Sustainability Reporting for Managing Good Company Reputation (this is from an interview back in 2017 made by CSR Magazine Indonesia)

https://www.youtube.com/watch?v=khqhRgMkWI0

Kelurahan/Sub District Empowerment Initiatives in Climate Change Adaptation

Analysis
Jakarta as the capital city of Indonesia is one of the densest city in Asia. Divided into five municipalities and one administrative regency (Central, North, East, West, South Jakarta and Kepulauan Seribu Regency), total of the area is 661.52 km2 with around 35 km of coastal area in the north. With various areas under sea-level of 3 up to 7 meters; the north part of Jakarta is practically prone to flood by sea-level rise. The eastern part of the city which consisting of several large rivers, also prone to flooding caused by the upstream flows.

To overcome this, the government of Jakarta had done some significant efforts such as dredging the river floor and dams, constructions of pump house in flood prone areas including mobile pumps, large canal construction on east and west side of the city, and socializing through clean campaign in solid waste management to the people. But all of this effort still doesn’t answer the challenge of climate change adaptation since it calls for more comprehensive way of tackling the urgency ahead.
The community in urban poor context nowadays has the opportunity and capacity to manage themselves to be more self-sufficient. The fact that the local government staff limited knowledge on some urban technical development aspects and management, lack of knowledge from the community in project management presents the need to bridge the gap and to accompany the knowledge transition.

A program for climate adaptation in community context is called for. In concept, the program is addressing the challenge to create a balance between community engagement and government role in supporting the facility. The main concern of the program is how to educate the community and local government officer in the sub district to be able to self-sustain when it comes to climate change adaptation. New ideas and innovations will likely be introduced in the program and the aim is that both the community and local government official could produce and fully utilize the Local Resilience Action Plan (LRAP). The LRAP will provide a framework to establish a pragmatic and comprehensive action plan for the community to better manage DRR in the short term, and climate change adaptation in the long term.

*) This abstract is presented during 2011 World Water Week in Stockholm.

Interrelations of Water and Traditional Food Production

While the government has limitation over the issue of water and sanitation, this does not mean that the Government of Indonesia is not interested in providing water, hygiene and sanitation facilities. In fact, the Ministry of Public Works has expressed interest in contributing to such infrastructure, preferably combined with community mobilization around utilization and maintenance. However, there is an urgent need for coordination, capacity building around participatory planning and implementation, and a demonstrated model of how hardware and software can be integrated across existing government programs. Furthermore, the above effort could also be developed into an idea of a way of creating a sustainable income for the people in the urban poor areas with the support of donors and NGO with their capacity building programs.


The recent development in watsan aid program in Bekasi area has led some of tofu and tempe producers to applied cleaner production process. The programs also educate the community with healthy environment awareness and introduce them to a way to use their own waste disposal such as sludge into a converted biogas. One of the traditional producers has renovated his tofu factory, so that some of equipment has been using stainless steel drum, biogas and steam boilers for tofu production. Access to clean water has provided him with an efficient production process and cleaner waste material. This program sets a standard in bridging capacity building between the local community and local government in clean water & sanitation provision. The program also educate the local traditional food producers to have a healthy environment, hence a competitive products to compete with the modern food.

Tempe and tofu have become staple foods and enjoy widespread acceptance and consumption in Indonesia with increase of consumption up to 5% per annum (Disperindag, 2008). High concentrations of nutrients and protein, low price, and good taste have made these soy-based products a favorite food for most Indonesians.[1] At the same time, tofu and tempe value chains are key to the local economy, serving as a source of income to 85,000 businesses which support approximately 285,000 workers. These MSMEs (micro-, small-, and medium-enterprises) produce low quality tofu and tempe with smoke and liquid waste coming from the tofu and tempe production process that leads to environmental degradation. These traditional producers who mostly located in urban poor areas are common to use ground water which prone to bacteria contamination, due to lack of access of clean, pipe water.

External Security Vulnerability Assessment

Findings

external

The findings in the field of assessing the results are explaining the difficulties related with external issues. Issues with both environmental and community are concerning corporate social responsibility ( CSR ) of which will not very reliable unless planned and implemented in such sustainable way. Perceptions of local communities towards the company generally quite good, especially in terms of community development / community development ( comdev ) . Yet in terms of transparency of job opportunities tend to be negative and salty response, it has not accommodatie of the interests of CSR in the industrial relations system of corporate communication. Lack intense and open communication is also proved to be an obstacle to ensure a good relationship is maintained.

Internal 

In the analysis of in- depth interviews we also involve internal party companies in order to picture 360 degrees making it more thorough . Being in the security context and its current issue is employment and business opportunities we seek to explore the external terms with parts procurement / procurement of goods and services .
Based on interviews with procurement section we get the information that most of the company has adopted the SAP system or an on-line procurement that uses the concept of transparency in the assessment tender. In an effort to increase the capacity of local entrepreneurs the company apply CSMS Clinic with the aim that local entrepreneurs may at any time consult on matters things that needed to be bidders who qualify. In general agreement to use local labor is not translated into the company's official document , so it is only verbal communication alone .
In terms of the internal security forces discovered the fact that they are mostly non - organic employees have concerns about the sustainability of their work and the opportunity to get a clear career path.

Analysis

Analysis is performed in the rapid assessment is the Gap Analysis . Gap analysis is an event to compare current conditions with ' best practice ' in another place in the same context , in an attempt to identify ' gaps ' and the area that is to be repaired .

identify Gaps

From the results of the field assessment method through in- depth interviews in the picture can be quite thorough about the external conditions  in the context of the Security Management Plan ( SMP ) . Whole questions ( Questionnaire ) which delivered compiled by reference from SVA ( API ) that has been previously suggested . The list of questions can be found in the annex to this report .
As noted earlier report was compiled based on qualitative research that sensisitve against subjectivitas of respondents in interview.Oleh therefore we utilize as many respondents representing all stakeholders who are competent against potential security threats the company externally . Gap Analysis with the method we will be able to see / analyze the things what are the weaknesses in the management system that may result in the achievement of the ideal corresponding SMP Perkap 24/2007 . In a comprehensive analysis of the structure we divided into 5 main sections :

1 . Compliance
Keep in mind over the integrity in the efforts to meet all rules and regulations as one of the state-controlled company in this Indonesia. It is imperative to determine the potential threat of legal aspects and government support both local and national. As a state assessment results is sufficient to comply with all existing rules that negate the potential threat and the lack of support from the government in terms of Indonesian law & regulations.

2 . Safety and Work Environment
Workplace safety and environmental rules such as : EIA documents , waste disposal , safety procedures and proven good enough documentation exist and are used as the main part of the system safety . But in terms of the handling of sewage plant , states do not have a significant excess waste that can harm the environment or endanger public health around so that the process of consultation with the community is practically non- existent. Based on the reference from the consultation process just as the SVA should be routinely performed to the public in anticipation of the public misunderstanding of the potential risks such as environmental pollution since the facility lies in very close vicinity with local surroundings.

3 . Financial Liabilities
In general, the company had fulfilled all financial obligations to both local and national government . However, due to the internal rules of the company it is more difficult to prove in a given financial assessment process are confidential and contain the force of law so that we trouble to look at the financial statements .

4 . operational
Operational part is very important to look at the implementation of the daily activities of the company which is in contact with the surrounding community to better understand the potential threat of an external crisis management system. The company docs TKO handling Non-Physical  which focuses solely on security coordination both internally and with local authorities . TKO also turns to be burdened by anticipating development of local stakeholder concerns (society) , which should be done by more competent parties such as community development staff in order to avoid confusion of information and procedures for the treatment of community . While the Guidelines for Preparedness and Emergency Response

is more geared towards curative and not preventive so memorable only be done if an emergency had occurred and not before . It is feared that if performed by personnel who are not trained to empower people this will actually lead to misunderstanding and it is not possible upheaval of society .
In terms of working relationships with both local and national contractors , the company also not proved to have a good standard which ensures that CSR programs / social must also be considered . This is evident from the hamlet chief complaint around the company reported that never happened 12 times the local women who got pregnant without marrying aka abandoned by the contractor employees run the company . The head of this village is also difficult to check the data for workers contractors submit the matter to the contractor entirely without system / legal basis to make sure they will abide by the rules that exist in the workplace / village government .
The company also not shown to have cooperation with nearby industry in terms of handling external stakeholders same but has a driveway to access the District.
In terms of the company's operations related to the socialization of the environment and public safety, the company also do not have proof of periodically doing this directly and simply give each letter a new event to the operating activities of local leaders alone .

5 . Community / External
The company's community development program is already enough in appreciation of the local community and the system needs to be proven of its existence and not an anecdote, but this system is only set up as a charity and relief pattern does not regulate the empowerment of the community as a whole is based on the Community Need assessment which are ideally expected to create a sustainable community development program . Need assessment actually already been implemented in collaboration with academia but evidence integration with system / SOP community development can not be seen .

The company also unable to show system / SOP for handling public complaints and from field observations it is only done by a team of security without accompanied by a team of community development .

The company can not show proof of program integration efforts of community development / CSR to be implemented in the functions that are directly related to the management of community as contractors and job opportunities ( HR ) . Based on this interview conducted independently by each department .

fill Gaps

How to cope with the gap found in the field ? The answer is the opposite of any findings that exist , so in general the negative gap compared with the standard / best practice that there is a way we determine the best steps / action plan to fix it .
To answer point -point system crisis caused by external parties based on the findings and the fact that there are still prioritizing things that are curative and not preventive . This would be a latent threat if not managed properly . From existing best practice , preventive measures are the best addition to cost effective too long can prevent occurrences before they happen ( especially for the potential occurrence of a society : riots , etc. . ) the company in this regard should be able to strategize how to communicate more intensively with community and listen to their grievances in the form of drafting a more detailed organizational structure , especially the handling of external / public as well as CSR and confirmed in a more detailed form of SOP in order to accommodate the detail necessary SOP .
PGE also can anticipate problems community dissatisfaction with the business opportunity and employment opportunities to incorporate elements of CSR / community development in HSEC management system so that the function of the company is in contact with external parties and its risks can be minimize .
In terms of handling these external problems the company can also coordinate with nearby industries due to its location adjacent and have the same stakeholders .

Conclusion

In general, the performance of the department of Public Relations achieved to ensure good relations with the surrounding community has been running quite good.However undeniable good relationship that has been achieved is also influenced by social conditions and social customs around that would allow it to happen indeed . This will be different if the same structure and approach performed elsewhere . Based on the results of the above assessment implicitly ongoing condition now is not likely to be a time bomb if things become public lament not immediately addressed by the company .
Job and business opportunities for local people is the main thing that is found in the assessment and is becoming a key aspect that must be addressed by the company  systematically and thoroughly to negate efforts to solve the sporadic and temporary. Both of these , if not handled carefully by the Public Relations department with security in it would be a latent problems that may threaten the security of the company both from within and from outs

Proceeding Papers: Strategy in Synergizing National Regional Development Planning System

National Development Planning System

National planning coordination as the main control and coordinating system has been neglected in the past decades. In line with decentralization process, the need of coordinating national and regional plan seems to be underestimated by related stakeholder. People are overwhelmed by the euphoria of decentralization and regional autonomy. The fact that human development index report is steadily increasing but on the other hand is also stagnant in most important area such as education, suggest that we still have problem in delivering public services. Evaluation system is also dwindling in methodology and function, the result were never been used as relevant indicator for future planning.

Supporting laws such as UU17/2003 of Regional Finance and UU 32/2004 of Decentralization are still work in progress and taking shape as framework for integrating national regional development planning process. Current budgeting process in central only took 1/3 from the total state revenue expenditure and the budget ceiling decision is divided between Ministry of Finance and House of Representative. This fact could potentially lead to deviation in planning and budgeting process from inception to execution. BAPPENAS as leading agency in national planning development only has the coordinating capacity up until the annual plan phase. This would hamper the effort in aligning the annual, mid-term and long-term plan since the authority to coordinate is being overshadowed by political intervention in some phase.

The need of harmonization in national regional development planning is critical. Problem in vertical alignment must also be in lined with horizontal sector alignment. Government institution strategic plans between sectors are also have to align and need to harmonize with participatory planning process from the community. As we are working in the public domain the concern of absorbing the input from local community as one of bottom up process is essential.

Planning in the Public Domain

Planning as holistic approach can be translated into particular field today’s focus is on the planning system itself, the context is national development, so what is the best way to elaborate if not discuss on public policy? The object-domain of public policy analysis comprehends all stages of public policymaking, from policy formulation to policy implementation and to policy review. It is obvious that this broad scope requires an equally broad theoretical and methodological basis. Policy analysis clearly needs to be an interdisciplinary field. Friedman in his critical overview of the intellectual history of policy analysis explains that planning system in public domain is dependent on territoriality based system of social relations. The political order systems are influenced by system maintenance, change, and transformation.

Figure 1 elaborates the planning system from knowledge to action. Friedman classified the planning system into four categories:

1.       Planning as social reform

In this system the government role is very significant and principal with centralized for people, top-down, staggered and limited in political aspirations.

2.       Planning as policy analysis

In this system act as equal to other stakeholders and draft current issues with its supporting policies. It is decentralized, scientific and liberal in politics.

3.       Planning as social learning

The government acts as facilitator with the characteristic of learning by doing, decentralized, bottom up and liberal in politics.

4.       Planning as social mobilization

Planning depicted as crystallization of political actions derived from the ideology of communitarian collectivism.               

The understanding of planning as social mobilization is seen as an ideal system since it based on ideology of communitarian collectivism where is applicable in today Indonesia’s Unitarian decentralization context.

The ideal planning system of Indonesia must incorporate positive and normative theory with social learning as main idea to future innovation. The analogy of this picture is depicted in the lack of integration of sectoral planning such as spatial planning, within the context of spatial planning; laws no. 26/2007 represents three local regulations, laws no. 27/2007 represents four, laws no. 24/2007 represent the disaster risk reduction while laws no. 32/2009 there is representation on environmental management. All of these laws are related to RJPD and RPJMD (mid-term and long term regional planning) unfortunately there is still lack of integration within the national context in the same field. There is no representation on spatial planning in national development planning system (SPPN), so the future challenge would be the role of SPPN as main guidance of integration national regional development planning.

Disharmonised in National Regional Development Planning System

The aforementioned could also interpret as disharmonised in national and subnational development planning system since there is still lack of integration among sectors vertically and horizontally. The gap between national and subnationals can be explained as follows:

a.       Disharmonized regulations,

b.      Mismatched cycles of Planning and Budgeting across levels of government.

c.       Weak linkage between planning-budgeting-output-outcome.

d.      Asymmetric information (where not all stakeholders have the same amount of information),

e.      Coordination problem occurred horizontally (between central entities or local entities) and vertically (across the levels of government).

f.        Inadequate capacities and burden.

Regulations are conflicting causing many things is not working in system.  There are mismatch in planning and budgeting cycle between national and regional, participatory planning process most of the time are lagging behind because of the inconsistency of time flow of the process. The linkage between RKPD to APBD is often mismatched and there is no mechanism for validation or sanction. More on the budget, the asymmetrical information flow is causing the inconsistency in data and information, the problem also fuelled by budget rigidity. Coordination on vertical and horizontal basis is still lacking and finally causing the incapacity and irregular budget allocation.

In terms of planning, although the coordination in national planning and budgeting exist, there should be an alignment on documents with continuous feedback to support the monitoring system. On the other hand, based on fact, the current national budgeting system still in the form of input based not yet performance based.

The fact that timeframe to do planning is very limited with only half of the subnationals can achieve the targeted delivery time, has the implication on monitoring and evaluation where at the same time they have to execute and plan. Planning needs to be structurally measured and realistic; the human development index currently used as baseline has to be able to be interpreted in the regional/local context not in ideal notion/standard. Outcome define output, the central government is responsible to determine outcome but with some adjustment in local capacity in carrying decentralization authority.

Best practices in developed country shows that although the government take over the economic situation is based on market failure, it is however take the responsibility on improving public service delivery. BAPPENAS position as planning coordinator is equal to those in other developing countries in managing national development planning and budgeting, therefore its position needs to be strengthened and centralized.

(...For complete paper please email me)

AIM: Certificate IV in Frontline Management

AIM: Certificate IV in Frontline Management BSB40812

This qualification develops the competency of individuals who are taking on responsibility for the implementation of frontline management initiatives. The qualification places particular emphasis on developing effective people skills, managing and leading a team, developing priorities and managing operational plans. I have been supported to join this class of the renown Australian Institute of Management (AIM) by BHP Billiton.

Core Units
Unit of Competency		AIM Course	Days
BSBMGT401A	Show leadership in the workplace	Frontline Leadership	1
BSBMGT402A	Implement operational plan	Implementing Operational Plans	1
BSBWOR402A	Promote team effectiveness	Working in Teams	1
BSBWHS401A	Implement and monitor WHS policies, procedures and programs to meet legislative requirements	Creating a Safe Workplace	1
Group A
Unit of Competency		AIM Course	Days
BSBCUS401B	Coordinate implementation of customer service strategies	Exceptional Customer Service	2
BSBMGT403A	Implement continuous improvement	Quality and Continuous Improvement	1
BSBINM401A	Implement workplace information system	Workplace Knowledge and Information	1
BSBCMM401A	Make a presentation	Powerful Presentations	2
BSBREL401A	Establish networks	Business Networking - Sharing Professional Knowledge	2
BSBWOR401A	Establish effective workplace relationships	Effective People Skills	1
BSBWOR404B	Develop work priorities	Manage Work Priorities	1
BSBPUR401B	Plan purchasing	Procurement	1
BSBWRT401A	Write complex documents	Business Writing Skills	2
BSBFIA402A	Report on financial activity	Accounting for Non-Accountants	2
BSBREL402A	Build client relationships and business networks	Building Client Relationships	2
Group B
Unit of Competency		AIM Course	Days
BSBPMG510A	Manage projects	Manage Workplace Projects	1
BSBPUR502B	Manage supplier relationships	Contract Management	2
BSBADM502B	Manage meetings	Effective Meetings	1

CSR Living Up to International Quality Standard

The Maastricht School of Management (MSM) is a leading international management school, engaged on a a global scale in management training and corporate and institutional development. For over 30 years, the school has been operating at the intersection of capacity building, sustainable economic development and economic reforms.

I am lucky enough to won an international scholarship again from the Dutch Government via Nuffic to join the International Course in CSR: Living Up to International Quality Standard. As a practitioner in this area, this is a great opportunity for me to gain more knowledge about international Corporate Social Responsibility from the best. The training is arranged by my old almamater: Maastricht School of Management and the training itself is held in Ho Chi Minh City (Saigon), Vietnam.

By organizing the course in CSR, Maastricht School of Management aim to increase awareness and skills in the field of CSR so as to enhance the incorporation of CSR policies and practices in organizational strategies and operations. The course specific aim are as follows:

- This course will introduce new insights, latest trends and developments in the field of CSR. It will also enable alumni to renew their network and to exchange experiences in the field.

- Upon completion of the course, alumni are expected to perform in a more effective way in the field of CSR. They will be more pro-active as they are aware of the opportunities of getting involved in CSR at an early stage.

- The course also includes the development of an Individual Action Plan (IAP). By developing a viable CSR policy for their organization, participant are encouraged to put their obtained knowledge into their organization's daily practice and strategy.

The primary objective of this program is to enhance participant's understanding of the driving forces behind CSR in industries and firms, of the range of CSR strategies companies may adopt  and of the challenges companies face and the benefits they gain in following this CSR strategy. The interactive course includes (guest) lectures, firms, company visit, practical individual and group assignments, games, and discussions so as to offer a unique learning and networking experience.