91452 A CALL TO DIGNITY A The program has been called a miracle, a blessing, a crusade, a How Indonesia’s Women-Headed Household A CALL TO DIGNITY Empowerment Program (PEKKA) is transforming healing process, a phenomenon, and a passion. It has also been lives and changing development paradigms CALL TO labeled a nuisance, dismissed as a “women’s club,” and accused of being an affront to the moral order. Having visited the Women-Headed Household Program (PEKKA) in Indonesia last year, I was struck DIGNITY by the strength the PEKKA women draw from each other. They were widows with no hope; now, they have joined To Pekka women, opinions mean little. Their stories are together and become empowered and capable of providing for their households through new businesses and cooperatives. grounded in the startling personal changes they experience through their Pekka groups and through working to spawn a Most of all, what moved me was the way they talk about themselves and PEKKA, with faces sparkling with pride and joy. Jobs have given them not only earnings but also courage, self-respect and cohesion. I felt very happy about the support the Japanese vast social movement that is reversing traditional poverty cycles How Indonesia’s Women-Headed Household taxpayers have extended through the World Bank. and helping to build a just, prosperous, and dignified society. Empowerment Program (PEKKA) is transforming lives and changing development paradigms The PEKKA program encountered challenges that have only served as stepping stones and lessons learned which have paved the PEKKA has now proven itself to be transformational in way for new beginnings and a better future for women around the World. A nature. With strong, honest leadership, the program has Nobumitsu Hayashi shown poor women how to plant the seeds of economic Deputy Director General, International Bureau, Ministry of Finance, and Temporary Governor for Japan CALL TO empowerment through saving and borrowing cooperatives and entrepreneurship. It has also opened the door for them to Approximately 9 million Indonesian households are headed by women, representing around DIGNITY political engagement and exercise of their legal rights. A Call to Dignity gives readers a glimpse of the struggles and small steps taken by the women of Indonesia towards hope and opportunity. This, more than a book of stories, serves as an inspiration to other women, 14 percent of all households in Indonesia. men and society to move forward towards the empowerment of the marginalized and create an environment that will allow this These women-headed households include widows and With the continued partnership between the World Bank and transformation. PEKKA’s achievements in the past decade and its future successes are not only for Indonesian women, but for all other single women, who have assumed the role of the government of Japan through its flagship program, the Japan women in the World who should be recognized and be given their rightful place. Social Development Fund (JSDF), PEKKA is making dreams How Indonesia’s Women-Headed Household family breadwinner, usually due to force of circumstance. real and changing concepts about development aid. This is the struggle of every woman: our reality, our journey. Empowerment Program (PEKKA) is transforming They rank among the lowest on the poverty scale and at lives and changing development paradigms Empowerment Program (PEKKA) is transforming How Indonesia’s Women-Headed Household lives and changing development paradigms times slip through the cracks of aid programs and inclusion Established in June 2000 by the government of Japan and Hon. Sec. Corazon Juliano Soliman campaigns. These marginalized women risk becoming Department of Social Welfare and Development, Government of the Philippines invisible, economically destitute and, are often physically the World Bank, the JSDF is a multisector program that has Foreword by Rintaro Tamaki endangered by domestic abuse. been a leading source of support for innovative social programs, Preface by Sri Mulyani Indrawati including PEKKA. Illuminated by PEKKA, development aid now sees a new direction. The poor have long faced the challenge of becoming more independent but have suffered numerous bitter experiences. PEKKA’s decade of experience suggests concrete and Indonesia’s Women-Headed Household Empowerment highly innovative insights into how we can surmount the obstacles that lie ahead of us and achieve a true and dignified aid. Program—best known by its Indonesian acronym, PEKKA (Pemberdayaan Perempuan Kepala Keluarga)—has been Mitsuya Araki transforming the lives of poor women across Indonesia for Chief Editor, International Development Journal (Japan) over 10 years, transforming them into savers, builders, entrepreneurs, and leaders. The World Bank THE WORLD BANK The Government of Japan The Government of Japan Japan Social Development Fund continued on back flap i A CALL TO DIGNITY How Indonesia’s Women-Headed Household Empowerment Program (PEKKA) is transforming lives and changing development paradigms Foreword by Rintaro Tamaki Preface by Sri Mulyani Indrawati THE WORLD BANK The Government of Japan NOTES ON TRANSLATION AND NAMES In direct quotes from the Indonesian, we have tried to keep much of the feel and syntax of the original voices. In addition, because Indonesians tend to favor the use of first names and nicknames over last names, we have maintained that spirit in the text, referring to many of our principals by first names without any intent of disrespect. We’ve also tried to keep acronyms and Indonesian words to a minimum. For those who seek original terms, we direct you to the variety of sources on Indonesian lan- guage and social structures, especially the PEKKA website: http://www.pekka.or.id Finally, a special note on word use. In this book PEKKA refers to the Women-Headed Household Empowerment Program (Pemberdayaan Perempuan Kepala Keluarga) and its national secretariat the Seknas PEKKA. Meanwhile, the lower-case word Pekka denotes female household heads (Perempuan Kepala Keluarga) and their local group affiliations. © 2012 International Bank for Reconstruction and Development The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this work is subject to copyright. Because The World Bank encourages dissemination of its knowledge, this work may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is given. Any queries on rights and licenses, including subsidiary rights, should be addressed to the Office of the Publisher, The World Bank, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2422; e-mail: pubrights@worldbank.org. TABLE OF CONTENTS 1 82 154 APPENDIX 1 CHAPTER 1 CHAPTER 6 Discovering a Land of Fierce The Business of PEKKA PEKKA Timeline Beauty and Hidden Powers Turning Poor Single Women into Successful Entrepreneurs An Indonesian Landscape 160 APPENDIX 2 PEKKA Projects 2001-11 ix ACRONYMS 8 CHAPTER 2 93 CHAPTER 7 The Heart of PEKKA From Crisis to Confidence 162 SELECT BIBLIOGRAPHY Conversations in West Kalimantan Province Origins of a Poor Single Women’s x FOREWORD Empowerment Program The Promise of PEKKA 164 ACKNOWLEDGEMENTS Rintaro Tamaki 112 CHAPTER 8 27 CHAPTER 3 Shaking the Status Quo? Structure and Vision Assessing PEKKA’s Impact and Influence xii PREFACE Understanding the PEKKA Organizational Pyramid A New Constituency Sri Mulyani Indrawati 135 CHAPTER 9 52 CHAPTER 4 Obstacles, Opportunities In the Shelter of Friends and Future Directions xiv INTRODUCTION Forming a PEKKA group PEKKA Looks Ahead 73 CHAPTER 5 148 CHAPTER 10 Foundations of To Keep the Fire Burning Economic Independence Closing Thoughts The Strength of Savings and Borrowing Cooperatives ACRONYMS ASNLF Aceh Sumatra National Liberation Front NTB West Nusa Tenggara AusAID Australian Agency for International Development NTT Nusa Tenggara Timur (East Nusa Tenggara) AWID Association for Women’s Rights in Development Pekka Perempuan Kepala Keluarga (Women-Headed Household) BPS Badan Pusat Statistik (Indonesian National Bureau of Statistics) PEKKA Pemberdayaan Perempuan Kepala Keluarga (Women-Headed Household Empowerment Program) CDD Community-driven development PEP Partnership for Economic Policy DIY Daerah Istimewa Yogyakarta PNPM Program Nasional Pemberdayaan Masyarakat DKI JAKARTA Daerah Khusus Ibukota Jakarta (Indonesian National Program for (Special Capital Territory of Jakarta) Community Empowerment) GAM Gerakan Aceh Merdeka (Free Aceh Movement) PPSW Pusat Pengembangan Sumberdaya Wanita IALDF Indonesia-Australia Legal Development Facility (Center for Women Resources Development) JABAR West Java PRIME Indonesian Women-Leadership Program JATENG Central Java PSF World Bank PNPM Support Facility JATIM East Java RAT Rapat Anggota Tahunan JSDF Japan Social Development Fund (Annual Meeting of Members) KALBAR West Kalimantan Seknas Sekretariat Nasional (National Secretariat) KALSEL South Kalimantan SEWA Self Employed Women’s Association (India) KDP Kecamatan Development Program SME Small and Medium-Size Enterprises KUA Religious Affairs Office SULSEL South Sulawesi LBH Legal Aid Institute SULTRA South East Sulawesi LKM SISKOM Lembaga Keuangan Mikro Berbasis Komunitas SULUT North Sulawesi (Community-based Microfinance) Sumbar Sumatera Barat (West Sumatra) MALUT North Maluku SUMSEL South Sumatra MFI Microfinance Institution SUMUT North Sumatra MoF Ministry of Finance (Indonesia) SUSENAS National Socioeconomic Survey MSF Multi-Stakeholder Forum TNP2K Tim Nasional Percepatan Penanggulangan NAD Nanggroe Aceh Darussalam Kemiskinan (National Team for Accelerating Poverty Reduction) NGOs Nongovernmental Organizations WRI Women’s Research Institute viii ix THE PROMISE OF PEKKA FOREWORD Nothing is impossible in life if we are willing to work hard toward gaining our These chapters also strive to show a process, and so offer not only an organizational aspirations. The Women-Headed Household Empowerment Program (PEKKA) profile, but also step-by-step descriptions of how the women’s groups are formed has proven this. and how they begin their empowerment journey through savings and borrowing cooperatives and small business practices. With the trust of its funding institutions like the Japan Social Development Fund (JSDF), support from its champions, and the dedication of a superb team, PEKKA However, this book is less about a “project” and more an account of life, hope, and National Secretariat and its grassroots cadres, leaders, and members are making transformation. We hope you, too, will discover the PEKKA spirit within its pages. dreams real and changing concepts about development aid. We salute the hard work of PEKKA and its supporters. We look forward to sharing Those of us who work with PEKKA know that there are no quick or easy formulas or in the great events that will follow as the PEKKA movement advances in its second instructions on the way to achieve lasting empowerment for poor single women. We decade of growth. learn as we go, sometimes by trial and error, drawing lessons from our mistakes and celebrating in our successes. MR. RINTARO TAMAKI But whether success or setback, we grow stronger on every front. PEKKA has Former vice-minister of finance of Japan; deputy secretary-general, become a school, a home, and an inspiration for all who feel the power of its vision. Organisation for Economic Co-operation and Development (OECD) Established in June 2000 by the government of Japan and the World Bank, the JSDF is a multisector program that has been a leading source of support for innova- tive social programs, including PEKKA. Now, as the JSDF’s partnership with PEKKA passes the 11-year mark, it is worth pausing on the journey to reflect on PEKKA’s accomplishments. We have gathered abundant numbers, facts, and, especially, stories that we remember—and so many more to which we can never do justice. We cannot expect to recount every story in this book. But we can try to let the reader at least feel the pulse of the PEKKA phenomenon through the women who live it. x xi A NEW CONSTITUENCY PREFACE When poor single female breadwinners bond with others like themselves, things may But PEKKA has even wider visions. Rather than just bridging a Perhaps most important, PEKKA has given its women a shared suddenly not feel so hopeless. And, with this new glimmer of hope, they may start gap with fleeting financial aid, PEKKA seeks to embolden poor vision they never thought possible—a vision of self-worth and dreaming of working together for financial independence, gender equality, and a Indonesian women to take charge of their lives and engage in the greater purpose. greater purpose in their communities and society. development cycle as a cooperative bloc. This means the women With programs like PEKKA, the World Bank can continue to fulfill must gain financial independence and commit to building an Stirred by these visions, they may even decide to unite to fight poverty and injustice, its commitment to mainstream gender equality into Bank opera- enlightened society. It requires that they become aware of their and in doing so, break old social barriers and create new development templates. tions and open new opportunities and outcomes for women around human rights and their critical role as household heads and agents the world. of community action. So begins the remarkable story of Indonesia’s PEKKA: the Women-Headed House- hold Empowerment Program. It is an account of how courage, hope, and resolve can And, as a demonstrated agent of change, PEKKA has the potential As with any narrative, the characters power this story. The chief alter lives and transform societies. to offer lessons to all regions on decentralizing governance protagonist is one unyielding woman—Nani Zulminarni. She is the and making civil society groups partners with governments in catalyst and commander. Without her, there would be no PEKKA. The story contains all the elements of any great tale. The setting is post-conflict, post- poverty alleviation. financial crisis, post-tsunami Indonesia—a land eager to mend itself after a decade of Accompanying her are the thousands of ordinary, poor women conflict, the worst financial crisis, and natural catastrophes. from Indonesia’s cities and villages who, rather than succumb MRS. SRI MULYANI INDRAWATI to despair or social pressure, choose to pilot their own fates and, The plot centers around the many poor women left widowed, abandoned, or destitute Managing Director in the process, start a national movement. Their collective and by human and nature’s pillage. The conflict unifies them in their struggle to survive The World Bank individual stories form the amazing tapestry of the PEKKA saga. and, against odds, triumph. PEKKA has now proved itself to be transformational in nature. The narrative introduces us to the grim conditions of the crisis and the country’s With strong, honest leadership the program has shown poor efforts to answer the many pleas for help—especially from war and tsunami widows. women how to plant the seeds of economic empowerment through Enter PEKKA, a program with a shatteringly simple idea: help the poorest of the savings and borrowing cooperatives and entrepreneurship. It has poor—in this case, widows and single women household heads—that most aid also opened the door for them to political engagement and exercis- programs pass over. ing their legal rights. xii xiii INTRODUCTION It is Wednesday, October 21, 2009, and a long-anticipated studies to judge impact, reach, innovation, and sustainability. And ceremony involving high officials of the Japanese government now, 20 projects stand apart. is taking place in Tokyo. Among the dignitaries are Mr. Rintaro Among the Best Practice award recipients are a modest delegation Tamaki, vice minister of finance; Mr. Takashi Miyahara, director of women from Indonesia. These women represent the face of an of the Development Institutions Division; Dr. Walid Abdelnasser, exclusive project funded by JSDF—the Women-Headed Household Egyptian ambassador to Japan; Mr. Néstor Arbito Chica, minister Empowerment Program, better known by its Bahasa Indonesia of justice, Ecuador; Mr. Sujana Royat, deputy minister, Ministry acronym, PEKKA (Pemberdayaan Perempuan Kepala Keluarga). The of People’s Welfare, Indonesia; Ms. Junhui Wu, director of Global program had scored highest in all categories. Partnerships and Trust Fund Operations at the World Bank; and about 100 high-ranking delegates from nongovernmental organi- Launched in 2001 in response to the plight of a faction of poor zations (NGOs) and civil society. women—the widows of the conflict in Aceh Province—PEKKA had by the time of the ceremony mushroomed into a community-driven The group is gathered to mark the 10-year anniversary of the Japan phenomenon across eight provinces that showed all signs of contin- Social Development Fund (JSDF), a development aid mechanism ued, rapid growth. Emphasizing vision, capacity building, network- funded by the Japanese government and administered by the ing, and advocacy for those at the lowest end of the social scale—poor World Bank. The attendees are proud of the fund’s first decade single women heads of households—the PEKKA spark had become a of accomplishments, which at this time include some 200 projects blaze that seemed ready to ignite a national movement. in the portfolio. Thus, the few Indonesian women accepting the award, along with But now the highlight of the week’s events is about to begin: the project counterparts and government backers, represented a legion presentation of Best Practice awards to a number of flagship of determined advocates of the PEKKA idea: poor single women projects that have proven themselves outstanding in both results heads of households can achieve financial independence and legal and staying power. and political empowerment for themselves and in the process help In preparation for this ceremony, World Bank experts have spent build a more just, prosperous, and dignified society. The following months assessing more than 200 grantee projects through in-depth pages tell how this happened. xiv xv CHAPTER 1 DISCOVERING A LAND OF FIERCE BEAUTY AND HIDDEN POWERS AN INDONESIAN LANDSCAPE “Bhinneka Tunggal Indonesia astounds at first glance. Its beauty, breadth, Ika–Unity and rumbling, scattered, deep-reaching mystery in Diversity” seem the inspiration for every adventure story. The country boasts long rivers and pristine shores, —Motto on the Indonesian great mountains and lush tropical forests. The land Coat of Arms itself seems to rest on a slumbering dragon that occasionally stirs to breathe fire through the largest range of active volcanoes on earth—or, all too often, to convulse the fragile lands as the beast twists in the throes of a fitful sleep, bringing shock, floods, and devastation. VAST, DIVERSE, AND ANCIENT ROOTS Crossing the equator in Southeast Asia, the Indonesian archipelago spans 1,904,000 square kilometers that straddle 17,000 islands, only 6,000 of which are inhabited by 1 a population of 216 million. The largest of these island stepping- groups are Acehnese, Bataks, and Minangkabau (Sumatra); stones are Sumatra, Java, Bali, Kalimantan (Indonesia’s part of Javanese and Sundanese (Java); Balinese (Bali); Sasaks Borneo), Sulawesi, the Nusa Tenggara islands, the Moluccans, and (Lombok); Dani (Irian Jaya); and Dayaks (Kalimantan).There West Papua, the western part of New Guinea. Its closest neighbors are 365 ethnic and tribal groups across the islands, speaking are Malaysia to the north and Papua New Guinea in the east. more than 3,000 dialects. Indonesia is home to one of the widest range of zoological and Indonesia now has the largest population of any country in botanical diversity on the planet. Among thousands of animal the Southeast Asia Region. Eighty percent of the population is species, it claims tigers, orangutans, monkeys, gibbons, crocodiles, Muslim, with 9 percent Christian, 2 percent Hindu, and the rest a small elephants, rhinoceroses, whales, bears, and komodo dragons. mix of traditional beliefs. The daily call to prayer is heard almost everywhere, wafting above the village rooster’s crow and through Indonesia’s first human inhabitant was the celebrated Java man the metropolitan din of traffic and construction. (Pithecanthropus erectus), discovered in 1891 at Trinil on the banks of the Bengawan Solo River in East Java. Scientists believe Colonizers came and went: the Portuguese, the English, the Dutch, that Java man crossed land bridges more than 1 million years ago. and for a few years the Japanese until bombs at Hiroshima and In 2003 anthropologists were baffled when a small humanoid skel- Nagasaki devastated the imperial nation. The end of World War II eton of unknown evolutionary link was discovered on the island of in 1945 finally brought independence for Indonesia, but successive Flores. They called it “the hobbit,” and the creature’s discovery still dictatorships from 1965 until 1989 under Sukarno and Suharto mystifies the scientific world. pushed democratic hopes underground. With Suharto’s fall in the late 1980s, Indonesians proclaimed an era of new freedom. Most modern Indonesians are of Malay origins whose migrant ancestors arrived around 6,000 years ago. Some of the principal The daily call to prayer is heard almost everywhere, wafting above the village rooster’s crow and through the metropolitan din of traffic. 2 3 PAST GHOSTS AND STARK CONTRASTS Indonesia still struggles with unsettled questions that stoke present disquiet. The fall of the centralized regimes of Sukarno and Suharto heralded an era of greater liberty of speech and organization, but much of the country seems to resist growing into the new freedoms. Indonesia is also experiencing a widening gap between wealth and poverty. Indonesia’s young people are first in line to try every new communication technology, and commerce is vibrant in the major centers. But the country still grapples with such extreme want in other areas as some of its poorest citizens work tirelessly for just one meal a day. Indonesia’s women have an especially dire stake in the social shifts. Domestic issues, such as violence against women, threaten the security and safety of Indonesia’s wives, mothers, and daughters. The most vulnerable, however, is the class of women only lately recognized and drawn out from the dim corners of the social tent: poor single women who head households. Indonesia’s women have an especially dire stake in the social shifts. 5 THE INVISIBLE BREADWINNERS BOX 1.1 PEKKA: Single women heads of households are not limited to widows. They include divorced, KEYS TO TRANSFORMATION abandoned, and other single women; those with incapacitated husbands; or women who must assume the role of chief breadwinner to take care of other family PEKKA’s power to transform the lives members, such as children, parents, or siblings. By law, only a man can head a of poor single women starts with the household, even if he’s long gone. Therefore, the more than 9 million women-headed following elements: households, representing approximately 14 percent of all Indonesian households, • Strong, honest leadership and risk becoming invisible. defined organization Poor single women, by their status alone, drop to the bottom of economic and social • Seed capital and other tools for rankings, sometimes slipping through the cracks of aid programs and inclusion economic empowerment campaigns. Without money, education, and awareness of legal rights and of govern- ment aid programs, they feel quarantined and powerless. • Awareness building of legal rights • Political engagement • Solid, shared vision These pages tell of a program trying to reverse • Transparency and integrity this archetype For over 10 years the PEKKA program has been transforming • Dramatic changes in women’s self-esteem the lives of poor marginalized women, turning them into A NEW ROAD TAKEN savers, builders, entrepreneurs, and leaders. These pages tell of a program that is trying to reverse this archetype—a program better known by its Indonesian acronym, PEKKA. The acronym PEKKA refers to the For over 10 years Pekka groups have been transforming the lives But to Pekka women, these opinions mean little. Their evidence Women-Headed Household Empowerment Program (Pemberdayaan Perempuan of poor marginalized women across Indonesia, turning them into and their stories are grounded in the startling personal changes Kepala Keluarga) and its national secretariat, Seknas PEKKA. savers, builders, entrepreneurs, and leaders. The program has they experience through their Pekka groups. These women claim been called a miracle, a blessing, a crusade, a healing process, a to be drawing an existential joy from the conviction that they make In contrast, the word Pekka denotes female household heads (perempuan kepala phenomenon, and a passion. It has also been labeled a nuisance, up part of a wider social movement that is reversing traditional keluarga), and Pekka groups refer to their local associations. dismissed as a “women’s club,” and accused of being an affront to poverty cycles while helping to build a just, prosperous, and the moral order. dignified society. Let’s explore how this all took shape. 6 7 CHAPTER 2 FROM CRISIS TO CONFIDENCE ORIGINS OF A POOR SINGLE WOMEN’S EMPOWERMENT PROGRAM In the first years of the twenty-first century, “Sedikit sedikit lama Indonesia was a country struggling to rebound lama menjadi bukit.” after decades of war and political turmoil, a major Little by little over a very long time a financial crisis, and one of the worst natural mountain is formed. disasters in history. —Indonesian proverb The end of the authoritarian era of President Suharto in 1998, sparked by the Asian financial crisis of 1997 and riots following the harsh devaluation of the rupiah, unleashed nearly a decade of ethnic conflict and violence. In May 1998 Jakarta was overrun with looting, burning, and raping. Later, thousands would die in West Kalimantan, Maluku, and Poso in Central Sulawesi as well as Papua and East Timor, and millions would be displaced. In Aceh province in northwestern Sumatra, the Free Aceh Movement continued its war of independence against the central govern- ment that it had begun in 1978.1 But nature was yet to wield the harshest blow. 8 In the early morning hours of Sunday, December 26, 2004, the The harsh succession of war, financial crisis, and natural disaster third-largest and longest-lasting earthquake ever recorded tossed had left an entire country of casualties. Among the most afflicted the floor of the Indian Ocean at a magnitude of 9.3. The undersea were widows—of war and nature—and other single women left to megathrust shook the entire planet, triggering earthquakes as struggle as the sole heads of their households. far away as Alaska. The quake’s epicenter lay directly off the west coast of Sumatra. PROFILE OF A SOCIAL AND LEGAL EXILE Then the tsunamis swept in. The facts about Indonesia’s poor females are explicit and bleak. They struck the coasts of most landmasses bordering the Indian In 2010 the Badan Pusat Statistik (BPS), the Indonesian National Ocean, killing as many as 280,000 people in 14 countries, and Bureau of Statistics, counted 9 million households headed by swamping coastal communities with waves up to 30 meters high. women. These households make up 14 percent of all households The crushing sea walls were one of the deadliest natural disasters in Indonesia and include approximately 44 million people of the in recorded history. overall country population. The number has been trending steadily upward since 2001 when PEKKA was launched. The hardest-hit country was Indonesia, and the hardest-hit region was Aceh and its provincial capital, Banda Aceh. Some estimates Women-headed households in Indonesia rank among the lowest say that almost 230,000 Indonesians perished or went missing on poverty grids. So say statistics from the 2010 National in Aceh. More than 500,000 of the survivors found themselves Socioeconomic Survey (Susenas),2 which show that women- homeless and displaced. The shock was so deep that in the headed households are poorer than those headed by men and that calamity’s aftermath the Free Aceh Movement, after almost 30 female heads of family cling to the margins in all aspects of life, years of war, agreed to a peace treaty, which they signed with the including education, employment, and income. Indonesian government on August 15, 2005. These findings concur with research from the PEKKA National Secretariat,3 which shows that 55 percent of female-headed households live below the poverty line and one-third cannot access War, financial crisis, and natural disaster had left an entire public health care or social assistance. In addition, at least 78 country of casualties. Among the most afflicted were widows percent of divorced women suffer domestic violence; and almost and other single women heads of households. 50 percent of these women don’t understand the obligation to register their marriages legally. This last oversight carries signifi- cant consequences if a woman later seeks a divorce, wants to send her children to school, or tries to obtain legal protection. 10 11 Most of these women are between 20 and 60 years of age; almost woman’s marriage, divorce, or even their widowhood valid before 40 percent are illiterate. Each has up to six dependents, and the the government acknowledges her as head of the household. majority work on farms or within other informal sectors. Their Without formal recognition, women are blocked access to Indone- income amounts to less than Indonesian rupiah (hereafter Rp) sia’s poverty alleviation programs—free health care, cash transfers, 10,000 (approximately US$ 1) per day,4 and many bear the scars subsidized rice—and they cannot obtain birth certificates for of domestic and political violence. A transgenerational blow then their children, a requisite for registering young students beyond falls to their children, who leave the educational system sooner, primary school. thereby contributing to the downward spiral of poverty. Thus, economic shortfall, societal bias, and dubious legal status Under Indonesian marriage law no. 1/1974, Indonesia recognizes collude to propel a downward economic and social spiral for these only the male as family head, and a court must first declare a women, a trend that can last for generations. 12 A FIRST RESPONSE TO THE ‘WIDOWS CRISIS’ Scott recalls his own awakening to the disconnect: The first efforts to curb the decline came in 1998 through an The first inkling that something was amiss came during a visit Indonesian government project, the Kecamatan Development to Aceh during the period of armed conflict. While I was sitting “Would you be willing to make Program (KDP).5 Funded by a US$ 225 million World Bank loan, outside a mosque in a small hamlet in Kabupaten Pidie, a group this project into a movement?” KDP was an attempt to answer pleas for help from victims of the of widows angrily complained to me that they felt left out of aid conflict in Aceh Province, especially female household heads. programs. Kamala asked a young Indonesian woman named Nani Zulminarni These women—widowed or abandoned—were in severe need of Disturbed by the charges, Scott decided to follow up. He discov- (see chapter 3)—who had been chairperson of the Center for resources to overcome economic distresses and cope with the ered that widows were indeed left out of the village discussions Women Resources Development (PPSW)—to coordinate the new aftershocks of war. that established project priorities. When he challenged one of the program. Kamala had specific reasons for choosing Nani: Scott Guggenheim, who headed the KDP program at the World village leaders on the exclusion of the neediest, the leader did not We needed someone who could develop the program beyond Bank at this time and became an early champion of the PEKKA admit a problem because, as he explained, “There aren’t any poor the idea of a project to become part of a social movement. model, explains KDP’s “big idea”: widows in the village—the widows are well looked after by their Otherwise, Komnas Perempuan didn’t want to be involved. I husband’s families.” Indonesian communities had their own strong traditions of asked Nani outright, “Would you be willing to make this project development planning and management. Rather than bypass- As Scott realized, “The mostly male community leaders literally into a movement?” ing local traditions, KDP laid out a framework for communities could not see that the widows and their children were desperately After months of reflection, Nani accepted the assignment. She to set their own priorities, to manage funds provided for their poor. The widows felt voiceless and invisible.” already had years of experience as a grassroots fighter for women’s own development, and to be accountable for the quality of the empowerment and knew the importance of helping those most in results of their own endeavors. need and most overlooked by the KDP program. She also grasped By most official standards, KDP—which by 2006 had been scaled WOMEN TO THE RESCUE OF WOMEN the potential of a so-called widows project to reach these women. up nationally as the Indonesian Program for Community Empow- Scott soon approached people in the Ministry of Home Affairs to Nani Zulminarni therefore became not only commander of the erment (PNPM)—was working. suggest that steps be taken to address the widows’ complaints. PEKKA ship but its architect, builder, and driving engine. The outcome was that in 2000 the minister of Home Affairs asked But other evaluations of the program soon showed what the The first entry on her agenda was to infuse more elements of the National Commission on Violence against Women (Komnas intended beneficiaries already knew: KDP was not reaching the women’s empowerment into the program. Instead of a “widows Perempuan)6 and its chairwoman, Kamala Chandrakirana, to poorest of the poor, especially widows and others in women- aid” project, she insisted that the program’s name had to signal devise a plan within the Kecamatan program to document the lives headed households. impact and ideology. The women needed to be seen, and to see of the widows as a way to assess the real needs of the women. This themselves, as intrinsic community members, confident leaders, project, supported by a grant from the Japan Social Development and strong family heads—not self-doubting victims. Fund (JSDF) through the World Bank, was originally named the Widows Project. 14 15 More to the point, confining the program to widows was self- BOX 2.2 limiting because widows were just one part of a greater, hugely THE JAPAN SOCIAL DEVELOPMENT FUND: hidden constituency that included all poor single women heading UNLOCKING POTENTIAL IN POOR COUNTRIES households. According to Nani, “We had to expand our definition The Japan Social Development Fund (JSDF) was established to include divorced or abandoned women, and make it a broader in June 2000 during the Asian financial crisis by the issue of gaining self-esteem and a vision for themselves.” government of Japan and the World Bank to furnish direct aid to the poorest and most vulnerable groups in World Bank Nani proposed the name, Women-Headed Household Empower- member countries. JSDF helps local communities and civil ment Program or, in its Indonesian acronym, PEKKA (Pember- society organizations, including nongovernmental dayaan Perempuan Kepala Keluarga), which in Indonesian can organizations (NGOs), become involved in the development also mean “sensitive.” The primary mission was simple: help poor process. The Japan Ministry of Finance funds the program. single women breadwinners take charge of their lives and the decision-making processes within their families and their society. JSDF grants do the following: But, considering the legal restrictions and social biases against • Respond directly to the poorest and most vulnerable groups single women, some rigid economic and social barriers were about to be breached. Single women still lacked the legal status to access • Test innovative methods and approaches at the project, country, or regional level • Launch pilot initiatives that can be scaled up through essential government funds or even basic civil rights. The new World Bank-financed operations or government activities BOX 2.1 program would have to confront both barriers (box 2.1). • Build ownership, capacity, empowerment, and TO THE RIVERS AND MOUNTAINS participation of local communities, NGOs, and other Nani Zulminarni remembers other single women—even which were not recognized We learned we had to THE BIRTH OF PEKKA civil society groups the pioneer years of PEKKA. suggesting we wanted to by the law and the system. go to where the women With financing from JSDF (box 2.2), and fueled by Nani’s The JSDF grant to Indonesia in support of the KDP in 2000, traffic them in prostitution! are, to delve down and We had to struggle with It’s difficult to reach these commitment, PEKKA was launched as a pilot program to help and later PEKKA, came two years after the Asian financial talk to them to find out deep prejudice, and were We also never realized women. Often one house female victims of the conflict in Aceh, West Java, Nusa Tenggara crisis. By then poverty had doubled, and the social crisis was who they are… Now we rejected by many local that there were so many will be occupied by more Timur (NTT), and Southeast Sulawesi provinces. The program mounting, sending the political, legal, and social structure go everywhere—to the committees. People hated women-headed house- than one women-headed drew inspiration from the government’s KDP, but the PEKKA into free fall. JSDF, with its emphasis on building community villages, to the rivers, me, or laughed at our idea holds, which were always household. designers were keen to fill the gaps that KDP had missed in its capacities and ownership, was able to help the government to the mountains. of organizing widows and increasing in number and goal to reach the poorest of the poor, especially widows and refocus its pro-poor programs. women-headed households. 16 17 They decided that the JSDF grant to PEKKA would first confront FOUR STRONG PILLARS the poverty cycle by giving families in seven conflict areas access to All heady ambitions to be sure. And realizing them would need a resources in the form of revolving funds, small business manage- strategy with a rock-hard foundation—in this case, PEKKA’s four ment and organizing skills, and support to stabilize their domestic pillars of program implementation: economic status. ▪ Visioning. The beneficiaries acquire an acute awareness Much of this funding would come in the form of subgrants to of their rights as women, as human beings, and as citizens, female heads of households and block grants for groups headed by and envision a life’s mission. poor female-headed households. The block grants had to be used for community aims, such as roads, education, or water supply, ▪ Capacity Building. Pekka women build the skills and and grants used for microfinance had to circulate within the group confidence to confront challenges. to other beneficiaries. ▪ Organization and Network Development. PEKKA Instead of just dispensing aid, the PEKKA program challenged establishes groups in different areas and creates networks women to join fully in the development cycle by first organizing for between them, as well as other institutions, from the greatest impact and then accepting their vital roles and rights as subdistrict to the national level. household heads and community decision makers. ▪ Advocacy and Change. PEKKA advocates for correcting Next, securing economic empowerment and independence was public perceptions about single women household heads and critical. This enterprise was not to be just another “aid” program; lobbies to change public policy. rather, women should and would learn basic principles of coopera- tives and small business management. From these steps a network These pillars underpinned the program’s structural and moral of financial cooperatives and an army of small entrepreneurs integrity, and every PEKKA thematic program would be infused would emerge. with their foundational spirit. Instead of just dispensing aid, the program challenged women to join fully in the development cycle. 19 YEARS IN THE DESERT ministry gave in and allowed direct Bank payment to PEKKA. This decision caused later problems with some of the local governments At the beginning, however, PEKKA sputtered and almost who were used to being a step in the funding process. But at least stalled for good. First were the problems of mistrust and high the main hurdle was passed. expectations from the women they wanted most to reach. Many In the first three years Pekka groups in were skeptical of PEKKA’s motives; others expected immediate Nani Zulminarni and company, meanwhile, set about building windfalls and turned away when these didn’t materialize. In the some provinces experienced an almost local power alliances to merge PEKKA aims about helping the first three years Pekka groups in some provinces experienced an 100 percent failure rate. poor and vulnerable with similar local values. They employed almost 100 percent failure rate. every device available to achieve their goals. They kept PEKKA alive and growing. BUREAUCRACY AND OTHER ROADBLOCKS The web of bureaucracy presented even graver dangers. But this solution was temporary, and Nani almost despaired at Nani looks back on the early years with near exhaustion. “The first According to Nani, facing this hurdle for every disbursement. “I couldn’t keep going three years almost drained me,” she remembers. “It was my first through this,” she said. “I had to borrow money to pay my staff, time working so intensively with the government and working with All our funding had to go through the government, which had and it was hard enough dealing with problems in the field without the World Bank. …I also felt as though I was working against some a different philosophy about disbursement than PEKKA. They chasing down every reimbursement. I was ready to give up.” of my ex-colleagues at my old NGO who questioned my ideology wanted to release money according to schedules and time- now that I was affiliated with the World Bank, and even expelled tables. We were more interested in restructuring and repairing She again called on Scott to ask if it were possible to have me from some of their networks. They had different perspectives.” societies first before handing out funds. There was always a Japanese funds channeled directly to her in PEKKA without fight… they wanted to push money, we wanted to wait. the government intermediary. At first, he was amazed. “Are you serious?” he asked. “The World Bank is even more bureaucratic!” A bigger problem was that, in PEKKA’s case, all funds for technical assistance had to pass though the government reimbursement But she insisted, and he, being a firm believer in PEKKA’s ambi- process, which at that time was prone to extreme delay and tions, set about to make it happen. bureaucratic entanglement. After one year, Nani Zulminarni found herself unable to recoup expenses she had already committed for CREATIVE EXPEDIENCY staff, training, and operational expenses. Their efforts paid off, and PEKKA became the first program in Facing this loggerhead, Nani turned to Scott Guggenheim, who was Indonesia funded directly by the World Bank. Part of the strategy in charge of channeling the World Bank/JSDF funds. Their first so- was to make it a requisite for the Ministry of Home Affairs to lution was to get Nani’s current request for reimbursement included administer every micropayment to PEKKA in the field rather than with those from a project already cleared for reimbursement. letting them make it a “local problem.” Faced with a perpetual bureaucratic procedure for every disbursement, the central 20 21 TURNING AN OLD POVERTY CYCLE AROUND PEKKA started with a vision of female heads of households joining together in a national drive for a prosperous, gender-equal, and dignified society. It then organized and enlisted these women into every cycle of development, while instilling in them an awareness of their legal and human rights. In addition to economic realities, the PEKKA The PEKKA program endorsed the view that one of the best ways program addresses human complexities. to reverse the poverty cycle of poor single women is to show them how to gain a stable income. Indeed, PEKKA’s admirable track record owes much to its insistence on vocational and leadership training for its members as well as literacy, bookkeeping, and even health education. The program encourages women to save money and apply for microcredit loans for farming, animal husbandry, tailoring, and trade. But, as Pekka women often remark, the program gives them far ing with poverty, but also with a loss of self-confidence and with Thus, PEKKA’S status has been gained through more than a menu more than skills like reading and writing and access to finance: it isolation, negative labeling, harassment, and loneliness. of programs. Its real power, it seems, comes from its subtler accom- galvanizes them to action in their own households and communities. plishments, namely, the widows’ newfound confidence and pride. Saparinah Sadli, professor at the University of Indonesia and a Meanwhile, no child of a Pekka member has had to leave school prominent national figure, puts her finger on the originality of In the coming chapters we’ll explore the reasons for PEKKA’s since the project started, and in most groups school enrollment PEKKA’s mission: phenomenal growth. We’ll learn how Pekka groups are formed increased. Pekka microcredit groups have consolidated member and then taught microfinance and small business skills. We’ll savings, and business training has gotten Pekka entrepreneurs up The Empowerment of Women Household Heads is indeed a rare discuss PEKKA’s impact on individual lives and national develop- and running—even before the arrival of outside funding. initiative because it does not purely relate to valid, empirical, ment models, and reflect on where the program is heading. Most and statistical data on women, and neither does it simply important, we’ll hear from some of the women themselves as they PEKKA also offers a social fund for older women and those unable describe poverty. Through PEKKA, we can learn about women’s share their remarkable stories. to work, and provides scholarships for their children. The program positions as household heads and life’s challenges that they offers a separate rehabilitation program for tsunami widows. face. The realities of their lives are unknown because of their Our next call, however, is to the nerve center of PEKKA, its Na- geographical location, social and cultural conditions, and the tional Secretariat, from which the top of the organizational chart In addition to economic realities, the PEKKA program addresses situation in conflict zones. It also stems from a development begins its course down to the roots of the vast Pekka network. human complexities. Poor women household heads are not just deal- paradigm where poor communities are rarely touched by the central or local government. 22 23 NOTES 1 The Free Aceh (pronounced Ah-cheh) Movement (Gerakan Aceh Merdeka or simply GAM), also known as the Aceh Sumatra National Liberation Front (ASNLF), was a separatist group seeking independence for the Aceh region of Sumatra. GAM battled Indonesian government forces from 1976 to 2005 but abandoned its separatist intentions and dissolved its army following the 2005 peace agreement with the Indonesian government. 2 SUSENAS is a series of large-scale multipurpose socioeconomic surveys begun in 1963–64 and fielded every year or two since then. Since 1993 SUSENAS surveys cover a nationally representative sample typically composed of 200,000 households. Each survey contains a core questionnaire that consists of a household roster listing the sex, age, marital status, and educational attainment of all household members, supplemented by modules covering about 60,000 households rotated over time to collect additional information, such as health care and nutrition, household income and expenditure, and labor force experience (www.bps.go.id). 3 PEKKA National Data Base. 4 At the time of this writing the dollar exchange rate was Rp 1.00 = 0.000106440 US$. 5 KDP is one of the largest World Bank-financed community-driven development projects. The program fights poverty in rural communities and boosts local governance through direct block grants to kecamatan (subdistricts) and villages for small-scale infrastructure, social, and economic activities. 6 The National Commission on Violence against Women was established by women activists and scholars in response to public outrage and demands for accountability after a 1998 nationwide campaign of violence against women. 24 25 CHAPTER 3 STRUCTURE AND VISION UNDERSTANDING THE PEKKA ORGANIZATIONAL PYRAMID If at first glance Indonesia astounds the eye, then “Our goal is to its capital city, Jakarta, can rattle the wits. The change the way metropolis is grand, growing, and intimidating, and women think everywhere there is motion, noise, and congestion. about aid.” The swirl of cars and motorcycles pounds the senses —Nani Zulminarni day and night, and the surrounding cityscape gives no quarter to the casual walker. Most sidewalks are crowded, blocked, or simply not there, and a simple stroll soon becomes an exercise in navigating the impossible. But there are respites, and one is a quiet street in the Duren Sawit neighborhood of East Jakarta. This is the home of the PEKKA National Secretariat or Seknas PEKKA. We’ve come to get a first-hand glimpse of the organizational structure and spirit that keep driving this movement forward. Photo credit: Jerry Kurniawan 27 women to wear headscarves, She was still heading PPSW Nani believes that gender forbidden under the in 2001 when Kamala Chan- discrimination is overcome Suharto regime. drakirana of the National by empowering the women The two-story center projects an air of quiet busyness, resembling, Commission on Violence themselves. She learned this perhaps fittingly, the residence of a large, extended family. After graduation she became against Women approached through her own experience. head of Indonesia’s Pusat her with the idea of heading “I have personally gone Pengembangan Sumberdaya the new Widows Program. through discrimination, Wanita or PPSW, the Center She accepted the job but scorn, and harassment for Women’s Resources made significant changes in because of my status as a Development, an advocacy the program, modifying both divorcee,” she admits. NERVE CENTER AND KITCHEN organization for women’s its name and substance. She The two-story center projects an air of quiet busyness, resembling, BOX 3.1 rights. Nani also served on But, she says, “The spirit, joy, changed “widows” to “house- perhaps fittingly, the residence of a large, extended family. From NANI ZULMINARNI the executive committees of and new-found confidence hold heads” and set out a the Jakarta headquarters the national coordinator, Nani Zulmi- Nani Zulminarni has been two regional networks: South of the Pekka women that I comprehensive economic narni, and her staff reach out to guide and motivate the myriad an activist and organizer East Asia Popular Commu- have helped organize have and social empowerment for women’s rights since her nication Program and Asia deepened my conviction that local Pekka groups while directing their national outreach and program for the women. university days, when she South Pacific Association for I chose the right road.” advocacy aims. It’s the “kitchen” where ideas and problems from Thus, PEKKA was born. led protests for the right of Basic and Adult Education. the field are delivered raw, then hashed, mashed, and cooked until workable. PEKKA is an NGO with a board of directors and advisers who work closely with the national coordinator, who also acts as Seknas manager. The manager heads a professional staff of around 22 experienced in women’s empowerment issues, administrative By design the PEKKA program marches at a different pace from systems, finance, and media production. most development projects. Instead of a stringent implementation plan or disbursement table, PEKKA leadership allows the women By design the PEKKA program marches at a As the face of PEKKA, Ibu Nani, a term of respect for mature women,1 leads all program teams and monitors the vital signs of to be flexible in setting the priorities and tempo of activities. This different pace from most development projects. adaptable approach encourages universal participation among the the central organization and the field programs (box 3.1). With women while strengthening program management and impact. her staff, she ensures that organizational strategies are pushing The program also insists on a strong documentation program to program implementation at the grassroots. This includes research, share and replicate lessons. development of training modules for Pekka women, advocacy, and media production (figure 3.1). 28 29 FIGURE 3.1 PROGRAMS Economic empowerment is usually the entry point for Pekka PEKKA ORGANIZATIONAL CHART groups. But one of the most fundamental ideas that PEKKA must Before discussing staffing, we first have to digest the substance convey is that economic empowerment does not mean business as of PEKKA’s six thematic programs. As Nani explains, “The six usual—that is, an aid program subsidy. Most other microfinancing thematic programs are the flesh and blood outer body on the programs have created cultures of dependency, and many women skeleton of PEKKA’s four pillars. And the values that make up ADVISORY encountering Pekka for the first time have unrealistic expectations. BOARD the four pillars [Envisioning, Capacity Building, Networking/ When they don’t see a quick return, they lose confidence and move Organizational Development, and Advocacy] must be infused into on. Nani recalls: every program and its actions.” During our first three years, we had almost 100 percent drop- So, what are these six programs that make up the PEKKA out from the Pekka groups in some areas. There were too many NATIONAL form, and why are they so critical to program aims? We start expectations of money from government or from the World COORDINATOR with economics. Bank. We struggled to teach women that we give them tools for empowerment, not cash for hand-outs. ECONOMIC EMPOWERMENT SECRETARIAT MANAGER The economic program develops, manages, and expands financial LEGAL EMPOWERMENT FINANCIAL resources through cooperative savings and borrowing microfi- After several years working for economic empowerment, MANAGER nance activities (chapter 5). It then boosts income-generating PEKKA program coordinators realized that much of what was activities for the Pekka families through individual and collective making women poor often had more to do with legal issues business development (chapter 6). Through these activities, the than anything else. program teaches women financial independence and thus makes HEAD DIVISION HEAD DIVISION INSTITUTIONAL COMMUNITY them agents of change. DEVELOPMENT ORGANIZING COMMUNITY BASED MICRO FINANCE One of the most fundamental ideas that PEKKA must convey is DATA & INFORMATION that economic empowerment does not mean business as usual. CENTER COMMUNITY MEDIA 30 31 For example, a religious marriage may take place, but without a civil registration the marriage has no legal protection. Men may BOX 3.2 want to avoid the registration fee or may have other motivations. FROM VICTIM TO PROTECTOR PEKKA’s planners had to think wisely about the new An unregistered marriage leaves a wife vulnerable in many ways: program’s structure and vision. Although economic issues it opens the way for the husband to dissolve his marriage vows at formed the roots of the program tree, the so-called widows any time and even allows for him to abuse his wife. An unregis- question had far-reaching branches that touched on legal, tered marriage can also block children of the union from obtaining social, educational, and even personal safety issues. birth certificates, which brings complications when mothers try to register their offspring for school. Widya’s example is similar to many others’ experience before and after PEKKA. She was the mother of four children Women are also denied access to bank credit, cannot open savings and lived in Mataram, on the Indonesian island of Lombok. or investment accounts, and are blocked from engaging in com- She was also a victim of chronic domestic violence and in merce and trade. 2004 filed a domestic violence report with the police and received a medical assessment to support her case. The legal program builds understanding about legal rights and But not knowing her legal rights and fearing further protection for Pekka women and others. It provides training for retribution, Widya soon withdrew the police report, a village paralegals on domestic violence and family law and holds common outcome under the circumstances. district forums to bring together judges, prosecutors, police, NGOs, and government officials to teach about gender issues (box 3.2). In 2005 Widya joined a Pekka group. She learned about her legal rights, obtained a divorce, and discovered a new PEKKA’s legal arm also campaigns for legal reforms and gender- purpose in fighting for women’s rights. Now, as a PEKKA equal legal processes, and is fighting to gain paralegal status for its paralegal she helps other victims of domestic violence gain trained cadres, who now can only research and advise but have no justice through the courts. representational rights in court. LIFELONG EDUCATION Most poor people can’t afford to send their children to school. Al- though nominally free for the first years, sending a child to school still requires cash output for uniforms, supplies, and transporta- tion. Funding for vocational training is almost nonexistent. PEKKA’s education program helps furnish quality, low-cost LIFELONG HEALTH CARE RIGHTS education, including scholarships for Pekka children unable to The health care program focuses on issues linked to healthier finish the nine years of compulsory education. It also intends to living, especially reproductive health. The program helps health eradicate illiteracy for Pekka families of all ages through functional cadres in Pekka communities organize access to health care and literacy courses and access to education matriculation programs. campaigns for policies that bring affordable care to the poor. Some In addition, PEKKA education programs are creating space for Pekka groups bring medical staff to the Pekka Centers to conduct early-infant education and learning classes. clinics for regular medical screenings and exams. POLITICAL EMPOWERMENT COMMUNITY MEDIA PEKKA’s political empowerment arm spreads learning about the The community media program backs Pekka group activities, political rights of female household heads. It organizes Pekka especially putting information technology into the hands of the groups to monitor decision-making and political processes, speak poor. Media staff from Seknas PEKKA train members to develop up on issues, and to seek leadership roles in local government. community media, including radio, video, photography, and print media. The team focuses mostly on community education, social As more Pekka groups gain confidence and prestige, more change campaigns, and policy advocacy. local political candidates and campaigns are seeking their support, both for Pekka organizational skills and the weight of The media group maintains a documentation and publication unit a Pekka endorsement. at Seknas PEKKA that records all sides of Pekka activities. The unit produces profiles of women-headed households, daily life, Many Pekka women have taken it a step farther by running for and and field activities. The center then shares its videos, photographs, gaining local leadership positions, making their opinions heard and printed materials nationally and internationally to promote even on non-Pekka issues at local political levels and development the women-headed household campaign. planning meetings. In addition, the center has trained many of its field leaders to become grassroots video-makers, photographers, and to operate radio stations. And now many of them have generated their own As more Pekka groups gain confidence productions of photographs and videos. So far, the center and the and community standing, more local Pekka community have produced more than 90 videos, several political candidates and campaigns are books, 10 bulletins, and over 10,000 photos. seeking their support. For more on PEKKA’s thematic programs and their impact in the field, see chapter 8. 34 35 PEKKA STAFF FIELD WORKERS: THE DO-ALL PERIMETER GUARDS GROUP CADRES AND LEADERS: TACTICAL AGENTS PEKKA REACH OF CHANGE PEKKA has found and cultivated dedicated and capable hands PEKKA field workers are full-time operatives who oversee the As of this writing the Women-Headed Household Empowerment Group cadres and leaders are the indispensable front-line troops, throughout its ranks. The following is a brief description of staff front lines of the organizational structure. A field worker may Program works with almost 20,000 female heads of household directly involved in the enabling process every day. They are the positions and functions. function in at least 10 villages in one subdistrict. If the field worker through a network of 749 Pekka groups across 471 villages in 19 grassroots representatives for legal matters, education, health enlists a greater number of cadres to work with her, the area may Indonesian provinces, and its range grows wider every year care, and other areas of women’s empowerment. They usually have PROGRAM COORDINATORS: THE CHEFS IN THE be even wider. (box 3.3). Since its founding in 2001, Pekka groups have increased PEKKA KITCHEN separate professions, such as teachers, small business owners, and an average of 15 percent every year and now thrive in more than The Seknas PEKKA established the thematic programs to bring This role carries many names—field worker, coordinator, facilita- even village chiefs. half the country. life to the supporting principles of the program’s four pillars. To tor, consultant. Unfortunately, field workers have yet to receive Ideally, the group cadres and leaders work in the same village make sure the principles flow smoothly to the field, the center the professional credit due to a vocation so central to grassroots Meanwhile, groups in eight provinces have consolidated their where they live. But because of the time and effort needed to uses its program coordinator teams to develop the thematic areas development. This may have something to do with the lack of a individual groups into PEKKA Unions, independent mass orga- develop cadres and leaders, they may have to cover other villages. to raise the skills of field workers, cadres, and group leaders at career ladder, or it may stem from the notion that field worker was nizations at the provincial level. Each regional PEKKA Union has PEKKA offers training and workshops to its cadres in whatever the grassroots. Coordinators have to possess leadership talents in less a job than part of the community social system or perhaps just elected its own leaders and codified its articles of association. In areas they feel they can contribute most. community organizing and in conflict resolution. a temporary pause along the career path. 2010 the PEKKA Unions merged into a national federation. PEKKA field workers are changing that concept, and many of SUPPORTING TEAMS: BACKBONE SERVICES AND CREATIVE DOCUMENTATION them are proving that theirs is a profession worth developing. Field workers point to the professional satisfaction and personal Seknas PEKKA also houses three supporting units to back renewal they experience through helping others and absorbing the field activities: the internal administration unit, the financial values, spirit, and life of the community (see chapter 4). administration unit, and the publication and documentation unit. The administration unit helps coordinators and field workers The field worker plays an energetic role in creating and advancing with correspondence, reports, and obtaining information. The group capacity and relationships with other parties. The field financial administration unit safeguards financial transactions and worker must be adaptable in addressing social problems. Com- accountability. The documentation and publication team processes munity life can be fluid, and no one remedy solves every problem. information from the field, retaining and disseminating it as She is usually the primary group motivator through stories about reports, photos, and videos. Seknas PEKKA also has a small studio successful business development in other areas. to help the video documentation processes. The field worker must have at least a high school education and All three units pitch in to support trainings, workshops, and possess a broad perspective. Her analytical skills are put to the national forums. test every day in evaluating processes on the ground. The PEKKA Secretariat encourages the field worker to continue building her intellect through training, workshops, or applied studies. 36 BOX 3.3 PEKKA GROUPS, 2011 THAILAND PHILIPPINES FOUR PROVINCES BY THE END OF 2002 A L A Y S BRUNEI M I FOUR MORE PROVINCES IN 2003 Nanggroe Aceh A Darussalam SIX NEW PROVINCES AT THE END OF 2010 Sulawesi Utara FIVE PROVINCES ADDED IN 2011 Sumatera SINGAPORE Utara Kalimantan PA C I F I C O C E A N Barat Maluku Sumatera Utara Barat Sumatera Kalimantan Selatan Selatan Sulawesi Sulawesi PAPUA NEW GUINEA Selatan Tenggara Jakarta JAKARTA INDIAN OCEAN Jawa Barat Jawa Banten Tengah Jawa Bali This map was produced by the Map Design Unit of The World Bank. Timur The boundaries, colors, denominations and any other information D.I. Yogyakarta 0 200 400 Kilometers shown on this map do not imply, on the part of The World Bank Group, Nusa Nusa Tenggara Timur TIMOR-LESTE any judgment on the legal status of any territory, or any endorsement Tenggara IBRD 39559 or acceptance of such boundaries. Barat 0 100 200 300 400 Miles SEPTEMBER 2012 Four provinces by Four more provinces Six new provinces at the Five added in 2011 end of 2002 in 2003 close of 2010 • West Sumatera (Sumbar) • Nanggroe Aceh • West Kalimantan • North Sumatra (SUMUT) • Banten Darussalam (NAD) (KALBAR) • South Sumatra (SUMSEL) • Daerah Istimewa • West Java (JABAR) • Central Java (JATENG) • East Java (JATIM) Yogyakarta (DIY) • East Nusa Tenggara • West Nusa Tenggara • South Sulawesi (SULSEL) • South Kalimantan (Kalsel) (NTT) (NTB) • North Sulawesi (SULUT) • Jakarta (DKI) • South East Sulawesi • North Maluku (MALUT) (SULTRA) • Bali 38 39 PEKKA FUNDING the Program Nasional Pemberdayaan Masyarakat, otherwise ment programs—also accumulate and grow as capital for the known as PNPM-Mandiri, under whose umbrella PEKKA sits. savings and borrowing schemes (see chapter 5). It would be reassuring to believe that with the success of members’ Other countries supplying funds to PNPM include Australia, microfinance institutions and group and member entrepreneurial The PEKKA National Secretariat trains the women in managing Denmark, the Netherlands, United Kingdom, United States, and efforts, the PEKKA program would be self-sustaining. Reassuring the funds and planning activities. the European Union. but not realistic. In addition to JSDF, Pekka groups received direct assistance from DISBURSEMENTS AND ASSETS The truth is that much of what PEKKA does requires outside help. AusAID and other donor agencies, government institutions, and The cost per PEKKA beneficiary totals around US$ 340 for The secretariat has to be run, staff have to be paid, and older individual donations.4 training and livelihood grants. In PEKKA’s experience the larg- Pekka women and children need to be helped. Revolving funds est financing component, about 50 percent of the financing, is must be held in reserve as seed and scholarship money, and scarce The bulk of these funds go to activities managed by Pekka commu- earmarked for direct assistance to the community in the form of resources have to be spread across wider boundaries as Pekka nities. The money goes into revolving funds for the PEKKA savings revolving funds. This amount targets “public interest” projects groups expand. These cannot yet be drawn from the grassroots.2 and borrowing cooperatives and activity funds managed by Pekka such as schools and education scholarships, housing, health, and communities and the PEKKA National Secretariat team. PEKKA National Secretariat projects are funded in stages by infrastructure, or it can be applied to starting group business donor agencies. PEKKA’s chief outside supporter has been the ventures. For many Pekka groups infrastructure funds help build At the community level, member cooperatives add to Pekka JSDF (see chapter 2), which since 2001 has furnished aid to or develop community activity centers. incomes and become the source for loans to PEKKA group PEKKA through six separate development assistance projects.3 members. Despite fluctuations, funding for savings and borrowing At least 20 percent of financing goes to counterpart funds and PEKKA makes proposals to JSDF based on innovative ideas and schemes has overall trended up. Funds derived from projects— other expenses, including a communication and coordination data collected through consultations with potential beneficiaries either through the PEKKA National Secretariat or from govern- system for tracking the funds. in the provinces. Decisions are based on where funding will have the most impact and which activities can be replicated. The World Bank PNPM Support Facility (PSF) office in Jakarta oversees the implementation of JSDF-financed activitIes of PEKKA. PSF sup- ports the government of Indonesia’s flagship antipoverty program, The truth is that much of what PEKKA does requires outside help. 41 The program now claims 400 saving-and-borrowing groups and OTHER FUNDING STAFF PERSPECTIVES 35 microfinance institutions in 19 provinces, with assets of almost In addition to PEKKA-targeted funding, the World Bank We asked some of the Seknas PEKKA staff to share their thoughts on the everyday issues and challenges that come with the job, and some 12 billion Rp (US$ 1,350,000). PEKKA has raised more than 1 supplies funds for roads, water, and other infrastructure through aspects they’d like to see improve. billion Rp ($US 110,000) of internally sourced funds to develop community-driven development (CDD) project grants. Although thousands of business units. There are at least 25 community-led not aimed at Pekka groups, the funds often fall under the facility units, 17 community learning centers, and more than influence of Pekka women. One World Bank staff member MIEN 1,000 houses and 20 pieces of land that belong to women-headed explains how this happens: households. More than 40,000 family members and more than What is PEKKA about…? Making women more confident. And Spreading confidence and awareness into the new regions 100,000 others have received direct and indirect benefits. Saving and borrowing activities of Pekka groups have amassed self-help after they gain confidence, they learn to speak up for what they want. This [CDD grants] is community money, and everybody Mien Rianingsih, the head of the community organizing division, we go to the field to make final decisions. Our nominees are or program funds of almost 10 billion Rp ($US 1 million). has the right to say how it should be spent. So the women go exudes intelligence and leadership. She has three colleagues then brought to Jakarta for a month’s training before we send to village meetings and speak out …and even though it’s not working with her at the center, but most of her team is in the field. them back as PEKKA field workers. PEKKA money, they leverage it. From picking staff to starting groups, Mien stresses that it’s a She’s now directing most of her attention to developing new areas matter of gaining the locals’ confidence: for PEKKA and ramping up activities in the provinces that started Pekka groups in 2010. Part of this task is identifying new issues and We start by asking permission from local government and local problems in communities and dividing team labor in the provinces. leaders or religious heads, explain why we come, and that we want to meet women heads of households. They send us to the Her work in the field often entails accompanying field coordinators houses accompanied by a leader for an informal introduction. as they go door-to-door to organize Pekka groups. She also takes We then return several times to see if we can build trust. Then part in setting up awareness-building workshops. if it looks promising, we invite women to a meeting whether there are 5 or 15 to talk about PEKKA. To set priorities about where to focus, Mien relies heavily on input from her field coordinators, as well as secretariat statistical data. Mien reminds us that many women attend with the expectation So, finding the right field staff takes some planning: of receiving some government compensation. She recalls one field coordinator who, on her first visit to a village, wore a travel We first announce that we are recruiting field staff and start backpack. “The first question they asked her was, “Do you have a receiving applications, from which we make a short list. We pile of money in your backpack for us?” administer tests to those remaining and, based on the results, 42 43 KODAR AND ROMLAWATI Mediators and economic savvy builders Program and field coordinators must be ready to deal with any But trust has to be built, and leaders have to be trained, in number of problems. Kodar Tri Wusananingsih and Romlawati bookkeeping and other essentials needed to run a microfinance work as a team with cadres across seven provinces on legal and institute. In some cases, goods such as coconut or fish are accepted economic empowerment. Both seem to share a healthy sense of in lieu of cash and then sold. Then after three months they can humor as they deal with serious everyday issues. begin borrowing, and after two years they can connect with government sources. Kodar explains a typical problem with which she’s just had to contend: According to Rom, one of the first obstacles to overcome is that more than 50 percent of the Pekka group leaders and members are At one point it became known that a local NGO was using illiterate. “It is very difficult to find women who can manage these the PEKKA name to extract money from the government. duties without mistakes …and some members don’t borrow wisely, …We had to step in. They were taking the money and spending taking too much money or using it for the wrong purposes.” it irresponsibly, giving PEKKA a bad name… it caused a lot of hard feelings. Inflation is also a constant sap on the women’s savings. Living costs rise faster than they can put money aside, and prosperity It’s up to Seknas coordinators like Kodar to be ready to mediate always seems to hover just out of reach. and take strong action where necessary. Rom admits to frustrations about building some of the women’s Rom, meanwhile, trains the group leaders and members on all professional attitudes. “For example,” she relates, “we once aspects of running a savings and borrowing cooperative. She connected women who do weaving with a company in Jakarta that reminds us how delicate this task can be in the early stages: would order large amounts of fabric—an ideal opportunity. But, as “Expectations are high because the women are so poor, and they orders increased, women didn’t keep up, preferring to take breaks will resign if they don’t feel benefits early.” for different traditional reasons. They lost the account.” This can be difficult as poor women are told that they’re expected to save first. A typical response is “But I can’t even feed my family now, and you want me to start putting money aside?” 44 45 SUHENDRI “I guess they want to show the community how they are.” Suhendri is one of the young men working at Seknas PEKKA. He But he and PEKKA have a more ambitious agenda—namely, handles community media development and information at the getting the women to take over the documentation. “We start grassroots level. His mission is to train Pekka leaders in using media watching for those who seem interested in technology. Then we technology—computers, video, radio, photography—to convey may give them a camera before trying anything else.” messages to a wider community. His vision is to use media to teach Suhendry considers himself a coach more than anything else. “We grassroots realities to every level of society, especially government. train them and let the women decide which issues they want to He has been documenting the PEKKA program for three years, and do.” He smiles: “It’s interesting to see how they choose issues…. his subdued manner can’t hide his passion for the work. In Aceh, for example, polygamy was a popular topic. Other places “We need to document PEKKA,” he insists, “…for the women, for they make stories about education, water… even garbage. I guess the government, and the larger community in Indonesia to make they want to show the community how they are.” them aware of the issue of single women household heads.” MULYATI Keeping a close watch on the numbers PEKKA‘s accountant, Mulyati, has a wide smile that belies a or support money used only for business development tough attitude toward numbers. She helps the groups with or education grants. These funds are set apart from the Pekka running the savings and borrowing cooperatives, particularly groups’ income gained from microfinance cooperatives and small with the bookkeeping. Her duties take her to the field at least once business start-up. a year to conduct audits and to gather financial data to include “The main challenge for me is to ensure reliable financial reports in the PEKKA national financial statistics, which are critical for from the field,” says Mulyati. “Women are still limited in their program planning. In between, Mulyati conducts trainings in ability to deliver consistent and accurate financial reports—they financial management. sometime miscalculate.” Mulyati also keeps a close eye on the revolving funds. These are The National Secretariat is now developing a program that the funds acquired from different aid and project grants that are will allow data from the field to be uploaded directly to the given to the savings and borrowing cooperatives and held as seed central server. 46 47 WILU WHAT IMPROVEMENTS ARE NEEDED? “The legal program is now the second most popular.” Sharing knowledge, expanding staff, retaining and taking care of members, making paralegals legal, branding Pekka products, changing national education priorities Wilu is new to Seknas but already speaks with the authority of an which there are now 300, and collects data for Seknas PEKKA on informed veteran. Her focus is legal empowerment, and she starts marriages, divorces, and how many women need help with legal What changes would some like to see in PEKKA priorities? But only a few producers, such as the Pekka weavers and by discussing the beginning of the program in 2005: issues. When necessary, she refers cases to the village courts (see Not surprisingly, media people ask for more studio equipment. embroiderers, are at that quality level. But we’re also reminded chapter 8). “Now,” she says with pride, “the legal program is the But more to the point, they struggle with how best to convey of the experience when weavers failed to deliver on firm orders. We found that so many of the women’s problems were related second most popular.” knowledge to all Pekka members. As one staff member put it, “We Suppliers must be ready to respond to demand. to marriage and divorce… as well as legal documents, birth train down to coordinators and cadres, but this doesn’t always certificates for children, and domestic violence. We realized Spreading legal awareness has a healthy effect on civic Finally, staff cite how important it is to change government transfer knowledge to all members.” that we had to do something. responsibility. In 2004 Indonesia changed its election process education policies at the national and local levels. As noted, free to elect the president directly rather than being elected by This point segues into the question of enlisting more project staff education is not entirely free, and many poor children leave or The Legal Empowerment program was launched to make the Parliament. The women didn’t know this until they learned to cover new provinces. Field workers must often keep one hand don’t start schooling because of the costs of clothes and supplies. community aware of its legal rights. At first, most efforts aimed at it though their Pekka groups. Says Wilu, “We train women to in maintaining the old groups while trying to get new groups up talking to Pekka groups, but soon branched out to meet with local The odd thing, they say, is that government does have education become effective voters.” and running—which hinders continuing progress in the old, slows civic and religious leaders, and to women outside PEKKA needing money but doesn’t direct it where or how it’s needed. What early momentum in the new, and runs the risk of weakening the help with birth certificates and other legal matters. In 2009 a new political law mandated that 30 percent of those that means in Indonesia is that instead of spending money at program. Meanwhile, cadres don’t receive all the tutoring and sitting in local parliaments be women. “So,” Wilu reports, “we go the village level to improve teacher quality and provide school Wilu has a full agenda. She goes to villages to build coaching they need. out and let women know about this in case they want to run. And supplies and facilities for poor children, the government consigns multistakeholder forums with police, attorneys, local NGOs, and there are now 13 women running for office!” Speaking of cadres, PEKKA is pushing hard to achieve paralegal a significant portion of its budget to executing the national student government, where they discuss how to solve legal problems in status for its legal assistants. Prominent among the reasons for exams. Students take the tests between sixth and seventh grade, the community. She also trains cadres as Pekka legal assistants, of this goal are ongoing incidents of domestic violence and the ninth and tenth grade, and finally during twelfth grade for the victims’ need for immediate legal counsel and support. university. The exams require huge sums to run and maintain. PEKKA would like to reorder the priorities. Another recurring issue is how to retain members. Women grow old or remarry. The increasing aging population of Pekka The next three chapters delve into the dynamic processes that turn is a particularly poignant matter as these women become less poor single women into cogent economic blocs as they first start productive but more in need of a support system. Pekka groups, then form savings and borrowing cooperatives, and finally learn to become micro-entrepreneurs. To help microbusiness development, some Pekka staff dream of creating a Pekka brand that can be marketed online and elsewhere. We begin with how Pekka women find strength within the group. 49 NOTES 1 “Ibu” or “mother” is sometimes shortened to Bu. The male equivalent is Bapak, literally “father,” which is usually shortened to Pak, and refers to an older man. 2 For a more detailed breakdown of PEKKA funding and expenditures, see its progress report, “Ten Years of PEKKA,” from which all preliminary numbers here are drawn. Available through its website, www.pekka.or.id 3 JSDF support to PEKKA is an outgrowth of another of its projects, the KDP. The KDP program would later become the PNPM (Indonesian Program for Community Empowerment). 4 See appendix 2 for a list of donor-funded PEKKA projects from 2001 to 2011. 51 CHAPTER 4 IN THE SHELTER OF FRIENDS FORMING A PEKKA GROUP “Berat sama dipikul, WHY ARE GROUPS NEEDED? ringan sama For hundreds of thousands of female household dijinjing.” heads in Indonesia, isolation is the worst enemy. Heavy we shoulder Censured, alone, and feeling overwhelmed, the together, light we hand carry together. women may initially see talk of empowerment as a pipe dream or just sublime nonsense. —Indonesian proverb The first steps toward social change start with bringing women on the margins into a wider fold of others who share the same misfortunes and fears. Next they have to be shown how collective bonding sparks individual confidence and community action: empowerment. PEKKA strategy targets these outliers both personally and collectively—that is, fe- male household heads are asked individually to build strength by forming exclusive Pekka groups. Next, individual strengths and collective assets are put to work for social change. Becoming part of a group allows female household heads to visualize their resources and collective strength, and it gives the group a hand in managing the women’s limited resources. As a unit with shared goals and similar conditions, 52 the women find camaraderie and newly tapped energy to push for APPROACH, MEET, AND ENCOURAGE COMMUNITY MEMBERS community improvement. TO FORM A GROUP This is the meet-and-greet phase for organizing a village area. So how to start? Field workers, field coordinators, and other parties involved later in the process take the lead. Showing respect for local etiquette, culture, customs, and traditions, the visitors call on the village STEPPING STONES TO BUILDING A STRONG PEKKA GROUP luminaries—chief, religious heads, and interested group lead- ers—to explain their reason for coming. They introduce themselves The PEKKA National Secretariat will have already done the initial and talk about how Pekka groups function for individual and research on finding fertile Pekka ground, and once the team has community empowerment. decided which areas to enter, the genesis of a Pekka group gener- ally follows six steps. Although the field workers’ activities are usually funded by a particular project, they do not talk about the project or, especially, mention the word aid when meeting the villagers and village BOX 4.1 EMPOWERING WOMEN OR MAKING MISCHIEF? leaders for the first time (box 4.1). They do explain the criteria for belonging to a Pekka group, mainly so that villagers can help them PEKKA field workers sometimes feel When the field worker explained that the field worker enough to persist. find women who meet the criteria. as if all the welcome mats have been they would not receive money but She returned and expanded her talk on pulled in when they enter a new area instead be advised on how to use inter- program benefits, relating stories about Potential members should be to introduce the program. They can be nally sourced funds to start activities, successful groups in other areas. She met with suspicion and hostile questions the community turned up its nose. If, didn’t forget to approach the village • Widows, divorcees, or women abandoned by their husbands and accused of stirring up trouble. Or they reasoned, the program was only and district authorities. By way of villagers just assume that the workers about self-help, they could save their presentation, she used different kinds • Women whose husbands are working overseas with no return are census takers or saleswomen trying time, effort, and money at home. This of media, such as brochures, photos date, and who must now bear the family burden alone to get a foot in the door. would be more practical and less trouble of Pekka activities in other areas of than forming groups and training in Aceh, and the Pekka bulletin, Cermin, Typical is this story of one field worker bookkeeping. Besides, some suggested, which she distributed to young and in Aceh. At her first visit, she proceeded weren’t the Pekka field workers just literate villagers. door-to-door to introduce herself and ex- going to somehow take advantage of the plain the program. The community asked The field worker’s tenacity finally When talking to villagers for the first time, field workers do not mention the word aid single women? what financial help they would receive. paid off when, after several months of Like many villages devastated by the Still, a few asked about PEKKA activities social gatherings, a number of female tsunami, this one was accustomed to and even broached the subject of how to household heads came together to form receiving financial and other aid. form a group. This response encouraged a Pekka group. 54 55 • Women who must head households because their husbands PRESENT THE GROUP AS AN INSTRUMENT TO BUILD BOX 4.2 suffer from a chronic disease, are disabled, or mentally ill COLLECTIVE STRENGTH AND ASSETS A GENTLEMAN’S LAST WISH When enough women show an interest in building collective • Single or unmarried women who must provide for their Prior to the rice harvest in paddy fields in Mesanggok hamlet, some buyers visit the Al Hawa group in West Lombok, NTB, to strength in a group structure, the Pekka field workers invite them discuss the sale of rice. After some discussions, there is no agreement on a price. parents or brothers and sisters to a formal community meeting, even if all invitees haven’t yet made up their minds. This meeting takes place in an easily acces- Soon, another man comes upon the scene. He takes an interest in the situation and, as an objective party, helps the others Field workers also acquire information from public gathering sible venue, such as a village hall, place of worship, or a villager’s negotiate a price that satisfies everyone. During this transaction, the subject of Pekka activities comes up, and the negotiator, a places such as coffee shops, fields, and markets. Based on their home. This meeting informally marks the group’s launch. Mr. Budin, is curious to learn more. He asks the women if he can meet the field worker. They are introduced, and Budin asks the findings, door-to-door visits begin, but only in the company of field worker for more information on the Pekka groups, including objectives, beneficiaries, activities, and development. local figures. The familiar faces relieve some of the women’s The first meeting’s agenda should be light, and its tone relaxed. apprehension, especially in areas of conflict or social unrest. Clearly impressed, Budin asks the field worker to form a Pekka group in this same village, Mesanggok. As he points out, many Topics might include fuller introductions to the field workers of the female household heads living there are suffering bad conditions. and to each other. There may be singing and group games, all to If all goes well, the field workers then embark on home visits encourage solidarity and friendship. Depending on the flow of dis- The field worker is happy to respond and dispatches one of the cadres to Budin’s village to make contact with its residents and alone. During these visits the Pekka workers seek information on cussion, the meeting may turn to detailing a preliminary program. leaders. The meeting goes well. the socioeconomic conditions of the local people and share experi- Questions and ideas are encouraged, and time is given to express ences about other community groups, especially those working Only five days after the first conversations between the field worker and Budin, the cadre telephones the field worker to relay them. At the end of the meeting, field workers assure the women of under similar conditions (box 4.2). Using photos, pictures, and the news that Mr. Budin had passed away right after that first meeting, when he asked Pekka workers to come to his village. their commitment to help develop and guide the program. videos, the field staff explain the program and its benefits. The field worker is deeply moved. It seems that Budin’s request that a Pekka group be formed was probably the last before A second meeting is proposed. Much of the agenda depends on the Finally, the Pekka workers sound out the villagers on their interest his death. mood of the first meeting. Some women may still be confused or in working with others to form a Pekka group. If villagers say yes, not convinced, so more information or motivation may be called And so, Mr. Budin’s last request was fulfilled—a Pekka group named Berjuang (Fight) was soon established in his home village. they’re asked to engage their friends and acquaintances in the for. On the other hand, if the women are animated, the discussion enterprise. If they’re unsure, then field representatives will return will start detailing the structure and priorities of the new group. again over the next few months. The power and good example of Pekka groups can affect even outsiders in profound ways. The story in box 4.2 tells of one such meaningful encounter. The first meeting’s agenda should be light and relaxed. 56 57 59 Finding the right name becomes an act of self-validation. Thinking collectively precedence over skill. Group managers should be ready to learn, At this stage, the women first grasp the concept of collective willing to give their time, and able to practice patience. Whatever identity when they are asked to name their group. The naming professional skills they lack can be supplemented through training has a philosophical value—that is, the identity and reflection and education. of themselves—and finding the right name becomes an act of Members elect their managers at the next meeting. If the field self-validation. Some Pekka groups chose refined representations worker agrees with the choices, there is no intervention. If the field from nature such as mawar (rose), melati (jasmine); others work worker’s assessment of a manager-elect runs counter to the mem- through motivational mantras like harapan baru (new hope) or bers’ choice, she may then question the person’s qualifications and maju terus (keep going). ask for more discussion. She may also suggest an alternative role New Pekka groups can rarely compile a list of program activities— for the candidate, such as group supervisor. nor should they be expected to do so. The field worker may offer Normally, a Pekka group fills three managerial positions— some ideas while the new members get used to the deliberative leader, secretary, and treasurer. These roles usually require process and hone their planning skills. In the meantime, members some basic skills: the leader supervises and directs the group and field workers start with simple assemblies, such as routine so should be respected and able to give clear directions; the meetings and social gatherings, arts activities, or Koranic readings treasurer manages group finances so should be able to read and and Christian religious services. The field worker may also share count; the secretary documents all group activities so must have pictures of Pekka programs in other areas. The important thing is reading and writing skills. that members convene in a regular arena. UNITE THE GROUP BY AFFIRMING MUTUAL GOALS Picking leaders Vision and mission are the unifying axioms of all group activi- Once the group has coalesced, given itself a name, and begun ties. Although these terms ring familiar in most middle- and meeting and planning activities, members can decide who will upper-level organizations, they carry less fluency in marginalized manage group operations. The field worker will already have grassroots groups. PEKKA therefore prefers the term building outlined criteria for managers and begun sorting out potential mutual life dreams or goals. candidates among the members. To qualify as a manager, educa- tion is less important than integrity, and commitment takes 60 61 The first steps toward group solidity bring the women together in The process takes place in three 90-minute meetings, usually on BOX 4.4 a series of workshops. Here begins a three-stage process to assess the same day, and features the use of various media. The facilitator MAPPING PEKKA WOMEN’S POSITION IN THE SOCIAL STRUCTURE and internalize their current conditions and frame their future keeps it dynamic and exploratory with critical questions. All future Topic Pekka’s Position in Society and other chiefs belong to the village • After all symbols have been placed, aspirations. The three stages include (1) taking a picture of their actions are launched from this process. Objective Identify Pekka women’s apparatus or administration group. ask them to look at the pictures. individual lives; (2) mapping their position in the social structure; position in the structure Doctors, nurses, and midwives belong Then ask them to connect them to the Boxes 4.3, 4.4, and 4.5 show how the three-stage process is framed. of society and (3) articulating mutual dreams and goals. to the public health service group. And symbols with an arrow, to represent Media Pieces of cardboard, shaman or religious leaders may be the patterns of their relationship with drawing tools categorized otherwise. the components. Do they have a one- Method Discussion, metaplan, and tools Venn diagram way or two-way relationship? Do they • Ask them to create different symbols Time 90 minutes feel that they are only the object of the for each component and category. The relationship, or is there a reciprocal symbols may include house, hammer, STEPS relationship? Is the relationship good stethoscope, or different colors or dif- BOX 4.3 or bad? • Ask participants in the plenary discus- ferent numbers. The symbols are then TAKING A PICTURE OF INDIVIDUAL LIVES sion to identify the different people in set out in the colored papers provided. • Then ask the participants to consider Topic Portrait of Female one to describe current feelings • Ask all participants to look at the their lives, including family members the results of their mapping and Household Heads and individuals from the community • Ask participants to sit in a circle. and conditions. collection of pictures they’ve chosen, analysis. Ask them to draw a Objective Identify conditions and and social institutions, such as tra- Put a large paper in the middle of and ask them if the pictures reflect conclusion from the pictures by problems of Pekka • Ask each participant to describe ditional cultural leader, village chief, them. Ask one of them to draw or write their current conditions. putting an emphasis on their position Media Pieces of pictures the picture chosen; record key head of the savings and borrowing her group’s name in the central part of in society—generally, their access to Method Brainstorming, group words about economic, social and • Challenge them to sharpen the the paper. cooperative, village midwives, religious and control over family and social discussion, metaplan1 cultural conditions. For example, chosen pictures by using additional teachers, and so forth. When exploring life. The marginalized position and Time 90 minutes • Ask them to discuss how close or im- frequent words include scarce images that represent their feelings this, do not use the word institusi portant their relationship is with each minimum access indicated in the water supply, fear, having no money, and experiences. (institution). Better to ask the STEPS of the components. If a component is pictures can be underlined as a way children’s schooling, not enough to question: “Who will be contacted, or • Once they’ve finished, ask them close to them, then place the symbol of pushing them to start thinking • Explain the goals of the materials eat, ugly house, embarrassment, with whom in your daily life do you together to underline important near their pictures on the paper. They about their dreams. presented. and feeling worthless. share concerns?” things, such as poverty, isolation, and may also discuss any other symbols Source: Seknas PEKKA. • Place some pictures in front of partici- • Attach the pictures to a flipchart in powerlessness. they consider important. • All answers are recorded and catego- pants; ask each participant to choose front of the class. rized into groups of family, community, Source: Seknas PEKKA. • Provide room and time for the and social bodies. Children, husbands, participants to put the symbols where 1 Metaplan is a system for collecting and organizing information or ideas in a group collaboration environment. The metaplan strategy grandmothers, and grandfathers they think appropriate—but continue to typically involves collecting ideas or information on cards, grouping the cards according to shared characteristics, and using a voting belong to the family group. Village guide them toward a final agreement. system to rank individual ideas or groups of ideas. 62 63 BOX 4.5 CROSSING A BAMBOO BRIDGE TO EXPRESSING MUTUAL DREAMS AND GOALS ATTAIN DREAMS The stage is now set to deliver a strategic plan. Topic Build Dreams and and why. If they say no, ask them if • Next, ask them to discuss the steps The strategy should graph the human resources Goals Together they want the pictures changed. they need to take to cross the bridge. Objective Formulate dreams and and other resources available to carry out Ask them to write it out and put it onto • Divide participants into two groups. activities as well as stakeholder roles, tasks, and goals together to cope the bridge from one side to the other. with life problems and The first group will focus on the por- responsibilities. These should include short- formulate steps to address trait of life, and the second group will • Ask each group to present the results term and long-term phases. Group members Pekka’s problems focus on the map of their position. of their discussions and ask each group need to use this process to establish group Media Summary of the topics Each will discuss the changes they member to make a response. and tools related to their portraits ownership and cohesion (box 4.6). want to achieve from the details of and positions, metaplan • Give some concrete examples of the pictures; for example, from poor Method Plenary discussion and to rich, from illiterate to literate, from experiences from other places about group discussion sad to happy, from isolated to valuable, how community groups succeed in ad- Time 90 minutes and so on. dressing their problems and achieving their goals. Emphasize that it will be STEPS • Give each group time to reconstruct easier to achieve something through the pictures according to their dreams. • Again, display the results of discus- cooperation in a group. Use a visual aid of a bamboo bridge sions about their portraits and the picture connecting the current condi- Source: Seknas PEKKA. mapping of their positions in society. tion to the expected condition. Ask if they are happy with the pictures PEKKA often uses the bamboo bridge image to crystallize collective goals. 65 BOX 4.6 COMMUNICATE AND SHARE IN REGULAR GATHERINGS BOX 4.7 A BRIDGE TO FUTURE DREAMS Routine gatherings revitalize group strength and regenerate group THE “AHA” MOMENT CROSSING A BAMBOO BRIDGE TO ATTAIN DREAMS dreams. So, for Pekka groups it is important to agree on times, In many workshops the women are surprised when they places, and intervals for regular meetings. During the building and find out that “power” rests not only in government, but PEKKA often uses the bamboo bridge • Ask them to think about what The goal is to have financial sources. consolidation stages, new groups should plan on gathering more image to crystallize collective goals. obstacles and challenges will surface The potential is internally generated elsewhere, including in their own values. Some women often—weekly or biweekly at a minimum. in achieving their goals. Obstacles may savings. And the steps are to develop are a bit confused as they first awaken to this concept Media Drawings of a bamboo be internal, such as members having savings and borrowing activities and The meetings serve several good purposes: experience sharing, because they’ve only understood power in relation to bridge, metaplan card, goals that clash with regulations, or motivate members to take part in capacity building, and mutual learning, among others (box 4.7). political leaders. colored marker pens, a pair of scissors, and that their only motivation for joining those activities. The field worker should plan a precise agenda for the first 3–6 the group is to receive aid. External The real excitement and aha moments come when the cellophane tape. months. She may present different themes for discussion—for • Based on the steps, prepare an women start sharing and analyzing their problems within obstacles include interference from example, women’s health, reproductive health, politics, domestic STEPS action plan in a matrix with the the framework of power. For example, one woman reflects the environment and inhibiting natural violence, business development, savings and borrowing manage- components of sequential number, • Display the bamboo bridge from the conditions. The obstacles are written on why other women didn’t elect her during a recent parlia- activities, activity objectives, time, ment, and leadership development. The field worker should add previous discussions about group down on a paper attached to the bot- mentary election. She realizes that, to her, it’s an indication implementers, location or place, and to the group’s perspective and knowledge, and nurture a serious dreams, including the current condi- tom of the bridge between the current that women still have internal beliefs that women cannot financial resources. Enter the plan in examination of surrounding conditions. tions and expected conditions. Ask the conditions and desired conditions. be leaders. Her observation opens the way for discussions the matrix on the scale of priority and women to translate the pictures into These gatherings are also germinating future group leaders. The about the nature and effective use of the different dimen- • Taking into account the current condi- the time frame. key words that reflect their goals. sions of power to resolve their own problems. tions, the future goals, and potential field worker drives this process ahead by coaching group leaders • This plan will be evaluated within a and cadres on presenting group materials. • Ask them to identify resources—natural obstacles faced, members are asked to certain period of time, say, six months and human—that could help fulfill their devise steps to achieve the goals. after implementation. Help group dreams. Tell them to think seriously • Next, write the proposed steps on a members analyze outcomes, and about the resources available nearby, paper that is then shaped into a foot- decide where improvements are without expecting external resources. print. Put the paper above the bamboo needed. If the plan isn’t working, find Write the key words they supply on a bridge. The exploration of the steps out why and devise ways to change it. metaplan card. Place the words about should be based on each element of resources as a bridge that connects Source: Seknas PEKKA. the problems and goals in the drawing. the current conditions with the For example, one of the current prob- expected conditions. lems is the lack of financial resources. 66 67 BOX 4.8 STRENGTHENING THE GROUP bookkeeping and know how to prepare group plans. They should BOX 4.9 THE PEKKA CENTERS Finally, group establishment does not establish group empower- be able to communicate with members and external parties, and MONITORING PEKKA ment. Although the group is the vehicle for achieving empowering have the self-confidence to do so. GROUP ACTIVITIES As groups consolidate, grow, and feel their emerging goals, it needs constant fortification and fine-tuning to achieve power, many choose to mark their community standing— Treasurers have to handle group bookkeeping, including It is critical that Pekka groups as well as the field members those goals. The field worker helps build momentum with activi- and community responsibility—by establishing savings and borrowing records, cash books, financial journals, be monitored for effectiveness and integrity. ties that nurture group vitality (box 4.8). PEKKA Centers. financial reports, or recapitulation. Once the treasurer masters Seknas PEKKA starts by discussing with field workers and bookkeeping, the field worker will introduce more complex PEKKA Centers function primarily as learning and Assistance for group members Pekka groups, targets and monitorable indicators. These are income statements and balance sheets. activity venues for Pekka members and the public. The field worker visits members’ homes, especially those with jointly agreed and field workers must submit daily notes and They can be the place for early childhood education personal problems or those missing meetings. Women may feel Secretaries will have to be taught to maintain a member monthly reports to the national secretariat. The supervisor and other programs, literacy classes, or be used for awkward about the visit, so the field worker keeps it informal, register, group attendance register, meeting minutes book, and national coordinator then comment on the reports and community radio and video studios (see chapter 7). perhaps by chatting in the kitchen rather than living room. The and visitor register. discuss ways of addressing any implementation issues. PEKKA Centers are home base for all other Pekka field worker might even pitch in with chores. activities, including meetings, savings and borrowing Chapters 5 and 6 reveal PEKKA’s bold approach to the In addition, Seknas PEKKA conducts regular field visits The point is to build trust, ease, and openness. In this way prob- next stages along the path to independence and security: and focus group discussions with the Pekka groups and the ventures, and cultural events. If an existing facility cannot lems can be addressed, solutions found, and bonds (box 4.9). economic empowerment. field workers. From those discussions, the women and the be leased or used, Pekka members may use project or cooperative funds to build a new structure, with women secretariat staff can assess and evaluate issues or debate But, before we move on, let’s hear from one of those on the front doing much of the labor. Assistance for group managers ideas on progress and failure. Pekka women report that the lines about how a Pekka group takes shape. Kholilah, a Pekka Coming from the grassroots, most group managers have little field visits and discussions have in most cases strengthened field worker in West Kalimantan, gives an account of the daily leadership experience. In fact, most have little education, have the feeling of a greater participatory process. challenges and satisfaction of her work. rarely if ever used stationery, and already feel burdened by their domestic duties. In such circumstances, they may need a boost in confidence. An important final note: The time for discussing savings and The field worker should be ready to teach the three levels of borrowing (see chapter 5) should be separate from the time spent managers how to cope with stumbling blocks. For example, leaders discussing other subjects. Experience shows that if the meeting should learn to head group gatherings, control the conduct of the starts with a savings and borrowing discussion, the atmosphere group, and solve group problems. They also have to understand can become charged, and some members will lose their focus and just leave. Always start with the theme materials. 68 69 We then try to get to know them and their families better. We of insurance or to see that they get the care they need. If they visit homes, find out about children, and whether they are sick. have to go to hospital, I help with the paper work to make sure We try to build a bond… a sense of extended family. I share my they get an insurance card. problems with them as well. I also assist in cases of domestic violence, which are sometimes After the group has passed the four-month mark, we don’t have severe. I help them report it to police and make sure that police to visit as often. We’ve established leaders who will start taking follow up on the report. We push them to resolve the case. over, remind members about meetings and so forth. In the “This isn’t just about a group—it’s about life.” We also invite teachers to share information on educating meantime, we’ll be working to start up other groups in the area. children and what is expected of both children and parents. We This gets passed on as the other leaders grow stronger—they do consultations on handling education issues and visit with then move on to establish new groups. school officials. We expect problems to be resolved. I never feel like I’m working alone. I have my troops (cadres), I cannot do it alone. I have two fellow field coordinators, who who become effective human resources to work within work with Seknas. We discuss West Kalimantan issues, even their area. political problems, which are complicated. We have to be close This isn’t just about a group—it’s about life. How a life can go on, to the grassroots but also with local government to facilitate be improved, progress, and be supported. If a member or child good policies. We also have to network with other organiza- A FIELD WORKER’S STORY When we meet as a group I tell more stories of the benefits gets sick, the whole group will help as they can. My function is tions, so as to have the widest range of information possible. of belonging to a group. We don’t talk about ourselves… they to assist them to live in good health—for example, if they don’t The more we know, the more we can share with our women. Our task is to establish groups that empower women. We don’t care. We talk instead about how it is easier to deal with have national health insurance, I have to make sure they get it. do surveys to check where there are a lot of female head of problems as a group. We say, “One stick alone is easy to break; My work makes me happy. I feel rich in information, knowledge, households and match the results with government statistical I go to public health offices to lobby for Pekka women in need but if they are bound together, they cannot be broken.“ and experience. I take pride that I can help others. data on which subdistricts in West Kalimantan have the most. Because of the history of sectarian conflict in West Kalimantan, Many are suspicious, but barriers start to come down when we assumed there would be more widows and single women they see there are others with problems like their own, and heads of households. that they share and relate to each other and find solidarity. They feel stronger, removed from their isolation. In a group, Those women who have experienced conflict are afraid of information is easier to find and share, and slowly they open up strangers and often shut the door. So we visit house-to-house to the idea. If they still continue meeting after four months we and make appointments to meet as a group. In the beginning consider that a landmark and know it is a group. they thought I was a charity worker, or a saleswoman selling chemicals to sanitize water. 70 71 CHAPTER 5 FOUNDATIONS OF ECONOMIC INDEPENDENCE THE STRENGTH OF SAVINGS AND BORROWING COOPERATIVES One hand is not enough to fight, two hands are not enough to fight, but if our hands are integrated to fight, we will surely win. One mouth is not enough to speak, two mouths are not enough to speak but if all mouths are to speak, people will surely hear. One Pekka is not enough to consider, two Pekka are not enough to consider, but if all Pekka are united, we will surely progress. —Pekka group song There are two things we should remember about Indonesian culture. First, it has a tradition and attitude of cooperation. All work together for the good and the useful. Second, the word borrow has a distinct meaning: if you take or accept something, you are obliged to return the same to its rightful owner or place. 73 Instead of relying only on financial assistance, poor women can reap their own resources. Hence, the Pekka cooperative microfinance system celebrates the discussion of savings and borrowing, not assistance cooperative tradition but eschews the usual title, Savings and Loan and borrowing. Cooperative, and opts for the purposely nuanced Savings and Nani Zulminarni explains, “We are training women to be Borrowing Cooperative. Otherwise, funds may be confused with responsible, accountable, and to share resources with others. government lending, which is mostly regarded as aid and not a Government programs can’t understand why we make people wait priority to be repaid. to borrow or access funding, or that we only disburse such small And for most Pekka groups, creating a community-based microfi- amounts. We tell them that it’s not time, that most women don’t nance cooperative (LKM SISKOM)1 inaugurates the commitment understand bookkeeping.” to develop and sustain their own economic resources. The PEKKA model ensures that Pekka women know how to handle funds—and with women who’ve never managed anything but meager resources, that skill may take years to master. As Ibu Nani STARTING AS SAVERS asks, “Why give them 1 million rupiah (US$ 105.00), when they The cooperative model is a good choice for several reasons. First, hardly know how to manage 100,000 (approximately US$10.47)? its deposit obligation starts members on the path of saving rather Otherwise, they will use it in ways they cannot repay…. They must than spending. For poor women, saving money may first seem a be ready to use it wisely and be able to repay it on time.” remote luxury, but with training and discussion, especially about how much women are expected to deposit in line with their re- So, how is it that the PEKKA model turns women from the sources, behaviors can and do change. The group may even accept economic fringes into managers of financial institutions? We begin natural products of value in place of cash deposits. Whatever the with some ground rules. amount or form, the deposit obligation ingrains discipline among members to plan and regulate finances. ANATOMY OF A COOPERATIVE ASSOCIATION More important, the mandate to start as savers rather than bor- In a cooperative, each member has a vote, and no vote is greater rowers instills the seeds of confidence in poor women with little or than another regardless of how much money any individual has no seed capital that instead of relying only on financial assistance, saved. In principle, this rule gives everyone the same access to they can begin to reap their own resources. The starting point is a and control over resources and processes, although “elite capture” 74 75 is always a danger. Leaders are elected democratically and make Deposit requirements include the following: decisions based on the input of other members. Leaders learn to • Membership deposits are required to join the cooperative. monitor policies and conduct in the cooperative, as they develop All joining members pay it once and in the same amount. responsibility and credibility. Each year at the annual meeting, If a member resigns her membership, she can withdraw managers account for their financial oversight, and gains from the this deposit. savings and borrowing activities are shared with members. • Compulsory deposits are paid weekly or monthly, according to In the case of a grievance or question of redress, each Pekka the member’s ability, in the same amount for all members. This cooperative institution has a supervisory board team that oversees deposit becomes part of the cooperative’s working capital and management and reviews complaints from any member. The cannot be withdrawn during membership. board teams are made up of nonmembers, either from the outside community or from other PEKKA staff, to avoid conflict of interest. • Voluntary deposits depend on the member’s readiness to start saving money and, as savings, can normally be withdrawn In addition, grievances can be addressed at PEKKA’s when necessary. For a group with limited capital, however, annual meetings. voluntary deposits become an important part of its capital The cooperative allows for periods of rotating leadership. This structure, especially for developing capital-sourced loans. proviso encourages female leadership and mines untapped talents Therefore, members may have to agree on withdrawal terms, from among the ranks. for example, every six months or only at the cooperative’s annual meeting. Managers can then schedule and allocate In addition to their financial imperatives, cooperatives may loans from this source. choose to follow a social mission that addresses specific real world challenges. For example, some Pekka groups dispense cooperative • Special deposits target explicit costs, such as health and child profits to prevent school dropouts. education. Special deposits are not compulsory, and their When Pekka women develop cooperatives, their assets amount and timing depend mostly on the depositor’s goals. belong to them, not development institutions or investors. Finally, when Pekka women develop cooperatives, their assets Still, like voluntary deposits, if capital is limited in belong to them, not development institutions or investors. This is This is an extraordinary transformation. the early stages, members will first have to settle on terms an extraordinary transformation. From having nothing, they now of withdrawal. possess capital resources that are developing into never-imagined assets—sometimes hundreds of millions of rupiah or even land The cooperative is now ready to draw up articles and rules of and buildings. association. Here, they should expect some help from the field workers. Box 5.1 lists the sequence of one Pekka group’s articles of association. 76 77 BOX 5.1 g. Active members routinely saving their money and paying c. Secured by motorcycle/car ownership certificate SAVINGS AND LOAN ARTICLES OF ASSOCIATION, PEKKA MAJU TERUS: DADAP installments will be granted priority to receive loans (depending on the current selling price) VILLAGE, PACET SUBDISTRICT, CIANJUR DISTRICT h. The next loan will be extended after the first loan has been d. Completing a loan form and a loan agreement duly stamped the cooperative. The amount of withdrawal will depend on fully repaid I. RULES OF MEMBERSHIP the collateral (1/3 times total loan) V. OPERATING PROFITS • Implement principles and values of cooperative i. Length of loan: a. Operating profits will be calculated after deductions for • Comply with all regulations on savings and loans as III. RULES OF BORROWING • Rp 100,000 to Rp 300,000 (US$10.47 to US$31.41) in a expenses, and will be allocated as follows: mutually agreed a. Pay up the membership deposit and compulsory deposit maximum of 2 to 3 monthly installments • 27.5% for reserve funds • Submit photocopies of identity card and family card b. No previous loan remains • Rp 300,000 to Rp 1,000,000 (US$31.41 to US$104.70) in a • 50% shared among members maximum of 10 monthly installments • Obtain approval of all group members to join c. After the first year of new membership the member is the cooperative entitled to: • 12.5% for management funds • Rp 1 000,000 to Rp 2,000,000 (US$104.70 to US$209.40) in 10 monthly installments plus 2 months’ • 5% for educational funds • Loan I: Rp 100,000 (US$10.47) II. RULES OF DEPOSITS grace period • Pay a membership deposit of Rp 5,000 (US$0.50) • Loan II: Rp 200,000 (US$20.94) • 5% for social funds j. Interest rate is 3 percent declining per month (prospective member may pay in four installments • Next loan three times cumulative deposit (excluding b. The member deposit operating profits use monthly or four months) k. Credit commission/administrative fee is 1 percent of special deposit) calculations of shares (cumulative deposit, excluding the loan special deposit) • Pay a compulsory deposit of Rp 5,000 (US$0.50) An old member is entitled to: per month l. Penalty is 1 percent of the remaining loan or Rp 1,000 per c. A member who resigns her membership in the current year • Loan I: Rp 200,000 (US$20.94) Rp 100,000 (US$0.10 per US$10.47) per month will receive deposit and interest loan operating profits if • If a member did not pay a compulsory deposit at the monthly cash opening, she has to pay double the she once borrowed and her debt has been repaid fully • Loan II: Rp 300,000 (US$31.41) m. One member cannot use another member’s “book” following month (amount available to each member for borrowing) to take • Loan III: three times cumulative deposit (excluding VI. OTHER RULES out a loan. If “book borrowing” takes place, the manager • Members may keep their voluntary deposit in an special deposit) will not be responsible for any losses if problems occur a. Membership book must be paid in accordance with the unspecified amount and may withdraw it at any time between the parties cooperative’s rules. Members who have not paid the book d. The maximum loan depends on the group’s financial • The special compulsory deposit is an unspecified cannot borrow, or the costs will be deducted directly from condition and compliance with all requirements amount that can be withdrawn as needed by the member. IV. TYPES OF BORROWING the loan It will not be cumulative to calculate the amount of the e. The borrower must come by herself at the time of cash a. Ordinary borrowing = Rp 100,000 to Rp 2,000,000 b. Members who resign are subject to an administrative fee of member’s loan opening or may contact the manager in an emergency (US$10.47 to US$209.40) 10 percent of the membership deposit • Voluntary deposit and special compulsory deposit cannot f. The manager must explain the rules of repayment to b. Loan extended with security from cumulative savings be withdrawn completely if the member is still in debt to the member of each member (excluding special deposit) 78 79 ANNUAL MEETING OF MEMBERS ings reached Rp 14,697,000 (US$ 1,537.34), compared to an initial BOX 5.2 amount of Rp 900,000 (US$94.23). Total joint savings climbed to THE MAGIC OF LKM MAWAR GAIB At the end of each year, the cooperative holds the Annual Meeting Rp 3,551,349,024 (US$ 371, 480.00). Established in 2004, the LKM Mawar Gaib (meaning “magical” children to work as ojek (motorcycle driver) or to finance their of Members, or RAT (Rapat Anggota Tahunan). During this meeting the leader reports on all activities, and the treasurer or “remarkable”) represents 26 credit unions in Kelubagolit schooling through university graduation. Others simply borrow Member loans rose an average of 20 percent each year. The largest submits a financial report. The secretary helps to draw up both Subdistrict, composed of 24 Pekka groups and 2 non-Pekka money to repair their houses. yearly amount for loans was Rp 25,000,000 (US$ 2,615.07), and groups. This LKM’s capital is generated from two sources— reports. An organizing committee handles invitations, venue, LKM managers learn organizational matters and how to man- the average member loan amounted to Rp 1,500,000 (US$ 157.00) internal sources from member deposits and external source agenda, and nourishments. They may decide to divide the meeting age finances in large amounts. Accounts are maintained both compared to an initial amount at Rp 100,000 (US$ 10.47). in the form of community block grants. Additional capital sits into two parts: a closed meeting for members and an open session manually and by computer, although computer skill are still in reserve funds and unshared operating profits. for guests. The largest amount of year-end margin surplus ever received by sparse, and expertise from Seknas PEKKA is often needed. members is Rp 2,345,071 (US$ 245.03). The LKM lends money to groups, and groups lend money to Members also elect new managers to replace the managers whose What’s so notable is that these female household heads—who their members. The amount of loans to each group depends on service period ends. Beyond the numbers, the value of the savings and borrowing at best possess an elementary school education—operate an the number of members. Loans to individuals range from Rp cooperative system cannot be overstated. It allows Pekka women LKM successfully. They perform bookkeeping, organize annual 1 to Rp 20 million (equivalent to US$104.70 to US$2,094.00). A successful RAT is a sign of successful management. The meeting meetings, and deftly manage money entrusted to them by the to democratically build their economic resources: one person, one The highest loans go to group members who run shops and should inspire members’ trust and reiterate basic group values and group just as well as any degreed financial manager. vote, regardless of their savings amount, guarantees equal power sewing and agricultural produce businesses. principles. The meetings are also a time to celebrate the group’s sharing in decisions about leadership and the management of As the icing on their cake, the members have established their members, progress, art, and culture through photo exhibits, Before joining PEKKA and the LKM, these same women found it financial resources. This principle builds a foundation for equality own PEKKA Center where they gather for LKM meetings and product bazaars, and creative discussions. almost impossible to secure lending. It was especially difficult across the membership and instills ownership and collective discussions and hold regular trainings for cadres and com- for the single women heading households. Most people believed responsibility in group development. munity members. Like many PEKKA Centers, it also hosts child Box 5.2 offers a real-life look at an operating cooperative (LKM). that they would never be able to repay on their borrowing, but education and adult literacy programs and even opens its front repayment has gone well above 90 percent. Meanwhile, the annual meeting teaches PEKKA women transpar- yard to the community to sell and buy agricultural produce in ency and accountability in the managing of their affairs. And the Almost every financial venture or need is considered, and “evening markets.” A TALLY SHEET FOR PEKKA SAVINGS AND regular changes in leadership allow others to tap their own leader- group members may borrow funds to buy motorcycles for their BORROWING INSTITUTIONS ship skills. No elitism and no absolute power. Figures from 2011 showed that over ten years Pekka groups have established 35 savings and loan institutions and cooperatives in 18 In the last part of our look at PEKKA processes, we next turn to provinces, collectively owned and controlled by PEKKA members. the business side of Pekka. Their assets amount to Rp 11,655,302,874 (US$ 1,233,000), with an overall loan turnover of Rp 30,985,173,592 (US$ 3,275,390).2 Even beyond the numbers, the value of NOTES the savings and borrowing cooperative 1 LKM SISKOM (Lembaga Keuangan Mikro Berbasis Komunitas or Community-based microfinance) refers to a microfinance institution Savings among PEKKA members increased an average of 50 that is different from a rural bank. system cannot be overstated. percent each year. The highest figure for individual member sav- 2 See “Ten Years of PEKKA—Progress Report,” available through PEKKA’s website, www.pekka.or.id, for detailed figures and tables. 80 81 CHAPTER 6 The Business of PEKKA Turning Poor Single Women into Successful Entrepreneurs Business sense. It provides financial independence, Pekka deals with “ economic empowerment, and the ground on which and demonstrates to stand upright. By learning good business practices, genuine issues— Pekka members take charge as individuals and how a widow must flourish as a group. They also prove the old adage be independent and that all good business is based in friendship. stand upright on This chapter looks at how Pekka women learn to develop businesses—from her own feet, inspiration to idea then to analysis and action. capable of financing her own children. ” Ahmad Tohari, prominent — REFILLING THE IDEA WELL author, national figure and cultural observer With little or no business background, Pekka’s would-be entrepreneurs need inspira- tion, mediation, and practical guidance. Providing all three usually falls to the field worker (see chapter 3), and her first challenge is to find new ideas. In rural areas with weak economies, the entrepreneurial idea well can quickly run dry. Therefore, field workers first have the task of conjuring a portfolio of insights on 82 creating new businesses with meager resources and options. her Member name: Kartijah BOx 6.1 finally, the group explores opportunities for business cooperation first step is to motivate the women, usually by sharing pictures, FROM TOILER TO TRADER in the area, either for the group or for individual members. The Type of business: Rempeyekproducer1 videos, and stories of successful businesses among similar groups field worker helps arrange follow-up meetings with the potential (peanut cracker) daryati is just one of the many pekka women who, through in other areas. business partners. ingenuity, persistence, and pekka support, overcame Problems encountered: Expensive raw materials illiteracy and started a new business life. next, in a mediator role, the field worker will try to connect her how iS BuSineSS capacity Built? groups with third parties in marketing, procurement of raw after her divorce, she was left as sole provider for her five Needs for business development: Information on once members feel ready to move ahead with their individual materials, and business diversification. once connections are children in central Java. to support them, she worked as a sources of raw materials or group businesses, they start business training and workshops, made, the groups can develop more permanent alliances. laborer on a shallot farm in the village. which are made available by the field worker. At the end of The women then compare this information with similar training, the field worker helps them prepare and launch a The field worker will follow up by arranging training sessions, in 2004 she joined the local pekka group, and, despite her businesses or with other members’ situations. The data may follow-up plan. apprenticeships, and other studies in areas where members need illiteracy, she was soon elected group leader. to maintain become part of business training materials or be used as input to improve business skills. To accomplish this, she’ll continue to records of the group’s credit enterprise, however, she had for cooperation development. As part of the follow-up, members do comparative studies of nurture relations with businesses, business institutions, and even to seek outside help from a neighbor, who took advantage other businesses, in or outside their areas, to learn management of the situation and departed with all their money. government agencies, which will be essential resources for the what reSourceS are availaBle? techniques that coincide with their own business blueprints. Then trainings and workshops. All this takes place through a step-by- the loss profoundly affected daryati, and she resolved to Pekka units next consider what natural and human resources are it’s time to draw up a plan to assess if what they’ve learned can be step process. learn to read and write so that nothing like that would available. They explore potential cooperation with other parties applied to building a business in their area. In some cases, it can; happen again. She threw herself into the process, seeking in others, additional follow-up training is needed. And sometimes and analyze what business opportunities can be derived from out old newspapers or any other discarded reading natural resources. They then have to decide if they’re ready to they decide that training has no value for the business plan. CHECKLIST FOR A GRASSROOTS ENTERPRISE materials to advance her reading skills. She then taught develop those resources into a business. herself to write the words she could now read and urged study results, used or not, are shared with Pekka’s members who To start planning and developing their businesses, the group, At this point the facilitator invites each of the members to explain others to take up literacy as a goal, even to the point of did not participate. for example, representatives from a Pekka with the field worker’s guidance, first has to ask and answer a trying to organize a literacy program within the group. group in Karawang did a hands-on study of nata de coco produc- series of questions: what skills she has. It doesn’t matter if the member is practicing them at the time. The facilitator records each one and asks the tion in Cianjur.2 They then trained members in Karawang to with the new confidence acquired from her ability to read, what are the BuSineSS needS? group to think about what sorts of businesses might benefit from produce nata de coco through a pilot business development plan. write, and count, daryati borrowed seed money from the those skills. pekka cooperative to start a business. She has now left the Pekka women have to analyze market potentials and demands. Group meetings are a good place to get the ball rolling as each toil of the shallot fields to become a shallot trader. as she The group then pinpoints products and services the local com- member describes her current business, if she has one, the proudly says, “pekka has given me the motivation to keep munity needs which are unavailable or in short supply. At the on learning. i can read, write, count, and use the calculator. problems in running it, and how best to develop the business. The same time, the floor is opened to discuss products or services my life has been transformed from being a laborer to being information is recorded on a flipchart, and the results summarized that abound locally, whether or not in demand, and if business a business woman.” and recorded. for example: opportunities exist for these products. 84 successful business people often help Pekka groups through BOx 6.2 BOx 6.3 apprenticeships and direct help with business development. A SEA OF OPPORTUNITY NEW TECHNOLOGIES BRING NEW PEKKA Apprenticeships teach learning techniques, management, or both BUSINESS OPPORTUNITIES wa ode Sulawan of Southeast Sulawasi is another example to the women, and every apprenticeship has to be followed with of the pekka entrepreneurial spirit at work. kopernik technology marketplace is an on-line marketplace the development of a workable business practice. of innovative technologies designed for the developing world. wa ode lost her husband during the conflict in maluku in its website showcases the latest technologies, where local how are BuSineSS cooperation networkS created? 1999. She now cultivates seaweed for a living, which means ngos choose technologies most needed in their area and Business cooperation can be built in the same group or area, in she has to venture into deep waters to make sure her apply online for funding. once approved, projects are posted other areas, or with parties outside the group. They may include seaweed is thriving. For many years, the only way to reach on the website, and donors choose which they want to fund. her seaweed farm was in a small row boat she owned. it was individuals, groups, and private and government agencies. technology is shipped directly to the local ngo. a back-wrenching journey every day to collect her harvest. networks may start within groups and could include buyers, through the agents of technology, agents of change project, in 2004 wa ode asked to borrow rp 6,000,000 traders, or other Pekka groups. for example, a weaving group kopernik has been providing pekka women with training and (uS$635.00) from her pekka savings and borrowing in Klubagolit may decide that it needs training in dying threads a range of green, life-improving technology (such as biomass group as business capital. with the funds, she purchased fuel-efficient cook-stoves, solar lights and water purifiers) for their weaving process. A Pekka group in Larantuka that has a motorized boat that allowed her to reach the sea farm on consignment. the women become technology agents and those skills learns of their need and agrees to train them in the faster and return with a larger load of seaweed. sell the products to their communities. once they make a coloring process. within a year, she was earning three times her earlier sale, they earn a commission, repay kopernik for the cost of The PeKKA national secretariat has forged a number of local, income, and paying back her installments to the the products, and replenish their inventory. kopernik then national, and international networks for business and other issues pekka cooperative. reinvests these funds and purchase more technology to benefit more women’s groups in other locations. affecting female household heads (see box 6.3). But not only was she prospering—as the first female in her community to own a motorized boat, she was also inspiring the women also receive training in a simple maintenance how are BuSineSS productS promoted? other poor women. “i never imagined myself owning a and care program that allows them to provide ongoing Group members should be ready to promote their businesses in support and product maintenance. motorized boat,” she said. “i felt like i was in a dream.” public places (box 6.4) and at exhibitions geared to their target the kopernik technology agent consignment and maintenance buyers. This form of public relations is especially important program provides regular income for the women without for Pekka members with competitive products and services but them having to take on debt or risk. it also instills real pride without outlets for marketing. exhibitions opportunities can be in the women as they become agents of change and bring found at the subdistrict, district, provincial, regional, and even innovative technology in their communities. national levels. Source: kopernik/info/. Group internal events, such as annual meetings and national forums, also present opportunities for advertising product and services. 86 BOx 6.4 why iS advocacy important?  tcanbemade?Anotheradvantageisthat notseeifaprofi PEKKA ROADSIDE MARKET Group members should be ready to campaign for policies that moreofthegroupwouldbeinvolvedinsheepraisingthanin the pekka roadside market story shows next, the women sought permission the pekka women are glad to share the favor micro-, small, and group businesses and to fight to change gingerharvesting. how simple dissatisfaction with current from the village chief who, seeing the space with non-pekka women, as long as regulations that hinder small business development. Pekka groups Aftersomediscussionandplanning,thegroupsubmitsapro- conditions can spark creative ideas that value and need for such a market, gave everyone adheres to the owner’s request can accomplish the most by developing advocacy networks with  nancialinstitutionacceptstheproposal, posaltoanlKm.Thefi change communities. his blessing to the venture. to keep the property clean. other interested parties. one example of how this works is the  ndsitselfdepletedoffundsbecauseof butunfortunatelyfi Pekka group that allied itself with other stakeholders to make their it started when some pekka group the initiators then set up a few tables the market brings benefits for the loanstoothergroups. local government streamline the business licensing process. members in matanauwe village in for displaying goods. at first only seven entire community. the food is delicious, Southeast Sulawesi became tired of the pekka women came to sell. But as local convenient, and fairly priced. many of  eldworkerstepsintorequestfundingfromthe here,thefi In the last few chapters we’ve churned through the numbers and endless struggle to meet daily needs. shoppers’ enthusiasm for the market the women and villagers would like to  nancialgrants government.Agovernmentprogramprovidesfi processes of the PeKKA program. now it’s time to reach out to feel they wanted more money for necessities grew, within two months more than 30 expand the market so that it becomes forthelKmtouseasrevolvingfundstodevelopbusinesses the program’s pulse and meet some of the Pekka women as they and hoped to begin saving as a group. women were regularly selling at the a major selling center. Finding enough amongitsgroupmembers.Thesefundscanthenbelenttothe work, educate their children, lament their losses, and raise their maybe, they thought, money could be market, most of them pekka members. land is the primary obstacle, but pekka WargaJayagrouptostartitssheepenterprise. own expectations of what everyday life can bring. our next chapter made selling food and produce at a the women decided to add cooked food women are using their group organiza- roadside market. and cakes to the inventory for people tional experience to lobby the govern- takes us on an adventure into West Kalimantan province. Beforethesheepareboughtanddelivered,thelivestock who didn’t want to cook at home. ment to supply a strategic property for ServiceDepartmentofSukabumiDistrictprovidesthegroup they took this idea to some of the But first, we visit one last Pekka group to illustrate the power of the busy market. the women also have withthreedaysoftrainingonkeepingsheep.Theyteachvillag- women on the village education commit- the market is now a hub of activity in cooperative enterprise and the relentless spirit of innovation. dreams of saving enough money from ershowtomakepensandwheretoplacethem,howtoprovide tee, who were not pekka members but matanauwe village. it opens at 4 p.m. their food selling business to build a goodfeedandusemanure,andhowtoenticesheeptomate. still brightened to the plan. they agreed and closes at 9:00 p.m., and every day counting proFitS while counting Sheep sophisticated, permanent facility. to find a strategic selling location with crowds hover in anticipation of the sell- TheWargaJayaPekkagroupinSukabumiregencyrunsa Withfundinginhand,thegroupbuysthesheepwithoutwaiting prominent public exposure and access. ers’ arrival. Some squat on the side of meanwhile, afternoons in matanauwe successfulbusinessproducinginstantgingerdrink.infact,it forthebestprice,mainlybecausetheydon’tliketheideaof their search turned up a spacious front the road, others sit on motorcycles. the are no longer quiet and deserted. the issosuccessfulthatdemandfortheirproductextendsbeyond theloanmoneysittingidlywiththemfortoolong.Buttimingis yard with a sympathetic owner who busy hum of conversation is everywhere market has brought both life and com- SukabumiacrosstootherWestJavaPekkaareas. bad,andsheeppricesareatapremium.Theyenduppaying allowed them use of the property. as people wait to buy everything from merce to the village’s people. rp10million(uS$1,047.00)for21sheep,whicharedivided roasted fish to Buton cakes. Butwithinthegroupthereissomediscontent—especially betweenWargaJayaandanothergroup,withWargaJaya amongoldermemberswhofeelleftoutwithlittletodoexcept keepingtenofthem. scrapeginger.They’rehopingthatsomeotherbusinessgroup willgivethemmoresubstantialtasks. ButatleastallofWargaJaya’smembersarenowinvolvedin  veoldermembers thebusinessoftakingcareofsheep,asfi Anideacomesforward:Whataboutraisingsheep?Afterall, withlongexperienceasfarmhandstakecharge. thelocalcommunityhasexperienceinhandlingsheep,sowhy 88 89 Labor is divided among the women. All will collect grass to 10 percent is shared with those watching over the • feed the sheep, and the women who live closest will take turns sheep at night cleaning the pens. The family whose property accommodates • 20 percent is retained in the group the sheep pen will trim and wash the sheep and guard them  at night. Members are happy with the outcomes. Every month the sheep become heavier, raising their market value, and things Sheep are weighed every month. The group leader supervises are going well. The group comes up with an idea to expand feeding and other daily activities and records progress. She the business by producing and selling compost fertilizer from keeps simple records, such as a list of members collecting feed the sheep droppings, a byproduct they were already using to and expenses, which may include the costs of constructing a fertilize their ginger crops. They decide to buy more sheep. pen, purchasing sheep, and supplementary feed costs. Progress reports are shared at biweekly meetings. Meanwhile, surrounding villagers take notice and some  inquire about starting similar businesses, especially when  The group agrees on a profit sharing plan based on the division  they see Malaysian visitors showing an interest in the local of labor: group’s enterprise. • 50 percent of profit goes to those collecting grass After only four months, the entrepreneurs see their first profit • 10 percent goes to those trimming and bathing sheep when they gain a good return on their first sale of sheep. They will definitely continue with the business, and their success has • 10 percent is given to those cleaning the pens already inspired other Pekka groups to do the same. It seems that counting sheep brings far wider benefits  than sleep. NOTES 1 Rempeyek or peyek is a deep-fried Indonesian peanut cracker made from flour (usually rice flour), peanuts, dried anchovies or shrimp,  coconut milk, salt, and spices. 2  ata de coco (cream of coconut) is a chewy, translucent, jelly-like food product produced by the fermentation of coconut water. Nata N de coco is most commonly sweetened as a candy or dessert, and can accompany many things including pickles, drinks, ice cream, puddings, and fruit mixes. Nata de coco is prized for its high dietary fiber and low fat and cholesterol content. 90 CHAPTER 7 The Heart of PEKKA Conversations in West Kalimantan Province Pontianak, the capital city of West Kalimantan (WK) You seek help. You “ Province, sits on the western end of the island of find help. Then you Borneo in the delta area where the longest river in help others who Indonesia, the Kapuas River, flows west into the need help. That is the South China Sea. From Jakarta, Pontianak is reached heart of PEKKA.” by a 1-hour, 20-minute flight north over the Java Pekka member, Sungai — Sea. The provincial capital has a population of some Ambanga Village 500,000 citizens of mixed nationalities and proudly wears the designation of Kota Khatulistiwa, or Equator City, as the city center is positioned less than three kilometers south of zero degrees latitude. But Pontianak is only a stop on the way as we set out to visit some of its outlying villages where Pekka groups have gained a presence and a purpose. There are special reasons we’ve chosen to visit Pekka in WK. 93 A DIFFERENT PROVINCE, A DIFFERENT “West Kalimantan is interesting for us to watch because money PEKKA APPROACH does not go through the local government as the disburser. Instead, West Kalimantan Province is divided into regencies, which in turn we control everything from Seknas, explains Nani Zulminarni. are divided administratively into subdistricts known as kecamatan. “The reason is that we don’t want to see the money burned through The villages we will visit are in Kubu Raya Regency. as government handouts.” The traditional ritual creates an atmosphere of WK stands apart from other regions, including how its Pekka PEKKA started its program in WK with only a small grant from mutual support and individual affirmation. groups formed. It is one of the least developed provinces, and DVV International, the German adult education association. because of its recent history of bloody internal conflict (box 7.1), Despite early struggles with the expected drop-outs from the remains fragile in many ways. program, the rate turned out to be not as high as elsewhere. “We see our progress in WK as slow but pure,” says Ibu Nani. “And we But the province also shows a lot of initiative and holds great see a lot more potential.” expectations for growth. It may be no accident then that many SUNGAI AMBANGA VILLAGE, KAMPUNG of the Pekka women here have a strong sense of themselves as com- WK also holds the distinction of being the only area where Pekka NEIGHBORHOOD mitted agents of change. Their confidence coincides with Seknas has begun working in urban and semi-urban slum areas. The Kampung Baru neighborhood of Sungai Ambanga village PEKKA’s alternative approach to its operations in the province. is in the subdistrict of Sunga Raya. Access to Kampung Baru is With this background in mind, we set out to meet some of the gained by a motorized gondola ferry across the Kapuas River, Pekka women of WK. where village life begins immediately at the shoreline. Remnants of the great tropical forests that once covered this area are still seen in patches between and around the dusty roads and modest dwellings that make up the village panorama. Amid this landscape stands the Pekka Center, a large utilitarian meeting hall, where a contingent of Pekka women representing a range of area groups offers a warm welcome. “We see our progress in West Kalimantan as slow but pure.” Our discussion begins with a question about how and why the women came to Pekka.1 As in all meetings, each speaker starts with a formal greeting, the Salaam (“Assalamualaikum—Peace be with you”), states her name, and thanks the audience for the honor and opportunity to speak. The group responds in unison with an acknowledgment of the speaker. The traditional ritual creates an atmosphere of mutual support and individual affirmation. 94 Skeptics and shy women change their minds Lita’s experience follows a similar course: “I’m also a homemaker Mardiya begins by telling us that she was a homemaker who’s with three children,” she declares. “I used to feel powerless. When husband worked at a company until he passed away.2 “My friends we had a crisis in our house I could only cry.” asked me to join Pekka, she says, “but I wasn’t interested in joining Like Mardiya, Lita was tepid about joining a women’s group, and a women’s group.” her initial contacts with Pekka were confined to “peeking inside.” What did interest her though were some of PEKKA’s training But she, too, was intrigued by at least one of the programs—the programs, and this was incentive enough to join. She remembers: savings and borrowing enterprise—and so took a full step in and joined Pekka groups. As I became more involved in Pekka I gained more knowledge. Pekka had programs in education and leadership so that we “I was still very nervous, she recounts, “always sitting in the back could become cadres. They also taught us to manage our family of the room. But slowly, with trainings I became more confident… financing and run a microfinance institution to finance our and as you can see, I now sit in front of the room! “ enterprises. This is important… as heads of households we need Lita admits that for the first two years, her Pekka group was not to be able to feed our kids. taken seriously. But, as the women gained more self-assurance, Mardiya now participates in government programs and political they began approaching authorities over family cards, which discussions, as well as in the regional economic development are necessary for legal and social benefits; birth certificates; and commission. She also brings others to Pekka, where she’s found a other matters. “It taught us to be strong, independent women. home and a way of life. We learned to work with village leaders, who now see the value of Pekka. Our possibilities grow wider and wider.” “I get a lot of benefits from Pekka, and feel that I have progressed. I’m able to help my friends and my community. When I go to Many others recounted similar stories about their journey to meetings, I make new friends and meet people from other parts Pekka. Some were initially suspicious about Pekka motives of Indonesia.” and politics. Others felt confused or encumbered by fees or other “Our possibilities grow wider and wider.” 96 97 requirements. For many women, the lure of friends and training For the children seems to be the primary impetus to joining. Like Maylana, many women are motivated to join Pekka either directly or indirectly out of concern for their children. Magdalena Maylana joined Pekka in 2005. Her story, told in her own words, was one whose child was her first link to a Pekka group. “I learned about the law, which I used when I filed for divorce against my husband.” speaks for the journey of many of the slow-starters. “My husband and I separated because—Can I say this?—he was After my husband left me, I was very sad. I hoped to meet more lazy, didn’t work, and he gambled.” Magdalena is recalling a turn- Magdalena joined, and after two months in Pekka, she was invited After two months with Pekka, Endang began training in early friends so that I had someone I could share my sadness with. ing point in her life. “I had to provide for my children by selling at to attend legal and health trainings. “I learned about the law,” she childhood education because she wanted to bring structure to But I was very introverted. the canteen, which made me very sad. My whole life was home, the said, “which I used when I filed for divorce against my husband.” many of the neighborhood’s pre-school children. “We saw children That’s when I found Pekka. I was cautious at first but started market, and the canteen.” around here playing wildly without guidance. We wanted them to Magdalena went on to help many other women abandoned by attending the trainings. We were taught to be strong and have a place to play, yes, but also a place where they could learn.” Magdalena said that her only solace was her mother, in whom she their husbands. She also helps women obtain birth certificates and confident. I realized that if I was going to protect my children, regularly confided her sadness. But even that ended: “My mother family cards and assists women needing access to national health In July 2007 Endang and the others saw their dream realized with then I had to learn to be strong. suddenly passed away, and I didn’t have anyone else to turn to.” insurance. In Magdalena’s case, one small scholarship yielded a the construction of the center that was used for early childhood At first it was difficult for me. I had to ask everything, even multitude of returns. education. “It was not easy to build,” she remembers, “but we had She then heard about a Pekka scholarship for children from directions—where to go, what to take. But step by step, I made the guidance of the field worker.” poor families, and, as fortune had it, her child was selected as a “With my training in law, health, and leadership, I have the progress. At first I would sit in the back of the room, feeling recipient. Soon after, some women invited her to a meeting, and courage to engage the government, take part in regional develop- Endang is even more proud of the Pekka women’s hand in the embarrassed. But other people told their stories, and I learned although she was still unsure she decided to come. ment consultation meetings, and approach health and social children’s education and, especially, the progress of their students. that I’m not alone… I’m even luckier than some. services,” she declares. “I even talk to farming, fishing, and “Our field workers conducted trainings so that, even with only our “I learned about the Pekka ‘vision,’ and found other women who Because of Pekka, I’ve expanded, I’m mobile, I meet important livestock services.” junior high education, we help educate the young children.” I could share my stories with, and I heard their stories. It wasn’t people, and I’m involved with politics at the provincial level. I just me who experienced hardship.” “Now,” she smiles, “I want training in accounting.” The running of the local school has also eased community can even speak up at the development consultative meetings. expenses. “The other kindergarten was across the river… Whether they approve our proposal or not, they take our Endang, also known as “Mama Rere,” revealed that before joining parents didn’t have money to send them there. Now, we can opinions seriously, and value our input. Pekka her life centered mainly on taking care of her children and teach them here.” watching television. “But I became curious about Pekka—espe- We build our solidarity. We don’t wait for help from others—we cially after I noticed the changes in the women who joined, and the So far, the Pekka women have graduated nine students, who help ourselves as independent women. We don’t beg for charity. benefits they seemed to be getting…. So, I joined.” proved the value of their tutoring after they went on to excel in Today, thank God, I’m not shy. I’m in the sewing business, and I the primary grades. The early childhood center now welcomes 28 hope also to have a confection business. students of all religious persuasions, and expects more next year. 98 99 everyBody’S BuSineSS iwanttogivetwothumbsuptoPeKKA,whichhastaughtme As we’ve seen, PeKKA tries to open business opportunities for  dent.inowfeelbeautiful,smart,and tospeakupandbeconfi women and teach women to expand what enterprises they already rich!Wenowhavefemaleheroes….ihaveadreamonedayof have. field workers provide small business training, and in this writingabookcalled“WithPeKKAwehavelight.” gathering it seems everyone is one or more kind of entrepreneur. The enterprises include cake making, farming, handicrafts, making Finding “the giant within” crackers and other snacks, local foodstuffs or, as we shall see in for many of the women, PeKKA unlocks dormant and untapped another village, raising catfish and processing rice. As one woman leadership abilities. Komaria, who is from an outlying subdistrict, shouts out when questioned, “Yes… after PeKKA, there is is typical of the growth that many feel. no unemployment!” “I wasn’t serious about PeKKA at first, only curious,” she says. even if that optimism is not fully accurate, it is clear that many of “some of my friends took me, and I imagined that I’d be joining the business owners see their success as something that should some kind of women’s aid program.” help the wider community. Rohana’s story illustrates this spirit: But the first PeKKA encounter changed her preconceptions in a BOx 7.1 in2008myfi  eldworkerinvitedmetotakepartinasewing hurry: “I found that they weren’t offering money…instead they A CENTER OF THEIR OWN training.now,icansewmyself,andicanmaketheclothingfor were asking us to save!” From the early days, the pekka women of Sungai raya subdis- this amount still didn’t cover all materials and labor costs, so childrenattendingthecenter,andihavealotofordersnow. trict, where Sungai ambanga village is located, dreamed of the women started canvassing community business owners for But Komaria stayed, and after a year she became a cadre at her having their own center. ordinarily, the women could convene donations, which added to the funds; meanwhile, the district Whati’mmostproudofisthatnotonlyhaveireceivedhelp, subdistrict and was brought to the national secretariat for train- as a group for microfinance and other meetings only by travel- head donated paint and cement. ing. “I came back with more confidence about PeKKA, especially butnowicangivehelp.inmyenterpriseiemploythreepeople, ing long distances to assemble in shared spaces. in dealing with village leaders.” the women saved labor costs by doing the work themselves. andi’vebeenselectedasoneofthetutorstoteachsewingto they decided to do something about it. the women agreed childrenattheborderarea[malaysia–indonesia].i’vebeenable the pekka center now stands in testament to the women’s she would need it. As a cadre and group leader she instantly faced that instead of returning the profits from their microfinance todonatesomeoftheproceedsofmysewingearningtothe vision and strenuous labor. “Besides meetings, we use it for protesting members who balked at the savings aspects of Pekka. institute to members, they would instead use the 18 million rp charityforsocialpurposes.Althoughicanonlygivealittle,in childhood education, for trainings, and we sometimes bring “I had to teach them to save even without excess money…. I told (about uS$2,000) to buy three adjoining plots of land where 2011iwasabletopayforavillagechildtoattendhighschool. in doctors and other health workers to set up clinics for them, ‘even if you’re rich, you never have excess money because the center would be built. nowit’smydreamtobeabletohelpotherchildrenattend check-ups,” explains one elderly woman, “especially for the the more you have the more you spend… so you save from what highschool. once the land was secured, the next hurdle was finding money old people.” you have.’ ” to do the actual building. the JSdF provided funds for a rental iwouldliketohavemorepeoplewhoneedme.iknowwhat the pekka center has also been the setting for more than space for their activities, but the women had already decided still, many of her members saw little benefit and wanted to give up one village wedding. it’sliketoliveinhardship…tobegivenhelp.nowiwantto that renting would only benefit the owner. instead, they used almost before they started. Komaria, meanwhile, looked around givehelp. the rental money to buy materials to build their own center. and wondered why other Pekka groups were thriving. finally, she 100 101 told her group, “Well, let’s give it a year. Then if we still see no BOx 7.2 challengeS oF eXpanding the pekka model benefits, we can disband.” RADIO EQUATOR COMMUNITY RADIO The Pekka groups in Kubu Raya Regency have close ties with COMES ON AIR many of the local nGos, charities, and religious organizations, and outside the group, Komaria also had to confront people in the Some of the women of Sungai ambanga gained so much Pekka women are often invited to give trainings to these groups on community who scoffed at Pekka. “They didn’t take us seriously,” from their media training that they decided to take to establishing cooperatives and small businesses. even local district she recalls. “They asked, ‘What is this widow’s club where women the airwaves themselves by setting up a community and provincial governments are learning from the Pekka model. hang out and don’t do anything?’” radio station in the pekka center—107.7 Fm. utami, who The Pekka women also freely share what they see as problems, only in the eleventh month of the group’s twelve-month count- was instrumental in launching the station, tells how she which include a shortage of human resources and the task of turn- down did the first benefits appear. “We were able to get scholar- got started. ing women who normally expect charity into savers and providers. ships for our children—that’s when people started to see benefits “my husband didn’t come home much, so i joined In addition, group leaders resign, and cadres are always in short in Pekka. And that brought more people to us…. We didn’t even pekka. there i received experience and training that supply. even ordinary members with limited time and an overload have to invite. I’m proud of this.” i never had before… in community leadership, early of obligations must often choose between being a group member childhood education, accounting, and also in managing Komaria’s subdistrict now claims 14 groups from 7 villages, and and being a breadwinner. Motivation often falters. When that hap- a radio station.” she has been asked to start up Pekka groups in another subdistrict. pens, field workers need to step in and provide encouragement. But success brings a new set of challenges: “We still need cadres, eager to proceed, utami did most of the legwork Transportation is almost always a problem, and some women and we are trying to catch up with the requests for Pekka groups. herself, securing permits and meeting with the admit that boredom can be a big hindrance, usually stemming But some are too far. We need to train more leaders and cadres to indonesian Broadcast commission to get “radio equator” up and running. from a lack of new materials and members. some new members respond to this demand.” don’t feel benefits soon enough and drop out. now utami and others serve the local community with With more members, Pekka is taken more seriously as a force, regular broadcasts on legal, health, and education issues Many of these women agree that the answer to that last problem which brings the inevitable requests for support from political as well as other news and information. all women are can best be found in more training, particularly training in how parties and candidates. Komaria reports that her Pekka groups are invited to contribute to the on-air discussions. “right now, now involved in most political events. “We grow in courage and, “Well, let’s give it a year. Then if we still to build small enterprises. This kind of training, they insist, raises we only can broadcast from 4 p.m. to 5 p.m. and again from spirits and confidence, especially for the newer members. As one we hope, are helping to bring honest leadership.” see no benefits, we can disband.” 7 p.m. to 9 p.m.,” says utami, “but we hope to expand later. member said, “Women who don’t have money first need an income the problem is human resources… not enough women with …they need to start a business.” Another added, “In PeKKA, there training in broadcasting.” are many women hungry for knowledge, but without the money needed for trainings, where do they go?” 102 103 Messages from the outposts RASAU JAYA UMUM VILLAGE, The visitors then wonder how the Pekka workers gained the As elsewhere, the operation is inspired and run by Pekka women. KARYA NEIGHBORHOOD technical know-how needed to raise farmed fish. Was there anyone From the rice barn, women sell and lend out rice in bags of 25, Near the end of the visit, we ask the women who’ve gathered with us if there are any special messages they want to share with We enter into Karya neighborhood in the subdistrict of Rasau Jaya with a background in the practice, or were there special trainings? 30, 35, and all the way to 50 and 60 kilos. They process, bag, and outsiders, especially other women. We pass on just a few: by way of a roughly paved, dusty road, barely wide enough for move it themselves. “Not really,” answers Komariah. “It was mostly trial and error— one car. The lane is lined with palms and varieties of wild hedge. “Helping is an obligation of the poor as well as the rich… we must although the field worker helped out when we had to learn about During our visit, a woman arrives with a large sack of rice. She Rough huts and houses can be spotted through the thick vegeta- help our neighbors. The poor should also have the chance to help things like water acidity, and how, after you dig, you have to wait is paying back what she had borrowed earlier and is anxious to tion, and we find a space to park off the road. others, too.” for the water to settle; otherwise the fish will die.” return what she owes. “I borrowed before harvest because we ran From here we turn toward a small wooden bridge that spans a out. Now with our harvest, we pay back.” [To the women of the world] “Don’t be afraid if you’re left by your It’s been only four months since the fish farm has been operating, narrow stream. On the bridge a line of smiling women in vivid men… whether divorced, widowed. We have to be strong, indepen- but the women have already harvested about 70 kilos of catfish at Only members can borrow, but payback carries an interest of 20 head scarves and bold purple Pekka shirts stand ready to greet us. dent… we have to fight for our children!” Rp 18,000 per kilo (US$2 dollars per kilo). One catfish can weigh percent. “It’s high,” one woman explains. “But we love each other They shake our hands and lead us across the bridge into a nearby 100 grams. and so we revolve the profit back to the group.” house, where we’re fed a welcome meal of sweet corn on the cob “Don’t ever be weak women. The family is on our shoulders… we and rice wrapped in banana leaves. have to be the leaders for our children.” “With more capital we would like to expand,” says Komariah. The discussion becomes one of the importance of creating good businesses. “We want to progress —we don’t want to be like we Catfish ponds “Don’t be lonely, don’t suffer. I only had a little education before The rice mill were before,” declares one of the women working at the barn. “We I joined the group. I never dreamed I could be the beneficiary of But there is much the women want to tell and show us. And soon Later, we witness another of the group’s thriving enterprises—its learn about business, we learn about solutions, how to do things trainings… Now I have knowledge of the law.” a short walk brings us to our next stop—the group’s catfish farm. rice processing operation. We need no directions; the deafening together. If we make decisions collectivity, it feels good. But we Here we find two rectangular ponds, each measuring approxi- clatter of the sifting machine draws us to the location of the mill’s can’t do it alone. No Pekka, no fish or rice business!” [Message to men] “If you don’t love us anymore, we can’t force mately 2 meters by 6 meters, and about 1.5 meters deep, separated activity just off the village’s only main road. that… If you don’t have feelings… we can’t help it. But how is it by meshed sections and fenced to protect them from predators. that you forget your responsibility to your children? I don’t mind They’re stocked with catfish. about us—but never forget your children!” “Pekka was the inspiration for this farm, but it was our own [About Pekka] “I’m old… 82. I don’t feel comfortable talking. I’ve initiative,” says our current guide, Komariah. “We made a proposal been here ever since the Dutch times. I never had much money, to the government fishery service, and they provided the seed my children didn’t go to school. But now I’ve joined Pekka. People money… well, they actually provided us the nets and the fish…. help when you’re sick, so I have a lot of help when I need care. We The women did all the digging and hauling of the dirt.” are very poor. Even my house is leaking, and these young women they helped. I thank them and I thank Pekka.” The women did all the digging? “I want the world to know about Pekka, so they can see what we “Yes, with shovels…. Only the women.” do and join us.” 104 “We want to progress—we don’t want to be like we were before.” Back to the center back. Now, one of the women is presenting some materials on the I had to go out at 4:00 in the morning and still wasn’t earning. them, it is more than a step up the financial ladder; it represents As we head to the Pekka Center in Rasau Jaya Umum, a head- importance of obtaining birth certificates for their children. The Now, with Pekka I have a chicken business with 300 birds from a providential turning point that begins a new life. As one woman quarters the local members are very proud of, one of the women in books that she’s sharing combine words and pictures to explain which we can harvest every month. Before I couldn’t borrow summarizes, “Pekka is not just improving lives materially but our group, Salima, tells us how it came about. why this document affects everything from getting one’s child into money—no one would even trust me enough to lend me sugar helping each other to improve relationships, build hope, and learn school to later employment eligibility and even inheritance. because I didn’t have an income. But now I borrowed 5 million to trust each other.” We spent 90 million Rp (around US$9,423.00) to build this (US$523.50) from the credit union to build the pen—and I was center. We received about 60 million Rp (US$6282.00) in This opens up a wider question and answer session about whether Indeed, trust and respect seem to be cultural standards within even able to obtain electricity! assistance from JSDF for renting a place, but [like the group the women should file for birth certificates for their children the Pekka community as women discover the worth of their in Sungai Raya] we used the money to buy materials to build as a group, the fees involved, and what other documentation— She credits Pekka for both personal and financial growth. accomplishments. “They used to mockingly call us, “pekkak,” a instead. Our credit union paid the extra 30 million (US$3141.00) such as identity cards and family cards—is necessary to obtain Pekka group leader confides, “which means deaf…. Now they I was shy, but have advanced a lot. I have even been asked by to buy the land. birth certificates. know us and take us seriously. We stand solid.” the village chief to take part in his political campaign. In addi- She then explains its many practical uses. Others express frustration with the procedures and recount their tion to chicken farming, we go out to seed fish. People from the Armed with this respect, these Pekka members are emboldened to experiences of bureaucratic run-arounds that eventually end up fisheries service have asked me to teach other women how to reach out in more ways to their neighbors. “The community now In the past, we would share space with a health clinic. Now  in a long court process. The costs of getting to and from agencies run fish farms. knows us as Pekka Union,” says Wiji Sulastri, “and so we can go we can use it at any time for whatever we want: monthly or and courts are also brought up. Transportation always seems to door-to-door to conduct different surveys, and we have become other important meetings or consultations with other groups, Others want to share their enthusiasm for spreading Pekka. be an issue. involved in different networks.” borrowing and lending, group meetings, fitness center,  “Since every group was far away, I started my own group,” says trainings—or community activities, for example, the farmer Finally, they agree to petition the head of the subdistrict to make Bainah. I started with 6 women, but have now 26 members in Frustrations and fears group meetings. him aware of the problem and to ask that the process be made that group. And since then I’ve started two other groups…. But we But the women also repeat many of the frustrations heard elsewhere. easier. With that the meeting is closed. want at least two more groups.” We arrive as a Pekka group meeting is completing its last orders “When we go to the field, it’s difficult to build interest considering of business. We’re struck again by the strong sense of assent and More conversations Don’t call us pek-KAK! their past experience,” says one group leader. “Some women don’t affirmation in the group’s formalized greetings to each other. After visiting the fish farm and rice mill, we’re not surprised that The women in Karya echo much of what other Pekka women in understand the importance of standing on your own two feet… many of the gathered women want to talk about their new Pekka- West Kalimantan and elsewhere profess about the benefits and they just want charity. It’s difficult to change the mindset.” They’ve just finished going through the ledger book, taking stock of inspired businesses. Triwahyuningsih talks about how difficult it transformational effects of joining Pekka. To virtually all of how much money has been borrowed and how much has been paid was to be a fisherwoman: 106 107 Once I tried to start a group, and they just turned their backs and went to sleep! “ Another group leader explains that many women are not even But if there is no women’s group, then, as happens here, curious about Pekka. “When we try to talk about Pekka, and married women will sometimes join Pekka groups. Kartina is nobody asks questions, then we know there’s no interest.” She one such example. adds, “Once I tried to start a group, and they just turned their “I’m married but have belonged to this group for the past two backs and went to sleep!” years,” she says. “It gives me good benefits, and it helps me to help Or it could be suspicion that turns them away. One of the women my husband. I have a place to go to borrow money.” reminds us, “These days you see a lot of ‘iffy’ organizations, Kartina also avoided some serious problems by joining and learn- who will steal your money… or some women remember some ing from the Pekka group. “I didn’t have my identity and family communist-affiliated groups in Java that were later targeted by the cards or birth certificate. It was only through Pekka that I learned government [slicing of the throat gesture].” the importance of such credentials.” Married Pekka? Parting words from the women of Rasau Jaya Umum Pekka groups in WK and elsewhere report that external women’s “We have solidarity of widows, so we could be at the same level of groups, including groups of married women, sometimes seek women who still have husbands. Widows and single women are Pekka advice on organizing. Pekka was founded to address disparaged, looked at with ‘half the eye’… like you’re a nobody. specific needs of a unique social group—poor single women heads Now they look at us fully.” of households—but Pekka leaders will often help non-Pekka women’s groups to organize. “Send your prayers to us. We need the strength and motivation.” 109 “I believe that PEKKA can also become the inspiration for peace.” GOVERNMENT PERSPECTIVE: A DISCUSSION programs. But we are civil servants who can only encourage We need PEKKA to help us reach those families. We need to WITH H. MUDA MAHENDRAWAN them. The initiative has to come from them. The government push PEKKA to expand so that they can further cultivate the The regent (Indonesian: Bupati) for Kubu Raya Regency, Muda is well positioned to aid organizations like PEKKA, so that they seeds of potential. And Pekka groups bring an extraordinary Mahendrawan, is an independent leader who would like to turn can reach more people. sense of energy that you would want in the community. West Kalimantan into a food source for the country, especially What is most interesting in what PEKKA is doing is that the I know that I am responsible for these people. When I see in rice production. He’s working to cut bureaucracy and shows a seeds are already there in the village. But without Pekka them—the women and children—it makes me think of what I readiness to work with local citizen groups, especially with Pekka groups, they won’t grow. The government is a top-down formal got from my own mother. PEKKA can be that model to give groups, whom he eagerly endorses as a force for progress. Otherwise, government programs will not reach the real causes structure… it takes PEKKA to cultivate the potential. their children something to strive for. If this can be replicated Bupati Mahendrawan has graciously invited us to his residence to of poverty and so not be sustainable. elsewhere, the quality of life could be improved. share some of his thoughts on development, PEKKA’s role in it, Our design hasn’t permeated down to lower levels. Pekka can and his responsibility as a government leader. PEKKA is the kind of organization that could provide a  play a great role at the village level among the people, rather Finally, I believe that PEKKA can also become the inspiration model for building empowerment and solidarity through than just focusing on village heads, as was usually the case for peace—the role of women in peace is powerful. It’s about I was entrusted by the people to find solutions. And from the bottom-up initiatives. This will help government programs to  before. saving the family and children…. It’s about life. government’s perspective, a lot of the problems of poverty be more effective. and underdevelopment are caused by a lack of access. The existence of PEKKA can open up access for those who have So, I see this as a natural progression. We want to see the lacked access. human quality of life index raised and, especially, ensure food and other security for children, including their health and In Indonesia, we have a great communal culture, which gives us education. And I believe the PEKKA model serves as a way of great opportunities to work together to strengthen each other creating new initiatives to do this. If we use such models, we and accelerate empowerment. Government must be ready can more quickly strengthen family and social structures. NOTES to help. At the household level, we must first guarantee food The government wants people to become more productive. We 1 The reader will understand that the conversations are only the briefest synopses and smallest samplings from days of shared stories  security and nutrition for children. design the model that allows them access to sanitation, health, and experiences from the Pekka women of West Kalimantan and that these few pages can never capture the full richness, breadth, The government implements these kinds of programs formally, courage, and humor met in these exchanges. housing, and so forth. This is our responsibility and our goal. from the top, and often misses addressing the roots of the And government tries to encourage the PEKKA model in its 2 In some cases, where explicit permission was not confirmed, we have changed the woman’s real name.  programs. So, things must be initiated from the bottom up. 110 111 CHAPTER 8 Shaking the Status Quo? Assessing PEKKA’s Impact and Influence “ PEKKA is not just Women-Headed Household Empowerment improving lives Program. The term has not only fixed itself in materially but is Indonesia’s national discourse, but is beginning to helping to improve ripple beyond its land of birth as talk of replicating relationships, build the model in other countries grows.1 As the quote hope, and learn to and many similar testimonials suggest, Pekka groups trust each other.” have built a reputation for transforming the welfare, social status, and prospects of tens of thousands of Pekka member, West — Kalimantan Province poor single women—and, according to adherents, the Pekka brand has helped erase the stigma of weakness and injury from widows, divorcées, and other single female breadwinners. So, without doubt, PEKKA’s first decade laid a formidable foundation of life-changing experiences—a valuable outcome in itself. 112 But PeKKA was meant to be more than a glorious exercise in will in women previously locked in apathy and neglect. By embrac- BOx 8.1 mood-making. Its real promise lies in shaping itself into a mass ing the first pillar, thousands of Pekka women have taken the first REAL SKILLS FOR PERMANENT CHANGES movement that brings permanent change to the social landscape. step toward freeing the nascent forces of empowerment. Seknas pekka offers more than 50 cooperatives, revolving political systems, become voters, and how well it succeeds will define PeKKA in the coming decade. training modules grouped under 10 funds, bookkeeping, and participate in development planning. capacity Building topics. pekka considers the modules as accountability mechanisms. This chapter examines the different aspects of PeKKA’s impact and • Leadership teaches group once women awaken to the inner forces of empowerment, PeKKA tools and guides for development rather influence—from individual to group to social phenomenon. • Developing microbusinesses management, self-confidence, and works to fortify them with real-world skills that help materialize than formal texts. a core group at the teaches entrepreneurship, business recruitment and training of cadres. the vision. PeKKA training modules instill knowledge and develop secretariat serves as the operating think management, business skills, and leadership and managerial skills. every member takes part in at tank in module development, drawing on • PEKKA community media trains FIRST IMPACT: THE FOUR PILLARS joint businesses. least one kind of training program, and more than half have trained models from other ngos working with pekka members in community radio PeKKA’s starting point for transformation has always been its four in at least two programs (see box 8.1). women’s empowerment but fine-tuning • Lifelong education develops and video, photography, writing for the pillars. It’s worth a quick review of their role in sparking change. them to pekka needs. there is no special functional literacy classes, early internet, and library skills. Little by little, PeKKA is creating a grassroots contingent of skilled budget for modules; pekka staff see childhood education, and and innovative agents for female empowerment. PeKKA’s energy module development as part of their • Lifelong health offers programs in enviSioning scholarship management. and creativity are witnessed in initiatives such as the Kopernik organizing duties. module topics include: reproductive health, mother and child The first pillar asks women to envision a life’s mission that crosses program (chapter 6), which allows poor women to become consign- • Access to justice offers courses in health, and becoming a health worker. new boundaries and in the process makes them aware of their • Organizing Pekka women focuses on legal literacy, paralegal development, ment sellers of technology; or its popular “life skills” training rights as women, citizens, and family heads. Pekka women learn motivational techniques, building vision • Advocacy helps women understand multistakeholder networks building, programs, where artisans and small business people manage principles of advocacy strategies and to dream big follow their aspirations through their individual and and mission, and group management. and legal instruments. training clinics for community youths. how to build alliances and networks. shared strength. These aspirations revitalize the hopes and creative • Building collective economic assets • Political participation helps women teaches on savings and borrowing understand gender issues and national networking and organiZation influence. As Pekka leaders emerge from the ranks, they apply Group organizing and networking weave the threads of a durable their confidence and organizing skills to the wider public domain. Little by little, PEKKA is creating a grassroots contingent of PeKKA fabric. Within the PeKKA scheme, the entry point for so far, more than 1,500 PeKKA-trained cadres and members have skilled and innovative agents for female empowerment. building self-reliant groups has been the savings and borrowing crossed into central leadership roles in society—as village and cooperatives, where Pekka women get their first taste of organiza- neighborhood heads and participants in community development tion and leadership. for most of these women, making decisions planning meetings. Pekka women can be found working in local outside the family is a huge, sometimes excruciating first step. government, administering development programs, running integrated health and family welfare centers, and taking up roles These first steps pave the way for expanding PeKKA’s impact and as early childhood education tutors. 114 115 As its influence and leadership role grow, the PEKKA Secretariat Advocacy is reaching out to more and more non-Pekka groups that serve Forceful advocacy alters public perceptions about women-headed poor women. By the end of 2010, Seknas PEKKA and Pekka households and about Pekka group members. And once this takes cadres had furnished organizational help and access to capacity hold, advocacy can change public policies. PEKKA has made itself building programs to hundreds of non-Pekka groups. This number a conspicuous advocate on the public rostrum for these changes. will only grow as the PEKKA dynamic spreads across wider bands The secretariat and its networks have teamed up to produce videos, of society. photographs, bulletins, brochures, and books to teach and to influence. They’ve also incorporated community radio to broadcast the PEKKA agenda and lobby for women’s justice. PEKKA has made itself a conspicuous advocate on the public rostrum to change public policies. Meanwhile, PEKKA-organized stakeholder forums on justice But economic enabling is only the threshold to lasting self- allow poor women to meet with all levels of government and reliance. Real empowerment is multidimensional and does not village leaders to push for fairer treatment for women and equality begin or end with one issue or one project. PEKKA therefore looks in the courts. for an intrinsic transformation for its women by influencing the life issues—social, political, legal, and cultural—that provide the The PEKKA approach has sparked similar initiatives to reach underpinnings of an empowered life. marginalized groups from local government, community groups, and individuals in East Flores, Malang, and West Java.2 Obstacles to an empowered life First, what does a lack of empowerment mean vis-à-vis life issues? One example would be how many Pekka members are still not PEKKA’S IMPACT ON LIFE ISSUES aware of available legal recourse—especially concerning marriage, Securing economic empowerment through savings and borrowing family, and domestic violence (box 8.2). cooperatives and micro-businesses is an essential milestone for single women breadwinners. 116 117 PEKKA has developed a network with police, the religious and district courts, the Religious Affairs Office (KUA), the prosecutor’s office, and the Council for County Officers (Muspika). Access to education, or the lack of it, becomes another en- Becoming aware of legal rights, options, and obligations cumbrance. Many of the poor women do not possess even an Group members learn the sources of injustice—for example, elementary school education, and they cannot afford to keep their casual divorces, physical violence, and abandonment by husbands. own children in school. They’re then taught legal options and where to go BOx 8.2 for redress. FIGHTING FOR HOME AND SAFETY next on the list is finding quality health services, always in short when her husband left to work in malaysia in 1990, maryam maryam tried to return home, he again threw her out and for supply for poor single women. Birth difficulties, high mortality Pekka members receive training in law through formal classroom never imagined that for the next 16 years, she would be left on good measure bloodied her mouth. rates for infants and children under five years of age, and deaths instruction or informal group and individual sessions from local her own to raise three children and run the household. from endemic diseases such as dysentery and malaria remain a law enforcement officials. field workers and legal cadres receive maryam met with a pekka field worker, who advised her to sobering part of the life cycle. Poor sanitation and water supply training first because they will be the primary legal advisers to in 2002 she decided to join a pekka group to raise capital for a report the situation to the police. But because of customary add to potential hazards. the groups. business. maryam soon gained enough financial independence provincial sanctions, maryam feared that if she contacted the to take care of her children and even build a house for them to police, her husband would receive custody of their children. PeKKA chooses to address life issues head-on, incorporating them PeKKA has also developed a network with police, the religious live in. his assaults on maryam continued. at a pekka annual meeting as working themes (chapter 3) that trigger dramatic actions in the and district courts, the Religious Affairs office, the prosecutor’s in 2005 her husband returned. he soon decided that pekka in adobala village, he chased her and might have killed her if field. here we take a closer look at some of these themes and their office, and the Council for County officers (Muspika). from this activities were detrimental to “good” women and forbade any the village chief had not intervened. grassroots impact. network, PeKKA formed the Multi-stakeholder forum (Msf) to further participation. he even threatened divorce if she didn’t support women’s groups. Informal visits with the groups allow maryam’s case is now in process, although complicated because break with pekka. legal empowerment Msf members to hear about individual cases and women’s groups her husband is back in malaysia, and her husband’s relatives are for Pekka groups, legal empowerment is a question of justice, to learn more about accessing justice. But maryam didn’t, and one day her husband threw her out of occupying her house. dignity, and personal safety. PeKKA’s plan to raise women’s the house—the same house she had built with the proceeds of “Fortunately,” she says, “i became a pekka member and thus i understanding of legal issues has several components. one of PeKKA’s most significant acts has been the creation of vil- her business—and she was forced to live with her parents. when know the law and it gives me strength.” lage courts, which bring judicial access to poor women, normally cut off from the courts (see box 8.3). 118 119 BOx 8.3 VILLAGE COURTS: BRINGING LEGAL RECOURSE TO POOR WOMEN the cost of reaching courts has discouraged many poor women from filling out the paperwork needed to register marriages and divorces. according to pekka estimates, village residents have to spend rp 92,000 (uS $9.00) on transportation to reach courts in the regencies (provincial district centers). that amount of money is the same as the biweekly income of a poor family. pekka, supported by ausaid, asked the indonesian Supreme court to allow for the establishment of “village courts,” where the court is brought to the women rather than the other way around. pekka also persuaded the court to increase legal aid and waive court fees for the poor, steps that have quadrupled the number of people in remote areas who can access courts for family law matters.1 wahyu widiana, the Supreme court’s director general for religious judicature, reports, “instead of waiting for people to come to the offices, the courts go to the people. it saves them money on traveling to the regency.” he continues, “But we can only wait for people to come and report their cases. we cannot seek out people to come to us. this is where we get help from pekka groups.” pekka lobbying has also prompted the Supreme court to set up 46 legal aid offices across indonesia and to publish the number of cases it handles free of charge, as well as the number of cases handled by the traveling village courts, in its annual report. Finally, pekka continues to press the court to allow paralegal staff to help poor women seek justice in the courtroom. poor women usually don’t have the confidence or education to bring their cases forward alone without legal backing. TheWorldBankhasaddressedthequestionoflegalaccessinindonesiathroughitsJusticeforthePoor  1 Program.Since2002,theJ4Pprogramhasworkedtopromotemoreequitabledisputeresolutionprocesses, particularlyforpoorandvulnerablegroups.itsupportscommunitydemandforbetterjusticeservicesand improvedsupplyofthoseservicesbystate,nonstate,andhybridinstitutions. 120 Public law clinics police. Cadres may sometimes call on respected community Through PeKKA’s intervention, community members—especially members to act as mediators between the victim and accused or women in domestic violence cases—can now consult a law clinic in the families of each. cooperation with the Legal Aid Institute (LBh)3 or other parties. Through PEKKA intervention, community members—especially women PeKKA is now working with the network of Paralegal empower- These institutions assign staff to receive complaints and provide in domestic violence cases—can now consult a law clinic in cooperation ment to train more grassroots women to be paralegals and to counseling to women. with the Legal Aid Institute or other parties. secure for these women full legal status in court to represent and Because LBh and other institutions do not reach all areas, espe- counsel their Pekka clients. cially rural areas, the trained legal cadres take on counseling roles. Safe house in the community BOx 8.4 The cadre will delve into the victim’s situation and emotional state, SANCTUARY FROM A BRUTAL UPBRINGING calming her and offering options. The main goal of the counseling Women and children victims of domestic violence often must process is to help the victim decide on a course of action. be removed from a house for their own protection. In big cities, eti’s case shows how a life issue can become a life and death issue. “crisis centers” offer a safe haven, but in rural areas these places when eti came to pekka, she was a 23-year-old woman from aceh who was raised by her Litigation assistance do not exist. PeKKA’s answer has been to develop community- father and stepmother after her natural mother’s death. when her father remarried, eti had to Trained Pekka cadres help victims with cases submitted to the law based safe houses. quit school and work long days in the field behind their house. She was fed less than the four clinic through litigation or nonlitigation processes. In a formal Community-based safe houses are better suited to rural children of the new marriage and became thin and sick. litigation process, the cadre may help the victim to report the conditions in Indonesia because they don’t require special design almost every day her father and stepmother beat her. if her parents were angry, they locked complaint to police and to file a police examination report. If or location—the victim may simply be entrusted to the care of a the door and left her to sleep and go hungry outside. her stepmother once used an iron bar to necessary, she may assist the victim during a medical examination local villager. break eti’s nose and bruise her entire body. all the neighbors knew of the abuse but didn’t dare and accompany her to court. come to the girl’s aid because they believed that the parents practiced black magic. safe houses do, however, depend on support and protection for The cadre may enlist the help of others, such as the LBh or Msf, the victim from the surrounding communities, even to the point of the battering continued unabated until one day eti managed to escape, almost colliding with a especially during the judicial process. intervention in case of an emergency (see box 8.4). car on the road as she ran. the neighbors helped her to hide, and a pekka field worker nursed her back to health. Cadres assist in nonlitigation process through counseling Trained Pekka cadres usually guide and stand with the victim services—that is, receiving the victim’s complaint, explaining the case field worker reported everything to the police, who arrested the parents. eti was through the legal processes. the law and her rights under it, and describing the role of the moved to a pekka safe house where she receives ongoing help and encouragement from pekka cadres and field workers. 122 123 Pekka’s lifetime education rights Committee members should be few in number but motivated and One way PEKKA organizes parents is by channeling education “We believe in the process of educating women,” says Nani Zulmi- committed—they are not paid. Pekka village committees usually committee scholarships to poor children who show exceptional narni. “It’s more powerful than screaming in the streets.” comprise three to five members who divide tasks and responsibili- academic achievements. To receive the scholarship, the child’s ties such as scholarships, early childhood education, children’s parents have to take part in a parent forum. Here, the parents For PEKKA, education reaches beyond the classroom to encom- classes, and functional literacy courses. The committee prepares find a place to discuss educational issues and develop knowledge pass the full gamut of life and explains why PEKKA’s educational a work plan, based on the village meeting, raises funds, recruits and skills. They also find support for encouraging their children’s theme, rather than just being a scholarship program for the teachers, and finds locations for activities. continuing education. poor, looks at wider practical and strategic issues at every level of education. Thus, the providers and the recipients of education help When possible, trainings and workshops are held to build skills Functional literacy determine education policy and delivery. and effectiveness. The field worker and the education committee often lead regular community literacy courses (box 8.6). This may be part of the Community members need the right tools and training. PEKKA Parent forum parent forum, and tutors may be recruited from among local has developed the following venues to help communities expand The parent forum can have considerable influence on the educa- school teachers and community leaders. If needed, the field worker educational capacities and control. tion system, and so should involve as many community elements receives training from resource people or other instructors. as possible. Parent forums usually become advocacy bases to Village meetings on education improve education. Village education meetings take place when Pekka groups invite community leaders, religious leaders, and educational stakehold- ers, including schools and educational services, together to discuss learning issues. The field worker leads the discussion on the issues and sounds out the others on ways to resolve them. She may be seeking financial support for children with exceptional academic achievements or PEKKA channels education committee scholarships to poor trying to establish a village education committee, or there may be children who show exceptional academic achievements. other issues. Village education committee The village education committee usually takes the lead in develop- ing learning activities. Ideally, the committee is made up of par- ents, teachers, and community leaders supported by Pekka groups. If, however, the other members decide not to take part in the initial stages, the Pekka members may form the education committee. 125 BOx 8.5 Early childhood education workshops BOx 8.6 LITERACY AT ANY AGE The education committee, the parent forum, and the field worker INFORMATION FOR ALL sometimes organize early childhood education workshops. Pekka in Buton, Southeast Sulawesi, some pekka educational the pojok ilmu (knowledge corner) reading room managed group cadres often fill in as tutors, usually working out of village cadres are conducting functional literacy activities for about PEKKA reading rooms fill a public need for by a pekka group in cianjur has a collection of more than 30 women, mostly pekka members aged 20–62. halls or other accessible venues. Local resources and materials 400 titles of books, magazines, journals, manuals, and determine the extent of instruction. Because PeKKA works with knowledge, perspective, and entertainment. newsletters available to the entire community. all materials the exercise starts with having the women stretch out their adults, the workshops sometimes become a way to organize Pekka were contributed by individuals, publishers, institutions, or hands, moving and squeezing them to create flexibility members and others for wider social changes. visitors to the pekka center. to write. the group then writes/draws curves and circles, vertical and horizontal lines, all to accustom their hands to Reading rooms the pekka center has any number of reasons for gathering Children’s study group the writing process. PeKKA reading rooms fill a public need for knowledge, perspec- information. elementary and junior high school children use Pekka groups help children form after-school study groups. The the reading room as a source of information for research group may focus on mathematics, english, chemistry, physics, or tive, and entertainment. They offer books, pamphlets, journals, cadres must be patient and reassuring. even this simple papers. others in the community tap this source for exercise can be intimidating to women who never learned to other subjects. Instructors come from the local community, and and other materials, as well as classes where stories are read aloud information on legal issues, birth certificates, and domestic write. Some tremble and sweat. most are embarrassed. sessions take place in empty classrooms or other available spaces. to children. Adults and teenagers participate in the readings, and violence. in one case, an overseer from another village The study groups may also delve into social issues or organize people enrolled in functional literacy classes use the setting to even after just the first exercise, some of the illiterate came to the center to inquire about marriage legitimization outside activities. improve skills. women begin to spell and read haltingly. But some still (itsbath nikah) and legal divorce processes, so that he could confess to feeling ashamed. one elderly woman asks, “may i help his community with such cases. travelers on their way Reading rooms can be housed in any number of places in the Art and cultural workshops to Jakarta will visit the center to find simple information be allowed to not bring books and pens? it makes me village, and their managers can practice their administrative skills embarrassed to be seen with them in front of my children An art and cultural workshop offers an exciting place to spark on bus routes, and some parents say they find interesting in growing and managing the room’s collection (box 8.6). and grandchildren.” another grandmother chides, “But how creativity and advance local culture. Activities include learning to articles on parenting or business skills while waiting after can we learn to write and read without books?” dance or paint or other traditional arts linked to the local culture, school for their children. or to play traditional and modern instruments. when another older woman was asked why she chooses to learn to read and write at this stage in her life, she answers This workshop also invites adults to channel their skills and de- enthusiastically: “i want to be literate so that i can read velop their talents. To motivate creativity, the educational commit- payment receipts. one day, my grandson came to me and tee and the field worker may incorporate art exhibits and cultural asked me to attach my thumbprint to it. Because i could not shows into other group activities such as PeKKA annual meetings, read, i did not know what it contained.” dedication of a new Pekka group, or to celebrate holidays. 126 127 Political rights and participation The first steps to realizing political aspirations are learning and Pekka women have piqued community interest by being the first Most marginal groups—especially the segment that PEKKA capacity-building. And, again, the journey begins in training, ever to sponsor public policy debates among candidates for local targets—have little understanding of political processes and so focus groups, and topic-specific discussions, such as elections government offices. And the first time Nani Zulminarni brought “The main impact of PEKKA is that there is shy away from partisan activities. They rarely see how politics and budgeting. The content of these trainings avoids the theoreti- participants to meet Parliament and the heads of Indonesia’s connects to their everyday life issues. This is the main reason that cal and academic and instead focuses on practical ways to political parties at a national forum, the politicians were stunned now a new constituency of citizens who are PEKKA has added political empowerment to its themes. make politics work. Most Pekka women need only a basic to find that real constituents were waiting on their doorstep. They rural, female, and decision-making heads of understanding of political principles, which can be gained all came out to meet the Pekka women. households. This did not exist before.” PEKKA sustains the political empowerment theme through the through the use of creative visual media, simulations, practical following elements: works, and simple readings. PEKKA’S NATIONAL ROLE—THE WIDER ARENA But the work so far represents only the foundation on which a Awareness of political rights Political participation PEKKA’s first 10 years have indeed laid a remarkable foundation, national and international superstructure is being built with the Women first have to accept that they belong to the political system Pekka women are now immersing themselves in political activities, help of a previously ignored, previously marginalized segment of with 20,000 poor marginalized women claiming life-changing and that the political process is linked to both public and daily such as voting and monitoring elections, attending development society. As Kamala Chandrakirana points out, “The main impact of experiences through PEKKA trainings, political involvement, life. With Pekka groups, awareness usually starts with discussions, meetings and making proposals, or even leading a village meeting. PEKKA is that there is now a new constituency of citizens who are microfinance, and other activities. PEKKA has mixed creativity, workshops, and training. Field workers and cadres help them find the best starting place rural, female, and decision-making heads of households. This did energy, organizational know-how, and action to turn a widows’ for involvement. not exist before.” Once women begin absorbing the meaning of politics, Pekka lead- aid program into a national movement for female empowerment ers can start to clarify the women’s rights and role in the political (box 8.7). For some women, just taking action fuels greater enthusiasm for PEKKA has not only captured the imagination of tens of life of the country. Simplified analogies and materials go a long deeper involvement. These are the women who eventually run thousands of women but also made other citizens reconsider And, in doing so, the program has resonated beyond its own way toward transmitting a fairly comprehensive outline. Negative for local offices such as village leader or Parliament, which means long-fixed thinking as the program provokes new national discus- agenda to become a model for government and nongovernment reinforcement—that is, showing women the consequences of they must understand which party affiliation best matches their sion about female-headed households and the old social and legal programs. PEKKA intervention has produced real-life, and some- neglecting their political rights—can also provoke action. Cadres political aspirations. biases that restrict them. Public and professional recognition is times life-saving results. often achieve this kind of awakening through case studies of abuse growing (box 8.8). of power. Trainings avoid the theoretical and academic and instead focus on practical ways to make politics work. 128 BOx 8.7 WIDOWS’ PROGRAM TO WOMEN’S MOVEMENT after the completion of the first phase of the pekka empower- • the pekka movement has always operated through ment process (2001–04), the program took on all the charac- groups—from meeting practical needs to outreach teristics of a social movement. Seknas pekka documented and advocacy. evidence of this phenomenon through its books and other • despite some fluctuations, pekka has continued to media, which show the following: grow and develop over the past 11 years. • pekka women are developed through the affinity • pekka applies at least four different but mutually group approach,1 and membership is specifically meant related strategies: the four pillars. for female household heads. • during the empowerment process, equality and justice • pekka groups started as organized, self-reliant entities are highlighted as feminist values. and evolved into a formal organization, pekka union. the website of the pekka national Secretariat, www.pekka. • pekka has a clear social agenda that fights for women or.id, provides most of the documentation on pekka activities. recognition as household heads, as well as gender equality it also links to other community media information on pekka and justice for women. groups. documentation covers stories of success and failure, • the pekka organization is led by female heads of house- profiles pekka members, and details the dynamics of the past hold cadres appointed directly by the pekka community. eleven years. AnAffi  1  nitygroupsarenonhierarchical,usuallyusing  nitygroupisasmallgroupofactivistswhocollaboratefordirectaction.Affi  exibleanddecentralizedorganization. consensusdecisionmaking,withafl 130 131 In the meantime, PeKKA and its networks are working to change PeKKA also distinguishes itself from other programs by its census definitions about women, lobby the courts for social justice, ability to deconstruct. It chips away at ingrained attitudes and and push political parties for full participation of marginalized structures—whether they concern poor single women’s embedded women at all levels of society. lack of confidence, society’s preconditioning about who single women are and what they’re capable of, or a legal system locked in The movement is also gaining more and more champions in lead- a narrow definition of “household head.” ership positions such as Muda Mahendrawan and sujana Royat, deputy minister of People’s Welfare (chapter 9), who recognize the PeKKA has opened a way for others to follow as well as raised the potential of the PeKKA model to make lasting impacts on develop- bar for itself. It has joined a national and international strategy ment dreams. As deputy minister Royat has confirmed, “We see for empowerment of poor women and along the way shifted these women as a great asset… PeKKA is our partner in the PnPM political and social parameters. PeKKA’s advance opens up huge national development program.” opportunities for further growth, but with it an accompanying host of challenges. The next chapter looks at what might lie ahead for PeKKA. BOx 8.8 PEKKA AWARDS Notes pekka’s impact has been chronicled in public media and in2009theWorldBankfi 1  rstorganizedateleconferencedworkshopinJakartathemed,“changethroughempowerment—TheJourney hailed in private ceremonies, including the following awards: ofindonesianfemaleheadsofhouseholds.”TheintentoftheworkshopwastosharethePeKKAexperiencewithothersinAsia workingonwomen’sempowerment—especiallyinAfghanistan,cambodia,india,Srilanka,andVietnam—asamodelforfemaleand • International Award for Best Practice in supporting the communityempowerment.Similarconferenceshavefollowedsincethen. most vulnerable groups—Japanese government, 2009 2See“TenYearsofPeKKA,”www.pekka.or.id. • International Outstanding Achievement Awards—gunn rural management (grm) international, australia, 2010 Theindonesianngo,lBh,provideslegalsupportforwomenandcampaignsfortherecognitionoftheirlegalrights.lBhcombines 3 legalaid,research,andadvocacytoestablishalegalsysteminindonesiathatguaranteesgenderequality.lBhprovidesfreelegal • International Award for Best Practice and Most Favored aidtowomenwhoaresocially,economically,andculturallymarginal(coveringconsultationwithlawyersandcourtcosts),while JSDF Program—JSdF and the world Bank, 2011 campaigningandadvocatingintheareaofgenderandthelaw. 133 CHAPTER 9 Obstacles, Opportunities and Future Directions PEKKA Looks Ahead Ingin hati memeluk From its inception PEKKA the development program gunung, apa daya saw its future as PEKKA the social movement—a tangan tak sampai. movement that would transform the status of poor The will of the heart is to single women heading households and become a hug the mountain, but the arm is not long enough. force for fostering women’s progress across society. The “Widows Project” became “Empowerment —Proverb of Women Household Heads Program,” which announced that (1) the program would not be limited to widows; (2) being a household head was not the sole legal purview of men; and (3) women would no longer be seen as helpless victims. PEKKA signaled social change on a wide scale. Ten years have passed, and measured by most standards, including the women’s movement checklist (chapter 4), PEKKA can reasonably be called a social move- ment. PEKKA can even boast of never having been sued or accused of anything dishonest in its practices. Yet, despite surviving its early trials and celebrating its 135 later triumphs, PEKKA’s biggest obstacles and opportunities PREPARING FOR THE FUTURE lie ahead. One of PEKKA’s first strategic tasks will be to exploit its own envisioning powers to imagine even larger vistas. Ideas about So, which path will PEKKA follow in the next 5, 10, or 25 years? collectivity and leadership will have to be pushed beyond current Can it become a powerful national, even international, move- comfort zones to embrace a national role. As Kamala Chandraki- ment fed by sustainable grassroots vitality? Or will it wither into rana declares, “PEKKA will have to teach its leaders to be leaders perfunctory processes played out in scattered outposts? of 10,000 rather than 100. It will have to become a movement that knows how to engage those outside its own circle that influence Much will depend on how the PEKKA ship navigates through politics and the economy… it will have to become a movement that the seas ahead. It can quietly run its course and disappear on the can learn to do new things.” horizon or anchor in permanent waters as a transformational force. In this future Pekka groups will marshal the political clout A growing consensus foresees that Pekka members themselves will to run candidates, sponsor debates, and organize voters across the lead the drive for a wider impact so that project implementation country to change society; and the PEKKA organization will link becomes one component in a larger political and social agenda. with other activist groups and networks in Indonesia and globally In this scenario, Pekka women will command their own National to work for human rights. Secretariat that influences decision making from the village to the PEKKA will continue its fight to gain final legal recognition for A NATIONAL PROMINENCE national level; meanwhile, those at the top, like Nani Zulminarni Much, too, will depend on the question of the vibrancy of future women-headed households. This means laws will have to be and Seknas PEKKA, will form the supporting institutional backing. PEKKA will aim at becoming a respected leader in the civil society leadership—that is, can PEKKA sustain itself after the present changed, and for this, and other issues, Pekka women will have Nani has described this idea: movement. Its goal is to influence decisions on development generation of leaders passes? Clearly, PEKKA was founded, built, to reach out to partner with other advocacy networks. policies and family law, and to fight for social accountability from and energized by an exceptional gathering of dedicated drivers I would like to transform the roles that we now play… to give the grassroots to the highest levels. Nani anticipates that In some cases, forming partnerships may not be easy. For over and champions. How will the movement fare once the old guard the Pekka groups intensive technical assistance as their a decade, Pekka groups have focused on consolidating their steps back? partners and support system. I want to transform the office we In the next 10 years, the Pekka Associations will become a own groups, which has created some insularity. So, future skill now have into an institute for grassroots leadership develop- well-respected social force that plays a critical role in monitor- building will have to include learning how to converse with other ment, where we provide capacity building for women leaders to ing poverty alleviation policies and all related family matters movements and how to function as part of multisectoral constitu- grow—and then give them support to play important roles in the for social accountability. We want to become a movement with encies, such as legal aid and land rights activists. PEKKA cannot country’s social transformation process. more community-based learning centers, more Pekka women remain an island. village heads and leaders… and we want Pekka programs to be Despite surviving its early trials and celebrating its later triumphs, the template for the government to use in its programs. The most important thing we’ve learned from the first 10 years is PEKKA’s biggest obstacles and opportunities lie ahead. that government is limited in its ability to design grassroots programs. They can learn from PEKKA. 136 137 BOx 9.1 OUT OF THE BOx THINKING FOR PEKKA’S GROWTH PEKKA will aim at becoming a respected leader pekka will be searching for new ways to it also sponsors forums for presenting in the civil society movement. commercialize and spread the pekka brand. experiences and marketing its know-how. of to do this, pekka can learn from sister special interest to pekka, Sewa established organizations in other parts of the world that a trade Facilitation center as a commercial for nani, the dream of a PeKKA Institute is an integral part of any And the national office of PeKKA still depends 100 percent on share similar goals of female empowerment. arm for the 15,000 or more women textile and national standing and leadership development. As she states: donor support, which has always been a struggle to maintain. As handicraft artisans. one such organization is the Self employed an nGo, seknas PeKKA is not in the business of microfinance iwanttohaveaninstituteforgrassrootswomenleadership women’s association (www.sewa.org). it Sewa also looks at other ways of or banking, nor does it produce a product that gains a financial development.Theinstitutewouldinviteleadersfromdifferent began in india in 1972 as a women’s branch generating employment, including eco-friendly return to support its activities. It does contribute strategic services, villagestobetrainedintensivelytoclaimtheirpublicspaceand of the textile labour association, which drew enterprises, such as bringing water to ideas, and human resources that reap organizational, monetary, becomeeffectiveorganizerstobringtheircommunitiesout its inspiration from mahatma gandhi. Sewa dry areas, and teaching construction skills and personal rewards for Pekka groups. quickly expanded its role from industrial to its members. ofpoverty.ialreadyseetheembryoofthesekindsofsmart rights for female textile workers to include leadersthroughoutourgrassrootsnetwork. In the short term PeKKA will have to count on its old donors while another example of creative thinking on which full employment, economic security and self cultivating new supporters if it is to grow as a credible national pekka can draw is the kiva organization Many of the Pekka women have become accomplished leaders. reliance for the women workers. center for women’s rights—especially as counterforces to women’s (www.kiva.org). kiva is a nonprofit group and But many of the same women lack even a junior high school empowerment, such as reactionary religious groups, grow more Sewa is a membership organization with two internet site that fights poverty by connecting certificate so remain ineligible for formal leadership positions. adamant in opposition. primary goals for women: full employment and people with innovative projects they want And although PeKKA invests resources in leadership training, this self-reliance. Sewa members are primarily to finance. donors can go online, review the training can still only be considered informal. formal backing for In the long term, though, PeKKA must seek financial indepen- self-employed women who work as vendors, projects, and choose which they want to its women from a national PeKKA Institute would help eliminate dence from its donors; and the first step in this direction is to home-based artisans, agricultural workers, support. individual donors can lend as little this obstacle. think about ways to sell its services. PeKKA has acquired a large or manual laborers, such as construction, as $25.00 to create opportunities around body of knowledge and expertise that other countries in similar domestic, or laundry workers. the world. a partnership with organizations contexts would want—especially as PeKKA’s reputation spreads like kiva presents unlimited opportunities for Sewa has its own bank and an academy CHALLENGES ever farther beyond the borders of Indonesia. PeKKA will have to pekka entrepreneurs and creative thinkers. that tends to organizational matters, groom its cadres to offer and sell these services internationally like Any and all PeKKA plans face challenges. We discuss some of the including leadership training, capacity India’s self-employed Women’s Association (seWA) is doing. most pressing here. building, “action-oriented” research, advocacy, and communications. PeKKA should also be ready to adapt other sources for creative Funding funding, such as through organizations like Kopernik (chapter 6), As mentioned in chapter 3, the cost per PeKKA beneficiary for and Kiva (see box 9.1). training and livelihood grants currently amounts to us$ 340. 138 139 Motivating communities PEKKA has to guarantee that direct aid goes into revolving funds PEKKA will have to continue encouraging women to adapt the within the savings and borrowing schemes. It is important to Pekka group model for self-reliance, even when benefits are not ensure equal access and rotation among group members. immediate. There will always be resistance from women and PEKKA and the government groups demanding direct assistance. But women will have to be convinced that if they remain stuck in need, they can never grow Pekka groups and local governments have to get to know each into a force for change. other better. Too many mutual stereotypes and negative percep- tions exist, which account for many of the problems in organizing To reset the focus, PEKKA will have to step up thematic activities multistakeholder forums. Without a better understanding of each in health care, legal rights, education, and politics to urge women other, both sides lose. to work for comprehensive empowerment. And, with its grassroots network already in place, PEKKA is best positioned to be the local The best chance of success is to expand the conversation and or central government’s contractor to deliver these services. contacts between PEKKA and government agencies. State officials can witness the field situation, get to know the groups, In addition, Pekka groups often struggle to gain the support they and learn their concerns. Ideally, the women would then find need at the village level to keep groups running smoothly. If the answers to many of their questions and cultivate a fruitful community is troubled, it cannot manage direct community aid. relationship with their local administrations. And if aid funds are unwisely spent, their targeted activities cease as well. Staffing and leadership Organizing Pekka groups requires Pekka groups should be ready to take part in volunteer and other Field workers exceptional field organizers. activities that show a sincere desire for partnership with local PEKKA field staff can already be spread too thin. Pekka groups, communities and government. Openness will be a key element now in 19 provinces, have in some cases expanded faster than the in garnering outside support for Pekka activities. number of qualified staff have emerged to pilot them. This situa- tion becomes plain as one field coordinator works to open up new groups while trying to manage the old groups. The former beg for 140 intensive attention, while the latter require routine maintenance. Group leadership Leadership at the top A CALL TO ACTION It can easily end up that neither gets either. Group leadership development is a constant problem. Talent Finally, the wild card. Some question whether there will be a The next 10 years will be crucial for PEKKA’s status as a move- can be in short supply when most groups are made up of illiterate PEKKA without a Nani Zulminarni and her allies in government ment. PEKKA women have to translate their vision and mission Organizing Pekka groups requires exceptional field organizers. But or barely educated, inexperienced women; and the task of finding and the World Bank. PEKKA was born at a stressful time under across the broader society so that PEKKA principles not only it’s always difficult to find honest, responsible individuals who will dedicated, competent group leaders will only increase as Pekka unique circumstances. But it had a clear agenda and committed become fused with community goals, but also help drive a national commit to a lengthy stay in the field and who can work creatively groups expand and older leaders retire or drop away. Like field leadership and support that knew where it wanted to go. But, as program of social progress. with little supervision and even less remuneration. coordinators, potential group leaders have to be willing to described in chapter 2, even then PEKKA struggled through issues commit to a long training process in areas that promise little of credibility, accountability, organization, and funding. A multidimensional PEKKA action plan begins with Pekka women PEKKA has so far maintained a field staff with mostly nonmon- material reward. sharing their mission with the wider public. PEKKA has already etary compensation, such as training and personal development PEKKA’s future task will be to ensure new generations of smart, begun helping non-Pekka women’s groups, and this will continue. programs as well as flexibility in working times and locations. Unfortunately, Pekka groups have witnessed some problems honest leaders who will adhere to the founding principles and The goal is to build a collective society-wide vision for developing PEKKA also reminds them regularly of the altruistic nature of with elitism among their cadres. Many cadres gain experience be ready to step into ever greater leadership roles. Training and resources and fighting injustice. their work. and knowledge fast, progressing far ahead of their associates. recruitment, yes, but Pekka women will have to find in themselves And some of these cadres misuse their positions and status to the confidence and belief that the PEKKA movement is not a The next step is to generate legions of independent Pekka women. But simple motivation will probably not be enough in the coming monopolize resources for their own interest, which leads to selfish product of just one person, but something that lives in all of them. More women, more training, more successes, more political years, and PEKKA will have to address the conflicts that many of decisions that harm the groups. As Nani has stressed, new leaders will change the face, voice, and involvement, and more leaders will be the best guarantors of the field workers sense because of low pay or stagnation. PEKKA style of PEKKA, but she is confident that the vision will remain: independence and empowerment. PEKKA has already shown its will have to explore ways that field workers can eventually build PEKKA will have to brainstorm on creating new tools for social talent here; now it has to turn that talent into a national force. and apply their experiences as hired consultants with PEKKA accountability, including intensive training in transparency and Of course, there can be only one Nani or any other individual and elsewhere. responsibility. It can, however, begin curbing this behavior by person. But PEKKA will survive because I believe the Pekka As more PEKKA leaders emerge, they will assume more roles in stepping up its efforts to graduate as many cadres as possible so leaders will continue to lead the battle …and it is the Pekka the political decision-making process and in leading social change. that elite pockets can’t develop. troops—not Nani Zulminarni—that will keep PEKKA alive. PEKKA has already seen some of its members elected at village and even district levels. Developing leaders who can wield real influence will be an integral part of the overall strategy (box 9.2). Pekka women will have to find in themselves the confidence that the PEKKA movement is not a product of just one person, but something that lives in all of them. 142 143 Meanwhile, the PeKKA empowerment process should inspire FINAL THOUGHTS FROM THE TOP all like-minded people to work for social development. PeKKA We asked Mr. sujana Royat, deputy minister of People’s Welfare national secretariat will increase its output of materials, stories, for the Government of Indonesia and overseer of the government’s and case profiles, and be ready to share them with ever-wider largest community-driven empowerment program, PnPM, to audiences. Publications and other media will have to highlight all share his thoughts on the past, present, and future state of PeKKA. perspectives—those of the community, donors, and government. PeKKAismypassion…thereismuchforthegovernmentand finally, PeKKA national secretariat has set a goal to grow into civilSocietyorganizationstolearnfromPeKKA. a forerunner training institution, dedicated to producing women leaders and advancing the goals of the PeKKA social move- inourculture,womenhavebeenmarginalized,especially ment—from grassroots to the national levels. The PeKKA Institute widows.Theyarecutofffromboththeirownfamilyandtheir will bring local Pekka leaders together to strategize on community husband’sfamily. BOx 9.2 organizing and power sharing at all levels. The institute would PEKKA LEADERSHIP PRINCIPLES IN ACTION ThisiswhyPeKKAissoimportant:it’snotjustabout create a permanent set of leaders capable of launching sustainable PeKKA-inspired actions from the village level upwards. microcreditandeconomicempowerment–it’saboutchanging to get an idea how pekka leadership might influence governance on a national level, we have to start at the local level. petronella attitudes.Societymustrecognizethesewomenascontributors. peniloli offers one example. petronella peniloli is the village chief of nisa nulan, adonara island, indonesia, and a pekka leader since 2006. the first female chief Justafewyearsago,womencouldonlyaccessfundingfrom of her village, she astounded everyone by winning the election over her male opponents with 72 percent of the votes. bankswithaletterofpermissionfromtheirhusbands.So,for widowstherewasnoaccess.Theycouldnotqualifyformicro- once taking office, petronella succeeded to do in 4 years what couldn’t be achieved in the previous 65 years since indonesian creditsfrombanksbecausetheywereconsideredhighrisks. independence—that is, bring electricity, a road, a healthcare center, and a water supply to her community. “That is why PEKKA is so important now,thankstoPeKKA’sexample,wecandiscusswiththeBank petronella’s impetus to run for office came directly from her pekka leadership training. and pekka and its vast grassroots network were major factors in her successful campaign. it’s not just about microcredit and ofindonesiahowtochangethis.Weareinsistingthatbanks removethisprecondition.Pekkagroupsareresponsibleforthis economic empowerment — it’s about her leadership style shuns the traditional, top-down style. instead, to manage her village she applies the principles and methodolo- becausetheyhaveshownthattheycanmanagemicrocredit gies of community organizing learned through pekka. She brings the entire community into the planning and budgeting discussions changing attitudes.” borrowingbetterthanmen. to decide on priorities and best use of resources. as she explains: i make decisions as a leader not only using my logic and thinking, but i use my heart and my empathy. as a mother and a widow who has raised sons alone, i give more attention to the poorest people because i know what it’s like to be poor…. at the beginning, even just after i was elected, i still didn’t have the courage to speak out. Slowly i over- came all my doubts and insecurity inherited from my upbringing. now i’m used to it, even though i’m still the only woman who’s a village head. people listen to me. i feel free to speak my heart and my mind. 144 145 Asked what he thinks PEKKA should focus on in the future, Sujana And when did the deputy minister’s perception about “the Royat answers, widows” change? PEKKA needs wider recognition –from the government, from You know, I first went to a Pekka meeting center in Adonara society, and from the banking system. To gain recognition, we Island, where I stayed for three days. I saw how estranged  encourage Pekka leaders to become more involved in the local these women had become from the culture, their families,  political process. We want them not be intimidated, to become and society. part of the political circle. We also teach women to demand I also saw that the women had big dreams and that in their answers from the candidates. No more empty promises. dreams there was big power. I changed my perception of Pekka’s achievements are changing perceptions about widows widows and now I don’t want anyone to stop their dreams. and we want to support their continued success. I also learned this: don’t underestimate the widows! “Don’t underestimate the widows!” 146 CHAPTER 10 To Keep the Fire Burning Closing Thoughts When we started PEKKA, we didn’t know what would “ come out of it. But when I went to the first meetings, it felt like a miracle. We were discovering power in a humble but genuine way… a breaking out of energy that the women probably never thought they had. They realized they had a common future, and that they would find it together. For the first time, they were recognized as human beings who mattered. This recognition first came in little ways like, ‘I can write my name.’ It meant so much to write their names and put them on name tags. Or, for example, we gave them cameras, and asked them to take pictures of their day-to-day lives. Instead, some took pictures of themselves. We asked them why, and they answered: ‘Because no one ever knew we existed.’ That camera and having a place to show their pictures was transformational! Before this project these women were voiceless, excluded from the decisions of their communities, even stigmatized. But they were survivors—they had no choice. Now all the strength that had been focused on survival, on keeping them alive, was joined with the same energy of others to create social and economic capacity and political weight—a whole new class of informed, organized, and empowered women.” —Kamala Chandrakirana 148 PEKKA first appeared a little over 10 years ago. At the time, no one Even the poorest women have dreams of a better life. And PEKKA “We have so many good leaders, so many good things that we need dared imagine that anything could alter the harsh lot of Indone- has said yes to those dreams. But, it warns, do not depend on to accomplish,” reflects Nani Zulminarni. “Our big challenge is to sia’s poor single women household heads. Widowed, abandoned, external powers—we will train you …and you will do it yourself. sustain our process at all levels, expand the team and generate new destitute, locked in pessimism and social and legal isolation, single leaders—and, especially, to keep the fire burning.” Before PEKKA, assistance programs in Indonesia brought fund- female breadwinners seemed irrevocably consigned to invisible ing but no empowerment. Most assumed that widows and poor How will PEKKA do this? “We must keep developing new ideas lives of desperation. women could never be trained to take control of their lives. Now, and strategies to respond to every new scenario,” says Nani. But like a healing balm, PEKKA expunged their shame. Like a many programs adopt the bottom-up PEKKA model. “PEKKA’s life depends on our capacity to keep the vision and fresh start, PEKKA restored their hope. Like a wise counselor, never fear to move forward to reach it.” The PEKKA movement is ultimately not just about widows PEKKA taught them their rights. Like a good teacher, PEKKA and other single women, but the entire poor community. And so the PEKKA movement, with the stars once seemingly trained and encouraged them. And like a trusted friend, PEKKA PEKKA shows political powers that local communities can be aligned against it, endures and promises to prevail. Perhaps supported and stood by them. full strategic partners in all development alliances; it shows its secret lies in what has been the movement’s greatest resource One hand is not enough to fight, two hands are not And more. PEKKA showed that top-down development models that they can be trusted to choose and manage wisely their all along: its uncommon energy that sparks loyal followers enough to fight, need to be revisited and that governments should look first to own development priorities. to life-changing actions and turns confirmed doubters into community-owned initiatives before proceeding upward. Govern- reluctant enthusiasts. But if our hands are integrated to fight, we will surely win. ment programs had too often not reached the poorest women. PEKKA has already changed national dialogues and inspired a PEKKA unleashed the power of those women. One mouth is not enough to speak, two mouths are not long-suffering, long-ignored constituency to dream, to achieve, enough to speak, and to raise their voices to challenge others like them to do the same. Their message is: Don’t be afraid. Believe in yourself. If we But if all mouths are to speak, people will surely hear. can do it, then you can, too! One Pekka is not enough to consider, two Pekka are not These are the women of PEKKA, and this is part of the continuing enough to consider, story of their vision. They are all the world’s poor women who Even the poorest women have dreams of a better life. But if all Pekka are united, we will surely progress. hope for miracles, transformation, and a life lived in justice and And PEKKA has said yes to those dreams. dignity. There are challenges and hardships ahead—but also joy and renewal. And the PEKKA women invite poor women every- where to share in their vision: And so PEKKA, with the stars once seemingly aligned against it, endures and promises to prevail. 150 151 153 Appendix 1: PEKKA TIMELINE Appendix 1: PEKKA TIMELINE 2008 2004 2006 2009 2002 2003 2005 2007 2001 2010 2011 2001 PEKKA National Secretariat is established and housed at PPSW office; PEKKA national coordinator and support Women household heads learn to become local photographers; their work is exhibited at local and national forums, some even reaching the United States. staff begin work. PEKKA receives its first JSDF grant through PPSW. Survey of program area in four initial provinces (East Nusa Tenggara, NAD, Southeast Sulawesi, West Java) involving The first video documentation of women household heads portrays the lives of women in NTT. PEKKA National Secre- PPSW staff, and recruitment of local staff as field workers in the respective areas. tariat continues with video documentations of other PEKKA groups. One-month training program of 15 field staff held at Wisma Hijau (December). Publication of the first bulletin: Cermin (Mirror). PEKKA National Secretariat extends program to two more provinces: North Maluku and West Nusa Tenggara (NTB). 2002 PEKKA obtains funding to act as management consultant of Widows and Poverty Project through the Ministry of PEKKA groups have access to direct aid funds from donor agencies through the government-run PPK (Sub-District Home Affairs. Development Program). Total funds accessed amounted to Rp5,365,911,194 (US$567,221). PEKKA field staff establish groups in East Nusa Tenggara, NAD, Southeast Sulawesi, and West Java. The earliest group PEKKA National Multi-Stakeholder Workshop brings together government, donors, and NGOs. was formed in Kelubagolit, East Flores, East Nusa Tenggara (NTT) on February 4. PEKKA groups (123) are formed, with a total of 3,305 members from 92 villages and kelurahan (village-level administra- tive regions), 14 subdistricts, 10 districts in NAD, NTT, Southeast Sulawesi, and West Java . 2004 Eleven PEKKA local forums at the subdistrict and district levels are held. The group savings and loan scheme first has to deal with the misconception among some women household heads who Central Java and West Kalimantan programs integrated with PEKKA programs in other provinces. expected aid arrangements similar to other development projects. Total savings reach Rp 46,263,950 (US$4,890),1 which later allows members to take out loans with a total turnover of Rp97,826,550 (US$10,342), and paid services at The PEKKA Foundation is established as the legal entity of PEKKA National Secretariat to become Rp13,024,150 (US$1,376). independent from PPSW. PEKKA National Secretariat leases an office at Pondok Kelapa, East Jakarta. Photographs taken by women household heads are displayed at a photo exhibition at the World Bank in Washington, DC. Photographers and PEKKA facilitators attend. The first PEKKA National Forum is held at Millennium Hotel in Jakarta, with the theme “Time for Women Household 2003 PEKKA receives financial support from DVV Germany to expand outreach to two other provinces—Central Java and Heads to Speak.” Forum includes a photo and product exhibition, book review of Sebuah Dunia tanpa Suami, and visits to government agencies. West Kalimantan. The first national training for local cadres is held in Bali. The training allows women household heads to venture out of PEKKA spearheads efforts to establish microfinancial institutions (MFI) for women household heads who will manage their respective areas to begin positive impacts for empowerment efforts. savings and borrowing schemes and direct community aid. Women household heads learn to write essays, which are later compiled into a book titled Sebuah Dunia tanpa Suami (A Aceh is struck by a massive earthquake and tsunami; 11 PEKKA members die or go missing. World without Husbands). PEKKA National Secretariat relocates to Duren Sawit adjacent to PPSW office. 154 155 Appendix 1: PEKKA TIMELINE Appendix 1: PEKKA TIMELINE 2008 2004 2006 2009 2002 2003 2005 2007 2001 2010 2011 2005 PEKKA receives additional JSDF funding, thus ensuring continuity of programs. PEKKA National Secretariat names this PEKKA Aceh Secretariat is relocated from Bireuen to Aceh Besar, and a program coordinator is appointed to lead the financial support as PEKKA-2. Aceh Regional Secretariat. Post-tsunami emergency response and empowerment programs for women household heads begin in Aceh. Special The PEKKA National Secretariat launches its website. funds for Aceh are obtained from the JSDF, which PEKKA National Secretariat calls PEKKA-3. The second Pekka National Forum takes place at Grand Cempaka Hotel in Jakarta; 354 PEKKA representatives from PEKKA launches a legal empowerment program for women household heads in cooperation with the World Bank eight provinces attend. Justice for the Poor program, piloted in Brebes, Cianjur, and Lombok. Awards for innovative SME (small- and medium-size enterprises) are presented to women household heads during the PEKKA Aceh erects nine houses for tsunami victims in Bireuen. The construction process is planned and led by National Forum. PEKKA cadres. These are the first houses built in Aceh following the disaster. Research on access to justice for women household heads is conducted jointly with IALDF (Indonesia-Australia Legal PEKKA NTT strengthens its political position by entering into a contract with the East Flores district head Development Facility). The findings are used to advocate for access to justice through circuit courts on a pro bono basis candidate for the regional head elections. The contract paves the way for subsequent political empowerment of for PEKKA communities. women household heads. Standard operating procedures (SOP) for PEKKA National Secretariat are developed to guide institutional development and improve the financial management system. 2008 The first PEKKA Center—built through self-financing and from MFI profits—is launched in Klubakgolit, NTT. This initiative inspires other regions to establish their own centers. PEKKA Aceh Secretariat is established in Bireuen. PEKKA organizes the first circuit court program in Cianjur as part of an access to justice strategy for women household heads; it resolves 33 cases related to family law. 2006 Lifelong education programs for women household heads are initiated in cooperation with PPSW and with support PEKKA develops the Indonesian Women-Lead Program (PRIME), which focuses on honing women’s leadership skills at the from JSDF; they include literacy and early childhood education programs. grassroots level with financial support from JSDF through the PRIME project. PEKKA helps develop multistakeholder forums (MSF) among law enforcers in pilot program locations. PEKKA National Secretariat begins developing a thematic program on political empowerment. Five years of developing empowerment programs now reach 244 villages, 330 PEKKA groups with 7,912 members Some 44 PEKKA cadres take part in 11 development planning forums in their respective areas; and 9 PEKKA women become legislative candidates in their regions. PEKKA savings and credit schemes mobilize members’ savings to the amount of Rp 746,479,227 (US$78,867) and total direct community aid at Rp6,774,753,820 (US$715,769), with loan turnover at Rp10,776,961,300 (US$1,138,612), Community video teams are formed; PEKKA cadres in Aceh, NTB, NTT, and West Java are trained to produce their own and paid loan services reach Rp 370,256,665 (US$39,118.50). community videos. Eight community radio stations are launched in Aceh, Central Java, Southeast Sulawesi, West Java, and West Kalimantan. 2007 PEKKA volunteers coordinate the development of village education committees and the distribution of scholarships The national coordinator attends a retreat at the Bellagio Center, Rockefeller Foundation, and later drafts the first PEKKA progress report. to the children of women household heads and other poor families. 156 157 Appendix 1: PEKKA TIMELINE Appendix 1: PEKKA TIMELINE 2008 2004 2006 2009 2002 2003 2005 2007 2001 2010 2011 The PEKKA national coordinator delivers a presentation before the Association for Women’s Rights in Development An online data system on access to justice is developed in cooperation with the Religious Courts or Badilag. (AWID) International Forum in Cape Town, South Africa. The PEKKA national coordinator receives the Saparinah Sadli Award. Initial efforts are made to establish a PEKKA Union through a pioneer awareness-building program in Aceh. The first deliberative forum for PEKKA Unions starts in West Java, culminating in the launching of the West Java PEKKA Union PEKKA expands its program to six other provinces—Bali, East Java, North Sulawesi, North Sumatera, South Sulawesi, in Karawang. and South Sumatera, reaching 83 locations with support from JSDF through the Sustaining Leadership Project. The post-tsunami PEKKA Aceh empowerment program concludes. 2009 PEKKA receives the Best Practice Award from the Japanese government for reaching the poorest communities with support from the JSDF. The national coordinator and PEKKA Union chairperson accept the award in Tokyo. 2011 In cooperation with Alimat, PEKKA holds a national seminar on access to justice in Jakarta. PEKKA Unions are established in seven other provinces: Aceh, Central Java, Maluku, NTB, NTT, Southeast Sulawesi, and PEKKA reaches four new provinces: Banten, South Kalimantan, West Sumatera, and Yogyakarta. West Kalimantan. PEKKA adds DKI Jakarta, mainly at the Thousand Islands, to its locations. The first national meeting of PEKKA Union boards from eight provinces takes place in Bogor. It establishes the Federa- tion of PEKKA Unions and elects three board members. The federation consists of 9,699 members across 314 villages in Cadre trainings begin at the national level for new regions. PEKKA program locations. The educational and legal program funded through the World Bank Trust Fund is completed. Several more PEKKA Centers are established. PEKKA receives the International Award for Best Practice and Favorite Program among other JSDF projects worldwide. PEKKA helps establish non-PEKKA women’s groups in certain regions. The national coordinator and Petronella Peniloli accept the award on behalf of PEKKA in Washington, DC. The second and third series of the book Sebuah Dunia Tanpa Suami are published in Aceh. PEKKA begins developing regional secretariats and recruits administrative and finance staff to assist the regional coordinators. PEKKA helps establish Alimat, a national Islamic network of learning and advocacy for families. The National Secretariat has to hire more staff and needs more space. It leases space at a vacant PPSW office. The Women’s Research Institute (WRI) conducts an independent evaluation of PEKKA. An independent World Bank consultant conducts a ten-year assessment of PEKKA, and the PEKKA National Secretariat begins focus group discussions on PEKKA status. 2010 PEKKA launches a forum on access to justice based on a research report. The chief justice of the Supreme Court AusAID provides project funding for PEKKA to continue its legal empowerment program for four months. delivers the keynote address, which begins the process of forging cooperation with law enforcement agencies to ensure access to justice. A new program on PEKKA Community-Based Welfare Monitoring System is developed with support from AusAID in collaboration with SMERU (formerly Social Monitoring and Early Response Unit) and TNP2K (Tim Nasional Percepatan The World Bank’s Justice for the Poor Program provides financial support for the PEKKA’s legal empowerment program. Penanggulangan Kemiskinan, National Team for Accelerating Poverty Reduction) until 2014. The Pro-Justice Leadership Development workshop focuses on justice for women household heads by including prominent male figures that play a decisive role in upholding justice, such as village heads, religious leaders, and traditional elders. Note 1 All US$ amounts are approximate conversions. 158 159 APPENDIx 2: PEKKA PROJECTS 2001–11 PROJECT title DONOR PERIOD 1.managementconsultantofWidowsandPovertyProject JSDf 2002–04 femaleheadedhouseholdPovertyAlleviationandempowerment 2. DVV/iiZ-germany 2003–04 Program 3.KomnasPerempuan KomnasPerempuan 2002–04 JSDfgrantfortheSecondSupportforfemaleheadedhouseholds 4. JSDf 2004–08  ictAreasProject inconfl JSDfgrantforSupportforfemaleheadedhouseholdsduring 5. JSDf 2005–10 Acehreconstruction 6.educationforVeryPoorchildren JSDf 2006–11 7.PovertyreductionandWomen’sleadership—Prime JSDf 2008–12 8.Women’slegalempowermentPhasei JSDf 2005,2006,2008 9.PnPmfromtheeyesofPeKKA:acommunityPhotographyProject PnPm–TheWorldBank 2008–09 10.Pengembanganusahakecilmikro menegPP 2008 11.BantuanbagikelompokPekka Dove 2010 12.JSDfgrantforSustainingWomen’sleadershipProgram JSDf 2010–14 TrustfundforBuildingPublicDemandforlegalandJudicialreform, 13. TheWorldBank(Tf96440) 2010–11 Women’slegalempowermentProjectPhaseii 14.TransitionProgram:AccesstoJustice(grm) AusAiD–grminternational 2010 15.grantforcianjurcommunitycenter AusAiD 2011 16.ToTpengorganisasianmanula Ashoka 2011–12 AccesstoJusticeforWomenheadsoffamilyand 17. AusAiD-cArDno 2011 Poorcommunities StrengtheningPeKKAgovernanceandindependencethrough 18. AusAiD-cArDno 2011–12 improvementstofinancialmanagement 19.PeKKAcommunityPovertymonitoringandAdvocacyProgram AusAiD–grm 2011–14 160 select Bibliography ARTICLES PeKKAProgressreports.www.pekka.or.id.  canceofgenderinAcehAidmanagement.”JakartaPost,february3. Andriyani,nori.2005.“Signifi 2006:Year-endreport.nationalSecretariat,Jakarta. Asrianti,Tifa.2009.“Sujanaroyat:TheseempoweredWomenAregoodAssets.”JakartaPost,June14. 2009.AnnualreportPeKKA–Prime.PeKKAnationalSecretariat,Jakarta. 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PeKKAVideos.SeknasPeKKA:www.pekka.or.id 2006b.“Photos:TheWidowsofTampoekBlang.”http://go.worldbank.org/u0VW4Dm140.march. 2012.“indonesia:WomenheadedhouseholdempowermentProgram(PeKKA).”http://go.worldbank.org/QBn19f54J0. REPORTS Akhmadi,AsriYusrina,SriBudiyati,AthiaYumna.2010.AccesstoJustice:empoweringfemaleheadsofhouseholdinindonesia. Jakarta:Smeruresearchinstitute. WEBSITES AND ONLINE DATA AusAiD.2012.“genderStrategyandActionPlan:Version2.”march. AusAiD:www.ausaid.gov.au/ elDahsan,mohamed.2006.“ThreeWidowsgetaSecondchancethroughPeKKA.”WorldBank,http://go.worldbank.org/g0QfAK42A0. JapanSocialDevelopmentfund:www.worldbank.org/jsdf September. Kopernikinternational:http://kopernik.info/en-us/techseeker/pekka Kortschak,irfan.2010.invisiblePeople:Povertyandempowermentinindonesia.Jakarta:lontarfoundation. PeKKA:www.pekka.or.id JapanSocialDevelopmentfund.2011.“indonesia:WomencomeTogethertoBuildaBetterfuture.”January. PnPm-madiri:www.pnpm.org WorldBank/PeKKA:www.worldbank.org/pekka 162 163 Acknowledgements About the Author lawrencemastristartedprofessionallifeasaforeignlanguageteacherbutwassoonluredintovariouschannelsofpublishing  rstliketoacknowledgerobertoTarallo,managerofglobalPartnershipsandTrustfundoperationsattheWorld Theauthorwouldfi andcommunications.ThisnewcareerpathbroughthimtotheWorldBank,whereheworkedasacommunicationsconsultant Bank,wholedthedrivetowritethisbook. forovertwodecades. ThanksalsototheothergoodpeopleatWorldBankheadquarterswhohelpedrealizethiseffort.TheyincludeAugustinanikolova,who inadditiontodevelopmentwritingandeditingprojects,lawrencealsoplieshistradeasafreelancecommercialandpromotionalwriter.  rstintroducedtheauthortoPeKKA;YolaineJoseph,JapanSocialDevelopmentfundprogrammanager,whoguidedtheprocessand fi hisprojectshaveincludedreports,featurearticles,business-to-businesscommunication,casestudies,whitepapers,publicrelations, providedmuchneededfeedback,support,andencouragement;SeleneSopelanaloyo,communicationsspecialist,whocoordinated  ctionpseudonymously. reviews,andmore.healsowritesoccasionalfi productionandensuredharmonyonthehomefront;andcarolyngoldinger,generaleditor,whoscouredthedocumentwithakeen Whennotenjoyingoutdooractivities,lawrencecanbefoundplayinginthealtobalalaikasectionoftheAmericanBalalaikaSymphony. editorialeye. hecanbecontactedatwww.lawrencemastri.com  ictandSocial WearealsomostgratefultoWorldBankreviewersmariac.“chona”cruz,leadsocialdevelopmentspecialist,Postconfl Developmentunit,Africaregion,andJanWeetjens,sectormanager,SocialDevelopment,indonesia,whoofferedconstructiveand insightfulcommentary. inindonesia,manythanksareowedtotheoffi  cialswhofoundthehoursandgoodcheertositdowntotalkaboutPeKKA.Theseinclude About the Designer Sujanaroyat,deputy-ministerofPeople’sWelfare,governmentofindonesia;mudamahendrawan,headofKuburayaDistrict,West KalimantanProvince;andfestinalavidaattheWorldBank’sprogramsupportfacilityinJakarta. lilliefujinagaobiohaspecializesinconceptdevelopmentforbothprintandinteractivedesignprojects.Workingcloselywithclients, lilliehasareputationasahands-oncreativedirector.Shedevelopsadeepunderstandingofeachcompanyanditsindustrytocreate Thanksalsototheteam’stranslator,mikiSalmon,whoaddedahealthynuanceandhumortohissterlinginterpretations,andtoteam anddirectdesignsthatbestcommunicatetheirmessage. photographer,ArumDayu,whoexhibitedbothasharpeyeandagreatsmilethroughoutourtravels. lillie’sdesignshavereceivedrecognitionfrompublicationssuchascommunicationArts,Publishmagazine,Printmagazine,andlogo- finally,aprofoundnodofgratitudegoestosomeoftheearliestofthePeKKApioneers,withoutwhomtherewouldbenoPeKKAand lounge5+7.Shealsoearnedseveralawardsincluding:ADDY’sBestofShow,PrintAwardofexcellence,critiqueAwardofexcellence,  rsttoKamalachandrakiranaforsharingherwisdomandinsightabout withoutwhomthisbookcouldnothavebeenwritten.Thanksfi ArtDirector’sclubofWashingtonDc,graphicDesignuSA,andaWebmarketingAward.  cance,andfuturedirectionsofthisuniquewomen’smovement;andmanythankstoScottguggenheimforhishard- theorigins,signifi headedpassionaboutPeKKAandhislaser-likefeedbackonthecontentofthisbook. inhersparetime,lillieenjoystravellingandspendingtimewithherfamily. AndthanksespeciallytonaniZulminarni,whoseknowledge,energy,andbreath-takingorganizationalskillscannotbeoverstated—for Shecanbecontactedatwww.liobmedia.com thewritingofthisbookandforthelifeofPeKKA. finally,aheartfeltexpressionofgratitudegoesouttothemanywomenofPeKKAmetalongthewaywhoprovidedtheirhospitality, wisdom,humor,andunforgettablestoriesofcourage. Photo credit: Allphotographs,unlessotherwisenoted,arebyArumDayu. lcm www.lawrencemastri.com 164 165 166 167