsible for cooking meals, the stoves were dangerous. They were modified. The original stove was also designed with a flue to eliminate smoke, but many village households were accustomed to utilizing smoke to preserve grain stored above the stoves. Flues are now optional. Other design changes accommodated the need for cooking certain foods slowly and for preventing the ceramic materials used from cracking.

Dian Desa contracted to train government personnel in the Department of Rural Development to build the new models. This time about 7,000 stoves were produced, but their fuel efficiency was less than that of traditional stoves. In haste to meet their targets, the government agents had not paid attention to quality. Finally the foundation realized that it was unrealistic to expect inexperienced government servants, or individual farmers, to become stove makers. Dian Desa therefore turned to village potters—who were experienced in ceramics and whose industry had been declining since the advent of plastic—to produce stoves for sale. It developed a "stove liner" which could be turned out in quantity, with guaranteed quality by these artisans, at a cost to the householder of only US$.35. These new stoves have a fuel efficiency of 18 percent, compared to 7 percent for traditional stoves, an improvement of over 100 percent. When properly installed with a mud covering added by the owner himself, the efficiency can be raised as high as 24 percent. Thus with these stoves Dian Desa was responsible for improving the efficiency of the wood stove, of reducing the demand on the environment for firewood and of establishing a new industry for a declining craft.

By this time it had also become evident that the organization itself would have to find a means to become more self-supporting. "Every day we talked to the villagers about self-reliance," says SOEDJARWO, "but in the foundation we were completely dependent on funds from the outside." In order to secure the future of Dian Desa, therefore, income-generating activities had to be devised. At present the foundation is involved in three main projects: a workshop, a winged bean factory and consultancy services.

The workshop was begun in 1978. About half its workload is devoted to research and development of appropriate technology for the foundation's own programs; outside workshops, SOEDJARWO had found, were generally unwilling to spend their time on experimental products, and even if they were willing, they often charged an exorbitant price. The other half is scheduled for government and commercial ventures. The workshop manufactures machinery such as driers, grinders and centrifugal separators. The latter is a sophisticated machine that previously had to be imported from Germany at a cost of approximately US$85,000. SOEDJARWO is able to sell it for US$5,000, since he has lower labor and overhead costs and pays no import duties.

All production from the workshop, commercial or otherwise, comes under the heading of "appropriate technology," which means that it can be produced within a reasonable budget, maintained easily and has relevance for the developmental needs of the nation.

The winged bean factory was started in 1980. In the course of experimentation, it was found that neither winged bean oil nor flour—both of which are highly nutritious—could compete on the market with coconut oil and wheat flour. The factory therefore produces bean catsup and bean meal for tempe, a fermented cake popular in Indonesian cuisine.

SOEDJARWO also utilizes his knowledge, gained over the years through practical experience, as a consultant to foreign developmental organizations. "As far as rural development in Indonesia is concerned," he points out, "I am better qualified than an outsider with [only] a Ph.D. who doesn't know either the language or the culture." His services have been sought by such organizations as the United States Agency for International Development (USAID) and the World Bank. Charging international consultancy fees, he retains 35 percent for himself and turns the rest over to the foundation.

Although Dian Desa has only US$30,000 in its capital fund, it meets 38 percent of its annual budget of US$1,000,000; outside donors fund the rest. The budget figure includes cost of administration, research and development, and projects, but does not include the input of the villagers.

The organization has been remarkably lucky to attract and keep a fine staff despite the low wages it pays. The head of water supply, Anton Lowa, was one of the initial group who started the field work with SOEDJARWO in 1968. Didik Priyono and Slamet Sudarmadji, who have been with Dian Desa since 1974 and 1976 respectively, are responsible for many innovations in food technology. Along with Paulus Sugiono, who is in charge of the workshop, and Peter Hagul, now head of the social sciences division, these men keep Dian Desa running smoothly, even in SOEDJARWO’s frequent absences. Two of SOEDJARWO’s brothers, Edwin and Aryanto, also work with the foundation, Edwin as chief administrator and head of publications, and Aryanto as head of the fuel-efficient stove section of the energy division.

In general there have been no major personnel problems. Sometimes a person has been ineffectual simply because he has not yet found the area of work in which he is comfortable. One staff member, for instance, a trained pharmacist, was ineffective as a field worker, primarily because he always spoke in the soft, conciliatory manner of a Javanese aristocrat, rather than in the firm confident tone of a leader. He eventually found his place in the laboratory where he happily pores long hours over a microscope.

At other times it has seemed impossible to recruit key personnel only to have the right person walk in unbidden. For years Dian Desa was searching for a marketing expert, a person much in demand by the private sector. In 1982 a man who had spent 10 years in marketing with Coutinho, Caro & Co., at a salary of US$2,500 a month, suddenly offered his services at Dian Desa's normal wage. He wants to do something for the people.

Throughout the years SOEDJARWO has maintained good relations with Gajah Mada University. In the 1976-77 academic year he taught at the institution and in 1979 helped incorporate courses in appropriate technology into the curriculum. The rector invited Dian Desa to become an institute under the aegis of the university, but SOEDJARWO refused, preferring to retain the flexibility of an independent organization. Nonetheless Dian Desa takes some 50-70 Gajah Mada students a year (for a period of two to three months) as field workers. "One of our aims," SOEDJARWO says, "is to open the eyes of the students to the reality of the daily lives of the majority of Indonesians. Whatever they become later on, at least they will understand the situation."

Dian Desa also cooperates with university and government personnel in developing projects off the island of Java. From 1974 to 1979 SOEDJARWO assisted his former professor Hardjoso in designing a project for reclamation of swampland on the island of Kalimantan as part of the government's transmigration program. He devised a canal and gate system to reclaim the swamp, using the tides as an energy source. In 1979 Dian Desa opened a branch office in Cupang on the island of Timor. It was invited by the government to assist in planning and developing the Nusatenggara Timur Province Area Development Program, a project funded jointly by the Indonesian government and USAID. In all Dian Desa has or has had programs in Java (Yogyakarta, Central Java and East Java), Kalimantan, Madura, Timor and South Sulawesi.

Rather than open more branch offices, however, the foundation has decided to train personnel from nongovernmental organizations located elsewhere to work along Dian Desa lines. The first session of the Rural Water Supply Training Program was opened in Yogyakarta in 1983 with 28 participants—from North Sumatra, Irian, Timor, Flores and other parts of Java. The program is co-financed by the participating organizations and Canada's International Development Research Centre (IDRC). Aside from the technical aspects of rural water supply, participants are given training in village motivation and communication skills. A similar program has also been started in the field of small industries.

The foundation has built up an extensive information service on appropriate technology and cooperates in this area with Volunteers in International Technical Assistance (VITA) and the Intermediate Technology Development Group of Great Britain. It has trained personnel from Badan Urusan Tenaga Sukarela Indonesia (BUTSI, Executive Body for Indonesian Volunteers) since 1973 and accepts members of Stanford University's Volunteers in Asia for one-year stints. Other agencies that Dian Desa has worked with include World University Services and the Indonesian Development of Human Resources Association.

Despite the vagaries of politics Dian Desa has maintained good relations with all levels of government. Anxious to avoid jealousy, it takes little credit for its work, giving acclaim instead to the people and to the government. Local officials are always invited to opening ceremonies of completed projects.

Dian Desa has good cooperation with the Minister of Environment, Emil Salim. When Salim received the portfolio in 1978 he called together several leaders of NGOs involved in rural development for a "brainstorming" session concerning policy. This select group included SOEDJARWO who, when it was over, jokingly suggested that Salim "return the favor" by providing advice and suggestions to Dian Desa through Dian Desa's advisory board meetings. Salim agreed. In 1980 Salim proposed and SOEDJARWO received the Presidential Award for environmental development.

Before Salim's interest the non-profit NGOs did not have a particularly high standing with government, which tended to equate the term "non-profit" with "charity," and assumed such bodies were automatically pressure groups. In the last five years, however, by working with organizations such as Dian Desa, the government has come to appreciate the advantages of sharing the burden of development with the private sector: the NGOs need no continuing government subsidy, they often have extensive operating experience and they have their own networks for reaching target groups. A project undertaken in conjunction with an NGO, therefore, usually costs much less than a project undertaken by the government alone.

In addition SOEDJARWO believes that nongovernmental organizations are an indication of, and an impetus for, democratization. Their most important contribution, he says, is their ability to involve the people in their own development and uplift, and they have the time and flexibility to do so. NGOs, unlike government bureaucracies, are not mandated to fulfill a target within a specified period, nor given a project to implement that may or may not seem meaningful to the people to be "helped." On the contrary, NGOs can take time to determine the needs perceived by the people themselves and to enlist their interest and support. For example SOEDJARWO lived four months in the village of Morotai in 1972 before he talked to the villagers about the water project he had in mind. He gave the people—who had previously been promised much that was not delivered—time to learn to know and trust him. An emotional rather than a rational relationship has to develop, he says. Moreover he is convinced that the transmitters of a new technology must reach the lower economic classes to convince them that the new techniques are for them, not just for their "betters." They must be flexible and be able to take the existing technology of the village, build upon it, create habits that will maximize the benefit to be derived from the technology to be introduced, and create the means for disseminating this technology and its use. To do so, SOEDJARWO emphasizes, they must make the people feel that the ideas for change are theirs, give them credit for their work and make them responsible for its outcome and success. At every step of the way the contributions and emotional support of the villagers are essential. However small their input of time, labor and money, he says, these are absolute requirements to insure their commitment to the technological advances being introduced.

SOEDJARWO has frequently traveled abroad. His first experience was attending a three-month course in rural development at the Asian Institute of Technology in Thailand in 1976, followed by attendance in 1978 at the Center for Appropriate Technology, Technical School, in Delft, Holland. He has also traveled extensively in Latin America and Africa under the auspices of the United Nations University and World University Services, and served as a member of the executive committee of the latter from 1976 to 1980. In 1982 the United Nations University sent him to China and Inner Mongolia. He sometimes finds himself traveling as much as seven months out of a year.

When he is in Indonesia SOEDJARWO lives modestly with his wife, Kartika Kumala Sutrisnohadi whom he married in 1975, their seven year-old son Eduard, and the foundation's new mini-computer which Kartika calls his "second wife." He is grateful to have enjoyed the wholehearted support of Kartika who herself has worked with Dian Desa, serving as treasurer from 1972 to 1976.

Although both government and private institutions, national and foreign, recognize ANTON SOEDJARWO’s dedication and expertise, his greatest personal tribute came on the morning in June when his son was born by Caesarean section. SOEDJARWO was informed at 4:00 a.m. that his wife would need a transfusion—by 7 a.m. six truckloads of villagers had arrived to donate their blood.

October 1983
Manila

REFERENCES:

Dian Desa: Appropriate Technology Group. Yogyakarta: Dian Desa Institute [Foundation]. N.d.

Kaufman, Marcus. From Lorena to a Mountain of Fire. Yogyakarta: Yayasan Dian Desa. 1983.

Report: Sharing of Traditional Technology. Yogyakarta: Dian Desa Institute [Foundation]. 1980.

Roy, A.K. "Report on Mission to the Republic of Indonesia, July 3-10, 1979," United Nations Development Programme Global Project GLO/78/006. September 1979.

Sharing of Traditional Technology: Report of the Post Pilot Phase Study. Yogyakarta: Dian Desa Institute [Foundation]. December 1979.

Soedjarwo, Anton. "People's Participation in community Development " Presentation to Group Discussion. Ramon Magsaysay Award Foundation, Manila. September I, 1983. (Typewritten transcript.)

Teknologi Tepat: Pengawatan Telur (Appropriate Technology: Preserving Eggs). In Indonesian. Yogyakarta: Yayasan Dian Desa N.d.

United Nations University: Project Meeting, Sharing of Traditional Technology. Yogyakarta: Dian Desa Institute. [Foundation]. April 16-22, 1979.

Wachtel, Paul Spencer. "Indonesia’s Light of the Village, " · Reader's Digest. April 1981.

William Glenn. Yayasan Dian Desa: Appropriate Technology Programme, 4th Report, Period January-July 1977. Report to OXFAM. (Typewritten.)

Interview with Anton Soedjarwo and interviews with and letters from persons knowledgeable about him and the work of Dian Desa. Visits to Dian Desa headquarters and projects.