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ICOPOD-2022 IOP Publishing
IOP Conf. Series: Earth and Environmental Science 1192 (2023) 012054 doi:10.1088/1755-1315/1192/1/012054

Sustainable specialized village-based sago (Metroxylon sago

Rottb) management direction in Jayapura Regency

N E Lewaherilla1*, A Soplanit2, P Beding3

1
Research Center for Social Walfare, Village and Connectivity, National Research Innovation
Agency
2
Research Center for Horticultura and Estate, National Research Innovation Agency
3
Research Center for Food Crops, National Research Innovation Agency

*Corresponding authors: prksdk@brin.go.id, Orcid ID: 0000-0002-4560-5260

Abstract. The study was conducted in selected sago-specialized villages in Sentani, West Sentani,
and Waibu Districts between July and December 2021. The primary data were obtained through
interviews with local figures, academicians, sago farmers, merchants, and sago processing
business actors. The secondary data were obtained from previous research results published by
research institutes, and Jayapura Regional Government relevant to the sago development program,
sago production, and land area. A qualitative descriptive sociocultural analysis was made
following farmers’ sociocultural conditions. The sago management institutionalization analysis
was made based on the functions of sago management. The business analysis of sago starch
production and sago cakes was made based using the Revenue/cost ratio. The study found that
market and sociocultural institutionalization plays an important role in sustainable sago
management. The result of the business feasibility analysis indicated that sago starch production
and sago cake business are feasible for further development. The direction of sustainable sago
management includes 1) a Sago-specialized village program, 2) Small-scale sago processing
businesses, and 3) a sago variety conservation program.

1. Introduction
Increases in food production and high quality, and continuous fulfilment of food demands are keys to
agricultural development. However, efforts to increase food production face various hindrances, including
stagnant development in certain areas, increasingly scarce water resources, productivity drops due to
decreased investment and oil price uncertainty, increased food price, climate change’s adverse impacts,
natural disasters, and biofuel development [1]. Currently, the food production enhancement program
focuses on intensifying and expanding concentrated areas for national commodities: rice, corn, and
soybean.
Sago is a potential commodity to develop as food and non-food materials. In Malaysia, sago has been
developed as a material for liquid sugar, seasoning (monosodium glutamate), noodle, caramel, sago
pearls, cracker, and even adhesive industries. Sago starch serves as the acetone-butanol-ethanol substrate
[2]. It is also used as the basic material of plastic [3]. Sago is believed to be able to solve food needs
issues [4] because 1) it can grow in marginal land like a shallow swamp and peat land, and difficult places
for other plants to grow, 2) it can grow in saline soil, and is drought and flooding resistant, 3) it produces
a large amount of starch with a productivity rate up to 20 - 40 tonnes of dry starch/ha/year, 4) almost all

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ICOPOD-2022 IOP Publishing
IOP Conf. Series: Earth and Environmental Science 1192 (2023) 012054 doi:10.1088/1755-1315/1192/1/012054

of its biomass is useful, 5) it can be used as a food reserve, 6) it can increase farmers’ income as the starch
could be processed in a home-scale, 7) it contributes to the fight global warming issue due to its numerous
suckers, creating a green environment year-round, 8) it can conserve fresh water and act as a natural water
reserve, and 9) it is the symbol of the environmental conservation community and integrated village
development.
Sago commodity plays important roles in social, economic, cultural, and ecological aspects of the local
community. As a local food, wet sago is usually processed into papeda (local porridge), roasted sago, and
sago limping, among others. As healthy food innovation grows to meet market demands and consumers’
lifestyles, developing healthy food products opens a broad opportunity for sago farmers’ and regional
economic improvement [5].
Jayapura Regency is one of the sago production centers in Papua. It hosts various highly productive
sago varieties, including sago Pharaa in Sentani, which is capable of producing 600 - 975 kg dry
starch/tree [6], while the average dry starch production of other sago varieties ranged between 200 - 400
kg/tree. Jayapura Regency has 5,600 ha of sago farm and keeps decreasing to 4367.64 ha, and only 65%
of the total size (i.e., 2,840.75 ha) is used [7]. Jayapura Regency currently has 3,302.9 ha of sago forest
[8]. The largest sago forest is in Sentani district (1,964.5 ha), while the smallest is in West Sentani
District (74.6 ha). The regional spatial planning estimates that in the next ten years, Jayapura Regency
will lose 70% of its sago forest. West Sentani and Demta districts are estimated to lose 100% of their sago
forest, leaving only 470.5 ha in the entire Jayapura Regency. This possibly occurs due to land change of
use to fulfil other sectors’ needs and the lack of policies supporting sustainable sago development and
utilization. In this regard, sago, as an important crop commodity, should be developed and preserved,
particularly at its production centre.

2. Methods
2.1. Research location and time
The analysis was made in sago-specialized villages in Sentani, West Sentani, and Waibu Districts,
Jayapura Regency, between July and December 2021.

2.2. Data collection and sampling technique

The primary data were collected through a focus group discussion and in-depth interviews with key
informants, including public figures, sago farmers, and sago processors. Ten informants were recruited
from each village using a purposive sampling technique. The secondary data used in this study include the
sago development policy and results of previous studies.

2.3. Data analysis

A descriptive qualitative sociocultural analysis was made based on local people’s sociocultural reality
regarding sago utilization and processing. The structural analysis was performed descriptively on the
main tasks and duties of institutions involved in sago development and the policy of sago development. In
this study, business analysis was done by examining the production cost (fixed cost and variable cost),
particularly on sago-based food products [9].
Production Cost
TC = FC + VC, where TC = Total cost (Rp/year), FC = Fixed cost (Rp/year), VC = Variable cost
(Rp/year) ……………………………………………………………………(1)
Business Revenue
Pd = TR – TC, where Pd = Farmers’ revenue (Rp/year), TR = Total revenue (Rp/year), TC = Total
cost (Rp/year) ……………………………………………………………….(2)
R/C ratio
It was applied to see the business efficiency. It compares the business revenue (R) to the total Cost
(C). The R/C value could indicate business feasibility [9]. The R/C analysis was formulated as a =

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ICOPOD-2022 IOP Publishing
IOP Conf. Series: Earth and Environmental Science 1192 (2023) 012054 doi:10.1088/1755-1315/1192/1/012054

R/C, where R (revenue) = Py.y, C (cost) = FC.VC, A= ∑ (Py.y)/FC + VC, Py = output price, Y =
output …………………………………………………………………………(3)
Feasibility criteria
Feasibility criteria are presented as follows:
R/C > 1 = feasible business
R/C < 1 = non-feasible business
R/C = 1 = break even

3. Results and discussion

3.1. Potentials of Jayapura Regency as a source of sago area
Sago plantations, in Jayapura Regency, are usually located near local people’s residential areas.
Meanwhile, the sago forest is a group of various sago and non-sago plants located far from people’s
habitation. Sago as one of the local Papuan staple foods plays a strategic role as a substitute for rice, due
to its high calorie and nutritional contents. From a health perspective, sago is a healthy food that should
be prioritized to meet future food and nutritional needs. Thus, it is necessary to apply sustainable,
location-specific sago cultivation. Efforts in enhancing sago productivity through cultivation should be
made holistically by considering crop procurement, planting preparation and process, crop maintenance,
pest control, harvesting, and crop management. Sago cultivation is urgently necessary, given the
increased need for various food products and the increasing land-use changes in sago forests.
Existing literature shows that Indonesia has a potentially 5.5 ha sago land, 90% of which is located in
Papua. There are 1,250,000 ha of sago stands in Indonesia [10], in which natural sago forests and semi-
cultivated land occupy 154,000 ha of land in Papua. The largest sago forest is located in Jayapura
Regency, followed by Merauke, Mimika, and other locations (Jayapura City, Keerom, Biak Numfor,
Memberamo Raya, etc.), making up to 900,000 ha. Semi-cultivated sago area occupies 32,000 ha of land
in Papua, spreading in Jayapura Regency, Jayapura City, Mimika Regency, Merauke, and Keerom [7].
Sago land areas in East Sentani, Sentani, Ebungfauw, West Sentani, and Waibu Districts are the
potential to be developed. Jayapura Regency has 4,367.64 ha of sago land, and only 2,840.75 ha of this
area was cultivated (65%) [6,8]. The largest sago area is in Ebungfauw (961.70 ha), Waibu (641 ha),
Yokari (500 ha), Sentani (496.30 ha), East Sentani (445.01 ha), West Sentani (256.96 ha), Airu (171 ha),
Kemtuk (161.42 ha) and Yapsi (131.45 ha) [6,8].
Sago diversity in Jayapura Regency leads to different local naming among some sago production
centres. In Kehiran Ulayat, Ifale Village of Sentani District, eighteen varieties with each character had
been identified [12], as presented in Table 1.
Table 1. Sago varieties in Kehiran, Sentani.
No. Variety Stem height No. of leaves Stem weight Starch Thorn
(m) weight
1. Yeba 12.8 16 764.5 191.5 No
2. Osoghulu 10.3 15 849.0 200.5 No
3. Wanni 9.3 12 664.0 160.5 No
4. Phane 9.1 9 709.0 99.5 No
5. Hobolo 9.2 18 735.0 176.5 No
6. Follo 9.3 10 733.0 177.0 No
7. Hilli 12.4 15 345.0 93.5 No
8. Yhoguleng 6.8 15 345.0 93.5 No
9. Fikhela 8.3 16 535.0 128.5 No
10. Yakhaii - - 401.0 125.5 No
11. Phara 7.8 15 - - Yes
12. Ebesung 8.5 15 823.5 207.0 Yes
13. Ruruna 10.0 11 679.5 148.5 Yes
14. Yagholobe 10.2 16 719.0 155.5 Yes

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IOP Conf. Series: Earth and Environmental Science 1192 (2023) 012054 doi:10.1088/1755-1315/1192/1/012054

No. Variety Stem height No. of leaves Stem weight Starch Thorn
(m) weight
15. Habela 8.4 13 211.0 27.0 -
16. Rondo 5.8 14 496.0 107.0 Yes
17. Phui 8.6 16 637.5 133.0 Yes
18. Manno 9.6 12 475.0 67.1 -

Sago varieties in Sentani were categorized into two types: thorny sago or Metroxylon rumphii Mart
(consisting variety of Para Huphon, Para Hondsay, Rondo, Munggin, Puy, Manno, Epesum, Ruruna, and
Yakhalope) and non-thorny sago or Metroxylon sagu Rottb (consisting variety of Yepha Hongsay, Yepha
Hongleu, Yepha Ebung, Osokhulu, Follo, Pane, Wani, Ninggih, Yukulam, Hapolo, Yakhe, Hili, Fikhela
and Hanumbo). Sixty-one sago varieties spread across Papua Island, where 35 varieties were found in
Jayapura, 14 in Manokwari, 3 in Merauke, and 9 in Sorong, either thorny or non-thorny varieties [10].
This is in accordance with [14] that Papua Island has the highest sago germplasm diversity in the world.
The study found superior sago varieties of the customary land of Kwadeware Village. There were ten
sago varieties, and four of them were Bata, Poro, Wani, and Yebha. In Yobeh and Yakonde Villages,
three main sago varieties were identified in each village (i.e., Phara, Rondo, and Yebha, and Bata, Poro,
and Yebha, respectively). Meanwhile, eight sago varieties were found in Sabron Dosay Village: 1) Dot
Ibam, 2) Dot Kottu 1, 3) Marangkena, 4) Dot Kottugrup, 5) Ibam Unit, 6) Dot Banu, 7) Dot Nggim, 8)
Dot Dundu. Since sago serves as the primary agricultural commodity in Jayapura Regency and has
various superior sago varieties, it is necessary to conduct a comprehensive genetic study on local sago
resources.

3.2. Sago production

Sago starch production highly depends on the sago variety. The average production of raw sago starch
ranges between 100 and 450 kg of wet starch/tree. Sago starch production ranges from 200 to 300 kg/tree
[4]. In Kehiran and Kwadeware villages, local people chop down two trees/ month/farmer/family. Of the
total raw starch production, 10 - 20% is usually used as the family food stock, while 80-90% of the
production is sold to meet the family’s economic needs. In Sabron Yaru, it is found that local people
process 2 - 3 trees/ month/family, and 90% of the production is sold while the rest is used as family food
stock. The average raw starch production of the traditional processing ranges between 10 and 24
sacks/production/tree. The time needed from chopping down to the squeezing stages takes 6-7 days
involving 2 - 3 people/production.
Our observation noticed that few sago plants were cultivated using local technology without
calculating the planting spaces, resulting in less uniform plant growth. An appropriate innovation may
result in better growth, following the ecological condition and capacity. A plant spacing of 8 m x 8 m to
10 m x 10 m is estimated to generate 100 - 150 trees/ha, producing 20 - 40t/ha.
The highest production potential among thorny sago was found in Dot Miging accession (450 kg dry
starch/tree), whereas the lowest production was in Rondo accession (105 kg dry starch/tree). The potential
production of non-thorny sago ranges between 150 and 450 kg of starch/tree. A higher production
potential was found in Ibham accession in Sabron Yaru (i.e., 350 kg dry starch/tree). The highest potential
was found in Yebha accession (450 kg/tree) in Yakonde Village.

3.3. Market institutionalization

Sago”s potential in improving farmers” welfare, and regional sustainable economic growth should be
supported by market institutionalization whose role is to contain the production and assure farmers’
income through fair market price and optimal absorption rate (Figure 1). This study identified three sago
market chains in Jayapura Regency:
- Producer farmer - collector-retailer - consumers
- Producer farmer - processor/ food product home industry - consumers
- Producer farmer - retailer- food product home industry - consumers

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IOP Conf. Series: Earth and Environmental Science 1192 (2023) 012054 doi:10.1088/1755-1315/1192/1/012054

Farmers usually sold their sago from Rp. 250,000 to Rp. 300,000/sack (containing at least 50 kg of
raw starch). Collectors usually gain Rp. 50,000 margin for each sack they sell to retailers and the home
industry. Raw starch from villages in Jayapura is also marketed to Surabaya, with a shipping frequency of
twice a month. The following figure displays the sago supply chain:

Collector Inter island market

Surabaya

Local Market Local Market Mountain

Farmer producer Local Market
Hamadi, Abe, area
Jayapura Sentani
d Youtefa
Regency

Processor

Figure 1. Sago supply chain in Jayapura Regency.

3.4. Sago development institutionalization

Sago development institutionalization refers to behaviours and value system that lives amid the society. It
may serve as social capital for sustainable sago management, a leading commodity that may bring
economic, social, and environmental benefits to society. A socioeconomic improvement in the research
site could only be achieved when sago management brings beneficial impacts on local people’s welfare
and knowledge, which could be realized through continuous guidance.
Sago management should also be supported by stakeholders and comply with village-based sago
production policies. It should be noted that in communal sago resources management, ondoafi (clan
leader) is the key actor in sustainable sago management. Meanwhile, at the operational stage, customary
landowners (farmer association, family empowerment program, church women, and youth association)
are responsible for optimizing the land. It is also necessary to obtain support from extension institutions to
motivate and encourage sustainable, optimal sago resources management.
Regarding access to the market, farmers, sellers, and other economic institution should establish a
solid collaboration in order to bring mutual benefits for all actors through optimal prices. Several
institutions that may establish a synergistic collaboration for sustainable sago management include (1)
Village-owned enterprises/cooperatives; (2) Village government and its officials, (3) Indigenous people
institutions; (4) Church/ church figures; (5) Women’s church group; (6) Agricultural extension; (7)
Farmer association; (8) Regional forestry agency; (9) Educational institutions; (10) Non-government
organization. Good institutional distribution and service access indicate strong support for community
development through communal sago management [11].

3.5. Local people’s value system on sago utilization

The value system or norms living amidst the community shows that the sago palm is viewed as a
traditional plant inseparable from their life. It serves as a staple food and a food reserve that should be
available at any time. The sago should be available during traditional ceremonies, wedding parties,
mourning, and other events. It is also used as a dowry and has important values for the dignity of a

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IOP Conf. Series: Earth and Environmental Science 1192 (2023) 012054 doi:10.1088/1755-1315/1192/1/012054

family, clan, and tribe. Sago plantations and forests are cultivated hereditarily, and each clan has a sago
plantation with imaginary borders such as tributaries, certain trees, or boulders.
In the sago production process, men and women have their own roles. Men are responsible for
preparing, chopping down, cleaning, and cleaving the tree, while women are responsible for the extraction
and processing stages to produce wet flour[12]. These activities were done together by family or clan
members. Women are also responsible for selling the product. The profit was shared fairly among all
family members, including the clan leader.
The indigenous leadership in sago-specialized villages in Jayapura adheres to a paternalistic system.
Indigenous leadership usually has two to three leadership structures. The first level leader is known as
Ondofolo, and the second level is the clan leader, who leads three to five clans. This leadership structure
generates an organized command system for natural resources management. The decision-making process
is usually done through a meeting in Obhe (one of Papua's traditional halls), attended by representatives
of all clans. The decision is made by Ondofolo, after considering recommendations from the Dewan Keret
(the Clan Council). Dewan Keret usually represents the house or elders of clans deemed influential in
each village.
Ondofolo holds authority over various life aspects, including politics, economy, socio-culture, and
village security. Therefore, the sago development program should be approved/consented to by Ondofolo,
although the program operation is exercised by each clan under the supervision of clan leaders. Ondoafi is
viewed as the dignity of a village, and it is usually marked by Obhe and Yauw (a field in front of
Ondoafi's house) and the ondoafi leadership structure. Community life in every natural resource
management and utilization program is normatively determined through a participatory assembly of the
village's council. The value system of indigenous people depicts the implementation of sustainable sago
resource management and utilization at the village policymaker level.
Sago contains social values. It is a natural resource managed as customary ownership and family
dignity that should be protected and used sustainably for the next generations. From an economic lens,
sago serves as the source of family livelihood. Sago also has cultural values. It is the main food that
should be present in every traditional ceremony, dowry, and community meeting.
Sago forest and plantation in the customary area of the village have a high plant density, yet it is still
utilized sub-optimally due to local people's lack of ability, poor technological innovation, lack of capital,
agribusiness management, and business institutionalization.

3.6. Business Analysis

In order to create a sustainable sago development program in sago-specialized villages, a feasibility
analysis of the micro-scale of raw sago production, starch production, and sago cake businesses was
made. The feasibility analysis was done by examining costs and revenues.
Each sago palm tree produces 12 - 20 sacks of raw starch, or equal to 140 to 400 kg of raw starch/tree.
The cost consists of processing machine rents, equipment, and containers, while the variable cost consists
of sacks, fuel, consumption, chopping fees, and sago squeezing fees.
The annual raw sago production cost is Rp. 37,250,000/year, with a selling price of Rp. 250,000/sack
of raw sago, the revenue may range between Rp. 90,000,000 - Rp. 110,000,000/year, and after deducted
by the production costs, the net revenue will be Rp 57,750,000 - Rp. 72,750,000, with an R/C ratio of 2,4
– 2,9; the break-even point of 211 sacks is 291 sacks/year. The break-even selling price is between Rp.
146,527 - Rp. 165,340, as shown in Table 2.
Table 2. Raw sago production business analysis.
Description Volume Total (Rp)
1. Costs
Fixed cost 14,850,000
a. Sago processing machine rent cost /production/tree 500,000
b. additional tools (machete, 1 package @Rp. 2,000,000 2,000,000
Crowbar, cart, working tools
(i.e.,bucket,bowl)

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IOP Conf. Series: Earth and Environmental Science 1192 (2023) 012054 doi:10.1088/1755-1315/1192/1/012054

Description Volume Total (Rp)

d. Starch processing tools 1 package @ Rp.1,250,000 1,250,000
(Container etc.)
Variable Cost 22,400,000
a. Sack 1000 x Rp.3000 3,000,000
b. Fuel 24x20 ltr x 7000 1,400,000
c. Consumption 24x500.000 7,200,000
d. Chopping and squeezing fees 72 x Rp. 150,000 10,800,000
e. Additional equipment costs 1 package/year Rp. 1,000,000 1,000,000
Total Cost 37,250,000
2. Revenue 90,000,000 to
110,000,000,-
a. Wet/raw sago starch 24 times x 12 - 20 sacks of raw starch @
Rp.250,000,000/sack (360 sacks - 480 sacks).
a.360 sacks @Rp 250,000=Rp. 90,000,000
b.440 sacks @ Rp.250,000=Rp.110,000,000
b. Income Production revenue - total cost 52,750,000 s/d
72,750,000
R/C 2.4-2.9
Production BEP Rp. 52,750,000/ Rp.250,000 s/d Rp. 72,750,000 211 to 291 sacks
/Rp.250,000
Price BEP 52.750.000/360 sacks to 146,527 to
72,750,000/ 440 sacks 165,340
Source: Primary data processing
Sago starch production revenue was calculated by estimating the equipment’s lifetime. Thus, the R/C
ratio was 1.6 with am break-even point of sago starch flour of 1,236 kg. The break-even selling price was
Rp.21,600. Table 3 below presents the analysis of the sago starch production business.
Table 3. Sago starch production business analysis.
Description Volume Total (Rp)
Cost
1. Fixed cost 2,000,000 (1,000,000)
a. Sago drying rack 1 package of drying rack 1,000,000 (2 years)
500,000
b. Drying equipment, 1 package @Rp. 1,000,000 1,000,000 (2 years)
Bucket, bowl, etc. 500,000

2.Variable Cost 41,200,000

a. Purchasing raw sago 100 sacks x @ Rp. 250,000 25,000,000
a. Container sack 100 units x Rp.3.000 450,000
b. 1 kg of plastic packaging 2000 units @ Rp.250 250,000
c. Worker fees 10 workers X Rp. 1,500,000 15,000,000
d. Other equipment 1 package Rp.500.000 500,000
Total Cost (Fixed cost + Variable 43,200,000
cost)
Revenue
a. Sago starch/flour 2000 kg of dry starch x Rp. 35,000 70,000,000
b. Income Production revenue - total cost 70,000,000-43,200,000
=26,800,000
R/C 1.6
Production BEP Rp. 43,200,000/35,000 1,234 Kg
Price BEP Rp. 43,200,000/2000 kg Rp. 21,600/kg
Source: Primary data processing

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IOP Conf. Series: Earth and Environmental Science 1192 (2023) 012054 doi:10.1088/1755-1315/1192/1/012054

Similar to the previously described analysis, the analysis of the sago cake business producing cookies,
sago pearl, and sago brownies was also made for each production phase. This is done considering that
sago cakes are not produced on annual basis like raw sago and sago starch. After deducted by production
costs, the microscale sago cake business revenue was Rp. 3,650,000/Production, with an R/C value of
2.43, as presented in Table 4.
Table 4. Sago cake business analysis.
Description Volume Total (Rp)
Cost
1. Fixed cost
Processing utensils for food and cakes, and 1 package 3,000,000
other equipment (economic life time of 3 years) 1,000,000

2. Variable Cost
a. Sago flour 1 package 500,000
b. Other ingredients (egg, butter, milk, etc) 1 package 1,500,000
c. Plastic packaging 1 package 100,000
d. Workers’ fee 3 workers @Rp. 150,000 450,000

Total cost (1+2) for each production 2,550,000

Revenue - 10 Brownies packages @ 1,000,000

Rp.100.000

- 100 packages of 100gr 3,500,000

cookies @ Rp. 35,000
- 100 packages of 50gr sago
pearl @ Rp. 20,000
2,000,000
Revenue 6,200,000
Net income 3,650,000
R/C 2.43
Source: Primary data processing

3.7. Sago management and utilization policies

By declaring sago as Jayapura Regency’s leading commodity, this plant is expected to bring sustainable
socioeconomic, and ecological benefits to local people’s welfare. Jayapura regional government should
provide its support through its policy on sustainable sago utilization and management. Table 5 below
displays Jayapura regency’s policy on sago development.
Table 5. Jayapura regional government's sago management development.
No. Policy Action Plan Scope Responsible Institution
1. Declaring sago as 1. Review documents Papua Regional Development
regional priority 2. Enacting governor agency, Provincial
regulation on sago Development Agency, Public
development and Private Higher Education
3. Socialization of sago Institution (Uncen, UOG,
development Univ Musamus, Stiper, etc.)
2. Sago farmer 1. Facilitating village- Yoboi Village Related Agencies, Regional
institutionalization owned enterprise and other government, State-owned
establishment potential enterprises, Private parties
2. Sago cooperative villages in
establishment Jayapura
3. Farmer association's Regency
capacity development
4. Partnership

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No. Policy Action Plan Scope Responsible Institution

3. Sago production 1. Facility and Potential Agricultural and Farming

improvement infrastructure villages Agency, Trading, Industry,
development and sago and Cooperative Agency,
2. Intensifying sago production Private Companies, State-
forest management center owned Enterprises
3. Sago land
extensification
4. Promoting sago 1. Sago-based food Jayapura Tourism Agency, Trading
development diversification Regency Agency, Industry and
through sago-based 2. Sago-based menu and Papua Cooperative Agency, PHRI,
local food creation competition Province RRI, TVRI, and other mass
development. 3. Sago eating media.
movement
4. Sago community
development
5. Sago song creation
competition

The sago commodity development policy is implemented through sago land arrangement, the
establishment of a farmer group, and the arrangement of 200 Ha of sago land, consisting of a) blocking,
b) making a blocked road, c) tree thinning, d) sucker thinning, e) insertion and f) weed control. In addition
to these activities, sago-based food product development and employment absorption were also done.
This implementation may affect local people’s economy and welfare. Although the implementation has
not been on a massive scale, it serves as a strategic step to developing a sago-based agribusiness unit.
Sago utilization and management in sago-specialized villages in Jayapura mainly aim to 1) realize
sociocultural and economic independence, 2) establish an autonomous, sustainable, and responsible local
food resource management, 3) encourage sago development through a sustainable cultivation system, 4)
conserve the ecosystem and superior sago varieties, and 5) obtain an effective technique to utilize sago.
Sago management is carried out based on the land potential and capacity to ensure food availability at
high quality and competitive prices. In this manner, sago commodity development may significantly
affect local people’s welfare as they are provided with supportive infrastructure, business management,
innovative technology, and partnership with various stakeholders [12].
Sago commodity management and utilization mainly aim to ensure natural and sago ecosystem
sustainability by implementing balanced utilization of sago resources as a support system and
socioeconomic capital of the local community. Sago commodity management may promote local people’s
active participation throughout the preparation, implementation, and evaluation stages sustainably.

3.8. Sago management policy direction

From economic lenses, sago contains direct and indirect values. The former includes sago biomass that
can be used for food purposes. Regarding the latter, sago is useful for O2 producers, water reserve,
erosion/abrasion barrier, ecosystem, and habitat for animals and plants living in the sago ecosystem. This
plant also contains hereditary values for the local community. The policy direction is aimed at supporting
sustainable sago development as a leading commodity of Jayapura Regency. Following the SWOT
(Strenght_Weakness; Opportunity_Threat) principles, the sago development policy in the producer
villages include :

a. Appointing sago villages

A village is appointed as the sago village based on regional government regulation. This village
serves as a model of sago agrotourism. Therefore, it is important to provide such a village with sago
cultivation innovation, sago-based food product bioindustry, and sago-cattle integration that could be

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IOP Conf. Series: Earth and Environmental Science 1192 (2023) 012054 doi:10.1088/1755-1315/1192/1/012054

developed according to the local people’s capacity. The village model also develops a superior sago
nursery that has been registered to PPVTPP (Center for Plant Variety Protection And Agriculture
Licensing) by opening 10-50 ha superior sago seed as a collection of superior sago variety germplasm in
each potential village. By arranging nursery land, agrotourism development could be supported by the
local community. The land area of the sago nursery was 50 ha, and agrotourism development, which is
done based on sufficient preparation, proper management, and followed by a clean environment may
draw potential visitors.

b. Sago-based small-scale business development

Sago is a healthy food commodity that could be turned into various products using food and non-food
technological innovation preferred by the market. Local people/farmers have an opportunity to address
an environmental issue by delivering healthy, waste-free food and non-food sago products. The
development of local foods in sago-specialized villages could be exercised through continuous guidance
and market facilitation, including simple business permits, access to capital, and business promotion.
Small-scale businesses in sago villages may include sago flour, sago cakes, sago noodle, etc. Non-food
sago-based products that could be developed in a home-scale business include growing media, fertilizer,
charcoal, bio-foam, fish food, and sago waste-based farming. This program could be developed through
continuous guidance for the small-scale business, by focusing on local champions by involving church
figures in the developed village.

c. Sago variety conservation

The increasing sago land-use change is a threat to local food resource sustainability. Sustainable
development should be based on ecological, social, and economic balance principles. As a strategic food
source, superior sago varieties should be conserved to ensure optimal, sustainable sago development. As a
genetic resource, sago plays an important role in ensuring the sustainability of other life aspects, including
ecological, economic, and cultural aspects. Genetic resources are closely associated with food security,
environmental sustainability, sustainable development, and the economy [13].
Regarding sago management policy in sago-specialized villages, the sago plant and ecosystem
conservation programs should be prioritized by cultivating several superior sago varieties, such as Yebha,
Rondo, Phara, Dowbetha, etc. Papua hosts various potential sago varieties, including Osoghulu, Ebesung,
Yebha, Follo, Wanni, and Yagholobe. These varieties exhibit different production potentials, ranging
from 150-200 kg of wet starch/tree. Before determining the sago conservation area, it is necessary to
establish a village regulation and prioritize unused lands. A sustainable sago utilization will likely
improve local people’s welfare.

4. Conclusion
Market institutionalization and sociocultural supports play important roles in accelerating the sustainable
development of the sago palm plant as Jayapura regency’s leading commodity. In addition, small-scale
sago processing businesses, starch processing businesses, and sago cakes were found to be feasible, as
indicated by R/C>1, and sago commodity development is directed to the appointment of sago villages, the
establishment of micro- and small-scale sago-based businesses, and cultivation of superior local sago
varieties.

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