Empowering Community

Empowering Community as One of the Way to Develop Nation

Ellen Maharani VIII D

09460004964

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Serving the public as the main function of the state is becoming a doctrine in years. People believe that the one and only part of the nation which has the obligation to deliver the service is government, the bureaucrats. Is that true, that bureaucrats with its system bureaucracy is the only means to run the service? Or there is another way possible?

Introduction We live in the state-of-being-organized-and-ruled through the system called bureaucracy. We hire bureaucrats and professionals to do what families, neighborhoods, and voluntary associations had done before the industrial revolution. We blinded ourself to taking out the control out of the hands of families and communities to the bureaucracy and profesionalsm. As the consequences, we, the community are already successful to create dependency. The community are becoming so dependent upon and controlled by their helpers and leaders. We are becoming the people who understand themselves in terms of their deficiencies and people who wait for others to act on their behalf, as we live in the world of bureaucracy. When the world is beginning the era of information-technology, people are likely to be curious of the state-of-transparency. They know more information than before. They want to know everything that is related to the money collected and spent by the officer of government. They believe that todays bureaucracy is inefficient, slow and generally bad. They believe that this nation needs a new public management system to handle all of these problems to serve public better. They demand an accountability of report; the transparency of rule and information. Public care about where the resources spent for, the services they got and the welfare of the nation. The nation today different from the nation yesterday. Public needs new nation with new management that could guarantee the better living. David Osborne summarized new ways to re-manage United State of America with the spirit of new public management which is called reinventing government. Ten of them are : 1) steer more than they row 2) empower communities rather than simply deliver services 3) encourage competition rather than monopoly 4) driven by their missions, not their rules 5) fund outcomes rather than inputs 6) meet the needs of the customer, not the bureaucracy 3|Page

7) concentrate on earning, not just spending 8) invest in prevention rather than cure 9) decentralize authority 10) solve problems by leveraging the marketplace, rather than simple creating public programs. All of the strategies above are noble ideas to be implemented in the idealistic form. In this paper, the writer want to explore more on empowering community rather than simply deliver services, in theoritical and practical means of analysis. The writer likes the idea because this idea show the importance of team-work in walking together to help the community, to serve the public, to develop nation without being dependent towards the slow-motion bureaucratics system. This initiative to empower community implemented in East Africa, South Africa, India, New Zealand, and several other countries in the world. Empower community promote the state of being independent to take care of individual, families, communities without waiting for government action to take control of. Usually, it focused on education, health, water and sanitation, child-feeding, poverty, security, and other social services that needed the swift actions to be taken over.

Problem Definition Empowering community has functions to provide and organize the services as mechanisms through which individuals can express their collective self-interests, particularly regarding the issues and problems affecting their families and communities without giving it out to the bureaucrats system as it could be. This different-unique strategy could be the answer to reinvent government of Indonesia in way delivering public services. That is why, the writer state my question research as “Is that empower communities rather than simply deliver services is likely to be implemented in indonesia?”. The writer have an intention to explore the empowerment community theory and practical; compare the factors related and analyze the opportunity to be implemented as new system of servicing the public of Indonesia.

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Theoritical Framework A brief history of bureaucracy Before the bureaucratics era emerged, people handled theirselves with their own way. People, the community, cultivated their land, growed their plants, fished for living, breeding, or when they had nothing’s needed they would do bartering. Until the era of industrial revolution, when mass production had done in such locations, people tended to just wait for the products, chosed to be employees and leaved the state-of-handling-ownself. By then, the people, the community had been starting to be independent towards the system, that later called as bureaucracy. Bureaucracy is somehow not only talking about government system but also others. In the government, academic, and corporate worlds, buzz words change almost frequently enough for people to require a pocket dictionary that can be updated weekly. Despite any name put to it over the centuries, however, the primary instrument or tool of authority for the exercise of power continues to be "bureaucracy". The term, "bureaucracy", basically means "rule by office." It derives from the French word "bureau", meaning office or desk, and the Greek word "kratein", meaning "to rule." Given that, many cultures had bureaucracies of sorts in place long before the term entered common parlance. While philosophical approach especially in China, Confucianism, has permeated Chinese life for centuries, contains elements that in effect are preconditions for a bureaucratic regimen, notably two of the four guiding principles (dragons) – respect for education and compliance with authority. Early Chinese commerce, including the first money economy, tax collecting, military conscription, among other facets of Chinese daily life, were so thoroughly ordered by application of the Confucian tenets that successful invaders were assimilated into the Chinese culture and social structure. To be sure, there were some changes at the top of the social order but their effects did not have the strength to filter down through the ranks to the point they particularly impacted on daily life in the cities and villages. Sheer size of the country, both geographically and demographically, dictated that for the most part existing officialdom could not be replaced wholesale without great socio-economic upheaval. The coming of the Industrial Revolution accelerated the development of bureaucracies, and, somewhat like Confucianism, Western religions tended to imbue this development with ethical justification. The last century saw the perfection of the bureaucracy -- a form of organization that has been enormously successful and is the result of thousands 5|Page

of years of trial and error evolution. Max Weber outlined the key characteristics of a bureaucracy: 1. specification of jobs with detailed rights, obligations, responsibilities, scope of authority 2. system of supervision and subordination 3. unity of command 4. extensive use of written documents 5. training in job requirements and skills 6. application of consistent and complete rules (company manual) 7. assign work and hire personnel based on competence and experience In Weber's time, they were seen as marvelously efficient machines that reliably accomplished their goals. And in fact, bureaucracies did become enormously successful, easily outcompeting other organization forms such as family businesses and adhocracies. They also did much to introduce concepts of fairness and equality of opportunity into society, having a profound effect on the social structure of nations. However, bureaucracies are better for some tasks than others. In particular, bureaucracies are not well-suited to industries in which technology changes rapidly or is not yet well-understood. Bureaucracies excel at businesses involving routine tasks that can be well-specified in writing and don't change quickly. Today, many of these principles seem obvious and commonplace. Everything is changing swiftly, everything is done electronically called online-system. The institution that is not changing will get into risk itself. Risk is reforming in a different way. We already said before that bureaucracy is not merely talking about government, but the system. But todays world are agree to identify the system of government as bureaucracies. Today we also think of government-bureaucracies as inefficient, slow and generally bad. It is time the Bureaucratic age ended. An industrial revolution started the Bureaucratic Age - an information revolution is ending it. Organizing Community Following the American Civil War, when countries were becoming disable to adhere all of public services for the community through its system called bureaucracy, there was a rapid rise in the number of charitable agencies designed to lend assistance to those displaced, disabled, or impoverished by the war. Many of these organizations were progressive in philosophy, even by the standards of the early twenty-first century, and they provided services to, or activities for, children and teens. The term community organization was coined by social workers in this era to address the problem of coordinating charity6|Page

based services, thus reflecting the structural perspective of community. Community organizing is conceptualized more as a process aimed at creating change. Community organizing is best described as seeking empowerment, both as a process and an out-come individuals and collectives. In community organizing, people unite. The unity might be based on union in workplace, community on a specific location or geography, constituency on common individual characteristics (e.g., gender, language, ethnic background) and issue based on issues rather than common individual characteristics (e.g., taxes, schools, war, health care). The unity could also be classified by the role in the community such as :

1. Self-help community organizing includes three specific classifications of organizing: social planning, civic agency, and community development. Social planning is geared toward technical problem solving, especially with regard to the delivery of goods and services to people in need. Civic agency is a process characterized as providing services for those in need. Social change is not an issue for a civic agency - in fact, the civic agency approach sometimes must avoid social change, as change is politically difficult due to the support for this approach that exists within the existing social structure. Community development organizations most often emphasize the development of the built environment, and only secondarily stress social change. This approach uses consensus-building techniques to achieve improved community environments, and conflict is avoided.

2. Electoral organizing, often called political participation, involves the attainment of power through the electoral process. The activities of the electoral approach include voting, campaigning for candidates, and supporting or opposing specific issues. Involvement in the political process, while requiring the participation of many people, reflects the value of leadership in that the social problem or issue being campaigned for is ultimately placed in the hands of the elected official. From the perspective of this approach, the elected official, it is believed, can quickly and effectively deal with the issue.

3. Pressure groups are referred to by many names, including social-action organizations, social-influence associations, instrumental voluntary associations, power-transfer organizations, and empowerment-based organizations. The goal of social-action organizations is to develop power in an effort to pressure social systems and institutions to respond to the needs of disadvantaged communities. Any differences among pressure-group typologies are more a matter of degree than substance; all share the value of citizen participation. Inherent in the pressure-group approach is the belief that citizens are best able to know what their communities

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need, and that the community organization is a mechanism that enables citizens to address those needs. The process of building a community capable of acting to improve its circumstances is called community organizing. Organizing involves building relationships across networks of people who identify with common values and ideals, and who can participate in sustained social action on the basis of those values. Community organizing represents the entire process of organizing relationships, identifying issues, moving to action on identified issues, evaluating the efficacy of those actions, and maintaining a sustained organization capable of continuing to act on issues and concerns. Tension can arise between the process of empowering individuals who participate in organizing and the process of building power for organizations where organizing is practiced. This tension is, in effect, between organizing as a process and as an out-come. For some organizations, efforts that develop the skills, consciousness, knowledge, and confidence of individuals are sufficient to be labeled empowerment. Others emphasize the need to address the causes of human suffering in the broader community and society through empowering communities, especially in terms of self-help community organizing, of people capable of changing their circumstances. The Condition of Public Services There are already two things above describing the bureaucracy system, the common things that delivering the services into public and community organizing, the alternatives that emerged after the war. Now, we would like to paint out the condition of public services as usual, comparing the rich countries to developing one. For those living in rich countries, basic serves are often taken for granted. However, in the developing world providers often fail to deliver essential services and people bear the consequences. Nearly all rich country homes have safe, piped water available 24 hours a day, but about 800 million people in the developing world still get water from open sources such as ponds or streams. In rich countries only about 85,000 children under age 5 die each year from all causes. In the developing world, some 3 million babies die within the first 28 days from conditions that could be prevented if mothers received prenatal care and gave birth with a trained attendant. One of the reasons people in developing countries lack services is physical access they are just too far away from a provider. But physical access is only one piece of this puzzle, and usually the easiest piece to put in place. Indeed, over the past 20 years large gains in access have been made in many countries and more people live closer to schools, clinics, wells or roads. This massive expansion of physical infrastructure has led to the next 8|Page

challenge: are these services effective and of adequate quality? When a child reaches school, do they learn? If a person reaches a clinic are they treated? Does the well have any water? Is the road passable? In many developing countries, the public sector is unable to meet these challenges alone: Providers often do not show up. Resources are necessary, but experience shows that resources are not sufficient. Pouring more resources into the clogged pipe of business as usual will not meet the challenge. Public service delivery needs to be reinvigorated from the bottom up. Changing public service delivery needs to begin with a system approach. Nearly all the developing countries have attempted to address their problems with an organizational form transplanted from a particular period of the history of the rich countries - the hierarchical civil service. Historically, development thinking was seduced by the idea that the solution to every problem was to design and fund a program to address it - a program that would be implemented by a top-down bureaucracy following rules. The response to weak services was simply to continue to rely on the same system of top-down civil service provision of services, but adding more and more resources or more special programs to address the obvious gaps. A key to solving the “leaky-pipe” problem is to create a system of accountability. Citizens and communities need to hold politicians and policy makers accountable for providing public sector resources. And policy makers must be able to hold providers responsible for their performance in delivering services. Efforts to improve accountability have been ineffective, largely because they have focused on topdown accountability (reporting up the hierarchy) rather than bottom-up accountability to citizens (means to communicate their demands to policymakers) and because they have tracked inputs and outputs rather than results achieved. Rewarding inputs rather than results achieved means that policy makers generally hold providers accountable for money spent and quantity of outputs (like patients treated, wells constructed) rather than what people actually value. Incentives to provide quality service at health clinics are weak if budgets and rewards are tied only to the number of patients seen, not to the quality of care. For the system to work effectively we need bottomup accountability to complement these top-down systems. Providers and policymakers have greater incentives to act if they know that people care and are pushing for change. Policy makers were aware of the problem, but took no action. Now, local government officials, teachers and parents are more aware and able to follow-up when there are delays. The government also publishes disbursements. Inform and Empower initiative encourages the vision of a mutually reinforcing system of empowered citizens and communities, responsive providers, and informed decisionmakers in pursuit of delivering public services. We believe that providing meaningful, easily9|Page

accessible information to citizens, communities, service providers, and policy makers is a key part of creating home-grown solutions to improve the quality of public services. Better information can help governments and other providers spend scarce resources wisely. And, empowered by information, citizens and communities can demand better services from providers or develop new solutions to meet their own needs. Effective services, like schools, police, health care, roads, drinking water and sanitation contribute directly to the well-being of communities. Around the world these core services are a responsibility of the public sector and people overwhelmingly rely on public sector providers to make sure that children are born in safe settings and vaccinated; that they have clean water to drink; and that they are taught to read and write. For an economy to grow and prosper, producers - both big and small - must be able to hire literate workers, use well-maintained roads and transport, be protected from crime and disorder, and have safe ways to dispose of waste. We will support efforts to provide easily accessible information to people so that they can choose the best strategy for themselves and their community to improve the quality of public services. We will use multiple modes of communication (such as media, mobile, ekiosks and other technologies) to allow a broader range of citizens to access information and we will seek innovative methods for disseminating information. We're focused on Informing citizens of their rights, entitlements, choices, and quality of public services and providing tools and information to increase access to and use of available services Supporting civil society organizations that strengthen links between communities and policy makers. The Revolution After years, we let our bureaucrats control our public services. We rely on professionals to solve problems, not families and communities. We create programs designed to collect clients rather than to empower communities of citizens. By letting those things happen, we create dependency. There are two kinds of people, clients and citizens. Clients are people who are dependent upon and controlled by their helpers and leaders. Clients are people who understand themselves in terms of their deficiencies and people who wait for others to act on their behalf. Citizens, on the other hand, are people who understand their own problems in their own terms. Citizens perceive their relationship to one another and they believe in their capacity to act. Good clients make bad citizens. Good citizens make strong communities. Unfortunately, the main problem of bureaucrat system is all about hierarchiecal civil service. The delivering of services to the public became slower and slower because of topdown or somehow bottom-up approach that then victimized the community of nations. We 10 | P a g e

cannot blind ourselves of this reality. We, the people of community, have to change the hierarchical-bureaucartics system by starting to organize several public services. On the other hand, the government should be aware to begin the ownership and control of public services into communities. By the teamwork-building between both part, communities’ welfare would not be an idealistic statement anymore. The policy to expand the authority of community in serving theirself had been already redefining the role of officer. The officer is no longer becoming just officer but as a catalyst to draw together community resources, to provide resources, backup and training. Officer can be the most effective if they help communities help themselves. People act more responsibly when they control their own environments than when when they are under the control of others. When communities are empowered to solve their own problems, they function better than communities that depend on services provided by outsiders. This noble idea to expand the authority to community by provide resources, backup and training is called empowering community. Empowerment in a complete definition Empowering community has several dictions anyway, such as empowerment, empowering community, empowering service delivery, community policing, David Osborne stated that empowerment is a nation of self-help organizations. Empowering community is approaches that focus on community even not always been embraced by formal government in order to improve social mobility. Activist, Bob Kafka, stated about Empowering Service Delivery which is the next evolution of the independent living movement. This approach is likely to change the current service delivery to move it back to community. Community policing is widely accepted by politicians and police professionals as an innovative way to deliver services. Many people claim that by letting the professionals do the “job of community”, we will let the things done effectively, efficiently and economic. Somehow they are right, but somehow wrong in versa. Renee Sims said that if you have someone outside managing it (the professionals), and a pipe burst over the weekend, you’re not going to get it done”. Simple statement that is surprising. David Osborne mention the several things that make the empowering community is actually better than professionals service: 1. Communities have more commitment to their members than service delivery systems have to their clients because they are commited by the reasons of union in workplace, community on a specific location or geography, constituency on common individual characteristics (e.g., gender, language, ethnic background) and issue based on issues rather than common individual characteristics (e.g., taxes, schools, 11 | P a g e

war, health care). The everlasting bonds of relationship than a swift-professionals relationship that might loose easier. 2. Communities understand their problems better than service professionals. It is all about the experience things that the community had gone through. 3. Professionals and bureaucracies deliver services, communities solve problems. Professionals and bureaucracies sees the problem from the outside perspective. Communities sees the problem from inside and analyze deeper, so that they know how to cope with the problem. 4. Institutions and professionals offer service, communities offer “care”. Care is different from services. Services is merely services but care is the human warmth of genuine companion, support of love, gentle hand of a helper. It is a language sent from heart to heart. 5. Communities are more flexible and creative than large service bureaucracies. Bureaucracies, hierarchiecal civil service through top-down or bottom-up system, are standardized, procedural and slower than it sould be. Communities are more flexible to take actions. 6. Communities are cheaper than service professionals. It is all called voluntarism and working for the sake of social needs. 7. Communities enforce standards of behavior more effectively than bureaucracies or service professionals. There is more reluctant to put professionals to talking about and imposing the rules, the norms, the behaviors, while family members and community members are not so. 8. Communities focus on capacities, service systems focus on deficiencies. If the community are in charge of serving theirself, they will think about the time, talent or tresure that they could give. While most of certified professionals would like to see the problems lack of.

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Analysis The Factors in Reinventing Public Services through Empowering Community After structuring and organizing the literatur framework by reading those articles, journals and report about empowering community as one of the means to develop the nation, the writer already concluded the factors needed to reinvent public services better. Several factors needed in empowering community, such as : –

Proper planning by problem-oriented policing Planning was undertaken at both macro and micro levels and also the indicators. This team decided upon key indicators according to the community’s priorities, which were later transformed into locally valid goals and objectives to be monitored. The community-based planning process thus enabled service providers (“facilitators”) and community leaders to collectively set realistic goals and develop workable plans. Based on the particular problems revealed, a series (or “menu”) of actions was initiated. Once the plan was in place, the program was tested for its feasibility, process of operation, and application in selected, most needy areas. Macro level planning was geared to supporting these processes through promoting closer collaboration with relevant sectors. Clear identification and definition of time-bound goals (targets) at all levels of the program/project.

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Social Mobilization as team policing Difficulties and obstacles are often faced in implementing plans for decentralization and encouraging community participation. Operationalizing a new professionalism based on democratic values such as participation and openness, rather than on technological values rooted in substantive expertise. Service providers worked as a team with community leaders and gradually emerged as “facilitators” for community activities. It was considered essential for social mobilization at the start of the program or project and for future sustainability by the state of political commitment at all levels of society. The integration of goals in development programs in general is a clear

manifestation of genuine

awareness

and political commitment. The

identification and support of facilitators and community mobilizers, providing a sense of joint ownership of the program/project by the community and government. –

Good implementation until operational levels throughout the country To provide basic services, a supportive system provided appropriate training and supervision at various levels for decisionmakers, field managers, service providers, 13 | P a g e

and community volunteers. Implementation of appropriate “menus” of activities, as well as monitoring and evaluating the community-based program—all guided by the indicators—were joint responsibilities of community leaders and facilitators. The system was strengthened through periodic review meetings at the grassroots level, and annual or biannual meetings at more central levels, to supervise and monitor the program. A high degree of local level organization was crucial for promoting interaction between the community and the facilitators for management of activities and implementation of community-level initiatives. The parallel implementation of particularly those integrated. Good management of the program/project, including effective leadership, training and supervision of facilitators and mobilizers, an appropriate balance between top-down and bottom-up actions, and effective community-based monitoring. The involvement of local NGOs, who often provided excellent facilitators as well as culture-relevant training. They were usually accountable to the community, which facilitated sustainability. –

Organization's structure should be designed to optimize the functioning of its operational technology The organization structure is needed to intensify the focus on localized capacitybuilding, community mobilization, and targeted, interpersonal communications aimed at improving the targeted. The structure has to enable substantive lessons, interventions criteria, a broader integrated system, effective supervision and management that enable the mobilization of communities to sustain the process beyond the project. The presence of charismatic community leaders, who can mobilize and motivate people to do more for themselves in a genuinely self-reliant way.

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Proactive prevention rather than reactive detection The evolving toward an approach that stresses human capacity-building a proactive integration with the system. The community know everything more than professionals to be rather than reactive after problems emerged. The creation of awareness of the high prevalence, serious consequences, and causes including the hierarchy of immediate, underlying, and basic causes, and the need to address causes at all three levels. The initiation, promotion and support of a process whereby individuals and communities participate in assessing the problem and decide on how to use their own and additional outside resources for actions.

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Attitudinal and behavioral changes It integrated leadership strengthening into the day-to-day challenges that workers faced. the improvement in employee morale through the creation of participatory teams in a traditionally hierarchical structure. A more active and positive role than 14 | P a g e

before to overcome their challenges including committed and capable staff. Empowering community needs a culture where people are involved in decision making. It was a prerequisite for people’s participation and the creation of articulate bottom-up

demands

and

also

associated

strongly

with

participation

and

organizational capabilities. The director of Mossuril Health Center commented that "What I noticed from the very beginning was that the staff was very motivated and they are still motivated because ... when they are called to participate ... they really feel considered, valued."

The practical matters There are some programs that let the bureaucratics system out of the implementation but the empowering community. The programs are spreaded all over the world. The programs are mostly funded by the international lending organizations. They need more accountability and transparency, they want to encourage the participation and more sense of belonging, they choose the empowering community despite of giving the money to the countries and let it be spent. In America, like Osborne said, they already implemented the empowering community as one of the ways to develop their nation. The sources of fund and the intentions to implement are not merely from the donor organizations. Government allocated some nominal of fund in expanding the opportunity to let the community build its priority needs. By doing so, the american government is creating citizen that care about their capabilities, not the clients that only knew about their deficiencies. Here are some of the examples of empowering the ommunity programs from all over the world to Indonesia. First program is community development in Aotearoa New Zealand. It can be conceptualized as three concurrent processes such as : (1) statutory work undertaken by the State through central government departments and local authorities (consisting of a system of legislation, funding assistance to individuals, groups and organizations and the provision of social services), (2) social change processes undertaken primarily through the collective action of individuals, groups and organizations that give voice to marginalized groups and communities and (3) the forces of change within Tangata Whenua communities working for tino rangatiratanga, self determination. The community development as policy and the practice of social change through organizing, coordinating and initiating activities that enhance the wellbeing of individuals, groups and communities is more than ‘pedagogy of the oppressed’ and, therefore, cannot be

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conceptualized simply in terms of ‘resistance’. It is a holistic process of transformation encompassing socio-economic, political, cultural, environmental. The second program is social welfare in South Africa as new way to secure children and parents. The City of Johannesburg has been presented with an innovative programme to address child poverty and early childhood development - that would also regenerate local economies by enabling poor communities and thus parents to earn money in the process. It builds upon Education Minister Naledi Pandor's announcement that funds for the Child Nutrition Programme must from now be used to buy food grown locally and not simply imported from wholesalers. The City Council called for a comprehensive plan to meet the needs of the 300,000 plus children aged 0 to 5 living the city. The majority experience extreme poverty and neglect. The proposal comes from a developmental consortium of New Economics innovators, Wits academics, and early childhood development experts. The budget is allocated for child-feeding, community gardens, small farms and backyard livestock. This allocation given locally to generate local economic stimulation, to alleviate poverty. There are of course challenges in the concept and the practice of creating or reviving communities as recipients of state funding. The model understands that the real poverty is in the absence of local institutions and the paucity of local management – which it builds. Trusting very poor people with large sums of money is counter-culture in the world today; and the skills of community entrepreneurship are not widely valued or highly paid. Another one is health units in the Nampula Province of northern Mozambique are located in remote areas far from the Provincial Directorate. Directives and funding from the central MOH in Mozambique's capital, Maputo, arrive slowly and sometimes not at all. Mozambican health workers operate in areas of striking poverty, and managers work diligently to stretch out their resources in an environment with below-average health indicators, even for sub-Saharan Africa. Infant mortality is high, and the HIV infection rate had by 2002 climbed to a sobering national average of more than 13%. The program also offered decentralized health units the opportunity to work with communities to address the communities' needs. Despite having no operating budget for much of the program, 10 of the 11 participating health units were able to achieve most of their goals. In the process, the program created a culture of results and gave managers and health care providers a sense of control over their actions. The second success factor in the Challenges Program was the improvement in employee morale through the creation of participatory teams in a traditionally hierarchical structure. After their participation in the program, people no longer waited to be trained but instead asked for the training they needed. Overall the health units that participated in the project have taken a more active and positive role than before to overcome their challenges. The director of Mossuril Health Center commented that "What I noticed from the very beginning was that the staff was very motivated and they are still 16 | P a g e

motivated because ... when they are called to participate ... they really feel considered, valued." The general low level of services forced staff to focus on basic challenges such as improving cleanliness, improving biosecurity, decreasing patients' waiting time, and increasing the number of attended births. The health units also had few skills in developing indicators to monitor performance, although by the end of the program they proudly presented simple graphs and tacked them up in the health units for patients and staff to see. MOH workers in Nampula are realistic when they speak about Mozambique's substantial health challenges. But they also report that the Challenges Program approach to improving management and leadership at all levels has promoted the efficient use of critical resources and, most important, empowered staff to make a difference in their own areas. Other is about malnutrition that occurs during childhood, adolescence, and pregnancy has an additive negative impact on the birth weight of the newborn in Thialand. lies at the heart of the nutrition investment plans under the ADB-UNICEF Regional Technical Assistance Project on Reducing Child Malnutrition in Eight Asian Countries (hereafter referred to as the Project). While Action for Health Initiatives Inc (ACHIEVE) highlighted that groups of marginalised communities need to be meaningfully involved at all stages of the program. It is crucial that any programs designed are based on the needs of the affected communities, including research. More over, to have community researchers is an advantage because they can empathize the research participants in better ways. In Indonesia, empowering community is actually also done in several project funded by international financing organizations mostly focus on infrastructure. The grants and the loans are distributed directly to the community needed. It has the spirit of empowering the community, because the international financing organizations feel by giving them directly to the community, the result-oriented would probably be reached. Kecamatan Development Program, funded by a blend of IBRD loans and 200 million in IDA credits is the provision of block grants directly to villages for financing grassroots-level development initiatives. The residents of Tirtomayo held meetings to discuss how they planned to use the grants. They knew exactly what they wanted: improved access to water. With the help of facilitators and technical experts, they worked together on a plan to translate this dream into reality. An underground deep well was then dug with machines rented from the city, high-capacity pumps were brought in, and a network of pipes were then installed. It was very successful because the community felt involved in the process from the very beginning and we're happy with the result. It was about sense of ownership to maintain the system after.

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Another $50 million ADB loan to the Government of Indonesia is to rehabilitate and improve rural infrastructure in about 1,800 poor and isolated villages in East Java, Nusa Tenggara East, South East Sulawesi, and South Sulawesi provinces. The project gave the beneficiary communities some freedom to decide what to do with the money, allowing them to propose the subprojects they needed most, because they know most for their problems. All subprojects were selected, designed, and constructed by communities with technical support from village facilitators. The community members also chose to improve the washing areas, sanitation. In this project, participatory is needed. When people know what they want, and so they'll take ownership of the projects. Core of Idea about Empowering Community After years, we let our bureaucrats control our public services. We rely on professionals to solve problems, not families and communities. We create programs designed to collect clients rather than to empower communities of citizens. By letting those things happen, we create dependency. To solve the problem, the idea is all about expanding the opportunity to the community itself to provide the services they needed. It is all about empowering the community to be more independent, to be more care of their capacities, to solve their own problem. It is all about self-help organizations system. Bureaucracies’ and professionals’ function is merely as catalysts, to draw together community resources, to provide resources, backup and training, not fully the player of the role. The community might plan and prioritoze their own needed to be the programs, might organize the important detail part more quickly than a bureaucratic sytem, might provide the healthy-competition among the personal in the community as people serve theirselves, might control their own environments. By implementing the empowering community, the bounding spririt are the community itself would bond in everlasting relationship than a swift-professionals, community itself might understand their problems better than service professionals, community itself solve problems from inside and analyze deeper, community itself offers “care”, community itself is more flexible and creative than large service bureaucracies, communities are cheaper than service professionals, community itself enforces standards of behavior more effectively than bureaucracies or service professionals, and at last community itself focus on capacities, service systems focus on deficiencies. In practical means of idea is the policy is implemented for special programs or projects that are funded by the international organizations. It is better to take the spirit of empowering community in the system of government to implement bigger portion of

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government projects with its own budget. It is more idealistic than just get the funding from the international and empowered. Opportunity to be implemented in Indonesia The noble idea is about implement the empowering government as one of the way to develop the nation. The writer propose the government of Indonesia, enable and allocate the special budget of each technical departement of such programs and project that involve more on community and individual citizens in it. By doing so, the writer believe that the state of transparency, accountabilty, efficiency, effectiveness, economic could be reached together within the government and its citizens. We will examine those factors needed in reinvent the public services through empowering community, if we analyze by the perspective of implementation in Indonesia. –

Proper planning by problem-oriented policing Indonesia usually facing problems in good visionary planning. The planning is usually stuck in short-term target. The capability of integrate at both macro and micro levels is weak. Planning is somehow is just procedural work without spirit of workable plan and reaching those goals realistically. The needed to build the feasibility program, process of operation, and application in selected, most needy areas with closer collaboration with relevant sectors, clear identification and definition of timebound goals (targets) at all levels of the program/project must also be highlighted. Government as catalyst has to develop a rule, procedures and proper law and standardizations to ease the technical-practical things. Each ministry or public institution has to have the ability to state strategic management and its all over tools in order to succeed the empowering community program. The ministrial institution also has to prioritize and build the proper environment for the community to enable the implementation of problem-oriented policing. The community has to gain the knowlegde of analyzing, structurizing and prioritizing problems to programs.

–

Social Mobilization as team policing Difficulties and obstacles are often faced in implementing plans for decentralization and encouraging community participation. Indonesia is newly implemeting the decentralization. The community is years enjoying the state of beingruled. The initiatives from the community, sometimes is endangered. People tend to stay awaf from being assertive. People tend to do something based on merely the payment. Indonesia, the nation as a whole is lack of participation and openness. Indonesia community is always complaining about the public services distribution but still doing nothing to improve. 19 | P a g e

Indonesia needs the state of political commitment at all levels of society. The integration of goals in development programs in general is a clear manifestation of genuine awareness. Indonesia needs a support and a sense of joint ownership of the program/project by the community and government. –

Good implementation until operational levels throughout the country Good planning is not the guarantee of good implementation. Even if Indonesia is pretending to have a good planning, still if the people cannot implement, it turnd to be worst thing. Indonesia has provide a supportive appropriate training and supervision at various levels for decisionmakers, field managers, service providers, and community volunteers as well as monitoring and evaluating the communitybased program. Later, the system was strengthened through periodic review meetings at the grassroots level, and annual or biannual meetings at more central levels, to supervise and monitor the program. People of Indonesia always face the problem of directing the actions planned. The problem is coming from the sustainability. The programs might work well for its first months, but no guarantee upon the later. To keep it running well, good management of the program/project, including effective leadership, training and supervision of facilitators and mobilizers, an appropriate balance between top-down and bottom-up actions, and effective community-based monitoring are shocking needed. The involvement of government, local NGOs, and ofcourse the community would like to promote sustainability.

–

Organization's structure should be designed to optimize the functioning of its operational technology The organization structure is needed to intensify the focus on localized capacity-building,

community

mobilization,

and

targeted,

interpersonal

communications aimed at improving the targeted. The structure of ministries or public institutions have to enable substantive lessons, interventions criteria, a broader integrated system, effective supervision and management that enable the mobilization of communities to sustain the process beyond the project. The presence of charismatic community leaders, who can mobilize and motivate people to do more for themselves in a genuinely self-reliant way. By doing so, we minimize the hierarchical civil service that slower the distribution. –

Proactive prevention rather than reactive detection By implementing the empowering community, the spirit of proactive rather than reactive to solve the problem is evolved. The community know everything more than professionals to be rather than reactive after problems emerged. The

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implementation create and in one side demand the awareness of the high prevalence, initiative and also decisiveness of the community. –

Attitudinal and behavioral changes The spirit of building the characters should be involved in implementing the empowering community and the demands towards those, goes hand in hand. The attitudinal and behavioral changes It should be built and also demanded to integrate leadership, morale to be more active and positive role, tighetened-up the committment, boost-up the capability, decision-maker, highyly-motivated and valueable.

After all factors, the writer believe that, it is realistic to implement impowering-community to develop nation. It is the way to give extra opportunity, extra money but in the other side demand extra commitment to implement. Without critical barriers, the writer is sure that the government of Indonesia, together with the community as a whole and the NGOs might succeed the main aims of the nations as stated in preambule. Barriers to implement Planning, organizing, implementing and reporting is somehow could be learned if every part of nation has the willingness. But still, there are two important barriers that could hamper the realization of empowering community as branches programs of the ministrial departement. This two things should be warned us from the beginning of the implementation until the end and continuing process. –

Mobilization Resistance to change is usual in the implementation of new system. People think that the old system is better to be implemented. The status quo is already serve the needed. This mind-set stucks the people of community to be mobilized for he programs and the projects. In order to succeed, the community mobilizers should be respected members of the community, most often volunteers or at least not remunerated from outside. The mobilization of strategic allies also is a very important tool in creating a supportive

environment

for

change.

Through

local

government-community

partnerships, mobilization and participation is promoted and supported at each level. Active community participation leads to community ownership. Active (or proactive) community participation should thus be differentiated from passive (or coerced) participation. The active participation is directed to encourage the other passive one to mobilize community.

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Communication plays a special role in social mobilization through arming parents, educators and other caregivers, not only with basic nutrition information but also with the ability to make informed decisions and the skills and knowledge needed to take action to strengthen nutrition-improving processes in their communities. Communication should be carried out simultaneously at various levels turn teach and support good practices. Advocacy, information, education, and training are all important communication strategies to create or increase this awareness. After all informed, it is easier for the community to be mobilized. Governments and international agencies can set conditions in place that will help foster public participation and facilitate bottom-up approaches, through empowering individuals with accessible and relevant information so that they can in turn mobilize communities; through establishing mechanisms for recognizing and gathering the views of all nutritionally vulnerable people, particularly those whose voices often go unheard; and through strengthening democracy and encouraging political participation at all levels. Processes for the public to be consulted on and to have an input into the policy making process are needed, including free elections, freedom of speech, and a vigilant free press. Finally, governments and international agencies should support NGOs as effective interfaces between the interlocking topdown and bottom-up approaches. –

Sustainability Sustainability is conventionally defined as the durability of positive results. But it is more than this, programs need to make a difference in the long term, sustainability of positive outcomes and positive processes is crucial. Emphasis is increasingly being placed on the ability of the program to strengthen the capacity of a person, household, or community to adapt to changes in their surrounding developmental environment. Programs may deliver services will be important that such services and benefits continue—at least so long as they represent an effective and efficient use of resources as compared to other options. It is thus ultimately the sustainability of the process, not the program per se, that is most important, with the link between the two being community ownership. Program sustainability, considered in this way, is merely a milestone along the road to process sustainability. Sustainability must be built in from the planning stage, building on local improving processes to assure support, and promote commitment and the mobilization of local resources. Sustainability analyses need to be long-term, as the objectives for such programs involve changes in community and household decision making which require time to take hold. Both external and locally mobilized support will need to match these long-term objectives. 22 | P a g e

Sustainability relates to: the stability and strength of support for a program from key stakeholders (including the community, local and national government, and other external agencies); the coverage, intensity, targeting, quality, and effectiveness of actions; the status and condition of program infrastructure, the systems for its maintenance, and the adequacy of the operating budget; and long-term institutional capacity, including the capacity and mandate of operating agencies, the stability of staff and budget of operating agency, adequacy of coordination between agencies and between community organizations and beneficiaries, and the flexibility and capacity to adapt the project to changing circumstances The selection and training of facilitators and community mobilizers is key. It is the relationship between facilitators and community mobilizers that determines the extent to which outside support can become catalytic and empowering, rather than creating a new dependency that cannot be sustained. Facilitators should not train mobilizers in what to do, but rather strive to empower them. This requires both participatory training methods and a power-shift from the outside supporter to the facilitators and the mobilizers. Outside support channeled through facilitators includes advocacy, information, education, training, and direct service delivery. A continuous interaction, management structures and systems might also be the reason to stay sustainable. Yet the concept has been abused in the past where “community participation” has been covertly viewed as a way of co-opting local people to undertake certain tasks cheaply, so as to further goals set by external programmers. In such approaches, community participation in implementation was usually not matched with power over decision-making or control over the use of resources. Consequently, there was little sustainability. In sum, a monitoring system should be built up from below to provide the necessary information for analysis and action to all those who can contribute to improving the situation. Key basic principles for the use of information for action include the requirements to: only collect data that will be used; maximize the use of data at the level they are collected; and to collect the minimum, feasible amount of data required to inform and improve decisions leading to action. By doing so, the writer believe that the empowering community will not disappered quickly but longlast.

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Closing Before the bureaucratics era emerged, people handled theirselves with their own way. People, the community, cultivated their land, growed their plants, fished for living, breeding, or when they had nothing’s needed they would do bartering. Until the era of industrial revolution, when mass production had done in such locations, people tended to just wait for the products, chosed to be employees and leaved the state-of-handling-ownself. By then, the people, the community had been starting to be independent towards the system, that later called as bureaucracy. In Weber's time, they were seen as marvelously efficient machines that reliably accomplished their goals. And in fact, bureaucracies did become enormously successful, easily outcompeting other organization forms such as family businesses and adhocracies. Today, many of these principles seem obvious and commonplace. Everything is changing swiftly, everything is done electronically called online-system. The institution that is not changing will get into risk itself. Risk is reforming in a different way. Today we also think of government-bureaucracies as inefficient, slow and generally bad. It is time the Bureaucratic age ended. An industrial revolution started the Bureaucratic Age - an information revolution is ending it. Ending the bureaucratic age means changing public service delivery needs to begin with a new system approach. Nearly all the developing countries have attempted to address their problems with an organizational form transplanted from a particular period of the history of the rich countries - the hierarchical civil service. A key to solving the “leaky-pipe” problem is to create a system of accountability. Inform and Empower initiative encourages the vision of a mutually reinforcing system of empowered citizens and communities, responsive providers, and informed decision-makers in pursuit of delivering public services. We believe that providing meaningful, easily-accessible information to citizens, communities, service providers, and policy makers is a key part of creating home-grown solutions to improve the quality of public services. The policy to expand the authority of community in serving theirself had been already redefining the role of officer. The officer is no longer becoming just officer but as a catalyst to draw together community resources, to provide resources, backup and training. Officer can be the most effective if they help communities help themselves. People act more responsibly when they control their own environments than when when they are under the control of others. When communities are empowered to solve their own problems, they function better than communities that depend on services provided by outsiders. This noble idea to expand 24 | P a g e

the authority to community by provide resources, backup and training is called empowering community. By implementing the empowering community, the bounding spririt are the community itself would bond in everlasting relationship than a swift-professionals, community itself might understand their problems better than service professionals, community itself solve problems from inside and analyze deeper, community itself offers “care”, community itself is more flexible and creative than large service bureaucracies, communities are cheaper than service professionals, community itself enforces standards of behavior more effectively than bureaucracies or service professionals, and at last community itself focus on capacities, service systems focus on deficiencies. The noble idea is about implement the empowering government as one of the way to develop the nation. The writer propose the government of Indonesia, enable and allocate the special budget of each technical departement of such programs and project that involve more on community and individual citizens in it. By doing so, the writer believe that the state of transparency, accountabilty, efficiency, effectiveness, economic could be reached together within the government and its citizens. We will examine those factors needed in reinvent the public services through empowering community. The factors that should be in consideration such as proper planning by problem-oriented policing; social Mobilization as team policing; good implementation until operational levels throughout the country; organization's structure should be designed to optimize the functioning of its operational technology ; proactive prevention rather than reactive detection and the change on attitudinal and behavioral of the community. Planning, organizing, implementing and reporting is somehow could be learned if every part of nation has the willingness. But still, there are two important barriers that could hamper the realization of empowering community as branches programs of the ministrial departement. This two things should be warned us from the beginning of the implementation until the end and continuing process is the mobilization and sustainability. Without strong commitment and willingness to attain the target, the empowering community is just likely to be a statement. After all factors, the writer believe that, it is realistic to implement impoweringcommunity to develop nation. It is the way to give extra opportunity, extra money but in the other side demand extra commitment to implement. Without critical barriers, the writer is sure that the government of Indonesia, together with the community as a whole and the NGOs might succeed the main aims of the nations as stated in preambule, the welfare of the nation.

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