Abstract
This article examines social service delivery through the social enterprise model of IBEKA (Institute of People Centered Business and Economics), a social enterprise linked with Indonesian’s micro-hydro power. Data for this exemplary case were obtained through a qualitative approach, via non-participative observations, document study and interviews. IBEKA’s social service practice purposefulness focuses on active participation, continuity and environmental sustainability. Poised to surpass the criteria of a typical social enterprise foundation, IBEKA’s social entrepreneurship model is applicable to many social service organizations that address social problems. To prevent social problems, societal stakeholder groups are encouraged to establish synergy with social services organizations.
Known as Budhi Wibhawa, the author was born on 21 January 1955. With a background as social worker, Budhi achieved his doctoral degree at 2015 from University of Padjadjaran. He created the social enterpreneurship as part of social work role in solving social problems and initiated social enterpreneurship course at Social Work Department of University of Padjadjaran.
Introduction
The emergence of social enterprise is one of society adaptation to social changes occurring in many countries that face social problems. The emergence of social problems is triggered by the rapid development of communication, technology, and transportation. However, the increasing social problems are not balanced with efforts to handle the problems by government and society. This condition leads to another problem in society, such as social inequalities in many countries including Indonesia, although there are no statistical data available to readily support the claim accurately in the Indonesian context.
Typically organized around social service agencies that address social problems, the processes of providing assistance are generally known as non-profit organizations [1] as traditional roles of the nonprofit organization. Non-profit organizations are also well known as organizations with activities which serve needs and interests of a community [1].
However, existing nonprofit organizations currently are experiencing problems that can prevent them from being functional as expected to solve social problems, due to: The decreasing of financial support from both governmental initiatives and public donations. Competition with other non-profit organizations with similar services. The decreasing supports and volunteers involvement. The decreasing of member commitment [2].
Because of these issues, the gap between the social problems with their solutions is becoming wider. Weinbach referred to non-profit organization as a traditional service organization that has weaknesses as follow [3]: Ineffective, the activities depend on donations as fund source. An unsuitable place for social workers to pursue their professional career path for living.
These weaknesses cause a non-profit organization to become fund dependent to donations from both charity and government. Gunawan & Muhtar reported that financial resources of social service agencies are commonly from [4]: Church Government Successful client Non-governmental organization Members (in small numbers) Communities Businesses
This report indicates that the financial resource of social service agencies is donations with the possibility of discontinuity. This condition affects the service continuity, service management, and the human resources availability. Moreover, according to Yunus & Weber people believes that social workers who serve as social service business employers do not get a fair salary which influencing the workers’ turnover. However, this article is against that believe and attempt to show to people that working as a social worker within social service organizations addressing social problems is also a promising and rewarding profession [5].
Currently, one of the emerging social service organization models in various countries around the world is known as social enterprise model which runs by an enterprise called social enterprise. This model combines societal management with business enterprises’ purposes, in order to keep the funds flowing. The basic operation of social enterprise is social awareness and creativity to encourage the public to participate in the process of social issues solving. Abu-Saifan stated that the concept of social enterprise includes a for-profit business that organizes social activities (corporate philanthropy) and non-profit organization that organizes commercial activities that support the achievement of societal purposes [6].
Many different terms have been used to describe social enterprise in many countries. Yunus and Weber claim that a social business is different from a social enterprise. However, they also find basic, social business characteristics very similar to those of social enterprises, stating that the purposefulness of both “is to solve social problems using business methods, including producing andselling products or services” [5].
Turban et al., and Thompson suggested social enterprise characteristics are as follows [7, 8]: It has a social purpose Its assets and wealth are used to create community benefit It pursues this with (at least in part) trading activities. If it delivers services to client which are paid for by a third party, as distinct from direct sales to a customer, this is still regarded as trading Profits and surpluses are reinvested in the business and community rather than distributed to shareholders Employees or members have some role in decision making and governance The enterprise is held accountable to both its members and wider community There is either double or triple-bottom-line paradigm with an acceptable balance of economic, social, and possibly environmental return
The gap between social problems that always increase and obstacles in the implementation of social services caused by the wrong management of financial resources. Social enterprise provides an opportunity for social workers (through social services) to operate the service in ‘out of the box’ manner which will be given more flexibility in responding to external environmental changes.
Therefore, this research, questions how is the implementation of social enterprise concept in the social services performance of the People Centered Business and Economic Institute (IBEKA) in fulfilling the characteristics of social enterprise as a model of addressing social problems by social work professions in Indonesia.
Social work in this study was described as independent professional work, including social service agencies organized by communities or public services (organized by the government). Social service always exists in every society as part of a societal system based on a society-specific culture. Social service is one of organization form, even it simple. In addition, the implementation of social services is the function and responsibility of social work, as suggested by Ahmedani that ‘social work is thus distinct from other professions (such as psychology and psychiatry) as it is the roommate’s profession has the responsibility and mandate to provide social services’. The fundamental missions of social work are; encourage social care, strengthen interpersonal relationships, and strengthen religious practices [9]. Ishartono mentioned social work with term ‘scientific charity’ [10]. Frances & Cuskelly also stated that the basic character of social work is “the end of charity – it sounds bleak, doesn’t it? But I’m not talking about the end of love ... ” [11]. Social work has focused on interpersonal relationships between humans, as stated by Ellison et al.,: “Social work refers to an occupation and a profession concerned with improving the social relationship. It thus has a social service and a social action focus” [12].
Social work practice ranges from providing individual assistance to forming a truly ecological, societal human structure for management. Social problems are becoming difficult to manage because people tend to create social problems for meeting daily needs, in addition, several of them have a global network, such as drugs addiction, sex worker, child trafficking. On the other hand, social services addressing the social problems have not been well developed thus, acquiring new “out of the box” ideas to stimulate the development of social services by civil society.
Social enterprise
Social entrepreneurship and social enterprise are two emerging concepts to address social problems, due to bad management of financial resources for social service delivery either run by the government or community. From the explanation above, can be summarized that the basic points of social entrepreneurship are: Entrepreneurship is a personal mental quality that full of creativity, innovations, and courage to realizing the ideas. Therefore, entrepreneurship is not similar with ‘companies’ (business). If those characters are owned by businessmen, it is because their work required them to be an entrepreneur. Entrepreneurship normally should be possessed by every person with any background of field and position. Social workers are encouraged to have entrepreneurship characteristics that can lead them to creativity, innovation, and the courage to apply the ideas to social services, particularly in social work practice as a primary profession within social service organizations. The nature of social work is closely related to the values of society, thus the solutions for the social problems must relate to these values and beliefs. The problem may be the same, but the perspective, psychological reactions, and attitudes of a person in handling the problem are strongly influenced by social and cultural values of the people.
Social enterprise is a breakthrough solution for problems faced by social service organizations. Therefore, the issue of sustainability of funding resources can be solved by finding other sustained fund source which offered in enterprise concept. Gray et al., stated that social workers should understand social enterprise meaning and implication before they practice it to enhance the empowerment of individuals and communities [13].
Defourny & Kim explained about the forms, activities, and overview of social enterprise in East Asia, as follows [14]: Model A: Trading Non-Profit Organizations (NPO). This model is the government policy that regulates NPO activities, they are: Recognize and support the activities of community and give initiatives in a better way. Establish a contractual relationship with NPO in social service management in order to reduce social service centralization and improve efficiency. Model B: work integration social enterprise (WISE). This model is originally specialized for care and treatment of people with disabilities in both their mental and physical, but later it extended for those whom with developmental problems. It is one of government role, giving them the opportunity for self-development. Model C: non-profit co-operative enterprise. Organization with a social mission as a form of social enterprise. Its Indonesian term has sufficiently described this model. Model D: social enterprise stemming from non-profit/for-profit partnership. This model merges business enterprise with NPO which supported by the government either through CSR or the other cooperations. Model E: community development enterprise. This model is specialized to the development of local communities in its origin. It encourages local residents to recognize local resources and potentials then utilizes them. Beside of that, it also provides a loan.
With a sound understanding of social enterprise, social workers can play a significant role in addressing social problems occurring in their scope of work. Social workers work actively in organizing the social enterprise in addressing social problems by identifying the mission of the enterprise and finding sustain financial resources that will enhance the services provided by the social enterprise.
Methodology
This study is using an experimental design with the qualitative approach on social enterprise practice in social services. This approach was used to assess the aim of activities that has been done by the organization and further phenomenon in the study [15]. In addition, this study used case study method in order to describe the process of social service agency utilizing social entrepreneurship in their services to address social problems. The unit of analysis was IBEKA as one of social service agency located in Indonesia which practicing the social entrepreneurship model in its work.
Informants in this study consisted of Board Chairman (managing director), program officer, social team manager, IBEKA Technical Team, Cintamekar village field facilitators, community leaders that consisted of: Head of Serang Long District, village head, village secretary, village board, Kaur Ekbang of Cintamekar Village, former first period chairman of the Cooperative, former village head at the time IBEKA started the activities, former third period Chairman of the Cooperative, Treasurer of Mekarsari Cooperative, then citizens who participated in both of the IBEKA activity, members or non-members of Mekarsari cooperatives, especially for those who know the exact service processes at the service location. Data were collected from IBEKA activities within the West Java Province, Indonesia. The observation was done to evaluate the organization management specifically about community development programs in Cintamekar, West Java Indonesia.
This research has been conducted at Institute of Democracy Business Economy (Insitut Bisnis Ekonomi Kerakyatan-IBEKA) which located at Jl. Madrasah II no. 28 RT 04/02, North Sukabumi, Kebon Jeruk, West Jakarta-11540 Indonesia. The IBEKA has its village partner, which is located at Desa Cintamekar, Serang Panjang, Subang, West Java. The partnership has been built because the village serves as the pilot model of UNESCAP’s in Asia Pacific region for IBEKA’s services.
Result and discussion
IBEKA has grown into an Indonesian social organization that has been internationally recognized. Its prominent founder, Tri Mumpuni Kuntoadji is an engineer who has become well-known for her effort in facilitating community empowerment through the development of micro hydro power plants. Because of that, she has been rewarded by several international organizations as social entrepreneurs. Her concern is and has always been into channeling electricity to remote villages.
IBEKA was established as a foundation on August 17, 1992 by Tri Mumpuni, with her partner as well as husband, Iskandar Budisaroso Kuntoadji. She gained her bachelor degree from Social Economics Department of Institute of Pertanian Bogor (IPB). Meanwhile, Iskandar Kuntoadji was a geology graduate from Institute of Technology Bandung (ITB), who then continued his study in Switzerland in the field of micro hydro power plants. The couple combined aspects of engineering and social aspects to empower communities through the construction process of micro hydro power plants. By providing electrical lighting, Tri Mumpuni wanted to help people to develop themselves. There are three main benefits of electricity for rural families: (1) as an educational support; (2) for the harmonization of the family; and (3) for the productivity and support contraception program (KB). IBEKA has built 65 units of micro hydro-electric power (until October 2009) in various regions in Indonesia as well as several other countries, particularly in Asia Pacific.
Recruitment
IBEKA uses electronic mail to recruit new staff, especially field workers, but rarely announces the recruitment. IBEKA’s recruitment test is usually perfomed by line managers, led by the managing director. The recruitment test is focused on the candidate’s preparation in understanding IBEKA vision and to accept the conditions of work in the spirit of helping the community. Furthermore, if the candidate is rated as acceptable, then they undergo apprenticeship phase for one year, before being re-evaluated. Results of this evaluation determine whether they can continue the employment or not.
Career path
While this research was conducted, IBEKA had not yet have a standardized, career development plan for its staff, although the change of position is possible, for example, from the office staff to the field staff. In the future, in accordance with the development of the activity and its expanding range, IBEKA has realized the demand for improvement of the organization that includes the personal career path.
For several projects, IBEKA is using part-time staffs (Fig. 1), varied between 25–40 people. Staffs educational background are mostly from science and engineering, even for the organizer of social and community development division.
IBEKA’s bureaucratic hierarchy.
IBEKA obtained some revenue from several IBEKA activities, for example from the compensations of overseas activities, IBEKA organized training (domestically and abroad), offering training facilities, becoming resource person and also from cattle farming. Currently, IBEKA also plans on having its own micro hydropower plant that serve as a financial resource for IBEKA. From this, we learned that IBEKA has its own financial resources to support its operational. With a variety of activities that are possible to generate revenue, then the average revenue of IBEKA in the last 3 years is $ 150,000 per year.
Revenues are then used to finance IBEKA’s operations. IBEKA’s personnel payroll is roughly comparable to of a state bank. A comparison shows that the head of the division is paid around 20 million rupiah per month, whereas the manager’s salary possibly is much more than that. The field facilitator’s salary is around 4 million rupiah per month net. And IBEKA covers all their operational expenses.
Models of micro hydro power plant development implemented by IBEKA
While helping people in various locations, including foreign countries, IBEKA uses two models, as follows: Off the Grid is used in villages that have not been reached by the electricity network of the Indonesian State Electricity Company. On the Grid is used in villages that have affordable electricity network from the Indonesian State Electricity Company.
Construction of Micro Hydro Power Plant in Cintamekar Village uses the previous two models because Cintamekar village has the electricity network and IBEKA involves investors in this case, that is PT HIBS. This model of cooperation with companies that have invested in the micro hydropower plant construction and management then later elevated into becoming a model in the Asia-Pacific regional level by the UNESCAP.
Cintamekar village, Indonesia
Cintamekar village is one of the remote villages in the Serang Panjang, Subang, West Java on the border of the Sagalaherang, with an area of 4388.26 square ha; with 5 villages, 8 RW and 16 RT. RT 16 RW 8 is a residential area (babakan) which is the furthest from the center of the village, and yet electricity network is affordable.
Most of the land in Cintamekar village is being used for paddy fields and plantations (dry land) area of 151 ha or 84.59% of the 178.5 ha land area of Cintamekar village. Thus, the availability of water is very important to the lives and livelihoods of the citizens. Cintamekar village has 6 springs, two public hydrants that are in good condition and 2 streams as a source of water for various purposes of the citizen.
Cintamekar village population consisted of 1183 men and 1171 women. The population density in the Cintamekar village is 1,413/km2 which means more than 1000 people/m2. This shows that Cintamekar is one of a densely populated village.
There are 811 households in the Cintamekar village and 951 houses in Cintamekar, 256 permanent, 585 semi-permanent, and 121 are not permanent. Quite a lot of people live without permanent homes (12.72%). All of those households and houses need electricity for their daily lives.
Viewed from the livelihood, most of the villagers in Cintamekar live in the agricultural area. Fields, gardens, and farms that are closely related to agriculture is managed by 1,367 people. However, according to the geographical location that is not too far from urban areas, and the openness of communications and transportation, many Cintamekar villagers work outside the village.
The obtained data provides a description of the condition of Cintamekar village. Seen by category of family welfare, almost 30% of Cintamekar villagers (belong to the disadvantaged families and family welfare level 1 category. There are 25.52% of Cintamekar villagers who fell into the pre-prosperous category, which means that there did not meet one of the indicators of family welfare level 1 made by the National Family Planning Coordinating Board (Badan Koordinasi Keluarga Berencana Nasional – BKKBN).
Related to the range and utilization of electrical energy in rural communities, there are 881 households that have already been covered, while the total number of household is 855. The data showed that there were 2.95% of the villagers Cintamekar who were unreached by electricity. Currently, the village had applied for additional electricity network in order to cover the location that has no electricity flow.
IBEKA activity in cintamekar village Indonesia
Cintamekar village was included in the Indonesian underdeveloped village category. IBEKA team concluded that the villagers of Cintamekar were not a rural community, but it tended to be ‘suburban’ community due to the easy access to communication and transportation. Cintamekar village was described as ‘the poorest village in the poorest district (in Subang)’. IBEKA and PT. Hidropiranti Inti Bakti Swadaya (HIBS) worked together to implement community empowerment program through the development of micro hydro power plant in Cintamekar village. Later, IBEKA searched for the sources of fund and managed to get US $75,000 from the United Nations of Economic and Social Commission for Asia and the Pacific (UNESCAP). In addition, PT HIBS invested their US $75,000 shares, IBEKA also helped with the same amount of US $75,000, thus, the total amount of fund is US $225,000. The micro hydropower plant construction began in August 2003 and was completed and inaugurated by the Minister of Energy and Mineral Resources on April 17, 2004.
The entire production of Cintamekar micro hydro power plant electricity was sold to the State Electricity Company for Rp. 432 per kWh, so the monthly payment was Rp. 25 million. After reduced by a net of the depreciation cost, operational cost, and maintenance, the obtained net profit was Rp. 10 million and was shared between PT HIBS with Mekarsari Cooperative with a ratio of 50 : 50. From this division, Mekarsari Cooperative income ranged between Rp. 2 million-Rp. 5 million per month. The income depended on the amount of sold electricity, while the amount of sold electricity depended on the season that can affect water supply that moves the micro-hydro power plant. Therefore, the operation and the production depended on the season and the water infiltration of the forest. This is the dimension of environmental maintenance in the development of micro-hydro power plant.
The key of IBEKA community development program in Cintamekar Village is the encouragement the establishment of cooperative in Mekarsari, formed in 2003, before the completion of the micro-hydro power plant.
Mekarsari cooperative was established for two reasons: As a qualification for receiving a grant from UNESCAP, this UN agency obliged the communities to have legal entities. Cooperative is an asset of Cintamekar village that sustains the community empowerment programs. Cooperative income from the electricity sale was mostly allocated in the installation of the electrical connection of 156 households (62.5%).
IBEKA continues to provide guidance through the field power facilitators who lived in IBEKA ‘base camp’ in the Panaruban village, and the facilitators provide guidance to the Mekarsari village, daily on the managerial aspects of Mekarsari cooperative. They also occasionally conducted training on cooperatives in cooperation with the Department of Cooperatives. Currently, Mekarsari cooperative had Rp. 74,000,000 (equivalent with $ 5692, 30) and it was such a major advance compared to the time when the cooperative was held by the first-period management (2004–2007), where they had collected Rp. 5.9 million which used to repair the water line. IBEKA did not ask for financial benefit, but they asked to gain the flexibility to implement the community development programs in the Cintamekar village.
At that point, IBEKA might had achieved its purposefulness of community empowerment in the Cintamekar village. Furthermore, IBEKA prepared community development programs and also opened the door for other parties if they have similar programs for Cintamekar citizens. Some of the benefits that have been received and perceived by Cintamekar villagers due to micro hydropower plant are as follow: Villagers of Cintamekar already have a source of income derived from the potential sources that exist within their own villages, in the form of electrical energy. As an agricultural village, especially rice paddies, water becomes an absolute necessity. With large, more permanent and well-maintained waterways, the residents obtained more stable water to irrigate their fields. As an additional effect, the harvest time increased from twice a year to be 3 times in a year. Citizen’s income has increased, because the previously jobless citizen now works as trader for both inside and outside the village, with loan capital from the cooperative. A citizen who previously had started a business can raise their capital by borrowing fund to cooperative. The installation of electrical network encouraged other activities, such as facilities to study at night for children and also can encourage some new businesses in the society. Scholarships and financial aid are also the benefits for the citizen, especially for those classified as a poor citizen. The community is building an awareness of maintaining cleanliness and environmental protection, particularly in watersheds. Thus, the public will also get a stable water to irrigate the fields and clean water for daily use. In addition, water flow that is free from rubbish will keep the turbine from unnecessary damage, and when it is damaged, it will reduce the income of the cooperative.
The description of the community empowerment model which was designed and implemented by IBEKA can be obtained from the description above, included to the E model, Community Development Enterprise. In designing the model, IBEKA considered the basic idea that the problems and efforts to address the problem belongs to the people and should be pursued by the people themselves, while IBEKA acts as a facilitator, mediator, and enabler. The model has been used by IBEKA at various communities, with adjustments on technical matters related to the condition of the people.
Related to the micro hydro power plant, Mumpuni stated that “Everything is a social business, or in other words, the villagers can share the result from the operation of this micro hydro power plant” [16]. IBEKA has declared themselves as an institution that is engaged in social business, and the founder and Executive Director has also been labeled as ‘social entrepreneurs’ by the international community. Thus, in this section, results of research on IBEKA as a social enterprise will be presented with characteristics proposed by Turban et al., [7].
The purpose of social enterprise or social mission is to address social problems by making changes in communities, and thus, forms new social values that support community development. In accordance with its vision and mission, as explained in the previous section, IBEKA paid attention to the public, especially the rural population, because they are lagging behind due to the limited access to developments. IBEKA can see that the micro hydropower plant development will be the key to solve the underdevelopment. Cintamekar village fell into the underdevelopment category in 2003, and even referred as ‘the poorest village of the poorest district’ in Subang. Currently, the government of Cintamekar village is evaluating the progress and it has been proposed to the government to re-evaluate the underdevelopment status of Cintamekar village, but it has not received a response. The implanted social values Social values implanted by IBEKA through the various steps in the development and utilization of micro hydropower plant are awareness of the power that gathers potential in a joint effort, social responsibility (tolerance and willingness to share), as well as the preservation of the environment for mutual benefit. Environmental conservation. At the beginning of activities, IBEKA put forward the idea of micro hydropower plant development in the Cintamekar village, and they were afraid that the development of micro hydropower plant would disrupt the availability of water for paddy fields. But after 10 years of micro hydropower plant operation, the villagers feel that the availability of water is increased than before. This benefit raised awareness within the people to keep the drains clean from garbage.
Assets and wealth of the company is used for the benefits of society
In Cintamekar village, assets owned by IBEKA are a building that is used for cooperative office and infrastructures (buildings and equipment) for the training center. Also in the Panaruban village, assets owned by IBEKA are a training hall, a cattle business, a house that was used as Panaruban Butterfly Haven.
Social enterprise acquires assets (at least partially) from the buying and selling activities
IBEKA was in partnership with PT Hibs to build the Mekarsari cooperative. As a ‘joint-venture’ activity, both parties shared the profits equally 50 : 50 from the sale of electricity. IBEKA, who donated the same amount of money, do not ask for financial benefits but they requested compensation to be given the flexibility to implement a variety of community development activities in Cintamekar village.
The obtained profits and surpluses are reinvested to business and society rather than being distributed to shareholders
IBEKA invested in the development of micro hydro power plant in Cintamekar with funds obtained and compiled as a result of IBEKA activities in other areas. In its form as a social institution, IBEKA did not have any share, but IBEKA has several activities that generate funds, such as from leasing the IBEKA owned training facilities, from training that was conducted by IBEKA, and also from cattle farms. The results of these efforts are used to support IBEKA finance and operations, including staff’s payroll, and used to fund their activities, including the funding for the development of micro hydro power plant in Cintamekar.
All of the staffs play a role in decision-making and regulation of the following matter:
IBEKA leader discusses various issues with the manager and the chief of the division, either related to the determination of the micro hydro power plant location, planning development and preliminary activities in the local community, including matters related to employment contracts with stakeholders. During the discussion, all of the attended staffs had the opportunity to express their opinions and/or suggestions for the operation.
IBEKA is experienced in carrying out activities related to various parties, such as funders, government, business partners, local communities, and all of the staffs. There were no conflict with the first three parties mentioned earlier, whether between the parties-parties or IBEKA, as well as among its staff.
IBEKA operational control is placed on managing director while the executive director’s role is ‘spokesman of the organization’ in establishing a relationship with various parties outside the company, including developing a network of funders.
Social enterprise gives a performance guarantee that can be accounted for both internal and external
First, there have to be a vision and mission understanding within personnel IBEKA that was then combined with practical experience in a variety of locations and communities. A framework of rules and practices for IBEKA activities has been arranged within the framework of the achievement of the shared purposefulness.
There was done in various other locations, related to the construction and operation of a micro-hydro power plant in Cintamekar village. There was a written document with notarial deed between Mekarsari Cooperative with PT HIBS as the owner of the turbine, as well as IBEKA. The document included the agreement length, i.e. during the time when the micro-hydro power plant is still functioning, the rights, obligations and the profits distribution from the electricity sale generated by the turbine.
IBEKA has to make a report and submit it to the source of fund, which is the UNESCAP. In addition, IBEKA also been audited by an independent auditing agency.
The use of double bottom-line or triple-bottom-line paradigm is done in a balanced way, between the social, economic, and environmental aspects
The result showed that IBEKA gave a positive impact on Cintamekar village, especially in education and health area. The entire community responded positively to the education and health assistance for the citizens. In the education sector, Mekarsari cooperative provided Rp 30,000 (equivalent with around $2.5) scholarships for each elementary school students and Rp 60,000 (equivalent with around $4.6) for junior – senior high school students. Until 2013, there were 128 children who obtained scholarships from the Mekarsari cooperative. In the health and education sector, the less capable people are more prioritized. Around Rp 100,000 (equivalent with $7.7) assistance was provided to residents who gave birth or who suffer from chronic diseases. In addition, citizens who want to go to midwives or to community health centers were exempted from medical expenses (paid by the cooperative). For children under five years old, cooperatives contributed supplementary food for children under five years old through ‘Posyandu’ (community health center that is only for children). Until 2013, 358 people citizens have gained the help from cooperatives, consisted of 22 people who gave birth, 10 people with chronic diseases, and 326 who received free medication (paid by the cooperative). Similarly, the Mekarsari cooperative has become an institution that belonged to the community. In the economic sector, Mekarsari cooperative reduced the people’s tendency of borrowing funds from Bank Roving (loan sharks) and they have turned to cooperatives.
In general, citizens take less than Rp 500,000 loans, although cooperatives provided loan limit at Rp 1,000,000. Until 2013, the venture capital fund that has been channeled was Rp 12,000,000, with the 0.5% level of non-performing loans. Environmental impact: citizens become more attentive to the environment, especially about the trash and the flow of water (according to the citizen).
The results showed that IBEKA has been using the triple bottom line paradigm (Fig. 2) and have applied the principle of social justice. The triple bottom line expressed by the trilogy consisting of sustainable electricity program, economy empowerment, and forest protection.
A social enterprise model for social services.
There are several lessons from the implementation of community empowerment. A community empowerment program (in the case of Cintamekar village is providing electrical energy from local energy sources), if managed with attention, respect, and diversity; dynamics; local socio-economic potential manipulation, and to optimize participation; creativity; and initiative (social capital) from local communities (with a ‘strength perspective’), might be the entry point for a sustainable community development. An empowerment program which was used as an entry point (in the case of Cintamekar village was public access to electricity) will be able to raise new ideas and efforts in the eradication of underdevelopment village and encouragement of sustainable development, both from outside the community or inside the community itself. In the context of social work, IBEKA role is an ‘enablers’ (enabling) that were relegated to the role of a mediator, facilitator, and expert. IBEKA has been carrying out activities that open up opportunities for rural communities in Cintamekar through micro-hydro power plant program to unite their forces to establish themselves. In social work, what IBEKA did was the application from one of the principles of Social Work that is “to help people to help themselves”. The desire to carry out community development programs must be accompanied by the readiness of the various factors to support the work in long term. Community empowerment means changing mindsets, attitudes, and citizen’s behavior that was not a job that can be done in a short time. IBEKA has been doing well, with no time limit in one location, solely for the opportunity and the freedom to organize community development program that has become the main objective.
As a follow-up, various parties that have empowerment programs carry out activities in a coordinated manner in the local community. IBEKA has arranged empowerment program to help the local community as a follow-up of the construction and operation of micro-hydro power plant.
Based on the result and discussion, it is concluded that IBEKA can be used as examples of the successful application of social enterprise at the macro level of social services that carried out the community empowerment program. IBEKA is a nonprofit organization (NPO) and it has already met the characteristics as a social enterprise with Community Development Enterprise model. One thing that has not been implemented is a career path plan, which might eventually be extend to a pension plan. IBEKA is being developed to be an organization that is not solely depended on the people’s persona, but are moving towards the structuring of the organization itself. The research produced a model for the implementation of social services in which is a blend of the characteristics from the social enterprise with social service process.
IBEKA presented itself as a social enterprise that can effectively organize social services to the public and may also be a container of a professional career implementation, particularly for the social worker, especially community workers who have received education and training at the professional level. The government should look at the movement of social entrepreneurship, especially combined with the practice of social services as a movement that supports the government to build the nation and deal with social problems, so they should create a situation that is conducive to the development of social entrepreneurship-based social services. It can be done through social policies like those that have been done by many governments in various countries around the world in response to the social entrepreneurship movement.
Footnotes
Acknowledgments
The author thanks to the University of Padjadjaran for supporting this research.