Table of Contents I.Introduction

Table of Contents I.Introduction ...... 3

II.THE JOURNEY TOWARDS JUSTICE AND DIGNITY ...... 14 1. WHAT IS PEKKA? ...... 14 2. WHY PEKKA? ...... 14 3. WHO ARE THE WOMEN HEAD OF HOUSEHOLDS (PEKKA)? ...... 15 4. HOW IS THE PEKKA PROFILE?...... 15 5. WHAT IS PEKKA VISION AND MISSION? ...... 19 6. WHICH CHANGE THEORY HAS PEKKA ADOPTED? ...... 20 7. HOW TO ACHIEVE THE GOALS AND OBJECTIVES? ...... 21 8. WHAT ARE THE PEKKA PROGRAM AND ACTIVITIES? ...... 23 9. WHERE PEKKA WORKS? ...... 24 10. MILESTONES IN PEKKA’S TEN-YEAR JOURNEY ...... 25 11. WHAT ARE PEKKA OUTCOMES IN THE PAST 10 YEARS? ...... 30 12. Changes experienced by PEKKA women ...... 36 13. Existence and Contribution...... 37

III.WHAT CAN BE LEARNED FROM THE PEKKA EMPOWERMENT PROGRAM ...... 43 1. Turning a development program into a “community movement” is possible! ...... 43 2. Affirmative actions to turn the invisible into being visible ...... 50 3. Translating grand concepts and jargons into practical actions that answer the urgent needs of PEKKA communities ...... 50 4. Realizing the key role of PEKKA National Secretariat as an institution that develops and supports the autonomy of organizations managed by PEKKA members ...... 51 5. Policy changes through involvement, communication and dialogues ...... 52 6. Access to sustainable and multiple financing is the people’s right ...... 52 7. WHAT SETBACKS MUST PEKKA DEAL WITH? ...... 54 8. AS A PILOT PROJECT, HAS PEKKA’S APPROACH BEEN ADAPTED BY OTHER PROGRAMS?... 56 9. WHAT IS PEKKA’S FOCUS STRATEGY TEN YEARS FROM NOW? ...... 58

IV.PEKKA FUNDS AND FUNDING ...... 60

V.GETTING TO KNOW PEKKA BETTER THROUGH THEIR STORIES ...... 66 The Boss of Widows, By: Bernadette Deram PEKKA Regional Coordinator – East Nusa Tenggara ...... 667 ”Is your backpack full of money?”, By: Oemi Faezhati Supervisor of Grassroots Organizing Division, PEKKA National Secretariat ...... 70 Arriving without any aid, the meeting among widows dispersed in just 20 minutes!!, By: Reny PEKKA Regional Coordinator – West Nusa Tenggara...... 72 Schooling at PEKKA National Secretariat, By: Anwar Supervisor of Publication and Documentation Division, PEKKA National Secretariat ...... 75 “Becoming a Video Maker and Video Trainer”, By: Rudiyanto Finance Manager, PEKKA National Secretariat ...... 78 Driving while Learning about Life from PEKKA Women, By: Samsul Hadi Driver, PEKKA National Secretariat ...... 84 Internship that Ends with Employment, By: Adam Saputra Publication and Documentation Staff, PEKKA National Secretariat ...... 87

VI. PEKKA ORGANIZATION ...... 89 VII.ATTACHMENT ...... 98

I. Introduction

TEN YEARS OF WOMEN-HEADED HOUSEHOLD EMPOWERMENT (PEKKA) December 2001-December 2011

“Several years ago, together with the team we paid a visit to the village of Mutiara in Pidie District, Nanggroe Aceh Darussalam. We sat at the local mosque to speak to the people there, when several women appeared,apparently not happy with me. They said that we only like to talk about poverty, and they are poor people but no programs are available to help them. It made me reflect on things, and they were indeed right. Upon returning to Jakarta, I conducted a study, there are many villages like that, everyone can see that the ones who are poor are widows. Other programs have not reached them, and so we sat together with people from the Ministry of Home Affairs, Komnas Perempuan and Mrs. Nani Zulminarni to think about whether we could develop a new project specifically meant for widows”. (Scott Guggenheim, World Bank, Jakarta 2004)

“I finally have my own motorized boat to develop my seaweed business. The PEKKA savings and loan scheme allows me obtain credit to buy this motorized boat. This is the first time a widow like me can own a motorized boat in this area” (Wa Ode Sahana, Southeast Sulawesi)

Wa Ode Sahana is still in a state of mourning as her husband was killed during the armed conflict in Maluku in 1999. Together with her child, she sought refuge in Buton, Southeast Sulawesi which was also her birthplace. It was here that Wa Ode later joined the local PEKKA group established in 2002.

Wa Ode cultivates seaweed as a source of livelihood. She must venture out to the sea to ensure that her seaweed thrives better. Before she bought the motorized boat, Wa Ode only relied on a small boat, rowing with all her might to reach her seaweed farm, and

bringing the day’s harvest back with her to the shore. In 2004, Wa Ode decided to borrow Rp.6,000,000 from the PEKKA group as business capital. The loan was used to purchase a motorized boat that will allow her to reach the middle of the seafaster and return with a larger load of harvested seaweed. Within a year, Wa Ode managed to dutifully pay her installments to PEKKA, a savings and loan group. “I never imagined myself owning a motorized boat, I felt like I was in a dream,” she said. In her village, only the menfolk own large motorized vessels. Her income rose threefold compared to what she normally earns, and more importantly she has inspired many other poor women in her community to reach for the highest dream possible.

“Without PEKKA, I would never have been the first widow to be qualified and accepted by the local people to serve as the village head of this island. I hope to bring tremendous change to this village because I can put into practice all that I have learnt from PEKKA,” said Petronela Peni (East Nusa Tenggara)

Petronela Peni is a widow from Nulan village in AdonaraIsland of East Flores, East Nusa Tenggara. She joined PEKKA in 2006 which later allowed her access to several training opportunities organized by the PEKKA National Secretariat, even at the national level. Such exposure hasbroadenedPetronela’s knowledge and outlook, and helped her hone her leadership qualities. With support from the local PEKKA group, Petronela mustered the courage to run in the village head electionsat her own community. Local residents were initially doubtful of her ability to win the elections because a widow has never been elected as village head, and it is also a taboo among the local people. Imagine their astonishment when Petronela managed to gain 72% of votes, defeating her male contenders. Petronela became the first widow to be elected as the village head of her community. Knowledge that she has acquired from PEKKA training was put into practice, including the adoption of a participatory and transparent approach in leading the village. Two years into her leadership, Petronela succeeded in building village roads, two local health centers and brought electricity into the village for the first time after more than 60 years of the country’s independence, with only Rp.450 million in village development funds.

“PEKKAhas completely changed my life; from being the helpless victim of domestic violence to a paralegal who assists people in accessing justice.” (Imas, Cianjur, West Java)

Imas was both depressed and enraged. It was the third time her husband was in a relationship with another woman, and this time even marrying her. Her husband also physical abuses her, which later made her come to the decision to leave him. In 2005, Imas joined the PEKKA group in Cianjur where she gained immense knowledge and new skills, including those related to legal matters. Imas only came to realize that her husband’s treatment towards her constitutes as domestic violence in which she is entitled to legal protection. Upon learning about this, Imas filed for a divorce and officially reported her husband to the police. She iskeen on learning more about legal issues, primarily on how to secure access to justice and protection for women and children. Despite only having graduated from junior high school, Imas has acquired the necessary knowledge and experience to turn her into a competent paralegal. She has facilitated and helped dozens of PEKKA members and other local residents to access justice through circuit courts, and assisted hundreds of poor children secure their birth certificates free of charge. Imas is now an independent and self-confident woman, dedicated to helping others secure access to justice, mainly concerning domestic issues.

“I can now read, write, count and use the calculator. PEKKA has given me the motivation to keep on learning, even though I was then unable to read and write. Through capital loan from the PEKKA cooperative, my life has been transformed from once being a laborer to now a businesswoman.” (Daryati, Central Java)

Daryati is a divorcee who must become the sole provider for her 5 children. She earns a living as a laborer on shallot farms in her village. In 2004, Daryati joined the local PEKKA group in Central Java. She had never gone to school; hence she can neither read nor write. Nonetheless, she was elected as the group leader by fellow colleagues who were also illiterate. To maintain records of the group’s credit scheme, Daryati sought the help of a neighbor who later ran off with the money. Since then, she was motivated to learn to read and write. She spearheaded efforts to organize a literacy program within the group. With the zeal to learn, she trained herself to read; from used newspapers and reading material discarded by others. She then taught herself to re-write words from old newspapers. Daryati can now read, write and count well. By borrowing seed capital from the PEKKA cooperative, Daryati no longer needs to toil at the fields, as she has now become a shallot trader. She also acts as a motivator actively encouraging other group members.

WE STRIVE TO MAKE REAL THE HOPES AND ASPIRATIONS OF LEADING FIGURES ARTICULATED SEVEN YEARS AGO (2004)

“If we were to trace back from the beginning, the PEKKA program emerged from the concern over the lack of women’s participation in PKK (family welfare movement) programs. The PEKKA program then works toward developing a new approach. Now we can see striking changes; women’s groups have become organized, women household heads are increasingly self-assured, more motivated, and have gained the courage to speak before public forums.”(Bito Wikantosa, PPK project leader)

“The Empowerment of Women Household Heads or PEKKA, its Indonesian abbreviation, is indeed a rare initiative because it does not purely relate to valid, empirical and statistical data on women, and neither does it simply describe about poverty. Through PEKKA, we can learn about women’s position as household heads and life’s challenges that they face. The realities of their lives are unknown by many due to geographical location, social and cultural conditionsin their place of origin and the situation in conflict zones. It also stems from an ongoing development paradigm where poor communities are either reached or rarely touched by the central or local government”. (Prof. Dr. Saparinah Sadli, professor at the University of Indonesia, prominent national figure)

“It is hoped that advocacy can alter mindsets, promote policy change in the government and highly influential community organizations; changes that should be consistent with our aspirations. I believe that PEKKA’s work clearly gives voice to our needs and wants. We need to speak out as clearly as possible on the needs of women household heads that have long been left unfulfilled. We ourselves can meet those needs, while building the strength within us by organizing ourselves.” (Kamala Chandrakirana, Chairperson of Komnas Perempuan)

“This is a grassroots organization different from those from the upper tier. It essentially emerges from the bottom, uncontaminated by any political ideology. PKK instead serves political interests, in which it runs quasi-activities and not real like this organization. This is more on genuine issues, on how a widow must be independent and stand upright on her own feet, capable of financing her own children, and this has been tangibly demonstrated by PEKKA.” (Ahmad Tohari, prominent national figure and cultural observer)

“The single-parent phenomenon is a social trend more often perceived as a social issue that requires a solution. And women are the ones to endure the social impact, where children often become the sole responsibility of women. Social perception continues to see men as always right, while women are simply to be blamed. I believe it is time to shed light on social issues and to find the answers. These areremarkable women with tenacity, and the willingness to work hard.” (Khofifah Indar Parawansa, former Minister for Women’s Empowerment, DPR member)

“In truth, PEKKA is distinctively different from what other NGOs are involved in because we deconstruct many aspects. For example, we deconstruct existing notions about women as household heads. In state documents, statistics consistently refer to men as the household head. Another important aspect is to alter the unit of analysis. The analysis unit of social and anthropological studies has long been focused on households. This is in fact an inaccurate unit of analysis because it should be individuals which can either be a male or female. I am therefore very impressed and pleased with this activity which I believe is essential.” (Natsir, member of the public, Jakarta)

“Komnas Perempuan has always believed that women shall indefatigably strive towards ensuring the survival of their families. That is why Komnas Perempuan supports the program on the empowerment of women household heads. Their struggles are the realities of life. Their struggles are to strive towards building a life without violence. Their sense of optimism as the heads of household not only deserves due acknowledgement but should also be acceptable to the people of Indonesia”. (Samsidar, caretakerSecretary General of Komnas Perempuan)

“I am optimistic of this program and with continual support it can assist in efforts to alleviate poverty in Klubagolit. This is because 70% of local residents are poor families, and most households are headed by women. Field implementation has not been optimal, but with regard to the local cooperative, this village as one of PEKKA’s target groups has been fairly successful. This is evident from the people’s heightened awareness to borrow and return loans. I believe that if this program runs smoothly, it shall address poverty issues in Klubagolit, while bringing women to the fore and showing that they too play a role in development, particularly economic development.”(Dr. Yosef K, Sub-District Head of Klubagolit, East Nusa Tenggara)

“I consider this program to be highly effective in assisting widows struggling to rise to their feet and contributing to the household economy. As for me, the PEKKA program is extremely beneficial, particularly for the sub-district of Tanjungsiang.”(Nita Bambang, head of the PKK team of Tanjungsiang Sub-District, West Java)

“In order to initiate socio-cultural shifts related to values and behaviors detrimental to women and children, serious efforts are crucial and should involve various parties, including traditional elders, religious leaders, the government and mainly the people themselves. Through existing forums, the PEKKA group can facilitate the dialogue process to address such matters”. (Kasmiati, woman activist, traditional elder of West Nusa Tenggara)

“Empowerment should not be restricted by the project framework because women’s empowerment in particular is not an end in itself, but a process and the life journey of women.”

FROM THE DESK OF PEKKA NATIONAL COORDINATOR 10 years of inspiration

Wa Ode Sahana, Petronela Peni, Imas and Daryati only represent a small proportion of thousands of other women household heads whom I had come across throughout the ten-year journey undertaken by PEKKA (Pemberdayaan Perempuan Kepala Keluarga or Women- Headed Household Empowerment), and whose lives have been profoundly inspiring. When PEKKA made its debut 10 years ago, it was unimaginable to even envision how the dismal state of women household heads could ultimately change for the better. It was inconceivable to think that the pessimistic, miserable, inferior and depressed feelings of these women can be transformed into an optimistic, joyful and enthusiastic outlook on life. What was most indelibly ingrained and strongly felt at the time was the overwhelming surge of emotions between anger, sorrow and frustration at witnessing the disheartening state of these women amid the pleasurable and lavish existence of other members of society. Their lives seem to be at a standstill, as they plunge deeper into the harsh realities of life without a spouse to depend on. Not only must they struggle to feed their children and family members, but must also be able to withstand the cruel and ‘negative labeling’ affixed to widows amid prevailing social norms and values.

Dream - this we believe should be the foremost element that needs to be nurtured in the hearts of each and every female head of household. A harsh existence has stripped them of their self-confidence, even to the point of being afraid to dream. In the first two years, the PEKKA National Secretariat team invested its time and energy to grow and develop together with women household heads, building dreams, reaching for the grandest ambition possible. Wishing for plenty of money, dreaming of owning a house, hoping to build a center and the list goes on. Some of these dreams were even conveyed with such hesitation and uncertainty when we coaxed them to build dreams together. Simply talking about hopes and dreams can manage to bring smiles to their faces. They laughed together as they imagined the impossibility of making their dreams come true. For sure, the path towards making their dreams real shall not be an easy

one.

Nonetheless, nothing is impossible in life providing we ourselves are willing to work hard towards achieving our aspirations. With complete trust from funding institutions, support from relevant parties and a dedicated and qualified team, PEKKA National Secretariat works in concert with PEKKA cadres, leaders and members doing our utmost to reach our dreams. Rises and falls, ebbs and flows, successes and failures, adding color and shape to our endeavor in empowering women heads of household. No ‘magic bullet’ or ‘potent prescription’ is available to PEKKA National Secretariat. We learn from a mutual process as we stride ahead along a dynamic trajectory, sometimes almost reaching the pinnacle, but later sliding down even plummeting to the lowest point. These efforts will not only empower PEKKA groups as the program’s main beneficiary, but also help strengthen PEKKA National Secretariat team members. The presence of PEKKA National Secretariat and its range of activities function as a school and home for most PEKKA activists, and even open up employment opportunities.

Without realizing it, ten years have elapsed. We need to pause for a moment, revisit the journey, and observe all accomplishments that become the foundation for dreams built together, pressing onwards until they become a reality. It is not easy to chronicle a ten- year journey into a piece of paper. Too many numbers, stories and lessons learnt that cannot simply be brushed aside. Some however are featured in this report as presentation to all parties who have been tireless and unwavering in believing that “turning development programs into a social movement is achievable”.

We invite you to explore 10 years of PEKKA’s journey Jakarta, 24 February 2012 Nani Zulminarni PEKKA National Secretariat Coordinator

TEN YEARS OF WOMEN-HEADED HOUSEHOLD EMPOWERMENT (PEKKA) December 2001-December 2011

II. THE JOURNEY TOWARDS JUSTICE AND DIGNITY

“Empowerment should not be restricted by the project framework because women’s empowerment in particular is not an end in itself, but a process and the life journey of women in securing justice and dignity (Nani Zulminarni, 2012)”

1. WHAT IS PEKKA?

PEKKA is an empowerment initiative for women household heads, set in motion at the end of 2000 from KOMNAS PEREMPUAN’s initial intention to document the lives of widows in conflict- ridden zones, and the World Bank’s wish, through the sub-district development program (PKK, Program Pengembangan Kecamatan) to respond to the pressing needs of widows of conflict victims in Aceh to have access to resources in order to better cope with their economic hardships and traumatic experience. This initiative was originally named “Widows Project”, fully sponsoredby grant aid from the Japan Social Development Fund (JSDF) through the World Bank Trust Fund. KOMNAS PEREMPUAN then worked together with the Women’s Resource Development Center (PPSW, Pusat Pengembangan Sumberdaya Wanita) to establish PEKKA’s National Secretariat for the purpose of advancing the initiative. The “Widows Project” later evolved into theprogram on the Empowerment of Women Household Heads (PEKKA, Pemberdayaan Perempuan Kepala Keluarga)through the ingenuity of Nani Zulminarni who later served as its National Coordinator. This transformation is expected to help PEKKA become more assertive and idealist by strengthening the position, role and responsibility of widows as household heads. In addition, it is also intended to initiate social change by raising the dignity of widows who have long had to endure negative stereotyping by society. The Women-Headed Household Program or abbreviated to PEKKA Program was then instituted, and the program’s name agreed by all parties. The word Pekka is also used as an abbreviation forperempuan kepala keluarga or women household heads.

2. WHY PEKKA?

Data from 2007 Indonesian National Economic Survey (Survei Ekonomi Nasional/Susenas 2007) indicates that the number of household headed by women is 13.60% or about 6 million household, covering more than 30 million of the overall population. In 2010, National Bureau of Statistic (Badan Pusat Statistik/BPS) estimates that there is 14% or about 9 million households in Indonesia headed by women. Compared to 13% in 2001 when PEKKA was first initiated, this indicates an increasing tendency of 0.1% annually on the number of female headed households.

Based on Marriage Law (Undang-Undang Perkawinan) No.1/1974, Indonesian socio-political domain recognizes man as the head of the family. The socio-cultural value also, generally, still posits woman in the marginal role. Woman as head of the household, therefore, not yet recognized both in the legal system and social norms. Consequently, woman who is head of the household often suffered from discrimination in their socio-politic lives.

3. WHO ARE THE WOMEN HEAD OF HOUSEHOLDS (PEKKA)?

“The head of households are the breadwinner in the family or who is considered as the head of the family” (Badan Pusat Statistik-BPS).

PEKKA Secretariat define the women headed households are the women who play role of breadwinner, manager and decision maker in their household, and decision making in their family, which includes:

 Woman who is divorced  Widows  Single or unmarried woman  Marriage women, but due to certain circumstances, the husband unable to perform his role as head of the family  Marriage women, but did not receive her material and sexual entitlementbecause the husband abandoned her for more than one year.

4. HOW IS THE PEKKA PROFILE?

Household headed by women are generally poor and live fall into category of the bottom poor of Indonesian socio-economic level. This is the result of the generally low level of human resources among women head of household. Pekka's baseline data from 8 provinces shows that the age of female headed household range from 20 – 60 year-old, more than 38,8% are illiterate and never enrolled in even basic education. They have to support 1-6 family member, works as landless farmer and other informal sector with the average income below Rp 10.000 per day. PEKKA Farmer research in 2009 shows that 55% female headed household live below the poverty level and one 56% third of them did not have access to public healthcare(jamkesmas) and cash transfer scheme of the government (BLT). At least 78% of the divorcee suffered from domestic violence and less than 50% of them, in fact, register their marriages.

EDUCATION

AGE

2002 53% 2011

Husband 39% dead 2002 23% 2011

13% Divorced 2002 10% 2011

Janda 7% Ditinggal 2002 7% 2011

5% Sick husband

2011 9%

PEKKA

Left by their husband 2011

3% Dimadu Pencari 2002 8% Nafkah 2011

2% Married 2002 7% 2011

11% ouse of become of ouse Single

C Other 2011 2%

JOB 2002 2011 Farmworker 10% Employee 5%

Farmer with Land 5% Services 6% 7% Handycraft 9% Food Processing 3% 6%

Small Trader 33% 20%

Agriculture 43% 38%

Jobless 4% 4%

Income perDay

2002 2011 <=7500 51% 38%

7501- 33% 29% 15000

15001- 16% 18% 22500

22501- 6% 30000

>30000 9%

5. WHAT IS PEKKA VISION AND MISSION?

PEKKA Secretariat vision is to empower women headed households in order to contribute in the development process to achieve prosperous, gender equity and dignified society.

To achieve this vision, PEKKA establish mission to:  Improve the livelihood and well-being of women head households.  Facilitate the women head of housheolds to have better access to available resources.  Build critical awareness of women head of households on their roles, responsibilities and social status, as well as their socio-politic rights.

 Enhance women head of households participation in various aspects of social, economic, political and cultural lives.  Increase women head of households control for the decision making process from family to public level.

6. WHICH CHANGE THEORY HAS PEKKA ADOPTED?

Problems identified by PEKKA communities since the early stage of program implementation show that various issues faced by female heads of households essentially stem from three power dimensions that control their lives: formal power, informal power and value system. The empowerment of women household heads should therefore seek to enhance their capacity by building individual and collective strengths in order to exert influence on various power dimensions in the interest of prosperity, equality and justice.

Dynamic Social Change

7. HOW TO ACHIEVE THE GOALS AND OBJECTIVES?

To achieve the mission, PEKKA Secretariat develop “Four Strategic Pillar” of Women Headed Household (Pekka) Empowerment.  Vision Building; basically to build Pekka’s critical awareness on their rights as human, woman and citizen, stimulating their motivation to improve their livelihood and, consequently, facilitating them to build their lives vision and mission. The vision and mission will serves as the foundation for further initiatives.  Capacity Building; to increase Pekka’s capacity to manage various problem they may encounter in their lives through intensive assistance, various training and workshop to improve their self-confidence, and improving their technical and managerial skills. To train and develop leadership and community organizer capacity of Pekka members.  Organizational and networking development; through initiating, developing and strengthening community group called Pekka Group in all of program location. These groups, then, facilitated to develop their organization to become an independent Pekka Union, with a network spreading from sub-district to national level, and to build networking with other institution that support their initiatives.  Advocacy for Change; focusing on better access to information, livelihood resources and decision making, as well as better access to legal system, and to transform negative opinions against woman, especially women head of households, through campaign and education for wider communities.

8. WHAT ARE THE PEKKA PROGRAM AND ACTIVITIES?

PEKKA secretariat strategies then put in practice into various PEKKA's program, based on the needs, conditions and available resources. a. Economic Empowerment  Financial resources development through loan-saving micro-finance activities with cooperative system.  Increasing income generating activities for Pekka's family through individual and collective business development. b. Lifelong Education  Illiteracy eradication for Pekka's families through functional literacy courses and access to education matriculation program  Access to cheaper cost and better quality of education, including scholarships for Pekka's children who are unable to finish 9-years compulsory education  Conducting Early-Infant Education (Pendidikan Usia Dini/PAUD) and Learning Class for Pekka children. c. Legal Empowerment  Building awareness on legal rights and protection for Pekka  Training Pekka member as a Legal Cadre to enable them to advocate the Pekka and their family members for equal legal process on the domestic violence cases  Legal reforms and gender-equal legal process advocacy d. Political Empowerment  Critical awareness building on Pekka’s political rights  Organizing Pekka to involve and monitor decision making and political process in various level e. Lifelong Healthcare Rights  Healthier and good quality living movement through various critical awareness building activities on healthcare rights, especially reproduction health  Promote Pekka's community as health-cadre to enable them to organize an affordable and good-quality healthcare access  Policy advocacy regarding to easy, affordable and good quality healthcare access for the poor f. Community Media  Building supporting system for Pekka’s organizing activities and to advocate better information-technology access for the poor.  Training and capacity building for community media organizer and developer, including community radio, video, photography and written media.

 Developing community media application for community education, social change campaign and policy advocacy.

9. WHERE PEKKA WORKS?

Until end of 2011, Seknas PEKKA has developed and assist Pekka groups in 19 Provinces in Indonesia.

It is started in 4 provinces in 2002 included:  Nanggroe Aceh Darussalam (NAD) : Aceh Bireun, Aceh Barat Daya, Aceh Besar, Pidie, Aceh Timur, Aceh Jaya, Singkil, Aceh Selatan, Nagan Raya  West Java (JABAR) : Cianjur, Subang, Sukabumi, Karawang  East Nusa Tenggara (NTT) : Flores Timur  South East Sulawesi (SULTRA) : Buton

In 2003, add 4 more provinces:  West Kalimantan (KALBAR) : Kodya Pontianak, Kubu Raya  Central Java (JATENG) : Batang, Pemalang, Brebes  West Nusa Tenggara (NTB) : Lombok Barat, Lombok Tengah  North Maluku - (MALUT) : Halmahera Utara

At the end 0f 2010, Seknas PEKKA reach 6 more new provinces whihc are:  North Sumatra (SUMUT) : Asahan  South Sumatra (SUMSEL) : Ogan Komering Ilir  East Java (JATIM) : Bangkalan  South Sulawesi (SULSEL) : Bone  North Sulawesi (SULUT) : Bolaang Mongondow  Bali

At the early 2011, Seknas PEKKA manage to develop Pekka in 5 more provinces included:  West Sumatera (Sumbar ): Sijunjung  Banten : Lebak  Daerah Istimewa Yogyakarta (DIY) : Bantul  South Kalimantan (Kalsel) : Hulu Sungai Utara  Jakarta (DKI) : Kepulauan Seribu

10. MILESTONES IN PEKKA’S TEN-YEAR JOURNEY

Significant Events in 10 Years  Establishment of the National Secretariat, housed at PPSW office; PEKKA National Coordinator starts work with assistance from a support staff.  Survey of program area in 4 initial provinces (NAD, West Java, East Nusa Tenggara, Southeast Sulawesi) involving PPSW staff, and recruitment of local staff as field workers in the respective area.  One-month training program of 15 field staff held at Wisma Hijau (December 2001).

 Obtained funding to act as“Management Consultant of Widows and Poverty Project” through the Ministry of Home Affairs.  Establishment of PEKKAgroups by field staff in 4 provinces: NAD, West Java, East Nusa Tenggara, and Southeast Sulawesi. The earliest group was formed in Kelubagolit, East Flores, East Nusa Tenggara (NTT) on 4 February 2002.  Establishment of 123 PEKKA groups with a total of 3,305 members from 92 villages and kelurahan (village-level administrative region), 14 sub-districts, 10 districts in NAD, West Java, Southeast Sulawesi and NTT.  The group savings and loan scheme initially had to deal with the misconception among women household heads who expected aid arrangements similar to other development projects. Total savings reached Rp.46,263,950 which later allowed members to take out loans with a total turnover of Rp.97,826,550, and paid services at Rp.13,024,150  PEKKA National Secretariat leased an office located at Pondok Kelapa, East Jakarta.

 Received financial support from DVV Germany to expand outreach to two other provinces, Central Java and West Kalimantan.  The first national training for local cadres held in Bali allowed women household heads to venture out of their respective areas and generated positive impact for subsequent empowerment efforts.  Women household heads learned to write essays which were latercompiled into a book entitled “Sebuah Dunia tanpa Suami”(A World Without Husbands).  Women household heads learned to become local photographers and their work exhibited at local and national forums, some even reaching the U.S.  The first video documentation of women household heads portrayed the lives of women in NTT.PEKKA National Secretariat continued with video documentations of other PEKKA groups.  Publication of the first bulletin titled “Cermin” (Mirror).

 Expansion of PEKKA National Secretariat program locations to include 2 other provinces: West Nusa Tenggara (NTB) and North Maluku.  PEKKA groups have access to direct aid funds from donor agencies through the government-run PPK (sub-district development program). Total funds accessed amounted to Rp.5,365,911,194.  PEKKA National Multi-Stakeholder Workshop; government, donors and NGOs

 Eleven PEKKA local forums at the sub-district and district levels were held.  Integration of West Kalimantan and Central Java as program locations into PEKKA programs in other provinces  Establishment of PEKKA Foundation as the legal entity of PEKKA National Secretariat to be independent from PPSW which it was previously part of.  Photographs taken by women household heads were on display at a photo exhibition at the World Bank in Washington DC, attended by the photographers themselves and PEKKA facilitators.  The first PEKKA national forum was held at MillenniumHotel in Jakarta on the theme “Time for Women Household Heads to Speak”, and included a photo and product exhibition, book review of “Sebuah Dunia tanpa Suami”, and visits to government agencies.  Spearheaded efforts to establish micro financial institutions (MFI) for women household heads who shall manage savings and loan schemes and direct community aid.  Aceh was struck by a massive earthquake and tsunami; 11 PEKKA members died and went missing.  Termination of financial support for PEKKA received from the Ministry of Home Affairs.  PEKKA National Secretariat relocated to Duren Sawit adjacent to PPSW office.

 Accessed project funding from Japan Social Development Funds (JSDF) through theWorld BankTrust Fund, thus ensuring continuity of programs. PEKKA National Secretariat named this financial support as Pekka-2.  Commencement of post-tsunami emergency response and empowerment programs for women household heads in Aceh. Special funds for Aceh were obtained from Japan Social Development Funds (JSDF) which PEKKA National Secretariat named Pekka-3.  Launched a legal empowerment program for women households heads in cooperation with the World Bank Justice for the Poor programpiloted in Cianjur, Lombok and Brebes

 PEKKA Aceh managed to erect 9 houses for tsunami victims in Bireuen. The construction process was planned and led by PEKKA cadres. These were the first few houses built in Aceh following the disaster.  PEKKA NTT managed to strengthen their political position by entering into a political contract with the East Flores district head candidate for the regional head elections. This paved the way for subsequent political empowerment of women household heads.  Development of SOP for PEKKA National Secretariat to guide institutional development and improve on its financial management system.  Establishment of the PEKKA Aceh secretariat in Bireuen

 Lifelong education programs were initiated for women household heads in cooperation with PPSW with support from JSDF; literacy and early childhood education programs.  Development of multistakeholder forums (MSF) among law enforcers in pilot program locations.  Five years of developing empowerment programs have now reached 244 villages, 330 PEKKA groups with 7,912 members  PEKKA savings and creditschemes have managed to mobilize members’ savings to the amount of Rp.746,479,227, and total direct community aid at Rp.6,774,753,820 with loan turnover at Rp.10,776,961,300, while paid loan servicesreached Rp.370,256,665.

 Development of village education committees and the distribution of scholarships to the children of women household heads and other poor families under the coordination of PEKKA volunteers.  Relocation of PEKKA Aceh secretariat from Bireuen to Aceh Besar, and the appointment of a Program Coordinator to lead the Aceh Regional Secretariat.  Development of the PEKKA National Secretariat website.  The second Pekka National Forum was held at Grand Cempaka Hotel, Jakarta with attendance from 354 PEKKA representatives from 8 provinces.  Presentation of innovative SME (small- and medium-scale enterprises) appreciation awards to women household heads during the National Forum.  Research on access to justice for women household heads conducted jointly with IALDF (Indonesia Australia Legal Development Facility), the outcomes of which were used for the advocacy of access to justice on a pro deo basis and through circuit courts for PEKKA communities with regard to family law.

 Launching of the first ‘PEKKA Center’ in Klubakgolit, NTT built through self-financing and from MFI profits. This initiative inspired other regions to follow suit and established their own centers.  The circuit court program was first launched in Cianjur as an access to justice strategy for women household heads, organized by PEKKA and succeeded in resolving 33 cases related to family law.  Development of the Indonesian Women Lead program (PRIME) that focuses on honing women’s leadership skills at the grassroots level with financial support from JSDF through the PRIME project.  PEKKA National Secretariat began developing a thematic program on political empowerment.  Some 44 PEKKA cadres were involved in 11 musrenbang (development planning deliberative forums) in their respective areas, and 9 PEKKA women were legislative candidates in their own regions.  Development of community video teams where PEKKA cadres were trained to produce their own community videos for Aceh, NTB, NTT and West Java.  Development of 8 community radio stations in Aceh, West Java, Central Java, Southeast Sulawesi and West Kalimantan.  The National Coordinator was given the opportunity to attend a retreat at the Bellagio Center, Rockefeller Foundation, who later drafted the PEKKA book.  PEKKA delivered a presentation before the AWID International Forum in Cape Town, South Africa, represented by the National Coordinator.  Initial efforts were made to establish a PEKKAUnion by conducting a pioneer awareness-building program in Aceh, and the first deliberative forum forPEKKA Unions commenced in West Java and culminated in the launching of the West Java PEKKA Union in Karawang.

 Recipient of the “Best Practice Award” from the Japanese government for being an effective project that succeeded in reaching the poorest communities through funding from Japan Social Development Funds (JSDF). The National Coordinator and PEKKA Union Chairperson were on hand to accept the award in Tokyo.  Establishment of PEKKA Unions in 7 other provinces: Aceh, Central Java, West Kalimantan, NTB, NTT, Southeast Sulawesi and Maluku.  The first National Deliberative Meeting of PEKKA Union boards from 8 provinces was held in Bogor, and established the Federation of PEKKA Unions along with the election of 3 board members. The Federation consists of 9,699 members across 314 villages in PEKKA program locations.  Development of the PEKKA Center in several regions.

 Establishment of non-PEKKA women’s groups in regions.  Publication of the second and third series of the book “Sebuah Dunia Tanpa Suami” from Aceh.  Helped established Alimat, a national network for learning and advocacy of families in Islam.  An evaluation of PEKKA was conducted by an independent institution, i.e., Women’s Research Institute (WRI).

 Launched a research report on access to justice attended by the Chief Justice of the Supreme Court who delivered his keynote address, which served as an initial step towards forging cooperation with law enforcement agencies to ensure access to justice.  Received financial support for the program on PEKKA legal empowerment through the World Bank’s Justice for the Poor program.  Involvement of prominent male figures who play a decisive role in upholding justice for women household heads, such as village heads, religious leaders and traditional elders through the pro-justice leadership development workshop.  Development of an online data system on access to justice in cooperation with the Religious Courts or Badilag (Badan Peradilan Agama Islam).  PEKKA National Coordinator was the recipient of the Saparinah Sadli Award.  Expansion of PEKKA program locations to 6 other provinces, namely North Sumatera, South Sumatera, East Java, Bali, South Sulawesi and North Sulawesi, reaching 83 locations with support from JSDF through the Sustaining Leadership project.  Concluding stage of the post-tsunami PEKKA Aceh empowerment program. The National Secretariat had to terminate the services of 5 field staff in Aceh.

 National Seminar on access to justice in Jakarta in cooperation with Alimat.  Expansion to 4 new provinces: West Sumatera, South Kalimantan, Banten, and Yogyakarta.  Expansion into DKI Jakarta, mainly at the Thousand Islands.  Cadre training at the national level for new regions.  Completion of the educational and legal program funded through the World Bank Trust Fund.  PEKKA National Secretariat failed to access PNPM Peduli (National Community Empowerment Program).  Recipient of the international award for best practice and favorite program among other JSDF projects worldwide. The National Coordinator and Petronela Peni

accepted the award on behalf of PEKKA in Washington DC.  Initiated the development of regional secretariats, and recruited administrative and finance staff to assist regional coordinators.  Additional staff for the National Secretariat was necessary, hence the need for more spacious room by leasing vacant space at PPSW office.  A ten-year assessment of PEKKA was conducted by an independent consultant from the World Bank, and a focused group discussion held through facilitation from the PEKKA National Secretariat team.  Received project funding from AUSAID to continue with the legal empowerment program for 4 months in the final quarter.  Development of a new program on PEKKA Community-Based Welfare Monitoring System with support from AUSAID in collaboration with SMERU and TNP2K until 2014.

11. WHAT ARE PEKKA OUTCOMES IN THE PAST 10 YEARS?

Outcomes achieved from the empowerment process implemented in the past 10 years can be examined from two key aspects: analysis on the achievement of goals, and changes felt directly by women household heads. To review the achievement of program objectives, an independent evaluator is involved,along with an analysis of quantitative data collected by PEKKA National Secretariat in the last 10 years. Information on changes experienced by women household heads is obtained from a survey of PEKKA members and cadres specifically on several indicators related to self-development, knowledge and outlook as well as their status and position within society.

A. The achievement of objectives The objectives of the empowerment program for women household heads are inspired by Sarah Longwe’s five empowerment principles: . To enhance welfare; availability of economic sources, and protection from the risk of poverty. . To broaden access toward resources; public services and access to economic resources, as well as social, economic and political protection. . To heighten critical awareness; the need to build awareness on gender justice and power relations. . To promote participation; actively involvement and ability to influence policies in different sectors and levels. . To increase control over decision-making processes; the ability to exert control to guarantee that women’s interests are incorporated into public policies.

Several indicators have been developed consistent with “inputs” from PEKKA National Secretariat during the empowerment process to serve as reference in reviewing the attainment of objectives in the past 10 years.

Table 1. Indicators of Achievement of Objectives No Objective Indicator 1 Welfare . Increase in earnings . Increase in group savings . Increase in group loans . Loan repayment level above 70% . Ability to accumulate business capital . Increase in assets

2 Access to resource Resources are accessible to members with regard to:  Government funds (village funds, local budget, etc.) for legal, political, social, and economic purposes  Funds for free health services for poor women  Education and training to enhance skills, organized by external parties.  Facilities and infrastructureto developPEKKA programs.

3 Participation . Members’ attendance level in group activities reaches 70% . Members’ level of active participation in group activities that allow them to voice their needs reaches 70% . Attendance level in activities held by external parties such as village meeting, musrenbang, and others related to access to resources

4 Critical awareness . Greater sense of need for learning and acquiring knowledge to build their individual capacity . More issues can be identified and resolved . Ability to advocate forcommon issues or unfair treatment that they face in dealing with the authority responsible for such matters.

5 Control . Ability to make independent decisions within the household unit. . Active participation in overseeing, questioning, and determining group activities to be carried out. . Ability to propose policies and monitor the local policy-making process related to injustices.

These indicators are used to evaluate the PEKKA empowerment process carried out by independent parties outside of PEKKA, and the PEKKA National Secretariat team with regard to the internal monitoring and evaluation mechanism.

a) WRI Survey Outcome in 2009 In 2009, the Women’s Research Institute (WRI) conducted an evaluation on the extent to which objectives ofthe PEKKA empowerment program has been attained based on the aforementioned indicators. The survey was carried out in selectedPEKKA National Secretariat program locations. The WRI survey showed that most indicators have been successfully achieved through the empowerment process. Nevertheless, the survey also indicated different levels of achievement in each region. The following table provides information on this matter.

Table 2.Achievement of Program Objectives based on WRI Survey in 2009 Access to Critical Survey Areas Welfare Resources Awareness Participation Control EastAceh (Aceh) ** * ** * ?

Cianjur (West Java) * *** ** ** **

Brebes (Center Java) ** * ** ** **

Pontianak (West ** * ** * ? Kalimantan) Lombok Barat (NTB) *** ** ** ** **

Buton (Southeast ** * ** ** * Sulawesi) Halmaherah Utara ** * ** * * (North Maluku) Adonara (NTT) *** ** *** *** ***

Notes: *** = all indicators are met ** =2 or 3 indicatorsare met * =1 indicator is met ? = not directed at the achievement of objectives

b) Survey Outcome of PEKKA’s 10 Year Involvement by Megan Scalon Through a slightly different method, in 2011, another survey was conducted on 10 years of empowering women household heads, by independent evaluator, Megan Scalon who also highlighted on the achievement of empowerment goals with the same indicators. For this survey,

Scalon grouped respondents into members and cadres. The survey showed that PEKKA cadres managed to effectively achieve stated objectives, whereas PEKKA members attained varied levels of accomplishment. The survey was carried out in the same 8 provinces identified for the WRI study. The following table presents the survey outcomes on the empowerment of women household heads in the past ten years as conducted by Megan Scalon.

Table3.Achievement of Objectives Based on Survey of 10 Years of PEKKA Empowerment Program by Megan Scalon in 2011 Objective Impact on members Impact on cadres

Improved economic condition Insignificant Weak positive Improved welfare Positive Positive Access to resources Weak positive Fairly strong positive Critical awareness Insignificant Positive Participation Weak positive Positive Control within PEKKA women Positive Positive Control in the household No information Positive Control in society Insignificant Positive leadingto strong Control at the district/provincial level Insignificant Weak positive

c) Achievement of objectives based on PEKKA National Secretariat data In the past ten years, PEKKA National Secretariat has documented the outcomes of activities carried out through programs. Documentation covers the process and outcomes of activity implementation for each program developed through its internal monitoring and evaluation system. By referring to foregoing objectives, the following table complements the survey outcomes of independent evaluations performed by parties outside of PEKKA National Secretariat.

Table4.Quantitative Achievement of Objectives by PEKKA National Secretariat No Objective Achievement 1 Welfare . Savings among PEKKA members increased an average of 50% each year . Largest amount of member savings reached Rp 14,697,000 compared to the initial amount of Rp 900,000 . Total joint savings reached Rp3,551,349,024 . Member loans rose an average of 20% each year . Largest amount of loan reached Rp 25,000,000 per year, and average member loans amounted to Rp 1,500,000 compared to the initial amount at Rp 100,000 . The largest amount of year-end margin surplus ever

received by members is Rp 2,345,071 . Shift in the number of women household heads earning below Rp 7,500 per day from 51% at the initial stage to 38%, and those with an income of above Rp15,000 increased from 16% to 24% . Post-tsunami Aceh, PEKKA built and renovated 284 houses, rebuilt the businesses of 840 members destroyed by the disaster and granted scholarships to 2,367 children of tsunami victims

2 Access to  35 savings and loan institutions and cooperatives have Resources been established and developed in 18 provinces collectively owned and controlled by PEKKA members with assets worth Rp11,655,302,874 and overall loan turnover of Rp 30,985,173,592  61 units of early childhood education centers have been established serving a total of 2,343 pupils from poor families, and managed by PEKKA members  92 literacy centers have been established teaching 2,562 illiterate women, and managed by PEKKA members  Some 233 PEKKA members who had dropped out of school received financial assistance to follow the open learning package in order to earn their primary and secondary school certificates  Some 15,450 children of PEKKA women and other poor families have received scholarships for primary and junior- high education  60 PEKKA Centers (learning centers) have been established; 25 main centers and 35 support centers accessible to at least 7,000 PEKKA women and other members of the community (10% are men) each year  9 community radio stations have been established with an average of 8.5 hours broadcasting time each day reaching more than 7,700 loyal listeners, and managed by PEKKA members  7 community video studios are managed by PEKKA members capable of producing an average of 10 community videos each year 3 Participation  At least 749 PEKKA groups have been established with total members reaching 16,833 female household heads and some 100,000 of their family members have

benefited from various PEKKA activities in 471 villages across 19 provinces in Indonesia.  No less than 1,500 PEKKA cadres, leaders and members have been elected as leaders in various public, social and community activities, including as executives of community-based organizations, administrators of development programs such as PNPM, heads of RT/RW (neighborhood associations), staff members of village government offices, and executives of PKK and other social or religious movements.  Some 2,948 PEKKA members, cadres and union leaders are actively involved in various decision-making processes at the community level, including musrenbangand even at the district level through dialogues with the local government to discuss on social and economic issues confronting local communities.

4 Critical Awareness  48 training programs have been provided to female household heads, including on social analysis, motivation for working in groups, transformative leadership, reproductive health rights, the law and women’s rights, gender budgeting, advocacy and gender sensitivity, with training participants totaling 44,148 people.  Through legal empowerment, 6,639 children from poor families could obtain their birth certificates free of charge, 2,423 local residents managed to settle their marriage issues through the circuit court, and an average of 14 cases of violence against women are brought to trial each year.

5 Control  8 types of interest groups have been established in all PEKKA locations, including groups on legal awareness, education development, political education and concern over the welfare of female household heads.  Multistakeholder forums for access to justice for women household heads and other poor communities have been established in 18 provinces.

With regard to economic strengthening, the most significant change noticeable in the lives of women household heads is the growth in assets collectively owned and controlled by PEKKA

women. Financial assets increased at an average of above 2.5% each year. The following provides data onthe financial assets of women household heads in locations where PEKKA is established in 2010 and 2011.

Table 6.Collective Financial Assets of PEKKA Women in 2010-2011 No Region 2010 2011 1 Aceh 3.712.519.630 3.670.395.650 2 West Java 1.060.137.340 1.074.223.540 3 Central Java 499.636.926 519.319.326 4 West Kalimantan 414.942.187 184.822.850 5 East Nusa Tenggara 1.000.801.503 1.099.640.859 6 West Nusa Tenggara 3.403.666.203 3.915.767.593 7 Southeast Sulawesi 891.619.460 908.337.085 8 North Maluku 370.003.721 242.510.971 9 North Sumatra 2.413.000 10 South Sumatera 11.174.000 11 West Sumatera 7.342.000 12 Banten 12.853.000 13 Yogyakarta 1.274.000 14 East Java - 15 South Kalimantan 1.665.000 16 Selatan Sulawesi 3.564.000 17 North Sulawesi - 18 Bali - Jumlah 11.353.326.970 11.655.302.874

12. Changes experienced by PEKKA women

Ten years of empowering female household heads have brought about marked changes to their lives. Several indicators of change developed by PEKKA National Secretariat include self- advancement, life skills, knowledge and outlook, and social status. These indicators are developed based on initial identification of various issues confronting poor women household heads before they were organized by PEKKA. Through the problem identification process carried out at the early stage of program implementation, it was found that poor women household heads must deal with a host of common issues, including poverty, lost of self-confidence, isolation, negative labeling and harassment, and loneliness. PEKKA National Secretariat saw positive changes in many aspects of their lives, either individually or collectively, as evident in various encouraging outcomes of their empowerment process.

PEKKA National Secretariat has conducted two surveys to mark five and ten years into the empowerment of female household heads in order to learn about the changes felt by these

women. The second survey in general showed positive changes and an increasing number of female household heads have benefited from the process compared to the five-year survey.

Table6.Changes felt by PEKKA women after empowerment Indicator Five-year Ten-year Survey Survey Self-advancement Better and far more self-confidence 67% 80.8% Far more courage in speaking before the public 65% 78.4% Much bolder in making decisions - 78.1% Much clearer sense of purpose in leading life 70% 82.1% Life skills Enhanced capacity and life skills 69% 75.1% Far more improvements and progress in businesses 51% 70.8% Increased capacity in meeting daily needs 51% 71.7% Much wider access to various resources 54% 75.1% Knowledge and outlook Better and far more understanding on political and leadership issues 40% 74.5% Better and far more understanding on their rights as human beings 38.6% 76.4% and citizens Far more sensitive on social issues around them 52% 79.6% Social Status Increased number of friends and acquaintances - 85.1% Elevated social status 49% 79.2% Far more involvement in society 39% 79.9% Far more respect from society 56% 81.1%

13. Existence and Contribution

Another fairly significant outcome of the empowerment of female household heads in the past ten years concerns the more widespread acceptance and recognition of women heads of households. Before they were empowered, the existence of these women practically goes unnoticed. The term Pekka or ‘female household head’ was first used in this initiative. Previously, society in general held a stereotypical perception of women without husbands, such as widows and single women above the age of 25. Although still far from expectation, at least in areas where PEKKA is established, society has gradually begun to recognize and respect women household heads who contribute significantly to the community.

A. Existence of PEKKA as an Organization

The organizational presence of PEKKA at the grassroots level, felt in more than half of the country’sexpansive territory is an essential collective social asset with the enormous potential of instigating widespread social changes. In nearly all PEKKA empowerment locations, its cadres and leaders have made significant strides in mobilizing not only PEKKA members but also other poor communities. Although progress has been gradual, the growth of PEKKA communities organized intoPEKKA groups has consistently increased at an average of 15% each year, both through efforts carried out by the National Secretariat as well as at the initiative of other community groups. The table and graph below provides an illustration of this development.

Table7.10 Year Presence of PEKKA Groups No Province Regency Sub-District Village Groups Membe rs 1 Aceh 10 28 134 144 3,737 2 West Java 4 10 42 87 1,860 3 East Nusa Tenggara 1 8 50 84 2,281 4 Southeast Sulawesi 1 13 44 53 1,431 5 West Kalimantan 3 7 19 41 1,040 6 Center Java 3 6 23 45 873 7 West NusaTenggara 2 7 32 67 2,351 8 North Maluku 1 6 31 35 554 9 North Sumatra 1 4 14 40 556 10 South Sumatera 1 5 18 19 372 11 East Java 2 7 10 34 477 12 South Sulawesi 1 3 4 12 204 13 North Sulawesi 1 3 10 14 189 14 Bali 3 3 3 3 88 15 West Sumatra 1 1 4 11 202 16 Banten 1 3 8 12 168 17 Yogyakarta 1 3 7 14 276 18 South Kalimantan 1 1 11 12 148 19 Jakarta 1 3 2 3 26 Total 39 121 471 749 16,833

20.000 16.833

15.000

10.008 9.883 9.492 10.000 8.204 7.798 KelompokGroups 6.572 5.482 AnggotaMembers 3.547 5.000 3003 749 473 455 400 367 344 269 239 139 123 - 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002

After more than 5 years of being organized into groups, women household heads in 8 earlier provinces have established PEKKA Unions as independent mass organizations at the provincial level. PEKKA Unionswere officially instituted in the respective regions and each PEKKA Union has elected their own leaders and jointly agreed on their memorandum of association and articles of association. Although all unions adhere to a shared vision and mission, diversity is evident in the different slogans and symbols preferred by each union which in general represent the distinct characteristics of their respective areas. PEKKA Unions from 8 provinces then coalesced into a federation at the national level with democratically elected executive board members. The table below provides details on PEKKA Unions and the Federation of PEKKA Unions.

Tabel 8. Serikat Pekka dan Federasi Serikat Pekka No Region Date of Motto Flag declaration 1 NAD 6 January 2009 Unity, prosperous, equality and justice (Beursaboh Pakat, Makmu Beusare, Ade Berata)

2 Jabar 28 November Sareundeuk Saigel, Sabobot 2008 Sapihanean (Unity, one goals, one beat)

3 Jateng 9 February Anggayuh Kamulyan lan Pakerti 2009 Luhur (Fight for dignity and honor)

4 Kalbar 19 March 2009 Unity, independency in diversity

5 NTB 25 “Cerminan Tiang Berjuang Beriuq Februariy2009 Pesopoq Kemeleq” (Look at our collective efforts to achieve our derams) 6 NTT 21 January Unity, the same rythm to achieve 2009 victory

7 Sultra 1 April 2009 Taposaangu Tapobhangu Kadangiata” (“Unity fight for dignity)

8 Malut 1 July 2009 Mari Torang Biking Perubahan Supaya Torang Mandiri” (Change for independency)

9 National 26 July 2009

Each PEKKA Union establishes its own memorandum of association and articles of association. At the national level (federation), PEKKA has alsolaid down itsmemorandum of association available as an appendix in this report.

B. Media Coverage The existence and initiatives of women heads of household in society has also caught the attention of both print and electronic media at the national and local levels in the past 10 years. No less than 95 articles, newsreports and profiles on PEKKA women were featured in print media such as newspapers and magazines since 2002. Furthermore, at least 10 news coverage on PEKKA women was also broadcasted on national and local television networks. Due to such media publicity, PEKKA is better known to the public at large and has inspired others particularly women household heads to develop similar initiatives.

Table 9.Total News Coverage on PEKKA 2001 2003 2004 2005 2006 2007 2008 2009 2010 2011 Total News 1 1 8 16 7 13 6 9 26 8

C. Network As part of the civil society movement, PEKKA’s existence and its important contribution to society has gained greater recognition. To broaden its outlook and rally wider support for its programs,

PEKKA National Secretariat has forged local, national, and international networks. PEKKA’s involvement in these networks is duly recognized, and in several networks, issues affecting female household heads have even been highlighted as a collective advocacy agenda.

Table 10. PEKKA National Secretariat Networks by 2011 No Nama Jaringan Cakupan Fokus 1 Alimaat – Gerakan Keadilan Nasional Advokasi hukum keluarga berbasis Keluarga Indonesia agama Islam 2 SEAPCP – South East Asia Regional Asia Pengorganisasian Basis dengan Popular Communication Tenggara pendekatan pendidikan dan komunikasi Program populer 3 ASPBAE – Asia South Pacific Regional Asia Hak Pendidikan Sepanjang Hayat Bureau for Adult Education Pacific 4 JASS – Just Associates Global Hak perempuan dan nilai – nilai feminis dalam gerakan perubahan sosial 5 AWID-Association for Women Global Hak asasi perempuan dalam in Development pembangunan dan keadilan 6 Sosial Watch Global Advokasi hak-hak dasar manusia 7 Jaringan Pemberdayaan Nasional Pengembangan Ekonomi mikro Ekonomi Perempuan perempuan 8 Pengembangan Usaha Kecil Nasional Pengembangan UKM Perempuan Mikro Perempuan – KPPA 9 Suara Komunitas Nasional Penguatan Kapasitas Radio Komunitas 10 Satu Dunia Nasional Berbagi pengetahuan dan informasi untuk pemanfaatan teknologi 11 ICT4W Nasional Penguatan akses perempuan terhadap Information Communication Teknologi Informasi Komunikasi (TIK) Technology For Women 12 We Watch – Jaringan Nasional Advokasi Pendidikan untuk keaksaraan masyarakat sipil untuk keaksaraan perempuan 13 Jaringan Kerja Gender dan Nasional Pengurus utama gender untuk Pengurangan Resiko Bencana penanggulangan bencana 14 Jaringan Paralegal Indonesia Nasional Advokasi pengakuan terhadap paralegal dalam sistem hukum Indonesia 15 Jaringan kerja perlindungan Nasional Pengembangan naskah akdemik dan perempuan pekerja rumahan keputusan menteri untuk perlindungan pekerja rumahan 16 Jaringan kerja untuk bantuan Nasional Pengembangan kebijakan, peraturan hukum pemerintah dan peraturan menteri untuk bantuan hukum 17 Jaringan perempuan dan Nasional Penguatan perempuan untuk

No Nama Jaringan Cakupan Fokus pangan ketahanan pangan dalam konteks perubahan iklim 18 Jaringan gerakan anti korupsi Provinsi Jawa Advokasi sistem yang transparan Tengah 19 Gerakan Perempuan Aceh Provinsi Aceh Perjuangan perempuan Aceh untuk hak perempuan Aceh 20 Jaringan Radio Komunitas Provinsi Jawa Pengembangan Radio Komunitas Barat 21 Engage Media Internasional Social and environmental change using video, internet technology 22 Kampoeng Halaman Nasional Pendidikan remaja dan masyarakat berbasis komunitas 23 Combine Resources Nasional Pengembangan media komunitas dan pemanfaatan tekhnologi informasi komunikasi 24 VHR Media Nasional Hak asasi manusia

D. Appreciation Through programs that they have developed, PEKKA communities have contributed significantly to society and generated markedpositive changes. This has prompted several parties to closely keep abreast with progress achieved by PEKKA in order to show appreciation through the bestowing of awards. In the past 10 years, the women-headed household empowerment program has garnered various awards of appreciation granted by relevant parties. These awards come in different forms, including special awards for certain aspects in the development of female household heads, and general awards for programs developed by PEKKA. The following table contains information on awards received by PEKKA to date.

Table 11.Award Received byPEKKA October 2009, International September 2010, from GRM January 2011, International Award for Best Practice International; Award for “Best Practice Award in supporting the National Outstanding and Most Favorite JSDF most vulnerable Achievement Award Program”; JSDF and the groupsthrough JSDF”; World Bank Japanese government

E. Central Role ofPEKKA Centers

Another significant contribution from PEKKA that has bolstered its image and reputation before the eyes of the public is the establishment of learning centers or better known as PEKKA Centers. In these centers, various programs and activities are developed involving the general public, such

as those on early childhood education, literacy classes, children learning programs, community radio, and community video studio.

Table 12.Presence of PEKKA Centers Propinsi Center Center PAUD Kelas Kelas Taman Vikom Rakom Utama Pendukung Keaksaraan belajar Bacaan Aceh 8 7 7 9 17 7 4 3 Jabar 4 5 20 9 1 4 1 1 Jateng 3 0 7 6 2 3 - 1 Kalbar 3 1 11 - - 3 - 1 NTB 2 10 - 31 - 3 1 1 NTT 3 8 9 29 17 3 1 2 Sultra 2 3 7 8 1 3 - 1 Malut 1 1 - 1 - - - -

III. WHAT CAN BE LEARNED FROM THE PEKKA EMPOWERMENT PROGRAM 1. Turning a development program into a “community movement” is possible!

“A movement is an organized set of constituentspursuing a common agenda of change through collective action” (S. Batliwala, 2011)

The PEKKA empowerment program emerged from profound concerns which other development programs also seek to address. Hence, the empowerment program begins with a development approach geared at organizing female household heads to tackle economic issues and help them meet their daily needs. From the initial stage of developing this initiative, the empowerment framework is designed as a process to build a community movement aimed at pushing for greater and more sustainable social changes. Hence, the change of name from “Widows’Project” to “Empowerment of Women Household Heads”.Replacing the word ‘widow’with‘female household heads’ is ideological in nature and carries a political agenda that challenges the concept of household heads as being the privilege of men, a prevailing notion of the state and later translated into the Marriage Law shaped by socio-cultural values that relegate women to a subordinate position within the family unit.

Transforming a development program into a women-headed household empowerment movement clearly did not take place overnight, but has undergone a gradual process through stages created purposefully, collectively, and consistently by the National Secretariat team together with PEKKA cadres and leaders. To date, PEKKA can be considered as a social movement that generates sustainable social changes. By drawing from the women’s movement checklist

developed by Srilatha Batliwala (2010), most PEKKA empowerment elements are also the building blocks of a women’s movement.

Table 13. Checklist of PEKKA Empowerment as a Women’s Movement No Elements of Women’s Check Elements ofPEKKA Empowerment Movement 1 Women membership- or v From the outset, PEKKA women are developed constituent-based through the affinity group approach and membership is specifically meant for female household heads. 2 Has either a formal or v From the outset, PEKKA women are formed informal organizational into organized self-reliant groups, and later structure evolved into a formal organization, PEKKA Union 3 Has a clear political agenda v PEKKA has an extremely clear political agenda related to gender equality which seeks to fight for the recognition, equality and justice of women as heads of household 4 Women’s leadership at v PEKKA as an organization, is led by cadres every level among female household heads appointed directly by the PEKKA community 5 Conduct collective action v PEKKA movement has always been carried out or jointly address the jointly in groups, beginning from efforts to agenda on women’s meet practical needs to their advocacy. equality and justice 6 Sustainability v Within a ten-year period, PEKKA has continued to grow and develop despite fluctuations. 7 Apply a combination of v PEKKA applies at least four different but strategies for change and mutually related strategies: critical awareness women’s involvement in to build a common vision, capacity building, every phase organizational and network development, advocacy and campaign for social change 8 Embrace feminist values v Although it has not always been easy to build awareness on equality and justice as the core values of a feminist struggle, throughout the empowerment process these values are constantly brought to the fore in organizing female household heads

The empowerment of female household heads and its resultant activities are undoubtedly a challenging endeavor, particularly as the ambition from the start is to transform a development

approach into a social movement. The success of thePEKKA empowerment program as a social movement, if such claim can be made, is supported by various enabling factors particularly related to the empowerment process. The development and application of the four-pillar strategy of PEKKA empowerment program from the outset is the key to success in transforming a development agenda into a social movement.

 First Pillar, building a common vision and mission through critical awareness on the existence, rights, position, and status of women household headswith regard to social construction

At least the first year of organizing efforts carried out by the PEKKA National Secretariat team was dedicated to achieving this pillar. Through persistent efforts and diverse approaches, including in- class training, informal discussions and focused group discussions, constructive emotions are stirred within female household heads and their understanding heightened on the significance of their contribution as human beings, women and heads of families for the purpose of fighting against and reversing injustices that they have long endured. PEKKA women are also encouraged to build boundless dreams and ambitions through collective strength which they themselves shall nurture and consolidate. These dreams and aspirations shall be motivation for them and the PEKKA National Secretariat.

 Second pillar, building the capacity of women household heads to enable them to face life’s challenges, both as individuals and collectively as a group.

PEKKA National Secretariat has developed various training modules to enhance lifeskills for self- advancement, broaden knowledge and outlook, and develop leadership and managerial skills. Every member must at least participate in one type of training program. More than half of them have at least on two separate occasions undergone training.

Table 14.Training courses participated by PEKKA women Attended more Attended 4-5 Attended 2-3 Attended at Never than 5 training training training least one attended any courses (23%) courses courses (26%) training course training course (9%) (25%) (17%)

Capacity building programs are not always about themes that are new and unfamiliar to women household heads. Through adult education and popular media that emphasizes on learning from

experience has helped them become increasingly aware of their potential and the importance of supporting each other in order to strengthen their capacity. In addition, the adoption of the peer learning approach has allowed them to share and collectively draw experiences and knowledge from each other as lessons learnt. At least 51 modules have been developed by PEKKA National Secretariat which can be grouped into the following 10 topics.

Table 15.Capacity building modules and curriculum for PEKKA women No Topic Total Objective modules 1 Organizing PEKKA 7 To inform on stages involved in organizing women (CO) modules PEKKA women, beginning from the approach, motivational techniques, building vision and mission to group management 2 Building collective 5 To develop savings and loan cooperatives, economic assets modules manage revolving funds, book-keeping and accountability mechanisms 3 Developing micro- 6 Entrepreneurship, business management, businesses modules business skills, joint businesses 4 Lifelong education 6 To develop functional literacy classes, early modules childhood education, scholarship management 5 Access to justice 6 Legal literacy, paralegal development, modules building multistakeholder networks, legal instruments 6 Political participation 4 To understand gender budgets, national modules political system, become voters and undertake the oversight function, participate in musrenbang 7 Leadership 4 To lead and be led, build self-confidence and modules a firm stance, self-reliant group management, regeneration of cadres 8 PEKKA community media 7 Community radio, community video, modules community photography, community media, writing skills, internet, library 9 Lifelong health 3 Reproductive health, mother and child health, modules become health facilitators 10 Advocacy 3 To understand advocacy, advocacy strategies, modules build alliance and networks

 Third pillar, organizational development, leadership capacity enhancement and network building among PEKKA members

This is the most effective strategy forlaying the foundation of PEKKA’s movement. Self-reliant groups and savings and loan entities as entry points for PEKKA National Secretariat have proven to be effective in marshalling collective strength, as well as building solidarity and trust among PEKKA members. Groups also function as ‘homes’ for PEKKA members to develop their leadership capacity and the ability to manage organizations and resources, to address social and political issues and develop their advocacy agenda. When groups have matured, it shall be easier to facilitate their efforts to become autonomous organizations within the existing social system.

Furthermore, since the beginning PEKKA National Secretariat has helped develop the leadership skills of PEKKA women. In their respective independent groups, they must be able to democratically elect a leader amongst them based on mutually agreed criteria. Women’s lack of experience in leading groups outside of their family unit is a challenge in itself in efforts to develop leaders from within the PEKKA community. As such, in many groups the regeneration of cadres and the replacement of leaders have proceeded at snail’s pace. Nevertheless, one key principle that they hold firm to is to ensure that their leaders come from among themselves. Through intensive training and assistance, leaders from among female heads of household have also managed to assume leadership positions in the wider public domain. More than 800 PEKKA cadres have played central leadership roles in society at large. The table below illustrates this situation.

Table 16.PEKKA leaders and cadres in public leadership NO PUBLIC SPHERE PEKKA CADRES

1 Cadres for posyandu (integrated health centers) / village health care / 253 senior citizens’ center/planned parenthood/ development of families with children under five / health care for special programs 2 PKK cadres / executives at the village to sub-district level / housewives 77 groups 3 Executives of faith-based organizations (Islamic study circles/church) 29 4 PNPM / UPK/ PPK/ P2TK cadres 70 5 Cadre for FKPM (Police and the Community Partnership Forum) / 1 community police) 6 Members of the village representative body (BPD) / Tuha Peut / village 13 deliberative body (in NAD) 7 Members of the community empowerment institution (LPM) 5 8 Village head 1

9 Staffmembers of the village or kelurahan government office 10 10 Heads of RT & RW (neighborhood/community associations) 14 11 Candidates for village/hamlet heads 3 12 Musrenbangparticipants 264 13 Executives of non-PEKKA groups (farmers’ groups, KPI) 11 14 Legislative candidates for the legislative elections (2009) 14 15 Organizing committee of the general elections (KPPS PEMILU, PILKADA) 41 16 Executives of HIMPAUDI / early childhood education tutors / 32 educational packages TOTAL 838

Absolute autonomy of organizations established by PEKKA members is non-negotiable. PEKKA members who have joined under unions must develop their own memorandum of association and articles of association as their organizational foundation to ensure that no other parties can interfere with the functioning of their organizations. The highest authority in PEKKA organizations lies with the annual meeting of members at the Union level and a similar meeting at the Federation level every three years. In the early stages, the growth and development of member- based organizations was not initiated by the community, but from PEKKA National Secretariat. Similarly, several learning programsintended to assist and empower PEKKA women are initiatives developed by PEKKA National Secretariat based on meticulous analysis and intensive field observation. Not all processes taking place in organizations developed by PEKKA members emerged from a bottom-up approach. At the group level, all processes are participatory in nature involving all members, particularly with regard to resource management and organizational development.

 Fourth pillar, advocacy and awareness-building for social change

From change theories developed as reference for the empowerment of women household heads, it is clear that the lives of these women are significantly influenced by three power dimensions that cannot instantly be conquered once they have access to resources, developed the necessary capacities and have been effectively organized. In view of this, advocacy and awareness-building efforts to address various aspects of their lives affected by the three power dimensions become of utmost necessity for PEKKA women. Their strength lies in the ability to alter negative labeling toward widows, making the rest of society appreciate the critical role that they play as heads of households. This change is made possible due to their hard work, tangible contribution to society and own efforts in building the awareness of the public. PEKKA women have also gained the attention of the wider public through effective documentation produced by PEKKA National Secretariat and PEKKA cadres in the form of videos, photographs and books. In addition, they have also utilized community radio to disseminate their agendas, knowledge and outlook on the need to secure justice, an agenda which they are struggling to realize.

The advocacy of policies issued by the government as the bearer of authority has also been initiated by PEKKA women through dialogues with and visits to government agencies concerning common issues which they still confront. The development of multistakeholder forums on access to justice serves as an effective vehicle for women household heads to voice their aspirations and that of other poor communities. Through intensive interaction and communication within this forum, PEKKA women seeks to exert influence on policies, mainly those related to access to justice for the poor.

Table 17.Advocacy efforts of PEKKA women PEKKA No Activity Institution involved women involved 1 Regional Forum Local government, local implementation offices 5,775 (SKPD), law enforcement agencies, religious leaders and traditional elders 2 National Forum Central government, relevant ministries, 703 technical departments, law enforcement agencies, prominent figures 3 Musrenbangand Village, sub-district and district 2,955 SKPD government;SKPD;and prominent community figures 4 Dialogues, visits District head, deputy district head, Women and 8,392 and audiences Child Empowerment and Planned Parenthood Agency, BPMD / BPM/ BAPERMAS/National Unity and Community Protection Agency, BAPPEDA/SETDA, district local offices, law enforcement agencies (police, district courts, attorney’s office), civil registry, P2TP2A, religious leaders/Ministry of Religious Affairs/KUA, sub- district office, Women’s Empowerment Ministry, wife of the deputy governor, district-level TP PKK 5 Legislative DPRD (Local House of Representatives) 481 hearings 6 General elections / Political parties, district head candidates, PPK, 2,167 district head Electoral Oversight Committee, General Elections elections Commission (KPU) 7 General Inter-faith organizations, local budget 111 committee, LPM associations

2. Affirmative actions to turn the invisible into being visible

By exclusively focusing on the organizing of poor women heads of households, this specific group has been afforded with ample space and opportunities to develop themselves, including through building individual and collective strength, and gaining access to various resources which have previously been denied of them. Lessons drawn from the experience of these women show that affirmative actions are highly effective in organizing the most vulnerable groups incapable of competing with other mainstream groups. The organizing process becomes more effective with a group approach targeted at women heads of household in their respective areas. By coming together as groups, these women have been trained to develop their organizational and leadership skills. They have also built collective strengths and mobilized themselves into becoming self-reliant groupsthat help elevate their status in society and earn the respect of others.

Affirmative actions are also strategic forstrengthening women’s leadership, still uncommon in most of society. Through PEKKA groups, the development of local cadres and leaders from among PEKKA women can be more focused. Existing resources can optimally be invested to train and facilitate cadres in an intensive manner to ensure that they becomea driving force for community groups, promoting knowledge and skills transfer to fellow peers and others in society. 3. Translating grand concepts and jargons into practical actions that answer the urgent needs of PEKKA communities

The empowerment of women household heads was not built on discussions about grand development concepts and jargons, such as democracy, justice, human rights and gender equality. It began from humble efforts deeply rooted in the tradition of local communities through savings and loan activities. In addition to instilling the spirit of self-reliance, savings and loan mechanisms can also become a medium to nurture mutual help in overcoming economic issues faced by members. It creates room for members to meet on a regular basis as they conduct their savings and loan activities, building trust within the group. Running such credit schemes also function as training ground to hone the management skills of administrators in particular and members in general. More than just a regular activity, micro-credit institutions have managed to alter the consumptive behavior of members into more productive undertakings. The obligation to save money before they can apply for credit impels group members to be increasingly prudent in managing their personal finances in order to be able to set aside some money. This savings habit also helps members to refrain from spendthrift behavior and wasteful buying.

The cooperative system applied in the savings and loan scheme of PEKKA women tangibly allows them to democratically build their economic resources. The principle of one person one vote regardless of their savings amount guarantees equal power sharing in group decision-making with regard to leadership and the management of financial resources. Leaders elected by members, decision-making based on majority vote and equal amount of principal and obligatory savings for each member become the foundation for building equality and democratization in group

decision-making and instilling a sense of ownership and collective responsibility in the development of the group. The annual meeting of members teaches PEKKA women to develop a transparent accountability mechanism. The periodic change in leadership allows other members to develop their leadership skills and prevent the emergence of elites with absolute power inclined towards the status quo.

PEKKA National Secretariat has introduced diverse forms of activities that necessitate PEKKA members to work as a group. Although not all PEKKA members can partake in the entire range of activities launched by PEKKA National Secretariat, more than 75% of them participate in core activities, such as savings and loan, routine meetings and regional forums. The following table provides information on the types of PEKKA activities and the percentage of members participating in them.

Table 18.PEKKA activities and participation of PEKKA members Activity Training Routine Savings Regional Comparative Recreation National Others meeting and forum study forum loan Percentage of PEKKA 62.6% 77.3% 76.1% 75.9% 10.6% 17.3% 19.4% 3.8% members’ participation

4. Realizing the key role of PEKKA National Secretariat as an institution that develops and supports the autonomy of organizations managed by PEKKA members

The social movement of women household heads would not have materialized without the presence of PEKKA National Secretariat. Key elements within PEKKA National Secretariat that need to be maintained to ensure the sustainability of the empowerment process are as follows:

A. Field workers

Field workers who work full-time directly with the people and live among them are necessary. They are the ones responsible for daily field activities, including organizing, training and assisting target groups. They function as facilitators who guide groups and cadres to develop their own activities. It is most essential for field workers to demonstrate unswerving dedication and strong motivation to work amid society despite the many challenges and barriers. Skills and knowledge can be enhanced through a series of training.

B. Secretariat and coordination and expert teams

Field workers must be backed by an appropriate mechanism for developing concepts, frameworks, methodologies and contents by taking into account the routine nature of work and their physical distance from various sources of information which impedes the ability to further develop themselves. The presence of the National Secretariat along with its coordination team consisting of experts in different aspects of the empowerment process becomes of paramount importance. The team is tasked to support field workers which include the continual strengthening of field workers’ capacity to enable them to effectively carry out their function. The team is also responsible for developing cadres and guaranteeing that programs remain on track.

5. Policy changes through involvement, communication and dialogues

For women household heads, the government is perceived as the formal bearer of authority that plays a decisive role in efforts to change their lives for the better. Building effective communication and constructive dialogues are the preferred approach for these women given their vulnerability and weak position in the existing social construct. In the first ten years, PEKKA women have placed priority on building intensive communication and dialogues with law enforcement agencies and the local government for the purpose of opening up access to justice for female heads of household and other poor communities. Communication with law enforcers as stakeholders is conducted through routine and periodic forums. Through such platforms, the public and government can work hand in hand to gather information and build lessons learnt on current situations, resources and all other matters that lead to greater access to justice for the people.

6. Access to sustainable and multiple financing is the people’s right

Empowering vulnerable and marginalized communities entail a considerable amount of funds as it relates to multi-dimensional issues that need to be urgently dealt with. Ten years of experience in empowering women household heads have identified at least three key financing components required for empowering the poorest communities, such as female heads of households.

A. Direct community aid for collective economic resources

Direct community aid refers to funding necessary for the community empowerment process, mainly for the poorest of the poor. Such aid is made available through stimulus funds until impoverished communities can independently develop and manage local resources, and the need for the local government to make good on its promise to integrate the interests of the poor into local financing schemes on a regular basis. Three types of direct community aid that should be made available are revolving funds for business capital, activity funds for various initiatives emerging from the people themselves, and scholarship funds for PEKKA members. Revolving funds are earmarked for business capital of micro-credit groups to be subsequently rotated among members. Activity funds are managed by PEKKA groups to cover expenses, such as transport, meals, activity materials and equipment, facility and infrastructure development for

women’s and community empowerment, health care and food needs under extreme conditions. Scholarship funds on the other hand, help support the education of women and children. PEKKA group members are trained to demand and defend for their rights and to hold accountable to direct community aid in a transparent manner. Direct community aid shouldaccount for the largest funding component in the empowerment of the poor. It should only be restricted for business capital, food, housing and physical development, in addition to human resource development among others through the financing of training courses, and the development of information and learning centers.

B. Funds for training and technical assistance

Funds for intensive training and technical assistance are critical for implementing empowerment programs at least for a five-year period. Such funds must be regarded as invaluable investment for the empowerment process that emphasizes on human resource development. Training funds are necessary to meet logistical needs, such as accommodation, meals, and training equipment and supplies, while funds for technical assistance are allocated for the payment of remuneration, as well as transport and operational costs of field workers and coordination and expert teams who generally conduct training at the grassroots level. Funds for training and technical assistance should ideally range from 24% to 40% of total program expenses. This takes into consideration the need for intensive efforts to build the capacity of the poorest and most marginalized groups.

C. Funds for supporting Secretariat activities

The entire empowerment process necessitates secretariat support for administrative work, program financial management and documentation to ensure the development and maintenance of a transparent program mechanism. Funds are channeled for office lease, communication needs, office equipment and supplies, transport, program documentation along with the production and distribution of documentation materials. Many programs are reluctant to help finance secretariat activities, when they are equally essential as any other components. Ensuring specific allocation for secretariat functions can help prevent misuse of other funding sources. Ideally, allocation for secretariat expenses should account for10% - 15% of totalprogram expenditure.

Funding sources are the heaviest challenge that must be dealt with, primarily in order to maintain program continuity implemented in a given community. Donor agencies channeling grant aidare ideal sources of funds for such efforts as they allow more flexibility in terms of fund management. Flexibility of funding means that adjustments are possible to suit developments in the field which are crucial in an empowerment process. Furthermore, a simple yet accurate procedure is also a key requirement considering the dynamics of the community and poor communities’ lack of ability to manage an effective financial administration system. Other funding sources can be derived from government budgets by integrating the empowerment process into development efforts in general. Accessing such funds shall be more difficult. A self-sufficient community and

non-binding contributions from independent parties can become alternative sources of funding for the empowerment process. Regardless of the source, foremost is the need for speedy, flexible and transparent management and administration of funds.

The table below shows the direct benefits for female household heads according to fund allocations.

Table19.Direct benefits for PEKKA members in the allocation of funds Revolving Children’s House Food and Emergency Others funds scholarship repair health disaster relief Percentage of PEKKA beneficiaries 68.5% 49% 5.8% 15.9% 2.2% 1.5%

7. WHAT SETBACKS MUST PEKKA DEAL WITH?

The empowerment of female heads of household has not always been smooth sailing. Obstacles and challenges are almost certain to emerge in every strategy developed. In many cases, emerging challenges undermine and can even ruin all that has been painstakingly built through a lengthy empowerment process. The following provides insights on several aspects that have slowed down the empowerment process and on how PEKKA National Secretariat has responded to these setbacks.

Table 20.Challenges and Setbacks Causes of Setbacks PEKKA National Secretariat Response Affirmative action begets social To deal with social resentment, in a resentment. The establishment of PEKKA gradual fashion, PEKKA members have exclusive groups at a certain point when shared existing resources with other poor these groups have grown and developed communities, including with regard to has led to social resentment in the funds, information, knowledge, and community. Privileged access and opportunities through PEKKA learning treatment given to PEKKA members centers. pushes aside other community groups who may be facing similar issues. Leadership development from among A gradual training process and intensive female household heads is hampered by assistance forPEKKA women are carried shortage of capable and willing human out to develop their leadership potential. resources. Limited education, narrow Exposure through visits outside of their mindset and lack of experience are major own regions, reaching even the national challenges. level is intended to build their self- confidence.

Consistent efforts to develop cadres are To tackle this issue, PEKKA has developed impeded by the emergence of “elites” cadres through a layered approach and within PEKKA groups. Cadres withbroader involving a greater number of them to knowledge, outlook and experience ensure that competent cadres are no compared to others have made them into longer restricted to a limited few amid the arrogant individuals, and would abuse majority. Stringent sanctions are also authority by engaging in acts harmful to enforced for cadres in breach of policies, the community, including corrupt among others by denying access to various practices. resources.

Adopting a savings and loan approach as Efforts are initiated to motivate PEKKA the entry point for organizing female women to become more self-reliant by household heads is against the giving examples of success stories which mainstream paradigm as other normally begins with increased development programs generally provide independent through collective savings. some form of assistance from the Community groups that persistently beginning. demand for assistance from early on are generally ignored. Poor female household heads would tend This problem is overcome by offering to initially reject the savings and loan several saving alternatives, for example mechanism citing money constraints as through non-cash savings, savings in small reason for not being able to start saving, amounts, and savings on a daily basis. and instead expect direct assistance. Members who diligently save money are rewarded by sharinggroup’s year-end surplus income as motivation for developing a savings habit. Savings and loan activities can also Efforts are made to develop thematic causePEKKA members to focus only on activities including on healthcare, legal daily routines and ignoring the need to empowerment, education, and politics. develop a much larger political agenda. This is effective to encourage PEKKA women to continue working towards comprehensive empowerment and still cope with the tight schedule of field activities. Intensive organizing work requires Members are continually motivated by competent field organizers. It is difficult reminding them on the significance of to find individuals who will stay their work, while developing committed to the work for a specified communication and reporting instruments time period in the field and demonstrate as well as conducting intensive field honesty and the willingness to work in a monitoring and exchanging field workers responsible manner without close across regions. supervision given the distance in location. Incentives or honorarium for field PEKKA groups have dealt with this issue by

workers are often an issue for PEKKA providing non-monetary compensation, programs. Different salary such as capacity building programs for systemswithinPEKKA and compared to field workers and creating more other similar programs can create friction opportunities for them to further develop, among field workers. and allowing flexibility in working hours.

Difficulties in developing multi- Regular dialogues are facilitated between stakeholder forums are due to the PEKKA groups and government agencies, stereotypical views and negative and inviting state officials to personally perceptions held byboth PEKKA groups witness the field situation through face-to- and the government about each other. face meetings with PEKKA groups. Availability of direct community funds has Since early on, organizing efforts have made some PEKKA members and the never made any promises that direct aid community in general to only focus on shall be readily available. Groups who only efforts aimed at acquiring these funds intend to seek ‘easy’ fundsare eventually and disregarding the empowerment filtered through a natural process. In process. addition, the distribution of direct community aid is subject to conditionalities among which is the obligation of group members to accumulate and manage their own funds for at least one year. Half-baked preparations, particularly with Direct community aid should mostly be regard to the preparedness of allocated for revolving funds within the communities shall lead to dwindling savings and loan scheme to ensure direct communityaid, which in turn shall equitable access and rotation among result in the discontinuation of activities group members, thus ensuring the once funds have been used up. availability of continual funds. The potential for corruption at different Direct community aid is channeledthrough levels when direct community aid is bank transfers, thus reaching direct disbursed to PEKKA groups. beneficiaries which prevent the possibility of misappropriation by those who have no right to such funds.

8. AS A PILOT PROJECT, HAS PEKKA’S APPROACH BEEN ADAPTED BY OTHER PROGRAMS?

The empowerment of women household heads is a pilot project under the Sub-District Development Program (PPK, Program Pengembangan Kecamatan) from which the government’s main objective is to develop regions in a participatory manner. As a pilot project, the PEKKA empowerment program is expected to generate valuable lessons for improving development program approaches, particularly in the endeavor to reach vulnerable, the most marginalized and

poorest groups. The PKK program later evolved into the National Community Empowerment Program (PNPM) as the nation-wide framework to alleviate poverty through various initiatives.

Since the completion of the first phase of the PEKKA empowerment process (2001-2004), the program has moved on in an independent manner and gradually evolved into a social movement. PEKKA National Secretariat has made all efforts to document the entire process, outcomes and lessons learnt from the empowerment of women household heads in different formats, inter alia, books, videos, photographs and reports, accessible to the public at large through the official website of PEKKA National Secretariat. Documentation is not only the responsibility of the PEKKA National Secretariat team, but also PEKKA cadres through community media activities developed by PEKKA National Secretariat. Documentation covers stories of success and failure, profiles of PEKKA members, processes undertaken and the dynamics that occurred in the past ten years. The table below presents statistical data on different types of documentation produced by PEKKA National Secretariat and PEKKA cadres. Detailed information on documentation is available in the appendices.

Table 21.PEKKA Documentation Book Bulletin Report Video Photo Documenter Documentation Program Comunity 150,000 4 title 8 title 79 unit 9 title 33 title 21 title 54 title unit

PEKKA National Secretariat has also undertaken a broad range of efforts to disseminate key lessons learnt from the PEKKA pilot project, particularly to the government as reference for further empowering vulnerable groups in Indonesia.

The questionas to whether the empowerment process has inspired other programs however cannot be answered as yet. The PEKKA approach requires fundamental changes, particularly concerning its organizational structure in the field which may not be as easy to apply under existing bureaucratic and governance systems.

Nevertheless, PEKKA National Secretariat has noted several initiatives for the advancement of women household heads, including those mounted by the local government, individuals and community groups. The following table shows initiatives related to female household heads implemented other than the ones conducted by PEKKA National Secretariat.

Table 22. Initiatives on Empowering Women Household Heads by Other Parties No Initiative Region 1 Local government developed 25 groups of women West Java household heads in 22 districts in East Java funded by local budgets 2 Local government developed groups of women East Flores

household heads funded by local budgets 3 Community associations developed groups of women Malang, East Java household heads through self-financing 4 Community associations developed groups of women Bali household heads through self-financing

9. WHAT IS PEKKA’S FOCUS STRATEGY TEN YEARS FROM NOW?

PEKKA women have went through the first ten years, persevering despite trying times in an effort to lay down a solid foundation for a sustainable social movement. The next ten years shall certainly be a crucial phase for these women in helping to develop those around them and the nation in general. As a movement, PEKKA women must translate challenges which have been identified thus far into concrete strategies and action plans. They must at least develop four focus strategies that shall enable them to respond to challenges in the next ten years.

A. Independence Independence refers to the ability of women household heads to access, manage, develop and be accountable to all resources that they and other poor communities shall need with minimal assistance from external parties. This is related to the individual and collective capacity of PEKKA women and the community in general with regard to technical and managerial skills, decision- making and self-assuredness to overcome life’s challenges in an independent manner.

B. Sustainability Sustainability relates to efficiency and effectiveness in managing and developing resources, broadening the reach of beneficiaries and leadership succession in a continual and well-planned manner. This is linked to the ability of PEKKA women and the community in translating stated vision and mission into the broader social context, building their capacity to take over facilitation functions as part of their daily existence, and incorporating movements spearheaded by women household heads into the lives of the community in general.

C. Inclusiveness

PEKKA was originally developed as part of an ‘affirmative action’ designed for marginalized women heads of household with regard to the development process. As it adopts an exclusive approach, all existing resources available for this program are only intended for women household heads. Five years into the program, resources have grown significantly while many other individuals are still leading a life similar to that endured by PEKKA women in the past. In view of this, a more inclusive approach (involving the public at large) is of utmost importance to ensure that the multiple impact of this program can be attained. Achieving this also depends on the ability of PEKKA women to

open themselves up and build a shared vision and mission with the general public in collectively developing existing resources.

D. Political engagement Within five years, individual and collective actions have been able to effectively develop the capacity of human resource which has brought forth a considerable number of potential leaders from among PEKKA women. With the competency that they have now, PEKKA women can assume strategic roles in society, including in the decision-making process, facilitation of communities and taking the lead in guiding the community towards social change. This is certainly also associated with the political will of decision-makers and the public in providing PEKKA women with the opportunity to advance vertically, playing more strategic roles in the social and political life in their respective regions.

E. Institutionalization of ongoing process Various resources multiplied and developed in the first ten years of PEKKA women’s empowerment must be regarded and treated as assets for the social movement that need to be safeguarded and their sustainability guaranteed. PEKKA National Secretariat for example, must enhance its role and function to serve a much broader purpose as an institution that helps build the capacity of women leaders, facilitates the further advancement of the movement and provides a support system for pushing the social movement forward. PEKKA National Secretariat must be among the pioneers of social movements at the grassroots level in responding to existing power relations that breed injustices in society.

F. Dissemination of lessons drawn from the PEKKA empowerment process Valuable experiences and lessons derived from the PEKKA empowerment process should be made widely known as a source of inspiration for others with similar concerns and a common vision in social development. PEKKA National Secretariat should be able to bring together all empowerment instruments and materials utilized thus far, worthwhile stories on the ground, profiles and germane cases. Publications can also highlight on different angles, including from the perspectives of the community, donor agencies and the government.

IV. PEKKA FUNDS AND FUNDING

The uninterrupted process of empowering PEKKA women for ten consecutive years was made possible due to funding support from projects developed by PEKKA National Secretariat. Japan Social Development Funds (JSDF) has been the main donor agency of PEKKA National Secretariat in the past ten years. The following presents a list of projects managed by PEKKA National Secretariat in the last ten years. Some of these projects have been completed and closed, while others are still ongoing.

PEKKA National Secretariat projects are funded in stages by donor agencies. The bulk of funds are allocated for activities directly managed by PEKKA communities in the form of revolving funds for the PEKKA savings and loan cooperative, and activity funds managed by PEKKA communities with assistance from PEKKA National Secretariat team. From 2001 to 2004, direct aid for PEKKA women was funneled through PKK, a government project mechanism. The role of PEKKA National Secretariat is to train women household heads in planning activities and utilizing funds, and to assist these women in directly accessing available funds to ensure that none is siphoned off midway (corruption by public office holders). The table below presents information on the funding of PEKKA activities in the past ten years and its allocation.

Empowerment of Women Household Heads (PEKKA)

Tabel 23. List of PEKKA Project 2001 - 2011 No. Project Title Donor Period 1. Management Consultant of Widows and TF026564 – The World Bank 2002 - 2004 Poverty Project 2. Female Headed Household Poverty DVV/IIZ 2003 - 2004 Allevation and Empowerment Program 3. Komnas Perempuan Komnas Perempuan 2002 – 2004 4. JSDF Grant for the Second Support for TF 53442 – The World Bank 15 Oct 2004 – 31 Female Headed Households in Conflict Dec 2008 Areas Project 5. JSDF Grant for Support for Female TF 055749 – The World Bank 27 Sep 2005 – 31 Headed Households during Aceh Dec 2010 Reconstruction 6. Education for Verry Poor Children TF55900 – The World Bank 30 Mar 2006 – 30 Jun 2011 7. Proverty Reduction and Women’s TF 91171 – The World Bank 5 Jun 2008 – 5 Jun Leadership – The PRIME 2012 8. Women’s Legal Empowerment Phase I J4P – The World Bank 2005, 2006, 2008 (WLE) 9. PNPM from the Eyes of PEKKA : a PNPM - The World Bank February 2008 – Community Photography Project (PNPM) December 2009 10. Pengembangan usaha kecil mikro Menneg PP 2008 11. Bantuan bagi kelompok Pekka Dove 2010 12. JSDF Grant for Sustaining Women’s TF 095058 – The World Bank 26 Apr 2010 – 26

No. Project Title Donor Period Leadership Project Apr 2014 13. Trust Fund for the Building Public TF 96440 – The World Bank 17 May 2010 – 30 Demand for Legal and Judicial Reform, Jun 2011 Women’s Legal Empowerment Project Phase II 14. Transition Programme : Access to Justice AUSAID-GRM 2010 (GRM) 15. Grant for Cianjur Community Center Australian AID 2011 16. TOT pengorganisasian Manula Ashoka 2011 17. Access to Justice for Women Heads of AUSAID – CARDNO September – Family and Poor Communities December 2011 18. Strengthening PEKKA Governance and AUSAID - CARDNO November 2011 – Independence Through Improvements to August 2012 Financial Management 19. PEKKA Community Poverty Monitoring AUSAID – GRM December 2011 – and Advocacy Program November 2014

Table 24. Funding of PEKKA activities by type of activity

No. Activities Years Category 2001 - 2005 2006 2007 2008 2009 2010 2011 Total 2004 1. Subgrant (BLM) 67,500,000 1,540,643,109 5,781,163,097 1,193,937,421 2,170,889,511 6,586,170,156 7,089,808,747 21,430,112,042 - 2. Training and 3,754,022,275 1,432,277,350 1,478,812,193 1,374,698,770 2,478,422,251 2,009,703,141 2,142,785,017 4,160,254,489 18,830,975,486 Workshop 3. Consultant 2,452,111,908 547,867,570 1,548,924,831 1,350,675,441 1,682,379,568 1,930,294,602 2,863,601,433 3,123,152,592 Services 15,499,007,946 4. Goods 134,511,750 103,934,759 12,332,076 128,122,000 70,544,500 132,748,000 83,965,000 666,158,085 5. Operational 348,428,825 1,404,251,568 2,217,294,254 2,130,008,929 1,408,299,436 1,469,216,097 1,544,968,942 1,328,407,081 11,850,875,133 Cost

Total 6,622,063,008 3,518,908,238 6,889,609,147 10,648,878,314 6,891,160,678 7,650,647,850 13,270,273,548 12,746,687,909 68,238,128,692

Percentage of Funding PEKKA 0,98 % 17,36 % 2001 - 2011 31,39 %

22,70 % Subgrant Training & Workshop 27,58 % Consultant Services Goods Operating Cost

At the PEKKA community level, funding is also secured from member savings that later become the funding source for loans given out to PEKKA group members. Despite fluctuations, funding for the savings and loan scheme has consistently shown an upward trend. Revolving capital funds obtained from project funding either through PEKKA National Secretariat or government mechanisms, are accumulated as capital for the savings and loan scheme and continue to grow to this day.

Tabel 25.Development of collective savings Pekka

No Region 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 1 Aceh 7.998.700 7.998.700 22.113.100 38.561.400 58.295.200 75.109.650 86.296.400 254.887.542 489.878.280 447.754.300 2 JABAR 7.200.500 7.200.500 84.687.000 50.040.550 100.102.750 61.354.900 76.538.050 107.772.650 133.591.900 147.678.100 3 JATENG - - 3.785.500 12.258.300 21.156.050 19.007.250 37.057.350 88.677.750 124.097.000 179.529.400 4 KALBAR - - 191.000 19.151.600 22.728.000 50.830.600 38.232.450 65.348.450 120.313.775 184.822.850 5 NTB - - 3.763.800 10.251.750 22.961.450 27.717.550 24.628.100 74.801.000 90.121.600 188.960.956 6 NTT 23.439.300 23.439.300 61.191.225 105.202.835 188.846.735 376.832.040 577.840.359 970.486.650 1.597.070.403 2.109.171.793 7 SULTRA 7.625.450 7.625.450 19.568.400 51.566.450 61.512.450 87.323.725 124.704.525 153.978.925 187.798.500 204.516.125 8 MALUT - - 5.293.000 23.416.500 38.510.500 6.854.012 41.036.500 48.541.500 48.630.500 48.630.500 9 SUMUT 2.413.000 10 SUMSEL 11.174.000 11 SUMBAR 7.342.000 12 Banten 12.853.000 13 Yogyakarta 1.274.000 14 JATIM - 15 KALSEL 1.665.000 16 SULSEL 3.564.000 17 SULUT 18 Bali Total 46.263.950 46.263.950 200.593.025 310.449.385 514.113.135 705.029.727 1.006.333.734 1.764.494.467 2.791.501.958 3.551.349.024 percentage increase in - 334 55 66 37 43 75 58 27

Tabel 26. Development of loans Pekka No Region 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 1 Aceh 7.149.400 124.481.750 547.468.000 1.452.374.000 2.475.001.000 2.890.365.300 3.261.614.000 3.816.271.250 3.916.362.700 4.162.801.000 2 JABAR 2.625.000 340.329.000 432.547.500 743.699.000 1.212.173.000 1.291.111.100 2.137.168.900 2.448.728.500 2.535.527.600 2.023.735.200 3 JATENG - - 132.238.500 293.437.500 359.722.000 385.565.500 1.178.253.000 1.180.711.000 2.105.594.000 3.357.165.900 4 KALBAR - - 45.770.000 94.974.520 235.869.500 243.714.600 301.880.500 619.770.500 546.315.000 1.318.713.550 5 NTB - 4.665.500 21.112.500 672.371.250 684.421.750 718.052.600 1.103.613.800 1.148.175.200 2.258.598.400 2.959.332.292 6 NTT 81.414.150 667.198.400 1.338.880.400 2.351.701.850 4.368.187.550 6.048.876.050 7.675.534.050 10.701.985.800 10.924.641.050 12.713.111.650 7 SUKTRA 9.430.000 170.384.000 606.474.000 898.611.800 1.158.270.400 1.919.695.100 2.233.627.000 2.895.347.000 3.092.414.000 4.060.852.900 8 MALUT - 3.005.000 20.625.000 269.036.100 283.316.100 472.329.041 389.971.100 389.461.100 389.461.100 389.461.100 9 SUMUT 436.000 10 SUMSEL 19.992.000 11 SUMBAR 12 Banten 13 JOGJA 14 JATIM 15 KALSEL 16 SULSEL 17 SULUT 6.893.000 18 Bali Jumlah 100.618.550 1.310.063.650 3.145.115.900 6.776.206.020 10.776.961.300 13.969.709.291 18.281.662.350 23.200.450.350 25.768.913.850 30.985.173.592 Prosentase kenaikan 1.202 140 115 59 30 31 27 11 20

V. GETTING TO KNOW PEKKA BETTER THROUGH THEIR STORIES

If we were to peruse through this report from the beginning, its featured contents present both positive and negative changes taking place within communities of women household heads as the principal beneficiaries of PEKKA. It is only appropriate for an institution that must hold accountable to its work, outcomes and resources to place emphasis on the achievement of goals defined from the outset. Nevertheless, an aspect often undervalued and even ignored or has eluded attention concerns the indispensable role of those at the forefront and those supporting from the back who have made it possible for this empowerment process to take place. Hundreds of stories have emerged from them, and us as the team spurring on the process.

It is indeed profoundly inspiring to follow the stories, accounts and journey of each individual working at PEKKA National Secretariat. Joy and sorrow, laughter and tears, and the many causes for celebration. PEKKA National Secretariat is meaningful in different ways for every individual working for the institution. Apart from contributing their energy, thoughts and time, each of them in turn also gains knowledge, experience, life lessons and even values that help them develop into better individuals. Every rupiah received from their services rendered to PEKKA National Secretariat carries significant weight for each PEKKA activist as it also means being able to put food on the table for their families, give their children and siblings an education, have a roof over their heads, and make real their life’s ambition. PEKKA National Secretariat therefore is not merely a place for people to work, but where we build a family, where hopes and dreams are conceived together in concert with the movements and dynamics of women heads of household as PEKKA’s main beneficiary.

The following presents excerpts from inspirational stories written by several PEKKA activists, which we hope can serve as invaluable lessons for all readers.

It has never been easy to organize women household heads on the ground. Mental fortitude is necessary.By not treating this work simply as a ‘job’ creates positive energy that motivates facilitators to carry on for ten years.

The Boss of Widows By: Bernadette Deram PEKKA Regional Coordinator – East Nusa Tenggara

My name is Bernadette Deram. I am the second child of six siblings, three females and three males. I come from a small island at the farthest end of Flores,known for its whale hunting. It was formerly known as Lomleu Island. This birthplace of mine is now a full-fledged district, separated from East Flores and now known as Mawa Lambata.

I was born in a sub-district nestled at the foot of the mountain, yet its climate is excessively dry andconsists mostly of barren land. Water in my village can only be sourced from an underground well, and it tastes salty. The village is named Bunga Muda and is part of the Ile Ape sub-district. I come from a family whose grandfather strictly adheres to the patriarchal culture. His bright and fearless daughters howeveronly managed to finish their primary education because further schooling was out of the question. I am most fortunate that my parents chose to shun such tradition. Alas, my eldest sister only completed her primary education simply because she was anobedient child and somewhat spoiled. She could never bear to be away from parents. If she had decided to continue to junior high school, she would have to live in the city and could only come home for school holidays.

I come from family of farmers and fishermen, but I am proud to say that both my parents have worked extremely hard to ensure that their children go to school, and there was no gender discrimination. The important thing is for the child to be smart and willing to pursue a higher level of education. My younger sister and I are college graduates, whereas my younger brother only completed his secondary education. My parents could actually afford to pay for my brother’s college education, but he chose not to go any further.

Since at a young age, I was never interested in doing work that dictates what you must do, and I detest work that requires you to put on a uniform. I want to have the freedom to determine my own choices without being ordered around or steered by others. That is why working as a civil servant or in the private sector where uniform is

a requirement has never been on my list. I had chosen to work as an organizer and have the time to do some gardening. This decision raised objections from relatives, parents and also people around me. They would often say “Your parents have put their daughter to higher education and yet you have no proper job. Everyday you would just go visit farms, villages, what kind of job is that?”

I am grateful however this has never been an issue with my parents and younger siblings. On one occasion, my younger sister probably because her patience has wornout, countered such negative statements by saying, “It is because of my sister’s job that almost every month she gets to travel by plane to Jakarta, Kuala Lumpur, and even to the United States, whereas people like you working as civil servants and wearing uniformscan never guarantee that you can experience what she has.”

I have constantly convinced myself that whatever others think, as long as I bring no harm to others, and more importantly as long as I can benefit others, there is nothing to worry about. At times, teenagers on the street or those who understand but pretend not to, would say things like “Still young and pretty, but only taking care of widows. She is probably a widow herself.” Some would even exclaimed, “Hey, you the boss of widows, if you can include us in, you will get paid more.” I have never been bothered with this because what I do causes no harm to others. It is enough for me to know that my work is good in the eyes of God and bring benefit to many.Forget what others say. I will carry on, despite the sarcasm and criticisms.

I pray to God constantly, hoping that He grants me extra days each month so that I can rest and go back to school. But my exhaustion and sometimes feeling fed-up will disappear once I rejoin the group and meet women with such immense eagerness, despite having to shoulder such burden, far heavier than what I have to cope with. There are times when I would have to deal with problems that never seem to end or difficult to handle cadres or executives that annoys me, draining all my energy and emotions. There are ways which can make everything return to normal, by going to the beach and see the soft waves crashing gently or absorbed with the beauty of ornamental plants displayed in front of my rented room. Just having the time to trim or water the plants, sometimes spending too much on flower pots to grow my favored plants would give me relief and calmness.

To calm my mind, before leaving for work and to make sure that yesterday’s problems no longer trouble me, I must have a look at the flowers that I have grown in

front of my room to my heart’s content. That soothes me, and only then will I get on my motorbike and head to work. I must also keep my concentration during the ride because I have fallen from my motorcycle thrice. I have learned to always remain careful, making sure that I can keep on doing this work until my age allows me to.

Although exhausting, this work brings me its own satisfaction because I am not doing this for the satisfaction of others. It is more about our own contentment. Never be afraid of your own shadow, confront the challenge of the forceful waves before diving into the sea, but make an effort to go even deeper because as you reach the sea bed you will come across such splendor, the wondrous luster of priceless pearls that lie underneath.

The Indonesian proverb “gugur satu tumbuh seribu” or literally meaning “one wilts away, thousands others blossom” does not apply for the early phase of developing PEKKA women. The mentality of always wanting everything instantly and to be provided for has been inculcated long since the implementation of the development approach adopted by the New Order authoritarian regime. However cutting-edge the method, media and approach applied in the field, in the end the diligence, patience and perseverance of field workers makes sure that the PEKKA empowerment process carries on for ten years. This is one of its stories:

”Is your backpack full of money?”

By: Oemi Faezhati

Supervisor of Grassroots Organizing Division, PEKKA National Secretariat

A target set at 10 PEKKA groups dispersed in 10 villages within a year in Cianjur for organizing local residents.For me, it’s mission impossible!

Several months in Cianjur and I managed to establish quite a few groups in 6 villages. All the required phases were carried out, from awareness building to the formation of groups. One of the entry points for this project is through the savings and loan approach. PEKKA encourages local residents to save money in order to become more self-reliant and trustworthy. After the first, second and third month, the groups survived. But upon reaching the fourth month and sometimes even less than that, these groups could no longer be maintained as one by one they crumble. How could this have happened?

“Where are the rest of the PEKKA women, why only a few members are attending, what happened to the others?”

“This is normal, the women still have unfinished chores at the kitchen.”

The following week the reply would be, “We can’t make it, we have to work overtime.”

And the week after, “Everyone seems to forget that today is the meeting schedule.”

And so it goes. There is always an excuse. If you think about it, what else have not been done? Prior to the establishment of these groups, they have been trained and facilitated. Routine meetings are organized, and even these are based on agreement. All kinds of media have been utilized to build group awareness. The method and technical procedure have all been implemented according to the appropriate approach. What else is there? The proverb ‘one wilts away, thousands others blossom’ does not apply because the groups instead are disintegrating one after the other. I had almost lost all hope. Time and again I had taken things apart and put them back again. The name of groups changes every month. The problems are never ending. They don’t have the time, forgot the schedule, must work overtime, no holidays, no money left to save. Most of them had the wrong impression about the program. They thought that they would immediately receive aid, but after a year none was forthcoming. I never told them that grant aid from Japan will eventually be available for them to access.

They were constantly questioning on when the ‘instant’ aid will come forth, sometimes even teasingly commenting, "Eleuh Neng Oemi tas na meni ageung bangunna eusina artos.” They seemed curious about the contents of my backpack. It turned out only to be books,books and books. When will the money be distributed? I chose to ignore their persistent inquiries. It ended with the dissolution of the group. It was pure natural selection, from 40 registered members, only 15 were left.

Even more dreadful was when the disbanding of one particular group was due to a dishonest administrator who stole Rp 75,000 from member savings. This distressing situation was compounded with a word of warning from Mbak Mien to immediately make the necessary changes. I was even more frustrated. My sufferings were complete. I was a desperate field facilitator.

I was at my wit’s end. What other path is there to take? I had even picked up PEKKA members one by one from their houses. Before the meeting started, I had even helped several of them to finish their household chores. Some I have reminded through invitation letters or announcements from the local mosque.

In terms of rousing their interest to save, I have introduced several alternatives. It was possible for them to put in non-cash savings in the form of rice and sellable goods from which the money will then be deposited. This was implemented by the group in the village of Sukatani, a carrot producing region, where membersavingswere in the form of carrots.

PEKKA approaches a community without any promises made or bringing any form of aid, except to call upon them to form groups and start saving. Go against the flow! Almost all government projects introduced to villages consistently bring along with them aid and promises. For certain, PEKKA would not be a popular option, often rejected and discarded by local communities at the early stage. Here’s a story.

Arriving without any aid, the meeting among widows dispersed in just 20 minutes!! By: Reny PEKKA Regional Coordinator – West Nusa Tenggara

In mid-2003, precisely in the month of May, I started my organizing work. PEKKA National Secretariat appointed me as a field facilitator. Fresh from training facilitated by the National Secretariat, I paid a visit to a village. My motorcycle could easily speed away carrying my petite frame. My friends would say, “The motorbike’s too big for you. It’s funny to see you riding on your motorbike, it’s as if you were being snatched away.”

In the morning I paid a visit to a local prominent figure with the intention of asking for permission (“tabeq walar” in Sasak language). He is the hamlet chief of Sandongan in Lingsar village. I explained briefly about the PEKKA program and its goals. After the ten- minute conversation, the hamlet chief said, “Ibu Reni, at 2 p.m. later I will announce this through the mosque to invite widows to gather here, at my house, it’s quite spacious here.”

Since the meeting was set later in the afternoon, I excused myself and promised to return by noon. Exactly at 1.30 p.m. I returned to the hamlet chief’s house. I heard him make the announcement through the mosque loudspeaker calling widows in the area to come and gather. I only needed to wait for a short while as within 10 minutes after the announcement, some 70-80 widows gathered. They were between the age of 20-60 with equal numbers between the old and young.

“Assalamualaikum wr wb…..,” I greeted them with a smile as I starting the meeting under extremely humid weather.

For the village women however the heat was not a problem. They are accustomed to

working in the middle of rice fields under the sweltering sun as most of them are farmhands.

“My name is Reni and I live at the sub-district of Sandubaya, exactly at BTN Sweta, roughly 7 km from here. It’s close to the market,” I began by introducing myself.

I then explained about the PEKKA program and the criteria that categorize them as women heads of household. From their expression, it was clear that they were at a loss. I spoke in the Sasak language, articulating each word in a soft tone, slowly and carefully. I was totally aware that for these women, organizing themselves into groups in order to work together was not all too appealing, particularly as this had never been done before in the village. For them, it was odd and unfamiliar, and many appeared reluctant. I personally would have misgivings if a group activity begins with the need to be self-reliant through economic activities or a savings and loan scheme. I myself would skeptically say, “Why would they want to form groups, let alone persuade them to start saving.”

When I was trained for the first time by the PEKKA coordinator in Jakarta, I was taught on how to become a field facilitator and what steps are necessary to start organizing. I began to think, “I was trained to be an organizer by a person with more than 20 years of experience in organizing grassroots communities. Why am I still doubtful?” This has encouraged me to put theories into practice.

Throughout the time when I was raising people’s awareness about the program, I would come across local residentswho would say, “We are poor people, why ask us to save money. What is there to save when we don’t even have enough to eat and we must even borrow to put our children to school.It’s ridiculous.”

“I thought we were asked by the hamlet chief to gather here to be given something, maybe rice or money. Instead we are asked to start saving, we aretold to use our money. What for? I don’t want to. If it’s just for saving, we can do it at home, we can put it under our pillows.”

“It is not safe. If we deposit our money to that lady she might run away with it. The money will be gone just like the previous one. Money from the community was stolen by an officer. The officer ran off with the money and has never returned since.”

I glanced at my watch. Fifteen minutes have passed and I asked the women on whether they were interested in the savings and credit scheme. On the 20th minute, one by one the women started walking out, and within just 5 minutes nearly everyone had goneto look for their slippers, put them on and walk away without taking leave, without any word, smile or friendly glance.

I was saddened, confused and my knees trembled. Imagine, some 70-80 women gathered

before me and suddenly gone without being instructed to do so. There were only 7 people left, three of them were aged 25-30 and the other 4 were 40-50.

I felt miserable because I was rejected by so many people. The women were turning away from me. I thought maybe I had spoken wrongly or I did not look right. I was so embarrassed, and resentful. Felt confused, knees shaking. I felt incompetent for having failed. Tears welled but I held them back. I had to have patience and perseverance because there were still 7 women sitting in front of me, willing to listen.

With a confused look on their faces, heads nodding, the women before me either understood what I was saying or had no inkling at all. I gave them an introduction of the program for nearly an hour, and then I told them, “I will be back in five days time, we’ll meet again here, alright?”

I bid farewell to the hamlet chief and the 7 women. “Ibu Reni, I apologize for what happened and how they reacted by walking out on you. They’ve often been organized into groups but it was all short-lived excitement, none of them lasted.”

I then returned home on my motorbike, passing through a dusty gravel road. I was oblivious to the bumpy ride as I was overwhelmed by feelings of sadness, insecurity, shame, anger, pessimism, and of being a total failure. I rode slowly, trying hard to put a smile on my face as I greeted local residents along the way, but there was no reaction from them. They see me but appear to dislike my presence.

Upon reaching home, I mulled over what should be the next step to encourage the local widows so that they are willing to be part of the program.

At times I would only think of myself. Why go to all this trouble? If they refuse to be organized into groups, why should I even bother? There are still plenty of other villages expecting my arrival, there are still other matters to think about.

I would overcome this self-centered attitude by advising myself. It was not because I was being dutiful to my work as a PEKKA field facilitator, but what actually brought me back to the village to coax them into joining the program was my deep concern over the situation there. Many of their houses are uninhabitable, and I could still visualize their hardships etched on their faces, dull and dark-complexioned, wearing worn-out clothes. I was motivated to persuade the local women to organize themselves into groups. I will not move to another village unless they agree to do so.

There is no special school that can instantly groom individuals into community facilitators, particularly for the vulnerable and marginalized, such as female heads of household. This is because empowerment is a collective process. At PEKKA National Secretariat, facilitators and program coordinators are not the only ones who should be able to train and assist women household heads, but other supporting staff such as the administrative personnel, computer operators and finance staff are also expected to facilitate these women with all their limitations. PEKKA National Secretariat does not only function as a workplace, but also the most authentic school for many staff members. One of such stories is presented below.

Schooling at PEKKA National Secretariat By: Anwar Supervisor of Publication and Documentation Division, PEKKA National Secretariat

Training PEKKA women has proven to be a challenging task. It not only requires patience and repeated attempts, but also because of the need to consider their varying levels of education, and the fact that most of them have never even been in front of a computer. Fortunately, colleagues from the National Secretariat helped me out in teaching these women to operate a computer, including the basic software such as Microsoft Word and Excel. Finding the letters to frame a sentence was as if they were learning to read and write. With great difficulty they would look for the alphabet to press on the keyboard. Cold sweats would break out from between their coarse and stiff fingers, unlike those working in offices with their delicate and supple digits. They struggled hard to move the mouse around in order to guide the cursor on the computer screen. Let alone take control of the mouse, they haven’t even learn to cope with the keyboard.Using only two index fingers, they would tease each other of having mastered the ‘eleven fingers’ typing method. They seemed to be at war with the keyboard, trying to conquer the device. Not surprisingly you could once in awhile hear them hitting hard on the keys. Their enthusiasm is obvious from their earnest expressions. It was the first time they had touched a computer. Despite the tiredness and sore feet for having to travel back and forth, I was pleased that I could share my

knowledge and skills with others, and also the fact that the PEKKA women themselves were constantly asking questions, keen on learning more.

Working at PEKKA is not all about work, but it is also about learning. PEKKA gives us the liberty to learn and train ourselves. I was also afforded with such opportunity and was financed by PEKKA to attend a web design course for six months. I can now design my own website and had established one for PEKKA which I am now managing. I am not the only lucky one as other colleagues from the National Secretariat are also given similar opportunities but for different courses. As asserted by the National Coordinator, for PEKKA National Secretariat it is “an investment, instead of a burden as giving employees the opportunity to learn is an investment for the future.”

For this reason, many colleagues at PEKKA National Secretariat possess diverse lines of expertise apart from their obligatory duties. This is all due to the availability of such opportunities. As long as we are willing to learn and are resourceful, the opportunity is there for us to seize and acquire new skills. At PEKKA, those who are diligent and creative will possess different forms of expertise. On the contrary, if you remain laid back and preoccupied only with your own work, you will never develop and gain new knowledge. I recall the first time I joined PEKKA I knew very little, only the basics and nothing more. My knowledge about the computer was also rudimentary, limited only to operating Microsoft Word and Excel. Any trouble with the computer and I would be at a complete loss. I would call in the technician. But now, I can do more than that. Apart from the two basic softwares, I have also learned about all standard computer programming. For minor glitches, when the computer hangs or an error occurs, I try to fix it myself. Internet was once foreign to me. I could not even connect to the internet, much less create an email account or browse. I had my own Yahoo email account after joining PEKKA with help fromPak Adi. An email account is easy; I can now do more than that. Speaking was also previously not one of my fortes, but not anymore. I can now facilitate PEKKA women, albeit sometimes terrified and shaking. I have learnt all these from PEKKA because it has given me the freedom to try and learn.

Multi-tasking is an approach adopted by PEKKA National Secretariat to optimize existing human resources. When a new program is in the pipeline and no staff can be recruited as yet or the institution cannot afford to hire an expert, the standard route would be to train available human resource to become experts themselves. Every person must be willing to develop their own abilities, even beyond their existing field of expertise. Here is one of those stories.

“Becoming a Video Maker and Video Trainer” By: Rudiyanto Finance Manager, PEKKA National Secretariat

In terms of employment duration, it was not too long ago that I joined PEKKA. I would have to retrieve my emails, read my personal journal which I have sporadically attempted to keep, in order to recollect my journey since I first became part of PEKKA. PEKKA is not my first home. Recollections of my life journey are mostly filled with the time when I was atPPSW, my first home and the placewhere I was raised. Here is where a large piece of my life is safely kept. It would take time to recount the days spent during my stay at PPSW. The house that I am now at – I refer to PEKKA as my house as it is home to me apart from the place where I live with my family – although still at an early stage, has added color to my life and taught me plenty. Home for me is where I take refuge, shielded from the blistering sun and kept warm from the cold rain. By seeing it as home, I have developed a sense of ownership. I feel obligated to keep it clean from dusts and dirt, and to make it into a comfortable and safe shelter. For me, colleagues at work, administrative and finance staff, publication and documentation personnel, coordinator team and the national coordinator are my family. They are an inseparable part of my passage in life.In any familial bond, times of joy are celebrated together, while sorrow and pain bring members together to find a solution.

“Okay, camera ready? Rolling….!!! Can you kindly introduce yourself, state your name, address and from which group you’re from and when was the first time you joined PEKKA.” I directed the film. Elsie, a resource person is seated before me. She is a leading character in my first documentary film. Behind me stands Een, a friend of mine from the publication and documentation team, holding a PD170 camera and wearing headphones acting as the cameraman. With ease, Elsie tells about her life journey, including the problems confronting her and the string of activities that she has initiated as a PEKKA cadre. I have raised Elsie’s story to provide insight on the progress achieved by women household heads after 5 years of assistance from PEKKA. Elsie was chosen as the main character of this film because her story was also featured in one of PEKKA’s earlier documentary films.

The documentary was shot at the same time as the regional forum in NTT.

During the regional forum, I personally witnessed the changes that they have undergone after 5 years working together with PEKKA. I no longer saw women who bowed their heads deeply, keeping silent and calmly accepting their state of powerlessness. They have now become individuals bold enough to volubly voice their right to justice and to fight for equal rights. They have now earned the respect of others and considered to be an important element of society. These are indeed extraordinary changes in their lives. I felt both proud and envious of them.

My eyes areglued to the television screen at my work room, reviewing videos produced by PEKKA women. I am deeply moved and truly appreciated what these women have achieved. It was unbelievable that the videos were actually produced by PEKKA women. They have learnt to become filmmakers. I was optimistic and convinced that with their willingness to learn, they would be on par with us in making documentary videos. In early 2008, the publication and documentation team found it necessary to broaden our work scope. This division should no longer simply function as a support system in PEKKA’s organizing process, but it was time to develop community media as one of its focus areas. We started with two key media platforms, community videos and community radio, which was an entirely new experience for me and my peers at the publication and documentation division. We practically started from zero, except for community video which we have worked on as part of our daily routine. I never considered it as a burden but as an opportunity to learn.

I learned on how to teach technology to PEKKA women. I can still recall on how these women who are more familiar with handling knives, hoes, and farming tools, had to learn to operate the camera, take pictures and edit materials on the computer. At first, I was pessimistic that this program could run smoothly. My doubts were unjustified because these women were much tougher than I thought. They were resilient individuals who refuse to give up. I am proud of their ability to produce their own documentary videos. Now we only need to facilitate them on how to utilize the videos as a powerful instrument to initiate change in the community.

Furthermore, in several regions, PEKKA women have also established their own radio studioswhich enable them to impart information, and invite resource persons to engage in dialogues. I am certain that community radios which we have pioneered in these regions will be an effective instrument which PEKKA women can make full

use of. I believe that community radio development shall become one of the programs that we can take pride in.

Publication, documentation and community media are no longer under my direct responsibility. Mas Adi has taken over my position. For the time being, I have toleave this area of work which I honestly enjoy doing. I must return to my duties of dealing with numbers, and clear and definite formulations. For me, it is all the same. I can still contribute significantly to PEKKA and PEKKA women in my current position as the Finance Manager, but this time without a formal shirt or tie.

Efforts are made to ensure that every individual is allowed room to empower themselves. Regardless from which point of embarkationa staff has started his or her career in PEKKA National Secretariat, in the ensuing process, what is important is to demonstrate the motivation to learn and empower him or herself. This is to ensure that the individual does not remain at a standstill. Even a domestic worker who started off as an office cleaner can learn to become an administrative staff at PEKKA National Secretariat. The story is as follows.

From Domestic Helpto Administrative Staff By : Endah Kusumastuti Administrative Staff, PEKKA National Secretariat

From joining PEKKA, I have gained plenty, beginning from data entry, sending letters through facsimile to PEKKA field workers, and observing Mbak Mul reserve travel tickets. Mbak Mul taught me the phonetic alphabets that usecode words such Alpha, Delta, Hotel, and so on. I initially had no idea what they mean. I only knew that Mbak Mul was giving out information by spelling out the names for ticket reservations. I was not paying attention at the time. Mbak Mul had once asked my help to arrange for several travel tickets. She was not at the office at the time because she was the organizing committee of a training course held at Wisma Hijau. I was confused when the travel bureau called and spelled out words using the phonetic alphabets. I simply wrote what the person said,“Zulu, Ultra, London, Mama, India, November, Alpha, Romeo, November, India.”I kept on scribbling without raising any questions,all the while thinking on what they mean. After looking intently at what I had written, I said to myself, “Oh, the words make up a name.” I took the first letter of each word and combined it all together, and the name Zulminarni came up. From then on, I could easily memorize the spelling alphabets. I am now familiar with the procedure for ticket reservation. I now arrange travel itinerary for the coordination team and others when field work is involved, and also when a training program is held and tickets must be reserved for participants. I also accompanied Mbak Mul to the bank forcashing checks, money transfers to field workers, and other banking purposes. I had never carried money that much before and I felt nervous each time I must deal with large amounts of money.

In early 2003, Suhendri was recruited as a new staff member. He was assigned to the data section to assist Mbak Kodar. In May 2003, there was a change in the PEKKA organizational system. I replaced Diana from the administrative division who took over Mbak Mul’s position as cashier. Mbak Mul and Anwar were assigned to the book-keeping section responsible for preparing financial reports to be sent to PMD. Another staff member replaced my previous position. His name is Purwanto, a lean,

shy person. I briefed him about office housekeeping duties, such as cleaning, buying meals and others, making sure that he is familiar with the work. Before Purwanto, there were two other people butonly worked for a week at PEKKA. I have no idea on why they did not stay longer. Hopefully Purwanto will remain working for the office.

In 2004, the office moved closer to PPSW in Duren Sawit, East Jakarta. Relocating an office turned out to be a hassle,plenty of items to pack, and then unpacked and re-organized all over again at the new office. It was then that the sense of kinship in PEKKA National Secretariat was obvious, as we helped and looked after each other. The office is our second home after our own family at home. The number of employees continues to grow. There is Markedly at the finance section, Mas Samsul responsible for PEKKA vehicles, and Fuad as the office security guard. The workload also increases. The National Secretariat will be organizing the National Forum on the theme “Time for Women to Speak” to be held at Millennium Hotel in Jakarta. Participants totaling 350 people will come from all PEKKA locations. Imagine how hectic it would be, beginning from ticket and hotel reservations, to invitations, and other preparations. As there was only a few of us as the organizing committee, colleagues from PPSW lend in a hand. We worked until late at night, even during holidays. We did everything together, helping one another just like a family planning for a major celebration.Through solid cooperation and working in unity between PEKKA National Secretariat and PPSW, the event went on smoothly.

The National Secretariat has organized a considerable number of training courses and I was involved as the organizing committee. I gained precious lessons from these training programs, something which I would never have experienced if I had not been with PEKKA. Days turn into months and then we move on to the next year and onwards.

In 2005, PEKKA National Secretariat recruited additional staff. Mbak Villa was responsible for the legal program division, and Mas Yanto was assigned to the publication and documentation section. Both of them were from PPSW. Mbak Fella also had only recently joined PEKKA. Owing to an increase in PEKKA programs, the National Secretariat requires additional staff. In April, new employees were recruited. Fery was in charge of managing data, Sari appointed as Mbak Nani’s secretary, and Mbak Nenny as the finance manager. Bu Karti replaced Poer for the housekeeping section as Poer was needed at the finance division. There was greater sense of

togetherness at PEKKA National Secretariat as the personnel grew from 9 to 22 people. Without even realizing it, PEKKA National Secretariat has become a much larger organization as it developed along with increases to its members.

As PEKKA continues to grow, many were interested in knowing more about the organization. The National Secretariat then held the second National Forum on the theme “Time to Make Demands”. Many wondered about the theme, stirring the people’s curiosity, particularly government agencies. Some 400 participants arrived in Jakarta and convened in Grand Cempaka Hotel. Although the National Secretariat has enough personnel, we continued to engage PPSW as the organizing committee. PEKKA and PPSW represent our extended family which was built and developed by Mbak Nani. And the two must not be separated. For every major event, PEKKA would always involve PPSW to maintain close relationship between the two institutions. The second National Forum was well implemented and many other institutions know more about with PEKKA.

In 2008, staff members further increased with the addition of Adam who joined the publication and documentation section, and Nursiana at the finance division to replace an employee who has resigned. Due to heavy workload, a new employee was necessary to substitute for Markedly, particularly as the large number of programs required financial reports that can be held accountable for.

Seven years have elapsed since I first joined PEKKA, from when I was childless to now when I have three children of my own. I am comfortable in this house and shall stay on. It has helped me raise my family, and broadened my knowledge. I want this house to continue to stand erect and grow even further. I am convinced this will be a reality because in early 2010, new programs are queuing up, waiting for the arrival of PEKKA in 9 new regions. It all depends on how we do undertake this work, by working even much harder. But will these programs go on smoothly? I have thought about this, but I am certain that through Mbak Nani’s tenacity with assistance from experienced coordinators and a solid supporting team, PEKKA shall continue to grow, allowing us to help other women of Indonesia enduring the same fate as that experienced by women household heads under PEKKA’s assistance.

Every person working at PEKKA National Secretariat must at some point interact directly with PEKKA women, regardless the position, including the driver. From here, each and everyone shall learn to comprehend the essential purpose and significance of their respective duties within PEKKA National Secretariat, making sure that they serve and facilitate PEKKA women. In addition, every person will also learn about the many meanings of life once they have interacted directly with PEKKA women, sharing stories, laughters and humor. The story below illustrates this.

Driving while Learning about Life from PEKKA Women By: Samsul Hadi Driver, PEKKA National Secretariat

Previously, my daily routine was to drive children to and from school. Earnings were fairly good, but later the economy grew at such a rapid pace. Gradually, my income was no longer enough, particularly as competition became fiercer with the operations of public transport that has moved into residential areas. The first time I joined PEKKA was at the encouragement of my younger sister, Endah who had earlier been working at PEKKA. Prior to that, I only drive children to and from school. At first I was not interested in working for PEKKA. After thinking long and hard, I decided to try my luck at PEKKA.

I joined PEKKA in mid-2004. In the past, its office was still located at Pondok Bambu, precisely at Jalan Lidi. It was a small office then, but now it is much spacious and staff members have also increased. Before joining PEKKA, my earnings kept on declining while operational costs surged further upwards. I wanted to change my life, hence the decision to join PEKKA. I had no idea what PEKKA was at the early stage of my employment. But gradually, I came to learn more but still only at the surface. The important thing was that I have some knowledge of the institution so that when someone asks, I would be able to provide an answer, although it may not be 100% accurate. But I was sure of my answers. At PEKKA, I can learn anything. It depends on motivation, if there’s willingness there must surely be a way. Slowly I began to know more about computers, on how to operate one although only limited to starting it up. I was completely blind when it comes to computers. I only know about steering wheels and car engines. But when it’s about cars, just ask me because I’m the expert. Of course, I don’t mean it to sound arrogant.

My knowledge steadily increases, and this is meaningful to me. Just a tiny bit of knowledge would be most beneficial for my life in years to come. Not only that, I have also learnt a lot about the many aspects of life within the society in general. Through PEKKA, my knowledge about how others lead their lives has broadened, particularly concerning poor communities living in isolated areas, the sufferings of women household heads as they strive to survive, hoping to put their children to school for the sake of a better future. Witnessing this personally has made me want to know more.

From PEKKA, I could learn much more, particularly as it allows such opportunities for staff members who are willing to learn. At PEKKA, there are no boundaries to learning. The important thing is to have the willingness and ability to divide one’s time. I have experienced many changes in my life, particularly with regard to my experiences, which have increased tremendously. I thank PEKKA for this. Through PEKKA, I have been made aware of different sides to life, especially in remote areas, on how an elderly woman must bear the burden of raising her children on her own. PEKKA organizes women heads of household in impoverished and conflict- ridden areas. It is about striking a balance between learning and working and the willingness to ask questions, otherwise you will be left behind. I am now familiar with the streets and office buildingsof Jakarta. Since working for PEKKA, I spent most of my time outside of office. I work as PEKKA’s driver and responsible for dispatching letters and documents. In the past, I would never dream of entering a high-rise building in Jakarta. The moment I joined PEKKA, I gained a wealth of experience. Previously, my work only involved getting in and out of the car, and I was only familiar with the Bekasi area. I seldom travel to Jakarta unless somebody rents the car for a family excursion. I am extremely grateful for being able to join PEKKA. In the past, I spent most of my time on the road, but after working for PEKKA it was divided between the office and on official travels. Working in PEKKA is a pleasure because I can work while learning and building my knowledge. I hope PEKKA can grow further and expand its outreach. I would like to play apart in developing PEKKA into something much larger. I can only help build PEKKA with the ability that I have.

It has been five years since I joined PEKKA. I have not made any contribution for the advancement of this institution. I must learn more and continue to do so until I have something which I can take pride of during my time in PEKKA. I must keep on asking questions to fellow colleagues. At PEKKA, you must ask a lot of questions in order to

gain more and develop yourself. I hope that I can contribute my thoughts and energy for this institution and help it develop further. Training courses organized by PEKKA have further enhanced my knowledge. I am grateful to God for being given the opportunity to work for PEKKA. I sincerely wish that this institution can continue to exist.

CHANGES Since joining PEKKA and taking part in training programs, I have built my self-confidence. I am no longer that shy and quiet person. I am now surer of myself. My enriched experience and knowledge is due to PEKKA. I am also more aware of how people lead different lives, particularly regarding PEKKA women. PEKKA is an integral part of my life now and onwards. I now have my own house. Previously, I could only afford to rent because there are certain requirements to meet in order to buy a house. After joining PEKKA, my dream became a reality. Although I must still pay installments, I am delighted to be able to live in my own house.

I hope that PEKKA can grow further and help many more women with its programs. Hopefully, there will be even more PEKKA programs to bring benefit to all layers of society.

As my knowledge increases, I can share it with others who may need it. Keep on with the struggles, PEKKA and may they bring success. This is what I can offer to PEKKA at the moment. Once again, thank you PEKKA.

PEKKA National Secretariat seeks to develop itself into a learning organization. With this in mind, during certain timeframes, PEKKA National Secretariat provides young individuals with the opportunity to participate in internship programs at the institution. This opportunity is utilized by the National Secretariat to explore the potential of interns and if possible recruit them for work at the National Secretariat. Through this approach, PEKKA National Secretariat provides the opportunity for those willing and in need of income to work for the institution without having to compete with others who are more economically sound. The following story can illustrate the importance of PEKKA National Secretariat as a learning organization.

Internship that Ends with Employment By: Adam Saputra Publication and Documentation Staff, PEKKA National Secretariat

My first salary was Rp400,000. It is a large amount compared to my earlier wage of Rp 75,000 per week during my on-the-job training at the “Daikin” air conditioner company. I was overjoyed when I accepted the money, and thankful because I could bring home a paycheck. I needed to fulfill my promise which I have made to myself to repay my mother for helping me out with expenses in my earlier job. I believe that what I earn now is due to my mother’s sacrifice and prayers. I felt that it was only appropriate for me to add to the amount that I have borrowed from my mother. I finally finished scanning the countless number of photographs. My next task is data logging. If I finish doing this what would my next task be? I knew that I simply cannot wait for the next instruction. What if I was given a difficult task and I could not cope with it. After watching the documentary video, I was curious on how to operate a camera. The workings of the camera recorder are unfamiliar to me. I could only look and touch without knowing how to use it. I had the sudden urge to learn to operate the camera particularly when observing Om Een and Mas Yanto working. At first, I did not know what they were doing. Upon asking, I came to learn that they were editing the video which they had recorded earlier during field work. It appears interesting and I am sure that it is similar to how a conventional camera works. There is still many data logging work to do and I must finish it quickly. It turned out that my frequent chatting on Yahoo Messenger has helped me increase my typing speed. I was called the logging expert. I must type in all video dialogues, particularly during interviews. The entire day will not be enough to complete one

cassette. I was interested when I saw the eye-catching video cover designed by Om Een. I wanted to know how to produce it. I was interested in doing something else other than data logging. Finally, I asked Ferry to teach me. He installed the program into my computer and taught me the basics. It was valuable knowledge for me as I attempted to design a cover like the one made by Om Een, but it was somehow difficult. I was increasingly curious. I made several attempts without asking help from anyone else because it was not part of my job description. I was yet again warned by Om Een to immediately finish my data logging. Om Een is an extremely disciplined man, and it taught me to be more focused in my work. Every Friday evening, I will not immediately go home after working hours. I utilized the time to learn the photoshop software to produce cover samples. This is a special program for editing photographs, and not only for designing covers. I took more time learning about editing photographs, rather than designing covers. I am now more familiar with tools available in the program. Next on my agenda, is the digital camera. I have always admired looking at a photographer from television programs. I have become more comfortable with the workplace and have earned some measure of trust. I inquired on maybe I could be taught to operate the digital camera. It was not too difficult because everything is already automatic. I only needed to know how to position objects accurately in order to produce the best results. The camera recorder is what I dream of mastering. But I must hold back that thought for the moment. I am confident that I will one day be able to use the camera. It is important for me now to concentrate on my data logging work. I had never imagined before that I would be able to go this far. I felt as if I was attending a course where I am given the freedom to express myself. I could familiarize myself with the available equipment and use it. Keep learning and never give up. That was what Mas Yanto and Om Een advised me as they patiently tolerated my inquisitiveness. It has been nearly a year since I started my training here, yet why haven’t I been appointed as staff member? Could it probably be due to my lack of capacity? I am fully aware that I have not gained all the necessary skills. But I long to become part of this office which I now regard as my family, my second home. I must be patient and strive to develop my skills and capacity. I am however grateful of what I have now. I would never have been able to learn all this from college. I can now scan photographs, do data logging, produce video covers, operate a digital camera and camera recorder and edit video footageshot during field work.

In January 2008, I was finally appointed as PEKKA staff. I was ecstatic, and it was also thrilling news for my family. I have somewhat succeeded in fulfilling my promise to help my parents and younger siblings. I am now part of the PEKKA family, probably as the youngest brother. I shall maintain the trust that has been given to me although at times, it is difficult for me to comprehend things. I promise however, that I shall be responsible for duties assigned to me. Since being appointed as staff member, I have travelled to other islands such as NTT and Maluku. This is a once in a lifetime experience for me. I now call myself a cameraman and a photographer, although still a novice. Nevertheless, a ‘logging expert’ is what I will always be known as. I expect to learn more from here and continue to strengthen my capacity to ensure that I can keep on helping my parents out to the utmost of my ability. I hope that all problems can be resolved together, just like a harmonious family.

VI. PEKKAORGANIZATION

ADVISORY BOARD

NATIONAL COORDINATOR

- SECRETARIAT MANAGER - FINANCIAL MANAGER

HEAD DIVISON HEAD DIVISION INSTITUTIONAL COMMUNITY DEVELOPMENT ORGANIZING

COMMUNITY BASED MICRO FINANANCE DATA & INFORMATION CENTER COMMUNITY MEDIA

Nani Zulminarni Mien Rianingsih

Community organizing, gender justice and Community organizing, women empowerment, gender justice and popular education, women empowerment, organizational experience since 1986 development. Experience since 1987

l Kodar Tri Wusananingsih Adi Nugroho

Community organizing, Community organizing, gender justice and Small and micro women empowerment, bussiness development, experience since 1989 experience since 1990

Romlawati Rudianto

Community organizing, Management of non Small and micro profit organization. bussiness development, Video community. experience since 1991 experience since 1996

Chairil Anwar Mulyati

Data Based Management for non Cooperative profit organization, management for Information and community group, publication system, experience since 2002 design graphis, experience since 2002

Nenny Prabandini Suhendri

Community media Financial management, (video,radio and photo), experience since 2006 video editor, experience since 2003

Nunik Sri Harini Oemi Faezathi

Community organizing Community organizing and women and women empowerment since empowerment since 2003 2002

Adam Saputra Endah Kusmawati

Documentation of video and photo, video Administration staff editor, since 2008 since 2003

Fuad Zein Nining Mulyaningsih

Administration staff since 2004 Financial staff since2010

Nursiana Simanullang Hagus Ralia

Financial staff since Financial Staff since 2008 2009

Retno Indah Tri K Rika Mamesti

Financial staff since Financial staff 2011 2010

Superyana Panjaitan Dwi Indah Wilujeng

Justice Empowerment Financial staff 2010 and women empowerment; since 2009

Kurniawati M. Samsul Hadi

Community organizing and women Driver, since 2004 empowerment, since 1994

Roliati Abdul Muin

Janitor; since 2007 Security; since 2011

Afrida Purnama Baralia

Community organizing and women Community organizing empowerment; since and women 2002 empowerment; since 2002

Bernadette Deram Dhesy Vienayanti

Community organizing Community organizing and women and women empowerment; since empowerment; since 2003 2002

Dani Fitriyana Sitti Zamreini Alauthi

Community organizing Community organizing and women and women empowerment; since empowerment; since

2003 2003

Mibnasah Rukamah

Community organizing and women empowerment; since 2003

Diana Lestary Fazriah

Community organizing Community organizing and women and women empowerment; since empowerment; since 2003 2006

Firta Nurcita A. Kholilah

Community organizing and women Community organizing empowerment; since and women 2008 empowerment; since

2003

Keumalawati Mardhiah

Community organizing and women Community organizing empowerment; since and women 2005 empowerment; since 2007

Nunung N. Riadul W.

Community organizing Community organizing and women and women empowerment; since empowerment; since 2005 2003

Sri Urianti Susana Rawa

Community organizing and women Community organizing empowerment; since and women 2003 empowerment; since 2005

Ornila Hanim Wa Ode Salawati

Community organizing Community organizing and women and women empowerment; since empowerment; since 2003 2003

Yusnia Afif

Community organizing and women empowerment; since 2004

Asrida Yuni Karina

Administration and Administration and financial staff since 2011 financial staff since 2011

Eli Hartika Rini Emerentiana S. Bala

Administration and Administration and financial staff since 2011 financial staff since 2011

Novita Indra Rini Meriyani

Administration and Administration and financial staff since 2011 financial staff since 2011

Ratna Sari

Administration and financial staff since 2011

VII. ATTACHMENT

Longlife Education Program, Recipients of Scholarship by December 2011

No Province Recipients Scholarship (IDR) Elementary Junior Total Elementary Junior High Total High school school 1 West Java 1,416 684 2,100 330,663,000 217,104,000 547,767,000 2 West Nusa Tenggara 2,950 1,234 4,193 337,896,000 195,274,800 533,170,800 3 East Nusa Tenggara 1,366 456 1,822 392,150,000 175,000,000 567,150,000 4 West Kalimantan 829 272 1,101 183,537,250 85,638,450 269,175,700 5 South East Sulawesi 907 477 1,384 233,644,400 177,202,000 410,846,400 6 Central Java 1,726 644 2,370 262,887,000 213,063,000 475,950,000 7 Aceh 1,574 915 2,489 571,701,558 597,753,342 1,169,454,900 Total 10,768 4,682 15,450 2,312,479,208 1,661,035,592 3,973,514,800

Legal Empowerment, Access to Justice by December 2011

Marriage Marriage and Legalisation Children Divorce Birth cases Legalisation ID Cards No Province cases Certificate (Religious cases (General Court) Court) P R P R P R P R P R 1 West Java 39 10 760 1,850 2,075 1,537 - - - - 2 South East Sulawesi 10 1 117 - 1,193 197 - - - - 3 East Nusa Tenggara - - 28 23 488 3,472 198 96 - 106 4 Aceh 10 0 105 48 1,291 34 - - - - 5 West Nusa Tenggara 140 27 613 244 3,046 - - - - - 6 West Kalimantan 19 - 109 - 87 41 - - - - 7 Central Java 14 18 2 - 140 540 - - - - 8 North Sumatera - - - - - 818 - - - - 9 West Sumatera 9 - 69 - 265 - - - - - 10 South Sumatera 2 - 76 - 501 - - - - - 11 East Java - - 201 - 17 - - - - - 12 South Kalimantan - - - - 1 - - - - - 13 North Sulawesi - - - - 54 - - - - - 14 North Maluku - - 2 - 76 - - - - - 243 56 2.082 317 1.637 1.635 198 96 106 P: Propose R: Realisation

Video production of PEKKA Lampiran Produksi Video Seknas PEKKA

No Judul Deskripsi Kategori Tahun 2003 1 Strugling With Shadows Weaving Anas, Oli and Else are three women head of Dokumenter a Future households in Flores Timur, who are fighting against poverty and local tradition that discriminate them. They are survivor of injustice local tradition in marriage system. Poverty has motivated men in this area to migrate to other countries, leaving the women behind as the head of households in poor condition. This video gives us a brief picture of their condition. 2 Sowing Seeds in The Weeds West Java was as rice production area is also Dokumenter Field famous in their high rate of divorced. The belief that men can solve the family property problems has motivated parents to force early married to their girl child. The women themselves dare to try several more marriage after their first divorce with hope that they will be happy in their next marriage. In fact, marriage is not always a way out, as what Mumun, Cicah, and Ilah, tell their story in this video. 3 Surviving Amidst The Storm Buton, a harbor city in South East Sulawesi Dokumenter became a location of IDPs from conflict in Ambon, Maluku during 1998-2000. Although most people in this area are living in poor condition, they have to share live with the IDPs. On the other hand, it is also not easy for the IDPs to live in the new area. They have to manage their new life in new and different areas with lots of difficulties. Women in IDPs have to shoulder more burden especially who have to taking care of family by their own, as well as dealing with their traumatized situation. Here is the story of Wa Dudu, wa Sahan, and Wa afiah. Tahun 2004 1 Uncounted Victims The implementation of Operational Military Dokumenter Zone (DOM) in Aceh for more than 10 years has caused miserable life for Acehnese. Thousands of people has died. One of uncounted victims are women and children

who have to face difficult life since their husbands and fathers got killed in the arm conflict. This video tells the story of Aisyah sabi, Suryani Yusuf, and Azizah, who survive and keep struggle for the life of their family 2 To Forget, To Forgive, and Conflict between Madurese and Malay in Dokumenter Continue Our Life Sambas, West Kalimantan during 1999 - 2000 has caused thousands of people lost their life, and force the madurese to leave their land in Sambas. Markonah is one of widows who lost her husband and two boys in the conflict. How she can survive and find her life back is told in this video. 3 Under The Grassroot Not less than 6 million households in Program Indonesia are headed by women. They are widows, divorced, abandoned, and single women. They are generally poor, survivor of violence, discriminated, and excluded from the mainstream. In 2001, the empowerment program was started in order to respond to the problems. The program called PEKKA, women headed household empowerment program. 4 Moving from The Poverty Line This film tells the story of how a group is Program established in Pekka. A field worker plays very important roles in this process. This film help you understand the long empowerment process of Pekka in Central Java gives. 5 Picturing Indonesia Aktivitas kader foto dalm program PEKKA Program 6 Di Antara Dua Dunia Perjalanan Pekka ke USA Program 7 Banyak Permasalahan, Satu Kegiatan forum wilayah di seluruh wilayah Program Pemecahan dampingan PEKKA 8 Saatnya Bicara! Kegiatan Forum Nasional I PEKKA Program Tahun 2005 1 Beudeoeh Since 2001, The Women Headed Household Program Empowerment Program (PEKKA) has been conducted in 5 districts of Aceh - Aceh Timur, Bireun, Pidie, Aceh Besar and Aceh barat Daya. More than 100 women head of household in this area have organized themselves, fighting for poverty due to long term conflict by developing social economic activities. However, the earthquake and tsunami which devastated Aceh in December 26, 2004, has also killed 13 pekka members, washed hundred of their houses out, and swept out their source of income. The only thing is they're never ending spirit to rise again, struggling in uncertainty, as what we capture in

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this video. 2 Peugoet Pembangunan rumah oleh Program PEKKA di Program wilayah Aceh pasca tsunami 3 The Survivor from Aceh Aisyah Sabi is a woman headed household Dokumenter because her husband had killed when there was an Aceh conflict (weapon contact ) in 1998. Since her husband had gone, Aisyah Syabi was forced by the condition to be a household head to bear a life burden and her 3 little children. She has sold a daily need to give her living. A continuous conflict condition already made Aisyah and her surrounding society has been feeling that it was difficult to try in fulfilling their life need. By their own capital and aid from PEKKA program, and also her dilligent,slow but sure.. Aisyah could get up and develop her business. But Tsunami disaster which attacked Aceh on 26 December 2004 had destroyed everything. Aisyah had saved her self successfully but all her herritages ran out because they was distroyed by Tsunami, only a bottle of Limun (soda pop) which was remained among her stall ruins. 4 Sampoe Niet Profil Pekka Aceh-English Version Dokumenter 5 The Journey Perjalanan Pekka ke India-Afrika Selatan. Program Video KOMNAS Perempuan 6 Su Geutanyoe Radio Komunitas-World Bank Program 7 Menjemput Perubahan Forum Wilayah Jawa Barat Dokumentasi 8 Beudeoeh Pekka Aceh Forum Wilayah NAD Dokumentasi 9 Kami Ada Perempuan Kepala Forum Wilayah NTT Dokumentasi Keluarga 10 Bolimo Karo Somanamo Lipu Forum Wilayah Sulawesi Tenggara Dokumentasi 11 Bersama Raih Cita Forum Wilayah jawa Tengah Dokumentasi Tahun 2006 1 Tidak Ada Jalan Pintas Program PPK-World Bank Program 2 Pekka Merintis Keadilan Justice for the Poor-PEKKA Program 3 Elsie's Story Elsie, a women headed household from Dokumenter East Flores, East Nusa Tenggara has a child without marriage because the man who made her pregant had gone. By only pay a custom fine, the man was easy to get free from his responsiblities and went as he like. So Elsie lives alone and she has to struggle to co her child and family. Elsie’s burden become heavier

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because of society pressure and slanderous gossip. Elsie status as a widow without marriage can not be accepted by the society.

In this video, is expressed how Elsie’s firmness and hard struggle to answer her life problem. In the middle of custom which place the man as the main role holder, she struggle by herself without a husband, without sigh, without desperate.

In 2001, Elsie has been joining with PEKKA group and being an activist. As a local cadre, Elsie has been active to assist some groups, to be committee of LKM ( Micro Financial Institution ) that they had been formed, to organize region forum, etc. Elsie has proved that a woman can make not only for her self but also for the society. 4 Kame Ade, Dengarlah Kame Forum wilayah Kalimantan Barat Dokumentasi 5 Serminan Tiang Berjuang Forum Wilayah NTB Dokumentasi 6 Hulen Tede Jaga Gerian Kame, Forum Wilayah NTT Dokumentasi Liko Lapak Gerian Kewasa 7 Bergerak Bersama Memimpin Forum Wilayah Jawa Barat Dokumentasi Perubahan 8 Forwil Malut Forum Wilayah Maluku Utara Dokumentasi Tahun 2007 1 Ikhtiyeu Keu Jroh Program TAF di Aceh Program (Tidak Ada Jalan Pintas) 2 Saatnya Menggugat! Perjalanan 5 Tahun PEKKA Program 3 That’s What Empowerment Photo Slide Program PEKKA Program Mean For Us 4 Makaryo Sesarengan Pinuju Forum Wilayah Jawa Tengah Dokumentasi Kemandirian 5 Pengembangan Potensi dan Forum Wilayah Maluku Utara Dokumentasi Kualitas Perempuan Halmahera Utara untuk Peningkatan Kesejahteraan 6 Topobhawa Pekka, Mai Forum Wilayah Sulawesi Tenggara Dokumentasi Topiameae Lalonto Mingku Pi Gaunto 7 Bersatu Menuju Cita Forum Wilayah Kalimantan Barat Dokumentasi

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8 Ta Samboet Pekka Yang Ade Forum Wilayah NAD Dokumentasi Ngoen Bermartabat 9 Refleksi & Revitalisasi Feminis Workshop JASS, Bogor Dokumentasi Muda Indonesia 10 Basic Leadership Workshop ASPBAE Dokumentasi 11 Tiang Araq, Dengah Suare Tiang Forum Wilayah NTB Dokumentasi 12 Bangun Swadaya, Jelang Forum Wilayah Jawa Barat Dokumentasi Kemandirian Tahun 2008 1 Video Trailler Media Komunitas Seknas PEKKA Program 2 Voicess from Southeast Asia Workshop JASS Regional Dokumentasi 3 Pelatihan Kader Tematik TOT Kader & PL Dokumentasi 4 Peningkatan Kapasitas Feminis Workshop JASS Dokumentasi Muda dan Dialog Antar Generasi Perempuan Indonesia. 5 Seiring Seirama Untuk Satu Forum Wilayah Jawa Barat Dokumentasi Tujuan Tahun 2009 1 Napak Tilas PEKKA 2001-2009 Photoslide Program 2 Media Pengorganisasian Seknas PEKKA Program 3 Sejarah Pergerakan Perempuan Yuyut Indiawahyuni Dokumentasi 4 Peran & Posisi Gerakan Masruchah Dokumentasi Perempuan 5 Sharing Pengalaman Dengan Lely Zailani Dokumentasi HAPSARI 6 Semiloka & Munas Federasi Seknas PEKKA Dokumentasi Serikat PEKKA 7 Change Through Empowerment JSDF Dokumentasi 8 Peningkatan Kapasitas Feminis Workshop JASS Dokumentasi Muda dan Dialog Antar Generasi Perempuan Indonesia 9 Kunjungan Menteri Keadilan Seknas PEKKA Dokumentasi Belanda ke Cianjur Tahun 2010 1 Sidang Keliling Informasi tentang mekanisme sidang keliling Program yang dilakukan oleh Pengadilan Agama RI 2 Forum Nasional PEKKA 2007 Penyelenggaraan Forum Nasional PEKKA ke 2 Dokumentasi 3 Keadilan Untuk Semua Peluncuran Laporan Hasil Penelitian Akses Dokumentasi Terhadap Keadilan Tahun 2011 1 Perempuan Menjadi Kepala Video Profil Siti Nurhalimah - Perempuan Dokumenter Keluarga Tanpa Saputangan, Kepala Keluarga NTB Pecut, dan Kipas 2 Mengelola Sumberdaya, Video Simpan Pinjam Program Melawan Kemiskinan 3 Pengorganisasian Masyarakat Video tentang Pengorganisasian yang Program

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dilakukan oleh Pekka

Community Radio of Pekka

No Name of Radio Location Broadcast Numbers of Station Duration/day Listener

1 Khairatunnisa FM Kuala Batee, NAD 10 hours 1.300 2 Srikandi FM Tangantangan, NAD 10 hours 1.500 3 Barona FM Labuan Haji, NAD 10 hours 400 4 Pekka Jaya FM Subang, Jabar 9 hours 2.400 5 Khatulistiwa FM Pontianak, Kalbar 5 hours 600 6 Pekka FM Gerung, NTB 5 hours 1.800 7 Maiandea FM Pasarwajo, Sultra 8 Ratu Pekka FM Batang, Jateng 9 Rakom Ina Puken Kelubagolit, NTT 4 hours 300 10 Rakom Harapan Ibu Ile Boleng, NTT 4 hours 250

Community Video Team of Pekka

No Name of Video Team Location 1 Sukma Production Aceh Besar – NAD 2 Kembang Production Pidie – NAD 3 Jeumpa Production Bireuen – NAD 4 Irak Production Aceh Timur – NAD 5 Lodaya Production Karawang – Jabar 6 Lelani Production Lingsar – NTB 7 Lolon Lae Production Kelubagolit – NTT

Pekka in the News

NO TOPIC MASS MEDIA DATE 2011 1. Perempuan Inspiratif Kartini Special Edition 2. Single Fighter Let’s Go Wanita Indonesia 17-23 December 3. Outreach Tempo 4 October 4. Kiai Said Masuk Tokoh Muslim Paling NU Online 8 July Berpengaruh di Dunia 5. Obedient wives club? PEKKA says husbands The Jakarta Post 30 June should obey too 6. Kepercayaan dirinya tumbuh makin berkobar Tokoh 27 March – 2 April 2011 7. Status Janda Sering Dilecehkan Tokoh 20-26 March 2011 8. Kami Tidak Mau Lagi Jadi Korban Femina 12-18 March

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NO TOPIC MASS MEDIA DATE 2010 9. PEKKA: Lejitkan Potensi Kaum Janda Majalah Ummi December 10. Nani Zulminarni, Koordinator PEKKA yang Peduli Web Badilag.net 15 December Janda 11. PEKKA, Memang Bukan Main Web Badilag.net 14 December 12. Improving women's access to justice in Web www.ausaid.gov.au 10 December Indonesia 13. Outreach (Families in Women's Hands) TEMPO Magazine 23 November 14. Nani Zulminarni -Pemimpin Para Janda Majalah Pesona November 15. Ketika Ibu-Ibu Memotret Web Jurnal Perempuan 21 October 16. PNPM Mandiri Beri Motivasi Kaum Perempuan Web sigapbencana- 20 October bansos.info 17. Perempuan Kepala Keluarga Dari Balik Lensa Web Kominfo-Newsroom 20 October 18. PNPM Mandiri luncurkan buku perempuan Web Bisnis Indonesia 20 October 19. Nani Zulminarni: Dare to be a woman Web The Jakarta Post 13 September 20. Women’s activists decry conservatism Web The Jakarta Post 26 August 21. SAPARINAH SADLI AWARD 2010 Cetak Kompas 27 August Zulminarni Membumikan MDGs 22. Akses Keadilan dan Martabat Perempuan Cetak Kompas 23 July 23. Anatomi Pengguna Pengadilan Agama Dibedah Web www.badilag.net 20 July Kembali 24. Zulminarni - Membongkar Ketakberdayaan Cetak Kompas 13 June 25. Mimpi Mereka, Mimpi Saya Cetak Kompas 13 June 26. Sembako Gratis Untuk Seribu Janda Web www.kompas.com 16 May 27. DOVE Sisterhood Serahkan Donasi Sebesar Rp Web www.perempuan.com 29 March 100 Juta untuk Bantu Perempuan Kepala Keluarga 28. Pertemuan Serikat PEKKA dengan Pelaku PNPM Web 28 March dan BAPPEDA Abdya www.suarakomunitas.net 29. Dove Sisterhood Gelar Aksi Sosial Web lifestyle.okezone.com 26 March 30. Just me and my baby Web The Jakarta Post 25 February 31. Menggalang Delapan Ribu Janda Majalah Elshinta 2 February 32. Serikat Pekka Aceh Luncurkan Buku 'Sebuah Web 26 January Dunia tanpa Suami' www.suarakomunitas.net 33. Menuju Janda Bermartabat dan Berdaya koran Pendidikan , Malang 4 January 34. Dare to be a Women The Jakarta Post 2009 35. Nani Zulminarni: Empowering vulnerable The Jakarta Post 14 June families 36. Turning harassment into empowerment The Jakarta Post 14 June 37. Sujana Royat: These empowered women are The Jakarta Post 14 June good assets 38. Serikat Perempuan Kepala Keluarga Borneo Tribune 20 March Dideklarasikan 39. Perempuan Desa Lombok Perkuat Kemandirian www.langitperempuan.co 15 February

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NO TOPIC MASS MEDIA DATE Melalui Radio m 40. Sejumput Impian Para "Ina" dari Adonara Kompas 20 January 41. Gubenur Minta Keuchik Libatkan Perempuan Serambi 7 January 42. PEKKA Dan PPSW Aceh Bersilaturrahmi Ke www.mahkamahsyariahace 7 January Mahkamah Syariah Aceh h.go.id 43. Special Report: Adonara women find voice The Jakarta Post 3 January through others 2008 44. Ketika perempuan harus menjadi kepala Kartini November Edition keluarga 45. Female breadwinners call for funds, social The Jakarta Post 29 November justice 46. Most powerful women " Empowering Women" Globe Asia October 47. Women's right recognized but not completely The Jakarta Post 17 October fulfilled 48. Gerakan Perempuan membangun " Rumah kompas 25 August Kertas"?? 49. Wawancara Nani "satu cinta di Larantuka" Nebula February 2007 50. Kembalikan Harkat para janda Sinar harapan 26 December 51. Lima Perempuan Indonesia Dianugerahi Global Liputan6.com 26 November Ashoka 52. Peran perempun "Merebut control pengambilan Kompas 9 November keputusan" 53. Pekka Menggugat Hak, Martabat, dan Keadilan Kompas 5 November 54. Rencanakan dan Nikmati Bersama (Tentang Kompas 2 November Petronella Peni) 55. Women ask the tough questions at support The Jakarta Post 1 November forum?" 56. Women learn their rights thanks to PEKKA?" The Jakarta Post 30 October 57. Women lear their rights thanks to PEKKA Natiaonal News 30 October 58. Program empowers windows to evercome The Jakarta Post 4 July poverty 59. Program pekka di tanjung siang, subang The Jakarta Post 4 July 60. People (diah pitaloka) Helping single mothers The Jakarta Post 28 June stand on their own feet 61. Shattering the myth of the 'rapacious widow' The Jakarta Post 15 April 62. Indonesian : Single mothers fight back The Jakarta Post 2 April 2006 63. Preseden World Bank di Tiro "Rekonstruksi Serambi 7 April terkait perdamaian" 64. Wawancara Nani"bercermin pada ibu" Republika 7 May 65. Chasing The Dream World Bank Web Site 6 April 66. Pekka "sebuah mimpi yang terwujud" Jurnal perempuan

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NO TOPIC MASS MEDIA DATE 67. Perempuan sebagai penggerak ekonomi Paras February 68. The Widows of Tampoek Blang World Bank Web Site 30 March 69. Perempuan Aceh "dengarkan suara kami" Kompas 1 April 2005 70. Merajut harkat perempuan kepala keluarga Salam December 71. Indahnya Berjaringan untuk Kemajuan Kompas 11 October Perempuan 72. Mengikuti gerak Pekka NTT Kompas 13 August 73. Acehnese Women Build Their Own Homes World Bank Web Site 12 August 74. 'Kumpul Janda' di Bumi Kitri Republika Online 19 July 75. Kegairahan perempuan Aceh memutar roda Kompas 20 June perekonomian 76. Meniti tali di Labuapi Kompas 20 June 77. Pertemuan para janda dilaporkan ke panwas Flores Pos 28 May pilkada 78. Peugoet Kompas 23 May 79. Kemandirian Perempuan, Merupakan "Nyawa" Kompas 18 May Sebuah Otonomi Daerah 80. Pameran Foto "Perempuan dalam bingkai" kompas 1 April 81. Yang Takluk pada Nasib " perempuan miskin Kompas 7 March Kepala Rumah Tangga 82. Potret ekonomi perempuan Kompas 7 March 83. Para Ibu Itu Tetap Optimistis Melihat Masa Kompas 24 January Depan 84. Perjalanan nani ke aceh pasca stunami kompas 10 January 85. Perempuan menyiapkan langkah Strategis untuk Kompas 10 January Aceh 2004 86. Wawancara nani "fenomena perempuan Rahimah September bekerja" 87. Pergulatan PEKKA menemukan identitas Kompas August 88. Perempuan "Hilang "di dalam produksi pangan Kompas 23 August 89. Membongkar sebuah dunia tanpa suami Kompas 9 August 90. Komnas perempuan Fasilitasi perempuan kepala Merdeka 7 August keluarga 91. 6 Juta Rumahtangga di Indonesia Dikepalai www.eramuslim.com 06 August Perempuan 92. 40 Juta Wanita Jadi Kepala Keluarga Pikiran Rakyat 02 June 93. Indonesia: Photographing Poverty and Exclusion World Bank Web Site 13 May 2003 94. Menolak perang menolak menjadi korban Kompas 31 March 2001 95. Menumbuhkan kesadaran Krisis di kelompok Kompas 25 January basis

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Video Community Production 2008-2011

No Tittle Production Team Synopsis 2008 1 Udeep di Lapak (Hidup di Jeumpa Production. Story of street traders with goverment officer Lapak) 2 Saboh Glah Ie Kupie (Segelas Sukma Production Story of Acehnese men’s habit spending their time in Air Kopi) coffee shop 3 Toeh Ek Koen Bak Tempat Irak Production, Potrait of one side of Idi Rayeuk city where Droe (Buang Kotoran community do toileting in open area Sembarangan) 4 Sikula Masa Depan Loen Kembang (Sekolah Masa Depanku) Production

5 Harga Sebuah Surat (1) Lodaya Production The important of having legality and the impact of not having it 6 “Podium” Lelani Production Story about community habit toileting in the river since lack of toilet 7 PKBM Lolon Lae The success of a couple who are developing a Production learning center by their own sources

8 Hana Ie Hanjeut Taudeep Sukma Producton Story about the important of water in people life (Tak Ada Air, Tak Ada Kehidupan) 9 Meureunoe Hana Eu Umue Kembang Story about elderly women in getting knowledge (Belajar tak Mengenal Batas Production Usia 10 Kaween Loom Jeumpa Production Story about poligamy of Acehnese men in Bireun (Kawin Lagi..) 11 Ina Puken Tula Tuen Lolon Lae Story of women’s struggle to become a village leader Lewotana (Perempuan Production Mengubah Dunia) 12 Harga Sebuah Surat (2) Lodaya Production The important of having marriage sertificate and the impact of not having it 13 Geger Berajah Lelani Production Story of women who have high motivation in learning (Semangat Belajar) although they do not get money. 2009 1 Satukan Hati, Samakan Lolon Lae Local Forum activity in NTT Langkah, Raih Kemenangan Production 2 Dialog Dengan PP Jeumpa Production Pekka socialitation to the government and the government hopes PEKKA and government are able to cooperate 3 Dialog Dengan Kapolres Pekka socialitation and discussion on drugs, domestic violent, and religious law issues. 4 Dialog dengan Mahkamah Jeumpa Production Syariah

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2010 1 Bakat yang Harus Digali Lolon Lae Story about youths spending their time in learning Production music and computer at Pekka center 2 Anak Muda & Impian Lolon Lae Success story of drop out children who attend Production equivalency program and finnaly become motivator for other children 3 Kartini Muda Merubah Dunia Lolon Lae Competition on writing and music in celebrating Production Kartini’s day 4 Menyingkap Tabir Bakat Di Lolon Lae Finding out the talent of Pekka’s members in music, Pekka Lodan Doe Production writing and computer 5 Kemenangan fitri Pedoman Lolon Lae Solidarity development of multi religious Hari Esok Production 6 Deklarasi Serikat PEKKA Aceh Tim Vikom Aceh Documentation of local forum meeting in Aceh and (Sukma, Kembang, Serikat Pekka declaration Jeumpa, Irak) 7 Musrenbang Jeumpa Production Activity of development planning process in Bireun 8 Putus Sekolah Jeumpa Production Profile of Sulaeman, Nuraini, Neung who are quit from school since they have no money to pay the school cost. Now, they work as farmer workers. 9 PAUD Pekka ‘Cahaya’ Jeumpa Production Activity of preschool called “Cahaya” with several activities such as reading, counting, singing. 10 Keaksaraan Fungsional Jeumpa Production Story of Nurma, a literacy tutor who is using cooking material in teaching reading and writing for women so they will remember easily 11 Kue Pekka Jeumpa Production Learning of snack making in Pekka center

12 Kunjungan ke Mahkamah Jeumpa Production Dialog with judges and discuss on marriage Syariah legalisation, court fee waiver and heritant 13 Dialog Sosial Jeumpa Production Pekka sosialitation and dialog with government to make a proposal 14 Perempuan Tangguh Penjual IRAK Production Profile of a woman trader who is selling fish. The Ikan video shows her competition with men traders in buying fish in the fish market. 15 Anak Miskin Juga Berhak IRAK Production Story of poor children who are getting scholarship Sekolah from Pekka. The parents feel so happy so their children are able to continue their school. 16 Akte Lahir Kembang Production 17 Dialog Dengan KUA & Kembang The important of marriage certificate, divorce cases, Mahkamah Syariah Production marriage legalisation and court fee waiver. 18 Dialog Dengan Dinas Kembang Farming system and how to handle farming Pertanian Production problems. 19 Profil Rohamah Sukma Production Story of Rohamah who is struggling sending her children to school 2011 1 WC Umum Sukma Production Story about community who have no toilet in their

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houses 2 PAUD Pekka Kembang Activity of preschool students with some limitation Production condition 3 Pembuatan Akte Kelahiran IRAK Production Video about process of women access birth certificate 4 Pentingnya Legalitas Lodaya Production Process of divorce legalisation cases and marriage legalisation cases 5 Keadilan Bagi Masyarakat Lodaya Production Video socialisation of clean politic

6 Mencari Ilmu Lodaya Production Video socialisation of preschool program in Karawang 7 Pelatihan Penetasan Telor Lodaya Production Training of duck egg hatching Bebek 8 Pelatihan Pembuatan Obat Lodaya Production How to make organic fertilizer Organik 9 Teknologi Tepat Guna Lelani Production Video showing the advantages and disadvantages of using stove and water filter. 10 Sidang Keliling Lelani Production The process of circuit court contains the requirements bringing the cases to the court, the important of having marriage and divorce certificate and also birth certificate 11 Anak Muda dan Impian – 2 Lolon Lae Story of drop out children attended equivalency Production courses and their ability to motivate other children 12 Menghalau Ketakutan Lolon Lae Developing self esteem of Pekka cadres so that they Meraih sukses Production are able to be the leader 13 Perempuan Perantara Lolon Lae Women ability in developing community Teknologi, Perempuan Production networking Pembawa Perubahan 14 Kemerdekaanmu, Lolon Lae The Pekka’s women in NTT ask all people in the Kemerdekaanku, Production community to think critically, creative and inovative. Kemerdekaan Kita Semua 15 Ina Puken Tan One Tou Lolon Lae Process of annual meeting, cultural night, campaign Tulan Tuen Lewo Tanah Production and socialisation of Pekka 16 Dialog dengan Bupati dan Lolon Lae Developing networking of multistake holder forum MSF Hukum Production 17 Nulu Ina Ake Doan Wale Lolon Lae Story of local culture Ama Ake Gelupak Production 18 RAT Kelompok Pekka Lolon Lae Annual meeting of Pekka group activities Production

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Budget Alocation and Numbers of Beneficiaries Pasca Tsunami in Aceh

No Program Budget Alocation Numbers of Beneficiaries (IDR) (people) 1. Revolving Fund 1,560,402,650 830 2. Food and Health 211,300,900 1,639 3. Housing 1,520,740,200 284 4. Scholarship 1,169,454,900 2,367 5. Capacity building for Women 3,684,185,094 3,505 6. Facilities for community 2,209,701,657 4,060

Total 10,355,785,401 12,685

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ARTICLES OF ASSOCIATION FEDERATION OF WOMEN HOUSEHOLD HEAD UNIONS 2009 - 2012

CHAPTER I NAME, DOMICILE & IDENTITY

Article 1 Name and Domicile

The Federation of PEKKA Unions is a group of PEKKA Unions registered as a legal entity in the form of a community-based organization and domiciled at the national level.

Article 2 Emblem and Flag

Perempuan Kepala Keluarga

1. The emblem of the Federation of PEKKA Unions as laid down in Chapter 2 Article 3 of the Memorandum of Association carries the following meaning: a. The words ‘Federasi Serikat’ arranged in a semi-circle shape signify that the Federation serves as an umbrella organization for PEKKA Unions. b. The word ‘Pekka’ with an upward-slanting underline that has a thick base, tapering towards the end signifies that the Federation of PEKKA Unions shall continue to move forward far into the future aiming for its aspirations and fully cognizant of the steep road ahead that requires tireless struggles. c. The square purple frame symbolizes the 4 empowerment pillars of the Federation of PEKKA Unions. d. The dark purple letterings, underline and frame signifies that the Federation of PEKKA Unions is part of the women’s movement in Indonesia. 2. The flag of the Federation of PEKKA Unions has a rectangular shape with a two-by-three dimension emblazoned with the dark purple emblem of the Federation of PEKKA Unions against a white background.

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CHAPTER II PRINCIPLES AND OBJECTIVES

Article 3 Principles

1. DEMOCRACY: a. Freedom of speech/expression b. Right to elect and to be elected as board members c. Fair and just deliberations d. Open deliberations to reach consensus e. Cooperation to make real the vision and mission to be independent f. Foster close ties within the Federation of PEKKA Unions g. Mutual respect for the opinions of members h. Guarantee or protect the rights of members i. Build mutual trust and honesty in upholding the mandate 2. HUMAN RIGHTS: a. Every member has the right to personal development in organizational work b. Mutual appreciation/mutual respect for the fundamental rights of members by upholding values that prevail in society 3. GENDER EQUALITY AND GENDER JUSTICE: a. Non-discriminatory treatment of the rights and obligations of men and women in every aspect of life (politics, education, law, the economy, religion, socio-culture and health) 4. DIVERSITY a. Non-discriminatory treatment of persons on the grounds of ethnic group, race, religion, culture, status, gender and age.

Article 4 Objectives

To defend the rights and dignity of women household heads in particular and women in general, through the: 1. Political dimension a. Bring justice for women household heads through participation in the oversight and monitoring of the governance system b. Defend the political rights of women and the right to become leaders (from the lowest rung within family units to the highest rung at the state level) c. Contribute in working towards the creation of a clean, honest and fair political system 2. Economic dimension a. Improve the well-being of women by opening up business and market opportunities

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b. Fight for justice to ensure access to assistance and capital funds from the government and the public c. Establish multi-purpose cooperatives d. Promote fair and pro-people economic policies 3. Legal dimension a. Secure justice and legal protection for women and children b. Promote fair and just legal services and protection provided by law enforcement apparatus c. Raise awareness and prevent human trafficking, particularly women and children through education and guidance, and the strict enforcement of law against human trafficking offenders d. Promote a fair and pro-truth legal system 4. Social dimension a. Create equal space and avenues for all ethnic groups b. Promote gender equality among women household heads in community relations in a just and dignified manner 5. Cultural dimension a. Alter society’s outlook and mindset detrimental to women household heads which has long been the root cause for the marginalization of women. 6. Health dimension a. Promote fair, equitable and high-quality health services affordable to poor communities b. Work together with health workers in providing education and guidance, and build awareness on health issues c. Participate in improving the nutrition of families 7. Educational dimension a. Promote high-quality, free, affordable and equitable educational services across regions b. Promote lifelong education for all 8. Religious dimension a. Set straight religious interpretations that degrade and marginalize women 9. Environmental dimension a. Participate in maintaining, preserving and protecting the environment. b. Build awareness on the importance of environmental cleanliness and hygiene

CHAPTER III ACTIVITIES

Article 5 Activities

1. Critical awareness o Hold discussions and dialogues on issues that affect all aspects of life o Encourage all layers of society to be actively involved in the development agenda 2. Capacity building

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o Organize training for the purpose of enhancing life skills o Train women household heads in particular and women in general to be more self- confident in articulating their rights and obligations o Provide opportunities and space for women to be actively involved in all areas o Organize training for strengthening capacity and improving quality 3. Organizational and network strengthening a. Motivate members of the Federation of PEKKA Unions to improve quality and quantity b. Forge cooperation with various parties to support the development of the Federation of PEKKA Unions c. Establish a solid, honest, fair and trustworthy management board 4. Advocacy a. Hold dialogues with relevant parties according to the identified focus area b. Lobby/approach relevant parties c. Cooperate with the mass media and electronic media

CHAPTER IV MEMBERSHIP

Article 6 Criteria

Membership criteria of the Federation of PEKKA Unions are as follows: (1) Must have a support base of women household heads with a clear social mandate (2) The membership base of the Federation of PEKKA Unions is PEKKA Unions (3) Share a common vision with the Federation of PEKKA Unions (4) A PEKKA Union with at least 3 years of experience in organizing communities (5) Demonstrate the willingness to serve as a member of the Federation of PEKKA Unions and comply with the Memorandum of Association/Articles of Association (6) Recommended by no less than three members of the Federation of PEKKA Unions (7) Accepted by acclamation by all members of the Federation of PEKKA Unions at the National Conference

Article 7 Nomination and Acceptance

(1) An official nomination for membership must be accompanied with recommendation letters from three member organizations of the Federation of PEKKA Unions for submission to the Management Board through the Secretariat of the Federation of PEKKA Unions no later than 3 months prior to the National Conference. (2) Management Board shall inform all Federation member organizations and allows for an open assessment, both individually and collectively, prior to the National Conference (3) A candidate member shall be officially acknowledged during a special session on the acceptance of new members at the National Conference.

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Article 8 Rights

Every member of the Federation of PEKKA Unions shall have the right: (1) to obtain inter-regional information and program support from the Secretariat of the Federation of PEKKA Unions. (2) to receive all manner of support and assistance, and be able to build their capacity, including through other Federation members with the required expertise according to need. (3) to utilize all facilities and infrastructure owned by the Federation of PEKKA Unions (4) to speak and the right to vote in the National Conference as set forth in the chapter on National Conference. (5) to file a motion that refers to the right to dissent or of objection, and file a complaint or a motion of no confidence against a decision made or action committed by the Management Board and Board of Trustees (6) to petition that refers to the right to demand accountability from the Management Board and Board of Trustees (7) the mechanism for the filing of motions or petitions shall be governed in a separate chapter.

Article 9 Obligations

Every member of the Federation of PEKKA Unions shall have the obligation: (1) to maintain the good reputation and integrity of the Federation of PEKKA Unions (2) to agree to and abide by the Vision and Mission of the Federation of PEKKA Unions and resolutions reached by the National Conference or the Extraordinary National Conference. (3) to ensure that all programs and activities conform to the basic principles of general policies and strategies of the Federation of PEKKA Unions as agreed and laid down by the National Conference. (4) to pay membership fees and contributions of which the amount and procedure shall be governed in a separate chapter. (5) to submit a progress report to other members of the Federation of PEKKA Unions during the National Conference. (6) to offer input, criticism, recommendation and opinion, either solicited or unsolicited, to other members of the Federation of PEKKA Unions, Management Board and the Board of Trustees for the purpose of mutual improvement.

Article 10 Termination of Membership

Membership shall terminate in the event that:

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(1) the member organization has dissolved, either formally through the highest decision level of the member organization of the Federation of PEKKA Unions, or informally on the grounds that no activity whatsoever has been implemented in the past three consecutive years. (2) the member organization has resigned from the membership based on the decision made by authorized parties in accordance with the policies, statutes (regulations for non-legal entity member organization) or memorandum of association of the said organization. (3) membership has been discontinued or revoked by the Management Board and Board of Trustees as ratified during the National Conference or the Extraordinary National Conference.

Article 11 Code of Ethics

Members of the Federation of PEKKA Unions shall comply with the Code of Ethics set forth below: (1) A member shall not abuse power, misuse assets and misappropriate funds of the organization for purposes and interests not associated with its social mandate, or inconsistent with the Vision, Mission and Values of the organization itself and that of the Federation of PEKKA Unions. (2) A member shall not enter into a collaboration and or accept funds from parties inconsistent with the Vision, Mission and Values of the Federation of PEKKA Unions. (3) A member has the obligation to pay membership fees (4) A member shall maintain the good reputation of the Federation of PEKKA Unions (5) A member shall comply with the memorandum of association and articles of association

Article 12 Sanctions

Members of the Federation of PEKKA Unions in breach of the Code of Ethics shall be liable to the following sanctions: (1) Written warning of up to three occurrences issued by the Management Board of which during this period, the member may raise a defense or submit a written rebuttal. (2) If there is no change in conduct, a sanction shall be imposed by the special meeting of the Management Board together with the Board of Trustees in the form of temporary suspension until the next National Conference is convened. (3) If still no change is evident until the next National Conference, the sanction imposed by the Management Board Meeting shall be deliberated on and or ratified as the official and final decision of the Federation of PEKKA Unions reached during the National Conference or the Extraordinary National Conference, which may result in the expulsion of the organization from the membership of the Federation of PEKKA Unions.

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CHAPTER V MANAGEMENT BOARD

Article 13 Organizational Structure

National Conference

BOARD OF MANAGEMENT TRUSTEES BOARD AMANAH

EXECUTIVE BOARD

Article 14 Definition

(1) Management Board is the bearer of the mandate of the National Conference or Extraordinary Conference and elected during the National Conference or Extraordinary National Conference (2) Management Board consists of a chairperson, secretary and treasurer.

Article 15 Membership Criteria

(1) Management Board comprises of individuals with proven competency and personal commitment, and whose general outlook is consistent with the Vision and Mission of the Federation of PEKKA Unions and their respective member organization (2) Criteria for Management Board membership: a. Has prior experience as a member of the PEKKA Union management board for a minimum of 3 years b. Has attained at least lower secondary education or the equivalent c. Is a Union board member with a regular member status d. Must not hold any concurrent position at the PEKKA Union level

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e. Must demonstrate the commitment to uphold democratic values (willingness to sacrifice, honest, fair, prudent, transparent) f. Acts responsibly g. Demonstrates leadership qualities h. Willing to comply with the memorandum of association and articles of association i. Willing to remain single during the tenure as a board member

Article 16 Nomination and Election Procedure

(1) Every member of the Federation of PEKKA Unions shall propose a candidate for the Management Board during the National Conference. (2) Every candidate must confirm his or her willingness (3) Every candidate must convey his or her vision and mission (4) Election of the Management Board is implemented through a voting mechanism. (5) Every participant shall exercise the right to vote by writing the candidate’s name on a ballot paper bearing a special stamp to be deposited into a ballot box. (6) The candidate board member also has the right vote. (7) Votes are counted in a transparent manner and shall be witnessed by representatives from PEKKA Unions. (8) A candidate receiving the highest vote count of more than 50% of total votes cast shall be declared as the chairperson. (9) As for the second and third highest vote counts, the elected chairperson shall reserve the right to appoint the secretary and treasurer. (10) If the highest vote count is less than 50% + 1 from total votes cast, the election shall be repeated in accordance with the procedure governed in the previous clause. (11) If the outcome in clause 10 fails to meet the requirement, a deliberative consensus shall be reached to declare the candidate with the highest vote count as the Chairperson of the Federation of PEKKA Unions. The position of Secretary and Treasurer shall be determined by the elected Chairperson.

Article 17 Tenure of Office

(1) Management Board elected through the National Conference or Extraordinary National Conference shall hold office for terms of three years, in concurrence with the convening of the National Conference. (2) A member of the Management Board can only be nominated and elected for two consecutive office terms (6years).

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(3) A member of the Management Board who has ever been elected, either having held office only once or twice in consecutive terms, can be renominated and reelected after an interval of an office term after the completion of his or her last tenure.

Article 18 Rights

Management Board has the right to: (1) utilize facilities and infrastructure of the National Secretariat of the Federation of PEKKA Unions and or those owned by Federation members for the purpose of ensuring smooth implementation or for fulfilling the role and duties incumbent upon the Management Board. (2) claim operational expenses incurred for official trips, accommodation and purchase of equipment and supplies for routine work from the National Secretariat of the Federation of PEKKA Unions necessary for assuming the role and duties incumbent upon the Management Board. (3) defend him or herself or provide a rebuttal and response, orally and in writing, as a result of the exercising of the right to file a motion and the right to petition by a member organization of the Federation of PEKKA Unions as set forth in the chapter on the rights of members.

Article 19 Obligations

Management Board has the obligation to: (1) abide by the Vision and Mission of the Federation of PEKKA Unions and the resolutions of the National Conference or Extraordinary National Conference. (2) maintain the good reputation and integrity of the Federation of PEKKA Unions. (3) offer information, criticism, recommendation and opinion, either solicited or unsolicited, to members, the Executive Board, and the Board of Trustees for the purpose of mutual improvement. (4) deliver an accountability report to members at the National Conference or the Extraordinary National Conference.

Article 20 Scope of Duties

(1) Uphold the vision and mission of the Federation of PEKKA Unions (2) Reflect on the sustainability of the Federation of PEKKA Unions (3) Draw up general policies for the interest of the Federation of PEKKA Union (4) Represent the Federation of PEKKA Unions at the national and international levels. (5) Assign the Executive Board, Board of Trustees or PEKKA Unions to represent the Federation of PEKKA Unions at the national and international levels (6) Mount a legal action for and on behalf of the Federation of PEKKA Unions (7) Appoint and oversee the Executive Board of the Federation of PEKKA Unions

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(8) Implement all resolutions, policies and core strategies approved during the National Conference or Extraordinary National Conference (9) Convene periodic meetings or coordination meetings according to need (10) Coordinate with the Board of Trustees on the role, function and duties incumbent upon the Management Board (11) Oversee members of the Federation of PEKKA Unions with regard to the implementation of policies and core strategies of the Federation of PEKKA Unions (12) Issue warnings and sanctions against members of the Federation of PEKKA Unions in breach of the memorandum of association and articles of association (13) Foster cooperative ties with other parties to assist members of the Federation of PEKKA Unions according to need. (14) Organize the National Conference or Extraordinary National Conference.

Article 21 BOARD OF TRUSTEES

Definition

(1) Board of Trustees is the bearer of the mandate of and elected by the National Conference or the Extraordinary National Conference. (2) Board of Trustees functions as the advisory and supervisory body. (3) Board of Trustees shall consists of at least 3 persons

Article 22 Membership Criteria

(1) Board of Trustees comprises of individuals with a vision and mission, and with proven competency and personal commitment consistent with the vision and mission of the Federation of PEKKA Unions (2) Board members have confirmed their willingness to serve as the Board of Trustees (3) Board members must be able to offer input and advice, and oversee the functioning of the Federation of PEKKA Unions (4) Board members are acceptable to all members of the Federation of PEKKA Unions (5) Board members demonstrate the ability to build good relations with the Federation of PEKKA Unions

Article 23 Nomination and Election

(1) Every member of the Federation of PEKKA Unions shall propose a minimum of three candidates for the Board of Trustees at the National Conference

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(2) Election shall be done through deliberations in order to reach consensus (3) National Conference shall approve and ratify the Board of Trustees

Article 24 Tenure of Office

(1) Board of Trustees shall hold office for terms of 3 years, in concurrence with the convening of the National Conference. (2) Board of Trustees can only be nominated and elected for two consecutive office terms (6 years). (3) Board of Trustees who have ever been elected, either holding office only once or twice in consecutive terms, can be renominated and reelected after an interval of an office term following the members’ last tenure.

Article 25 Rights

Board of Trustees has the right to: (1) utilize facilities and infrastructure of the National Secretariat of the Federation of PEKKA Unions and or those owned by Federation members for the purpose of ensuring smooth implementation or for fulfilling the role and duties incumbent upon the Board of Trustees. (2) claim operational expenses incurred for official trips, accommodation and purchase of equipment or supplies for routine work from the National Secretariat of the Federation of PEKKA Unions necessary for assuming the role and duties incumbent upon the Board of Trustees as governed in special provisions. (3) Defend him or herself or provide a rebuttal and response, orally and in writing, as a result of the exercising of the right to file a motion and the right to petition by a member organization of the Federation of PEKKA Unions as set forth in the chapter on the rights of members.

Article 26 Obligations

Board of Trustees has the obligation to: (1) abide by the Vision and Mission of the Federation of PEKKA Unions and the resolutions of the National Conference or Extraordinary National Conference (2) maintain the good reputation and integrity of the Federation of PEKKA Unions and all other members of the Federation. (3) offer information, criticism, recommendation and opinion, either solicited or unsolicited, to members, the secretariat and the Management Board for the purpose of mutual improvement. (4) deliver an accountability report to the National Conference or the Extraordinary National Conference.

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Article 27 Scope of Duties

(1) Uphold the vision and mission of the Federation of PEKKA Unions (2) Act as mediator for dispute resolution among members and agencies under the Federation of PEKKA Unions. (3) Act as facilitator and resource person (4) Represent the Federation of PEKKA Unions in national or international network activities upon the request of the Management Board.

CHAPTER VI EXECUTIVE BOARD

Article 28 Definition

(1) Executive Board is a body established by PEKKA members through the Conference for PEKKA’s executive boards. (2) PEKKA Executive Board is led by an Executive Secretary appointed by and under the supervision of the Management Board. (3) Executive Secretary is a professional individual reporting to the Management Board. (4) Executive Secretary shall appoint staff members according to need with approval from the Management Board.

Article 29 Criteria

Executive Secretary must meet the following criteria: (1) Possess the appropriate knowledge and experience, and managerial skills (2) Willing to work full-time and comply with all decisions handed down by the Management Board (3) Executive Secretary may come from among members of the Federation of PEKKA Unions, or a professional individual who identifies with the vision and mission of the Federation of PEKKA Unions (4) Executive Secretary shall not hold concurrent positions in the management board of the Federation members

Article 30 Rights

Executive Secretary has the right to: (1) receive monthly remuneration and other entitlements as governed in a separate chapter.

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(2) utilize all facilities and infrastructure of the Executive Board of the Federation of PEKKA Unions for the purpose of implementing his or her role and duties.

Article 31 Obligations

Executive Secretary has the obligation to: (1) abide by the Vision and Mission of the Federation of PEKKA Unions and resolutions reached by the National Conference (2) maintain the good reputation and integrity of the Federation of PEKKA Unions (3) deliver an accountability report to the Management Board every six months

Article 32 Scope of Duties

(1) Assists in the smooth implementation of the role and duties incumbent upon the Management Board. (2) Manages resources under the Federation of PEKKA Unions as assigned by the Management Board. (3) Assists in ensuring the effective functioning of information delivery, communication, coordination and documentation of the Federation of PEKKA Unions.

CHAPTER VII CONSULTATIVE FORUMS

Article 33 Quorum, Agenda and Implementation of National Conference

1. National Conference or Extraordinary National Conference shall be declared to have a quorum when attended by at least 2/3 of members of the Federation of PEKKA Unions. Each Union shall be represented by 3 core executives and 5 divisions. 2. All sessions or meetings for decision-making and elections in and throughout the Conference are rendered valid when approved by 50%+1 from total members in attendance. 3. The main agendas of the National Conference include: a. Hear and discuss accountability reports submitted by the Management Board and the Board of Trustees b. Discuss strategic issues with all members and outline policies and strategies that shall guide future direction c. Deliberate on and approve candidates and new member organizations proposed by the Management Board and or Board of Trustees d. Review and discuss, and re-approve the Memorandum of Association as the constitution of the Federation of PEKKA Unions.

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e. Hear inputs from external parties as relevant resource persons invited upon joint agreement from all members of the Federation of PEKKA Unions. f. Agree on the amount of fee payable by every member organization of the Federation of PEKKA Unions. g. Elect the Management Board and Board of Trustees for the subsequent office term. 4. The special agendas of the Extraordinary National Conference include: a. Deliberate on breaches committed by and sanctions imposed on the Management Board and Board of Trustees as the result of members exercising their right to file for a motion (right of objection) and right to petition (demanding for accountability). b. Discuss motions, plans and procedures for the dissolution of an organization. 5. The convening of the National Conference and Extraordinary National Conference shall be the responsibility of the Management Board. 6. Funding for the National Conference and Extraordinary National Conference shall be the responsibility of members of the Federation of PEKKA Unions.

Article 34 Meetings

(1) Management Board Meeting; convened at least once a year for the coordination of Management Board activities. (2) Coordination Meeting between the Management Board and the Board of Trustees; convened at least once a year for the coordination of activities implemented by the Federation of PEKKA Unions. (3) Annual Meeting; convened once a year with attendance by members of the Federation of PEKKA Unions for the evaluation and formulation of short-term work plans (annual).

CHAPTER VIII FINANCES

Article 35 Source of Funds

1. Annual membership fee of which the amount shall be jointly agreed by members. 2. Membership fee shall account for 15 % from total membership fees of PEKKA Unions accumulated at the lowest level. 3. Other sources are derived from PEKKA Unions’ enterprises and contributions from other parties that are non-binding in nature.

Article 36 Fund Management

1. All funds received by Unions must be recorded in a transparent manner.

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2. The utilization of funds must be based on deliberations between the Management Board and Board of Trustees. 3. Accountability report on the utilization of funds shall be submitted by the Management Board on a regular basis during the National Conference.

CHAPTER IX Additional Provisions Article 37

The dissolution of an organization can only be done through the National Conference or the Extraordinary National Conference.

Article 38

The decision to dissolve an organization must at least be approved by 2/3 of participants at the National Conference or the Extraordinary National Conference.

Article 39

Assets of a dissolved Union shall be handed over to an organization with a vision and mission similar to the PEKKA Union, or to the PEKKA Foundation.

CHAPTER X DISSOLUTION, ADDITIONAL, and TRANSITIONAL PROVISIONS

Article 40 Dissolution

(1) The Federation of PEKKA Unions can only be dissolved upon approval from all members based on deliberations, and decided by the National Conference or the Extraordinary National Conference. (2) If the schedule for convening the National Conference is still far ahead, while the demand and need for dissolution is urgent, upon request from all members of the Federation of PEKKA Unions, the Management Board and Board of Trustees can take the initiative to call an Extraordinary National Conference specifically for the purpose of the dissolution. (3) If approval from all members has not been obtained within the specified duration, the Extraordinary National Conference can be convened with attendance by at least 2/3 of members of the Federation of PEKKA Unions and approved by at least 50% + 1 from members in attendance. (4) In the event of the dissolution of the Federation of PEKKA Unions, all Federation assets and finances as set forth in the chapter on the assets and finances of the Federation of PEKKA

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Unions, shall not become the personal wealth of any person whatsoever, including member organizations, the Management Board, Board of Trustees, and Executive Board (5) If approval is obtained from at least 2/3 of members of the Federation of PEKKA Unions, all assets and finances may also be donated to Federation members in need of such resources, or to partner organizations with a vision, mission and basic values similar to the Federation of PEKKA Unions and/or Federation members. (6) In the event of bankruptcy, all losses shall be borne by members of the Federation of PEKKA Unions to be formulated during the Extraordinary National Conference.

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