Annual Report 2014 YSKK

Annual Report

2014

SATU KARSA KARYA FOUNDATION

Singopuran Rt.02/V No.103 Kartasura, Surakarta 57164 Central Java - IndonesiaPhone: +62-271-7003159; Fax: +62-271-781724e-Mail: [email protected]: www.yskk.org | www.awasibos.org

SATU KARSA KARYA FOUNDATIONCommunity-Change Innovator

Table ofContent

Preface 1Who We Are 4Our Scope of Works 5Where and How Do We Work 7What are The Results of Our Work 8

1. Strengthening Women In Local Politics 92. Developing Early Childhood Education Centre (PAUD)

That Based On Local Culture 123. Community-Based Monitoring School Operational Aid (BOS) Fund 154. Building Woman’s Independency Through Cooperative 19

What Kind of Publications Product and Publication Media That We Make 22

1. Knowledge Product 232. Publication Media 25

Who Support Us? 26How Do We Manage Our Organization? 27What Are the Challenges That We have to Deal? 30

“Existence Examination”

For Indonesian people, 2014 become an important milestone from the history of

this nation. There are so many great and interesting things that happen in this year,

started from democration party (general election) which resulted in people's

representatives in the parliament (DPR, DPD and DPRD) and the presidential

election. Although those events have been already done several times ago, but the

political frenetic was still continued until the end of 2014. Many kinds of these

events become historical plot of this nation in finding its existence in the

democration era. The existence of a democratic nation that justice and makes all of

the citizens welfare.

Although it was not at the same time, the birth of YSKK 13 years ago was inspired

by the spirit of reformation movement that initiated by civil community and

college students in 1998. The goal of this movement was to establish a justice and

welfare nation through democratic ways. As a part of democracy pillar, the growth

of Civil Society Organization (CSO), including YSKK, is a necessity.

Preface

4. Strengthening teamwork ability and

solidity

Civil society organization (CSO) needs to

improve its expertise and skill of its teamwork

according to the challenges. Capacity building

needs to be done with approach and

appropriate ways and more preferred to

strengthen alignments, knowledge, and skills

to do the work of change. Project management

skills are not considered as the primary goal.

Therefore, capacity building through trainings

is not enough, it needs to combine with other

method that is more appropriate, such as

social analysis practice, organizational

practice to grow people's critical awareness,

apprentice, etc.

5. Improving inclusive organizational culture

Vision organization and organization internal

systems needs to be based on values for the

growth of organization culture which oriented

on social transformation. These organizational

values and culture become ethical code and

soul for every organizational struggle

movement which are integrated into every

action of all organizational elements and

programs. Organization inclusivity needs to be

strengthened to guarantee culture of

organization that democratic, open and

accountable.

6. Strengthening system for the sustainability

of organization funding

Resources sustainability system reinforcement

needs to be done to strengthen sovereignty

and to support the sustainability of ides and

work of change. Management system needs to

be established as organizational management

system so organization has strong strategic

directions and its sustainability. Strategy

policy and planning that is especially for the

organization resource sustainability have to be

prepared systematically by considering

accurately the chance and potential of the

organization.

Some steps from Civil society organization

(CSO) and have proven to be quite succeed

during this time for example: First, applying

policy and establishing system to strengthen

organization endowment fund to support

thEntering the 16 year of reformation era and the th13 year of YKK's existence, this year become the

year of examination of the consistence of choice how to be a nation and how to be an organization in realizing a better future goal change. For YSKK, 2014 has given many important learnings of how to become organizational changes through a sovereign and democratic organization. There are at least 7 important efforts that are continually done to move forward the role and sustainability of Civil Society Organization (CSO) in the work of change:

1. Strengthening transformative leadership

capacity in organization

Civil society organization (CSO) needs to

develop organizational system that supports

the development of leadership that has

foresight and strong goals about changes and

can inspire many people. Organizational

system needs to be developed to give creative

space for all people who support and involve

in it based on voluntarily to fight for social

change. Transformative leadership can be an

effective trigger of change and also be an

inspiration for the change that is fought for.

2. Strengthening vision as organization of

change

Vision of an organization need to be confirmed

and organized as goal and change that is

fought for. Organized vision can be guidance

star of foresight goal of change in promoting

democracy, civil's rights and avoid

organization from thinking and acting

pragmatism. By only always strengthen its

vision, organization will always relevant with

the current development (available context,

challenge and opportunity).

3. Strengthening strategic plan for change

Strategic plan for change has important role as

organization real ground work in giving

contribution for social change. Strategic plan

supports organization to focus and consistent

in its work according to the mandate and

competence with effective and efficient ways

to reach the change strategic goals. It also

measure how far the organization gives

contribution for the future goals that are

fought for. Therefore, organization also can be

spared from short project work orientation.

Yayasan Satu Karsa Karya | Laporan Tahunan 2014

2

(*) Handoko Soetomo-Consultant Member REMDEC (Resource Management and Development Consultant)

development. Therefore, civil society organization (CSO) can keep renewing itself and develop as learning organization so the existence will always be needed and relevant with the developing challenges and chances.

2014 will be ended soon and we will be headed 2015, but it does not mean that the challenges that will be faced by YSKK will decrease. The challenges will be more complex along with the dynamic that happen in the community. Therefore, YSKK will be charged consistently to forward step as organization of change so that can respond well the dynamic in the community as the tagline of YSKK “Community change innovator”.

Regards Innovators

Kangsure Suroto

Director

liquidity and welfare of its activists. Second,

conducting public fundraising and

establishing cooperation with many parties as

far as they are not on the contrary with

organization basic values and visions. Third,

developing diversity of funding sources

proportionally by prioritizing local funding

sources so the organization not completely

depend on one funding source. Fourth,

developing business that already owned with

community and managing it professionally

with principles for mobilization of local

funding sources for strengthening the

organization funds. During the past few years,

this kind of business model has developed in

many villages. This business model also can

grow the economy of rural community.

7. Strengthening management of sustainability knowledge and learningFinally, the organization needs to build system for managing knowledge and learning from its work so that the organization can keep renewing and improving theory of change from the real success experience. By those real success experiences, civil society organization (CSO) can give meaningful contribution and can play integral role sustainably in the

Satu Karsa Karya Foundation | Annual Report 2014

3

Who We Are

atu Karsa Karya Foundation (YSKK) is an non-governmental organization that was born on 12 May 2001 in Surakarta - Central Java. It was founded by a group of community Sempowerment activists as a form of participatory in nation building. YSKK is an

independent organization that is not affiliated with government, political party, tribe, religion, or any party.

YSKK emerged and declared it self as an organization that works “for” and “with”

marginalized-powerless people especially women and children in order to make them

empowered and capable of fulfilling their basic rights: economy, social, politic, and culture.

Our vision is agent of changes for marginal community to be independent and welfare. And

our mission are: (1) Empower marginal community especially women and children. (2)

Become friendly home for community changes innovation.

Our strategy to achive those vision and mission are: (1) organize and improve women

capacity; (2) organize resource and financial resource to supporting organization program

implementation; (3) develop integrated social entrepreneur within the program; (4)

knowledge and organization experience's management as organizational asset; (5) develop

cooperation and wider network with other parties; (6) optimize function of mainstream and

alternative media to supporting program activity.

Our ScopeOf Works

Women Leadership Program

Democracy Economics Program

Education Program

Knowledge Management Divission Administration, Personnel and Accounting Divission

STRATEGIC PLAN - SATU KARSA KARYA FOUNDATION 2013 - 2015

6

Objective of data and information management division is to develop, document and widespread YSKK's knowledge and experience about community-change innovation.

Special purpose of data and information

division management:?Processing YSKK's program knowledge

and experience to be innovation model for community changes

?Making documentation of program knowledge in many kind of forms:books, films, bulletins,articles,etc,

?Spreading program knowledge and experience through alternative and mainstream media.

n general, the objective of women leadership program Iis to increase women's

capacity and role in strategic publis scope.

Specific objective: ?Increase quality and quantity

of women's role in development process.

?Help creating condition that support women's leadership.

?Document and widespread knowledge and experience about women's leadership development.

eneral objective of democracy economic Gprogram is to increase

community's welfare through women based democracy economics development.

Specific Objective:?Grow and develop micro

business women and women cooperative.

?Help creating condition that support women-based democracy economics development.

?Document and widespread knowledge and experience about women-based democracy economics

General objective of education program is to increase children's life quality through qualified and general education service.

Specific Objective:?Increase community's ability

and role to help completing qualified and equal children's education service.

?Prompt policy which guarantee qualified and equal children's education right.

?Document and widespread knowledge and experience about education program.

VISION : Agent of change from marginal community to be independent and welfare.

MISSION : 1. Empower marginal community especially women and children.

2. Become friendly home for community changes innovation.

eneral objective of this division is to increase organization management to Gbe more effective and efficient in

reaching organization vision and mission.

Special purpose of Administration, Personnel

and Accounting division:?Improving administration management of

financial n organization that accountable n transparent according to PSAK (Guidelines for Financial Accounting Standards) number 45,

?Improving executive committee's performance system

ntil 2014, program area scope of YSKK (finished program and running program) are in 5 provinces (Central Java, Yogyakarta, Lampung, NTT & NTB), U13 regencies/municipalities (Surakarta, Sukoharjo, Karanganyar, Boyolali,

Gunungkidul, Sleman, Bandar Lampung, West Lampung, West Lombok, Central Lombok, East Lombok, Mataram, Kupang Regency and Kupang Municipality), 19 subdistricts and 49 villages.

he aprroach that we use in doing work of change with the community is based on the potention that owned by the community itself. Generally, strategies that we use Tare: a) organizing community through conmunity organization and knowledge, skill

n attitude transformation; b) facilitating the formation of network (relationship) between community organization, government, legislative and other related sides; c) ensuring condition and situation that possible for community empowerment through policy and regulation

Where Do We Work

How Do We Work

Keterangan:Grassroot Economics Program - Women Entrepreneurship DevelopmentEducation Program - Community-based ECDC institution developmentEducation Program - Community-based BOS fund monitoringWomen Leadership Program - Reinforcement of women representation in politics and village developmentEducation program-integration of gender education at school

Lampung

DI. Yogyakarta

JATENG

NTT

NTB

7

What are The Results of Our Work

in 2014?

SKK's assistance program in Gunungkidul regency actually had been started since Y2009 with 6 assisted villages. Program in

2014 is a continuation and also extension from previous program. Target groups and also direct beneficiaries of this program are the boards or the cadres of Family Welfare movement (PKK) and women organizers in village government (village officials, village consultative body (BPD)). During 2014, there are 588 women who become direct target of the assistance program through many kinds of activities.

This program started from the need about the

importance of woman's representation in the

development process, politics and village

government. Why? Because until now, data and fact

show that there is still wide imbalance between

man and woman in fulfilling their basic rights

(economics, social, culture, civil and politics).

Democracy system is presented and chosen by

Indonesian people as means to realize the

fulfillment of their rights (economics, social,

culture, civil and politics) with quality and

equitable. Democracy system also ensures

participation of all citizens in the development

process without any partition (gender, social-

economy level, tribe, religion, political view, etc).

Meanwhile, village has strategic role in the

government management in Indonesia especially

in strengthening the democracy foundation. That's

because village is government organization that

the range is the nearest with the society. This is

also confirmed in constitution number 23 of 2014

(UU no 23 tahun 2014) about government village

and more confirmed in constitution number 6 of

2014 about village that is promulgated on January th15 , 2014.

The program location is in Gunungkidul Regency- Yogyakarta which included 20 villages in 6 sub district. They are Sub district Semin ( Sumberejo village, Rejosari village, Candirejo village, Karangsari village, Semin village, Kemejing village, Kalitekuk village), Sub district Ngawen (Kampung village, Sambirejo village, Watusigar village, Beji Village), Sub district Tanjungsari (Kemiri village, Kemadang village), Sub district Tepus (Tepus village, Kemadang Village), sub district Karangmojo (Ngawis village, Karangmojo village, Jatiayu village), Sub district Nglipar (Natah village).

1. Strengthening

Women in Local Politics

9

Participants of Women's Leadership School presented the results of the discussion groups on Opportunities and Challenges for Women in Politics and Governance

Village.

Generally, program's achievements in 2014 are:

a. There are 32 women/young cadres of Family Welfare movement (PKK) and

women organizers in village government who graduate from Women's

Leadership school (SKP).

b. There are 31 women who become Facilitators of women's politics

education.

c. There are 5 women who are ready to go to the village election, village

government apparatus and the member of village consultative body (BPD)

in 2015.

d. YSKK's policy brief become reference materials for the revision's drafting of

local regulation (perda) about village elections and the formation of village

consultative body (BPD). YSKK also becomes part of regulation drafting

team initiative-local regulation (perda) about village elections and the

formation of village consultative body (BPD)

e. The evaluation results about village government member fulfillment in

Gunungkidul regency during 2012-2013 have been conveyed to the regional

secretary of Gunungkidul regency. The evaluation results show that the

fulfillment of village government member is detrimental to women.

f. Women's leadership school (SKP) program is declared as the only

innovative program in Gunungkidul regency from the ministry of women's

leadership and children's protection in the valuation of “Anugerah Parahita

Ekapraya Utama” in 2014.

g. TAPA (Women and Children's advocating team) assistance and TIFA

(Advocating and Information team) activities which are initiated by YSKK in

15 villages included in the work program of BPMP (Community

empowerment agency) and KB (family planning) of Gunungkidul regency in

form of training packages and coordination meeting facilitation every 3

months during 2014.

Strategies for this program are:

Achievements:


10

Women organizingFamily Welfare movement (PKK) consolidation, ToT for women politics education facilitator, Women leadership

school (SKP), Creative advocacy training, TAPA (Women and Children’s advocating team) assistance and TIFA

(Advocating and Information team) coordination, activists network of Gunungkidul (JAG) consolidation

Policy advocacyCase study of village head election organization

and of village consultative body (BPD) formation, policy brief development, public

discussion, audiences with executive and legislative.

CampaignThe campaign is in form of Press conference, radio

broadcasting, calendar and T-shirt making, social media optimization.

What Did They Say?


““We really hope that YSKK and government of

Gunungkidul can give more training for us, the member of TAPA (Women and Children's advocating team) assistance and TIFA (Advocating and Information

team) about violence victims management, so we can be more skillful to all units of violence victims

management” Wakiyem, member of TIFA (Advocating and Information team) of Ngawis village, sub district

Karangmojo, Gunungkidul regency.

““It will be better if YSKK also assists in the preparation

of village discussion and village government-village consultative body (BPD) preparation meeting, so the

process will be smoother, not just on its own way because there many members who grouse outside the

forum because they feel disappointed.” Canisia Martini, member of village consultative Body (BPD) in

government sector, Sambirejo village, sub district Ngawen, Gunungkidul regency.

“Please, YSKK tells the government of Gunungkidul so that all member of TAPA (Women and Children's

advocating team) assistance and TIFA (Advocating and Information team) are given clear status in village, are improved the welfare and are given

education to handle violence case, so all members can be more high-spirited at work,” Murjikem,

coordinator of TAPA (Women and Children's advocating team) assistance and TIFA (Advocating

and Information team) of Gunungkidul regency.

“

““Family welfare movement (PKK) in village need assistance to make better programs in 2015

because large amount of village fund and this fund has to be used well by women, “ Giyarni,

Family welfare movement (PKK) cadre of Sumberejo village, sub district Semin,

Gunungkidul regency.

11

egulation number 20 of 2003 (UU no 20 tahun 2003) about national education Rsystem stated that “Early childhood

education is a guidance effort for newborn until 6 years old children which is done by giving education stimulation to help physical and spiritual growth and development so that children ready to enter further education.” Next it is also stated that Early Childhood Development Center (PAUD) can be held formal education (kindergarten), non formal education (Daycare, playgroup, etc) and informal education (through family education or environmental education).

Although government has made many kinds breakthrough of policies, programs and budgets, but Early Childhood education Center (PAUD) still has to faced many challenges, for example related with the average of Rough Participation Number (APK) of Early Childhood education Center (PAUD) nationwide is still low that is 53,70% (in the end of 2009), meanwhile the target of Rough Participation Number (APK) in 2015 is 75%. Besides, there are problems of content standard and approach of Early Childhood Development Center (ECDC) activities which are still going on the pros and cons.

In 2009 YSKK initiated Early Childhood Development Center (ECDC) program in Sukoharjo regency. At that time, the program was designed to extend the access for early childhood to get service in Early Childhood Development Center (ECDC) that is managed by society independently. There are 3.612 early children who lived in sub district Weru (program location) and estimated there are only1.300 children (36%) who got service from Early Childhood Development Center (ECDC).

Quantitatively, the growth of Early Childhood Development Center (ECDC) in 2014 is quite encouraging; however the number is still far from ideal need. In Sukoharjo itself, for example, at this time there are 356 formal Early Childhood Development Center (ECDC) and there are 249 nonformal Early Childhood Development Center (ECDC). (Source: education Department of Sukoharjo regency, 2013)

Referring to that development, the focus of YSKK's assistance in 2014 is integrating local culture (traditional games and songs) in Early Childhood Development Center (ECDC) activities. Besides that, YSKK keeps monitoring the implementation of previous initiative which is related to business unit of Early Childhood Development Center (5 ECDC) as on e of their independent fundraising source). There are 10 nonformal ECDC in sub district Weru, sukoharjo regency which get special assistance from YSKK. They are, Taman pintar Nurul ilmi, Taman pintar Pamardi Yoga, Taman pintar Candi Asri, Taman pintar Nurul Amal, Taman pintar Permata Hati, Pos PAUD Mawar Biru, Pos PAUD Mawar, Pos PAUD Cahaya Hati, Pos PAUD tawang Indah and Pos PAUD Aisyiyah.

2.Developing Early

Childhood Education Centre

(PAUD) that Based on Local

Culture

12

Direct beneficiaries of this assistance program are 304 early children in 10 Early Childhood Development Center (ECDC). While, the target of this program are the teachers, superintendents and the boards of 10 Early Childhood Development Center (ECDC). The number of them is 64 people.

The achievements of this assistance program in 2014 are:

a. There are 304 children who got

service from 10 ECDC.stb. Module (1 draft) of local culture

integration in ECDC's activities

has been compiled and

distributed.

c. 10 ECDC had implemented local

culture integration in ECDC's

activities.

d. Book of Assistance Program

experience entitle “Membangun

PAUD Berbasis Masyarakat” has

been distributed.

e. 4 business unit of ECDC had run

well and can give contribution for

operational fund of ECDC.

13

Pengembangan Modul

Workshop dengan melibatkan praktisi dan regulator (Dinas Pendidikan).

Pendampingan Tehnis

Fokus pada implementasi modul, unit usaha & kelembagaan.

.

Seminar “Synergy in Establishing Community-based ECDC”, Surakarta, April 15, 2014

Mini Workshop “ECDC’s Activity Guide Based on Local Culture”, Sukoharjo, September 2014


Strategies of this program are:

Capacity building for the teachers and the superintendents of Early Childhood Development Center (ECDC) through ToT, seminar,

Campaign for parents and ECDC's activists through radio broadcasting, talkshow, social media and mainstream media.

Network reinforcement through regular coordination with government, Himpaudi and ECDC's activists.

Technical assistance and monitoring through regular field visit to ensure the activites in Early Childhood Development Center (ECDC) runs well.

What Did They Say?


14

““Training and workshop from YSKK are very

helpful in managing ECDC. There is also fund to support the implementation of learning activity. It

needs to add more training or workshop and for training or workshop which is related with local

culture needs to present local figure.”Muji Lestari, teacher of Pos PAUD Mawar Biru

Jatingarang Village

“ “It is very impressing, although I am a new teacher, I think YSKK assists 5 ECDC patiently, carefully and

without any complaints. YSKK still wants to bring us forward without complaining although the condition of woman who sometimes difficult to be directed into better direction. YSKK always supports us and never

gives up. I like it.” Rahmasari Mega Angkasa, Secretary of HIMPAUDI sub district Weru/ teacher of Taman Pintar candi

Asri.

"Aisyiyah" ECDC feels very lucky become one of ECDC which gets assistance from YSKK. Because, we get not

only support in form of fund and educative props which are very useful for children, but we as teachers who apparently lack of experience and education also

get trainings to improve our knowlegde. So we can improve variation in learning activity in our ECDC.” Miftahur Rohmatun, teacher of "Aisyiyah" ECDC in

Karakan village.

“

andate in Constitution number 20 of 2013 in article 6 paragraph 1 about Mnational education system stated that

every citizen of 7-15 years old is obligated to follow basic education. Article 34 paragraph 2 stated that government guarantee the implementation of compulsory education at least basic education level without charge, while in the paragraph 3 stated that compulsory education is nation's responsibility which is held by government's education institution, local government's education institution and society. The consequence of this constitution is that government must give education service for all students start from basic education level (elementary school and junior high school) and also other equivalent education units.

There are 2 strategies done by government to carry

out the mandate, first: budget allocation policy for

education is minimum 20% in national and

regional level. This policy effects on the increase of

education budget significantly. During period of 12

years, the spending of this sector increased 5-8

times, from Rp42,3 trillion in 2001 (12%) become

more than Rp200 trillion in 2009 and Rp331,8

trillion (20%) in 2013. Second, government has

made 4 main schemes to fund Compulsory national

education (WAJARDIKNAS) program, they are: (a)

School Operational Aid (BOS) which is intended to

fund non operational personnel in education unit

level; (b) Special Allocation Fund (DAK) in basic

education sector which is intended to fund non

personnel infestation (infrastructures and

facilities) unit level; (c) teacher's certification fund

which is intended to fund personnel operational

(teachers); and also (d) Poor Student Aid (BSM)

which is intended to fund students' personal funds.

Although nominally, the allocation of school Operational Aid (BOS) fund is not bigger than other fund, such as teacher's certification, but school Operational Aid (BOS) fund is quite strategic and more familiar in the society because it is related directly with the beneficiaries, which are students. The allocation of school Operational Aid (BOS) fund program in 2013 is Rp.23,446 trillion with the amount unit fund for elementary school (SD)is Rp.580,000/student/year and for junior high school (SMP) is Rp.710,000/student/year. Unfortunately the support of school Operational Aid (BOS) fund is not directly reduce the burden of educational cost which must be paid by parents. Many kinds of levies or donation are still happened in most of school with excuse that school Operational Aid (BOS) fund is not enough. Ironically, most parents do not know the amount of school Operational Aid (BOS) fund that is accepted by school and its use. In fact, in some school, only the headmaster and the treasurer who know the use and the accountability of school Operational Aid (BOS) fund. This is exactly said by one of state senior high school teacher and also agreed by other teachers in the discussion about school Operational Aid (BOS) fund management in Jakarta

thon December 12 , 2013.

3. Community-Based

Monitoring of School

Operational Aid (BOS) Fund

15

“About the management of school Operational Aid (BOS) fund, please ask the

headmaster, the treasurer, and God, because only them who know about it” (RL,

teacher in state Senior High School, Jakarta).

Result of the research which is done by YSKK and Civil Society Organization CSO-Society Movement who care for Education (Gema Pena) in 8 provinces (Central Java, Yogyakarta, West Java, Jakarta, Banten, Aceh, Lampung and East Java) and included 222 schools (elementary school and junior high school) about the management of school Operational Aid (BOS) fund shows that there are still many problems. 87% of schools that become access test location obviously refuse to give information access about school Operational Aid (BOS) fund management document. Accountability of the report is based on the document that are secured is doubtful. For example, concerning with the allocation of RKAS that is not accordant with the technical guidance of school Operational Aid (BOS) and accountability letter, the transaction evident are also discredited such as spending priority, etc. From participation side, the function and the role of school committee do not run well. There are some interesting findings, 62% of school committee members are

from teachers and the membership period of school committee is more than 2 period.

Community-based monitoring program of school Operational Aid (BOS) fund has been initiated by YSKK since the middle of 2012. In 2012 and 2013, the activities are more focused on the research, policy brief making, connection with policy maker, campaign and networking. In 2014, the assistance program that is done by YSKK focused on the development of transparent, accountable and participative management (MANTAP) school model.

There are 6 MANTAP schools model in 3 provinces (Central Java, Yogyakarta, Lampung) which get special assistance from YSKK. MANTAP school assistance is intended to strengthen and widespread good practices that have been already done by those 6 model schools related with management of school operational aid (BOS) fund.

Strategies in this programs are:

School reinforcementMaking Participative planning and budgeting, Making Information service and complaint mechanism, Using

social media for school management

School Committee ReinforcementReviewing the function and role of school

committee, Developing annual work plan, Making participative planning and budgeting.

Network ReinforcementStrengthening synergy of CSO (Civil Society Organization)

movement through Gema Pena (Society Movement who care for Education), CSO (Civil Society Organization) coalition for

education transformation and MPPS (Society who Care for Education in Surakarta)

Campaign and lobbyCampaign through social media, online news portal,

mainstream media and recording video graphic production, Lobby by making policy paper, online

petition and audience to general inspectorate ministry of education and culture


16

Social media Optimalization for MANTAP school training in Surakarta, October 26-30, 2014

Participative school planning and budgeting training in Surakarta, August 26-28, 2014

a. There are 6 MANTAP schools model in 3 provinces (Central Java, Yogyakarta, Lampung) which are ready to be reference for other schools in Indonesia

b. 4 of 6 MANTAP schools model represent Surakarta municipality and Gunungkidul regency in BOS mangement management competition in province level.

c. There is support in form of memorandum of understanding from department of education in 3 provinces of program location to develop MANTAP school development.

d. 6 MANTAP school have participative planning and bugdeting mechanism, information service complaints mechanism and also use social media to support their school management.

e. School committee in 6 MANTAP school model already has strategic pllanning and annual work plan also understand about process of school planning and budgeting process.

f. Results of study and recommendation from YSKK and Gema Pena about BOS management have been delivered and discussed with general inspectorate ministry of education and culture

Achievements:

Building partnership for MANTAP school development seminar in Surakarta, July 2-3, 2014

Satu Karsa Karya Foundation |Annual Report 2014

17

What Did They Say?


“We as school committee feels that cooperation is very important for us. Although we have already done what is

hoped by YSKK, but the committee has not had detail planning. Through this cooperation, we can determine

ourselves as representation of society and parents. Therefore we should maintain and continue this

cooperation. Through cooperation with YSKK, school committee will position as it should be for school's

development,” Drs. Bintoro, School committee head of SMPN 8 Surakarta

“

“In this case, we as DPK (City Board of Education) think how we can have more role especially in one

very noble expectation from YSKK about the school committee so in the future the failure of

BOS is not really happen,” Ismanto, the board od Surakarta Board of education.

“

18

“Cooperation with YSKK has been sought and done, it means that we have to be more willing to manage the

fund.we have to do things that do not violate applicable rules. The effect is we become braver in facing people

who bother us. Yesterday, there were people who wanted to blackmail and menaced to blow up us. One lesson that we get is if we truly do it according to the

principles that is delivered by YSKK,MANTAP(accountable and participative

management).” Purwadi, headmaster of SMPN 16 Bandar Lampung

“

945 constitution especially in article 33 paragraph 1 stated that Indonesian economy 1is structured as joint venture on the basis of

kinship. In the explanation of article 33, stated that society's welfare is priority and not for individual's welfare. The enterprise that appropriate for these statement is cooperative. The explanation of article 33 position cooperative as the pillar of national economy and integral part of national economy management.

By considering the position of cooperative as tated above, so the role of cooperative is very important to grow and develop people's economy potention also realizing democratic life that has feature of democracy, solidarity, kinship and openness.

Actually, if the cooperative principles run well in the life of cooperatives, we are not just only build a better economy life but also more a national and state order of life. Unfortunately, although cooperative has been mandated in the constitution but until now, cooperative has not been able to be people's economy revival movement. We are just helpless againts the free market penetration which is eventually mastering most people's economy until village level.

Data from the ministry of cooperative and UKM (micro credit unit) shows that there is 17,4 % increase of the number of cooperatives from 170. 411 unit in 2009 become 200.808 unit in July 2013.

411 unit in 2009 become 200.808 unit in July 2013. The number of membership also increase 18,8% from 29, 2 million people become 34,7 million in 2009.

On the other side, there are many people who recline people's economy revival through the role of women. Many kinds of society's empowerment whether it is initiated by government, private sector (CSR) or NGO. NGO gives special assistance facility for women enterprise.

Since established until now, YSKK as it mandated

by organization, take role in growing people's

economy trough women's cooperative. Until now,

there are 8 women cooperatives that are facilitated

by YSKK and widespread in some locations, they

are: Lombok-West Nusa Tenggara, Sukoharjo

regency-Central java and Gunungkidul-Yogyakarta.

In 2014, YSKK's assistance activity focuses in 3

women cooperation in Gunungkidul regency,

Yogyakarta. The assistance is intended to

strengthen 3 cooperatives especially from

marketing aspect and also establishing synergy

with village government related with the BUMDes

(Village enterprises). In addition, encourage local

governments and parliament related regulations

and policies that support the growth and

development of social economy.

4. Building Woman's

Independency Through

Cooperative

19

a. The member number of women cooperative increase 19% from 223 in 2013 become 266 in 2014

b. The positive support from government

?1 cooperative (Mitra Usaha Perempuan)

gets Rp 50 million social grant from the

ministry of cooperative and credit micro

business.

?1 cooperative (Mitra Usaha Perempuan)

gets 1 press machine (big scale) and 2 scales

from the department of industry, trade,

cooperative of Gunungkidul regency

?1 cooperative (Sekar arum) gets support in

form of cooperative administration

completeness printing from village

government of Semin

?The head of semin village makes oral policy

about local product protection in retail

store.

c. Financial performance in 3 cooperatives show

great development.

Achievements :

-

20.000.000

40.000.000

60.000.000

80.000.000

100.000.000

120.000.000

140.000.000

160.000.000

180.000.000

200.000.000

KPM(Karya Perempuan Mandiri)

MUP(Mitra Usaha Perempuan)

SA(Sekar Arum)

The end of 2013

The end of 2014

Strategies for this programare:

Organizational ReinforcementEvaluation and planning, the use of IT, ToT of

Cooperative education Facilitation

Connectivity of cooperative with stakeholder

Capital access and capacity building (government and NGO), market access (private

sector), exhibition/bazaar, work visit/field study

Policy advocacyResearch, policy brief making, public discussion,

lobby/audiences


20

What Did They Say?


“Although this year is the 5th year, but this cooperative still need assistance from YSKK until this cooperative really can realize its dream, to help and to serve members and

neighborhoods perfectly,” Ngatemi, the chairwoman of Karya perempuan Mandiri

Cooperative.

“ “ “YSKK's program is very supporting the department of indutry, trade and cooperatives

because we have the same goal, it is to empower small industry and cooperative. We hope in the future the area of the assistance is

wider, all areas in Gunungkidul if it is possible.” Drs. Sigit Suhardi, the head of cooperative

division the department of indutry, trade and cooperatives.

“ “We feel YSKK is very helpful during 2 years of it's presence in Semin. However we still need the assistance because there are many things that

we have not known especially about cooperative. I can practice many knowledge and

experince that is shared by YSKK so I can have many relation in the society,” Niken Kasturi,

treasurer of Sekar Arum cooperative.

““We appreciate the existence of cooperatives that initiated by YSKK with women in Semin village. As form of appreciation, village will

provide showroom for the product of women in Semin village. We also have made policy for stores in Seminso they want to accept those

products. If they refuse, we will not extend their licence,” Tri Sutarno, The head of Semin

village.

21

What kinds of publication products and publication

media that we make

3

1. Knowledge Product

2

4

1Videographic Recording-CBM BOSThis videographic is intended to give an

alternative media that is interesting, simple,

informative and appropriate for all people. The

purpose of this videographic is for campaign and

advocacy of Community based Monitoring of BOS

fund.

Poster for BOS fund monitoringThere are 5 posters which are developed to support

the campaign of Community-based monitoring of

BOS fund.


23

Policy brief “using the opportunity to answer the challenge, realizing representation of women in politics and village government”This policy brief is intended to give input for the

special committee and the parliament of Gunungkidul

regency related with 2 local regulations (village head

election and BPD formation) in the context of village

constitution about the reinforcement of women's

representation in politics and village government.

Book entitled “Establishing community-based Early childhood Development center (PAUD)”This book is compiled for documentation and to

widespread YSKK's assistance experience and the

society in establishing community-based Early

childhood Development center (PAUD) in Sukoharjo

regency.

Various product knowledge that successfully developed and disseminated YSKK during 2014, among others:

5

6

7

Calendar for Women's political education campaignThe direct target of this political education

campaign is an especially village woman,

that is why calendar is considered

appropriate media for delivering message.


24

T-shirt “No democracy without woman”Besides calendar that is used as women

political education campaign, YSKK also

produces T-shirt and distributes it to all

women figures in village and regency level,

also other sides who support the campaign.

T-shirt “There is BOS fund, but why still there is a charge?This T-shirt product is part of campaign media

of Community based monitoring of BOS fund.

The tagline in the T-shirt is expected can

persuade people to ask question. This

question can be asset to mobilize people so

they can involve in the monitoring of BOS

fund.

2. Publication Media

Social Media

Website www.yskk.org

Website www.awasibos.org

Facebook Yayasan Satu Karsa Karya (YSKK)

Facebook Awasi Dana BOS

Twitter @AwasiBOS

Blog Personal Staff

Youtube “Yayasan Satu Karsa Karya”

Mainstream Media

During 2014 there are at least 36 mass media, printed and only, which make news about YSKK's advocacy works. Those mass medias are:

Printed Media:

Online News Portal:

Solopos Newspaper, Jawa Pos Newspaper, Wawasan Newspaper, Suara Merdeka Newspaper, Jateng Pos Newspaper, Radar Lampung, Tribun Lampung, Joglo Semar Newspaper, dan Kompas Newspaper.

vivanews.co.id, indopos.co.id, www.jpnn.com, www.teraslampung.com, lintasdaerah.com, satelitnews.co.id, bogoredutainment.blogspot.com, berita.plasa.msn.com, article.wn.com, timlo.net, rri.co.id, suaramerdeka.com, solider.or.id, harianjogja.com, jurnalwarga.com, joglosemar.co, yahoo.com, merdeka.com, okezone.com,metrojateng.com, krjogja.com, pikiranrakyat.com, radarlampung.com, www.saibumi.com, www.antaranews.com, brita.indo.com, www.duajari.com.

Satu Karsa Karya Foundation |Annual Report 2014

25

Publication media used to support the works of the organization consists of alternative media (social media) and the mainstream media.

Who Support Our Works?

Besides that, YSKK also actively involved in many CSO network, they are:

?Gunungkidul community network (JAG)

?Community Media network (JMR)

?Circumference of village and Agrarian reformation(KARSA)

?Community movement who cares for Education (Gema pena)

?People of Surakarta who care for Education (MPPS)

?Open Government Partnership (OGP)

?Freedom for Information Network Indonesia (FOINI)

?Council NGO’s

?Civil Society Coalition for the Transformation of Education (KMS TP)

Partner To support the implementation of 2014 work program as it stated in strategic plan, YSKK builds partnership with some donor, they are Global Fund for Women (GFW), USAID/ProRep, TIFA, Global Fund for Children, MAMPU-ausaid.

Partners - Donors

26

GFC

US$15.000

TIFAUS$13.000

USAID/ProRep

US$73.882

MAMPU-AUSAID

US$123.302

GFW

US$20.000

Human Resources he condition of human resources in YSKK until the end of 2014 consists of Board of advisors, Board of supervisors, Boards of management and executive committee. The total number is T18bpeople. Gender composition consists of 67% women and 33% men with the age range 39%

of <30 years old, 22% of 31-40 years old, 39 % of 41 years old.

BOARD OF ADVISORs

Chairman: Indrasti Maria A.Member: Budi R. Harsono

BOARD OF MANAGEMENT

Chairman: Sunarti T. SantosoSecretary: Ngatino Hadi

Treasurer: Ningyuliastuti

BOARD OF SUPERVISORs

Chairman: Hartono RakimanMember: Tutiek Rahaju

DIRECTORKangsure SUROTO

Head of Division: Ely Mei Andriyani

Staff: Rusita Oktiviana Head of Program Division

Ana Susi Yuniasri

Special Team

Resource Extraction

Organizational StructureSatu Karsa Karya Foundation | 2014

27

How Do We Manage Our Organization?

Administration, Personnel, and Finance Division

Grassroot Economics Program

Coord.: Yuliana

Women Leadership Program

Coord.: LusiningtyasProgram Officer:

Adiyad Riyadh ML.

Education ProgramCoord.: Sri Wahyuni

Program Officers:Dewangga Saputra, Antonia

Satrianti

Knowledge Management Division

Head of Division:Ana Susi Yuniasri

Staff: Amy Supadmi

he work’s success of an organization is Tvery determined by

the existence of its human resources. That is why it needs awareness to keep improving the human resources through many ways as agent of change not as agent of project, during 2014 there are more than 30 capacity building activities (seminar, talk show, workshop, and training) that are followed by the executive committee. Some of them are: SAC (Self Assessment Course) workshop, MBI (Movement Building Institute) training “Young Feminism Leadership for Basic community Empowerment”, Seminar and Launching of “Rumah Sahabat Jurnal Perempuan Jawa Tengah”, Project Financial management training-FOG (Fix Obligation Grant) approach, ToT of basic facilitation technical, Agenda of new president about village renewal and agrarian reformation seminar, CEFIL (Civic education for future Indonesian leader) level II/intermediate training, theme discussion “changes and challenges of Gunungkidul regency in the implementation of Village constitution (UU Desa)”, and national seminar “the future of village through participative and open management of information”.

Training "Facilitation Basic Skill and Interactive Activity Designing", Bogor, June 23rd-27, 2014

Capacity Building


28

National Seminar "Village Future through Information Management which is Open and

Participative", Yogyakarta, October 25th, 2014

In House Training "Basics of Journalism", Sukoharjo, June 28th, 2014

FinancialYSKK's financial management is referring to PSAK (standard guidelines for financial Accounting) number 45 special for nonprofit organization. Technically for the financial organization’s recording and reporting have used integrated computer system. About organization financial performance in 2014, the number of fund that is managed is Rp. 1.327.485.822. From that amount Rp. 1.029.134.035 is used for program cost (78%) and Rp. 298.351.787 (22%) for management cost.


29

Financial Audit Report of Satu Karsa Karya Foundation2014

Challenges That We Have To Deal

Internal:External:


31

1. The low ability to compare program agenda which has to be flexible with the dynamic in the community and government with the funding interest. The effect is lack of synchronization between the needs of community with the program activity.

2. Advocacy: the ability to design strategy and advocacy issue to be public issue is still low, the comprehension of cross-sector material and multi-disciplinary knowledge in each advocacy process is still weal. The effect is advocacy works become less optimum.

3. Conceptual framework and methodology of organization knowledge management need to be reconstructed to be appropriate with internal and external needs.

4. Internalization process towards social movement values have not been built well in the organization. The effect is the direction and the flow of social movement that is made is less conformable with the future goals of social movements.

1. Bureaucracy culture in government agencies tends to show that there is obedience to head's mandate and not obedience to rule. The effect is the decision making process become very slowly and it really obstruct the process and outcomes of partnership program that is built.

2. Community volunteerism spirit began to fade especially in getting involved to village development as a result of pragmatic orientation of community empowerment program approach. The effect is program initiative does not get enough support from community if there is no real benefit from its involvement.

3. Media support for advocacy works especially in region is still low because the lack of media's knowledge about the issues raised by civil society. The effects are there is an information bias for public and media support to raise advocacy issues become very less.

4. Community's perspective in giving predicate to community figures is more based on economical, heir and position factors. It effects on the less effective of communication channel that is made.

5. Advocacy network scheme between CSO (civil society organization) is still weak and is impressed partisan and partial. The effect is advocacy thrust becomes weak.

What Kind of Learning That We Get?

1. To balance the dynamic need of community, social activists are demanded to master cross-issue knowledge and many kinds of community empowerment technical.

2. It needs consistency to follow up every agreement that is made whether in internal or external of organization.

3. The diversity of thoughts and ways of working between people in the organization become a necessity in establishing reformer organization

4. It needs consistent and continued training in documenting and disseminating knowledge that is received from assistance and advocacy works.

5. To build reformation movement with community is not only needs breadth intention but it also needs depth intention.


32

Government & Nonprofit

Annual Report 2014 YSKK