The first day I started assuming the position as the director of The SMERU Research Institute in August 2009, I was no stranger to the Institute and its staff. I was already familiar with the inside and outside of the organization. I had been a researcher at SMERU since its establishment and was appointed the deputy director in March 2003. Nevertheless, these facts did not allay the big apprehension I was filled with in the early days of my SMERU directorship for several reasons.

First, I replaced Sudarno Sumarto, fondly called Mas Darno by many of his friends, who had built a strong foundation for SMERU. In just nine years, SMERU had developed into a nationally and internationally well-respected research institute focusing on socioeconomic issues. It would be very difficult for anybody who replaced him to maintain his achievements. Second, despite its success in producing high quality research outputs and influencing socioeconomic policies, SMERU is still financially vulnerable. At the beginning, it was fully supported by a core funding provided by the Australian Agency for International Development (AusAID). Overtime SMERU has been able to diversify its financing sources, reaching around a half of its total financing, by taking research projects from various international organizations as well as winning internationally competitive research grants. However, the role of core funding is still pivotal for SMERU operations as around a half of its funding comes from this source of funding. Without it, it would be very difficult for SMERU to continue its existence. On the other hand, there are reasons to be optimistic about the future of SMERU. First, Mas Darno is still very much part of SMERU. He has been appointed a Senior Research Fellow, the highest rank for a researcher at SMERU, and will be able to continue to contribute his thoughts on how to develop SMERU further. Second, the staff—the most important resources behind SMERU’s success—remain intact. I have full confidence that the highly qualified SMERU staff will remain committed to their idealism and work together to develop SMERU further as a strong and excellent research organization. Third, SMERU stakeholders also remain committed to continuing their supports for SMERU. Many of them share our belief that in its struggle to develop the social welfare of its people, Indonesia needs strong and capable research organizations like SMERU.

Realizing that it is almost impossible for me to manage SMERU by myself, the first decision I made as the director was to appoint a deputy director. After careful consideration, I chose Widjajanti Isdijoso, more widely known as Anti. Also an insider to SMERU, Anti joined the Institute in 2003 and has been instrumental in leading several major studies, particularly those with qualitative nature. This complements my own background in research, which is more leaning towards quantitative studies. Moreover, her appointment has created a gender balance at the management of SMERU. This will hopefully improve the gender balance perspective of SMERU as an institution, including in its research.

The first decade of SMERU operations was guided by its Vision 2010, whose objectives have been largely achieved. For the next five years, SMERU is developing a Strategic Paper 2010–2014. To guide its research topics selection, SMERU is also developing a Medium-term Research Plan. Both will be finalized in 2010 and become the guidelines for SMERU operations during the next five years.

Finally, I would like to thank the SMERU Board of Trustees for their trust in me, appointing me the director of SMERU for the period of 2009–2014. I would also like to thank SMERU staff for their support to my appointment. Last but not least, I would like to convey my gratitude to SMERU stakeholders, which have been welcoming me in my new position. I realize that SMERU will be able to continue its success to the future only with your support