Annual Report 2014 YSKK

Annual Report
2014
SATU KARSA
KARYA FOUNDATION

Singopuran Rt.02/V No.103 Kartasura, Surakarta
57164 Central Java - Indonesia
Phone: +62-271-7003159; Fax: +62-271-781724
e-Mail: office@yskk.org
Homepage: www.yskk.org | www.awasibos.org
SATU KARSA KARYA FOUNDATION
Community-Change Innovator

Table of
Content
Preface 1
Who We Are 4
Our Scope of Works 5
Where and How Do We Work 7
What are The Results of Our Work 8
1. Strengthening Women In Local Politics 9
2. Developing Early Childhood Education Centre (PAUD)
That Based On Local Culture 12
3. Community-Based Monitoring School Operational Aid (BOS) Fund 15
4. Building Woman’s Independency Through Cooperative 19
What Kind of Publications Product and Publication Media That We
Make 22
1. Knowledge Product 23
2. Publication Media 25
Who Support Us? 26
How Do We Manage Our Organization? 27
What 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
th
Entering the 16 year of reformation era and the
th
13 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 learning
Finally, 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.

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.
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.
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 Development
Education Program - Community-based ECDC institution development
Education Program - Community-based BOS fund monitoring
Women Leadership Program - Reinforcement of women representation in politics and village development
Education 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
th
15 , 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
Leadershipschool(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)
in2015.
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
formationofvillageconsultativebody(BPD)
e. The evaluation results about village government member fulfillment in
Gunungkidulregencyduring2012-2013havebeenconveyedtotheregional
secretary of Gunungkidul regency. The evaluation results show that the
fulfillmentofvillagegovernmentmemberisdetrimentaltowomen.
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
EkaprayaUtama”in2014.
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
monthsduring2014.
Strategies
for this
program
are:
Achievements:
10
Women organizing
Family 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 advocacy
Case study of village head election organization
and of village consultative body (BPD)
formation, policy brief development, public
discussion, audiences with executive and
legislative.
Campaign
The 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.
st
b. 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
th
on 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 reinforcement
Making Participative planning and budgeting, Making
Information service and complaint mechanism, Using
social media for school management
School Committee Reinforcement
Reviewing the function and role of school
committee, Developing annual work plan, Making
participative planning and budgeting.
Network Reinforcement
Strengthening 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 lobby
Campaign 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. Thepositivesupportfromgovernment
?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,
cooperativeofGunungkidulregency
?1 cooperative (Sekar arum) gets support in
form of cooperative administration
completeness printing from village
governmentofSemin
?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
program
are:
Organizational Reinforcement
Evaluation 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 advocacy
Research, 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
1
Videographic Recording-CBM BOS
This 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 monitoring
There 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 campaign
The 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
TIFA
US$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. Santoso
Secretary: Ngatino Hadi
Treasurer: Ningyuliastuti
BOARD OF SUPERVISORs
Chairman: Hartono Rakiman
Member: Tutiek Rahaju
DIRECTOR
Kangsure SUROTO
Head of Division:
Ely Mei Andriyani
Staff: Rusita Oktiviana
Head of Program Division
Ana Susi Yuniasri
Special Team
Resource Extraction
Organizational Structure
Satu 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.: Lusiningtyas
Program Officer:
Adiyad Riyadh ML.
Education Program
Coord.: 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

Financial
YSKK'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 Foundation
2014

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

Annual Report 2014 YSKK

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