1

COMPILATION REPORTOf

GOOD PRACTICES

In The Provinces of Banten,In The Provinces of Banten,In The Provinces of Banten,In The Provinces of Banten,In The Provinces of Banten,DKI (Special Capital District of) JakDKI (Special Capital District of) JakDKI (Special Capital District of) JakDKI (Special Capital District of) JakDKI (Special Capital District of) Jakarta, Warta, Warta, Warta, Warta, West Java,est Java,est Java,est Java,est Java,Central Java, DIY (Special District of) YCentral Java, DIY (Special District of) YCentral Java, DIY (Special District of) YCentral Java, DIY (Special District of) YCentral Java, DIY (Special District of) Yogyakogyakogyakogyakogyakarta,arta,arta,arta,arta,East Java and The Eastern Lesser Sumba IslandsEast Java and The Eastern Lesser Sumba IslandsEast Java and The Eastern Lesser Sumba IslandsEast Java and The Eastern Lesser Sumba IslandsEast Java and The Eastern Lesser Sumba Islands

(NTT– Nusa T(NTT– Nusa T(NTT– Nusa T(NTT– Nusa T(NTT– Nusa Tenggara Timur)enggara Timur)enggara Timur)enggara Timur)enggara Timur)

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Copyright@International Labour Organization 2004

First published 2004

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ILO

International Labour Organization 2004,

”Best of the Best Practices in Youth Employment Programme in 7 provinces in Indonesia”

Title in Bahasa Indonesia: “Laporan Kompilasi Program-program Terbaik”

ISBN 92-2-016122-2

The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentationof material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Officeconcerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers.

The responsibility for opinions expressed in signed articles, studies and other contributions rests solely with their authors,and publication does not constitute an endorsement by the International Labour Office of the opinions expressed in them.

Reference to names of firms and commercial products and processes does not imply their endorsement by the InternationalLabour Office, and any failure to mention a particular firm, commercial product or process is not a sign of disapproval.

ILO publications can be obtained through major booksellers or ILO local offices in many countries, or direct from ILOPublications, International Labour Office, CH-1211 Geneva 22, Switzerland or from the ILO Office in Jakarta, Menara Thamrin,Level 22, Jl. MH Thamrin Kav. 3, Jakarta 10250. Catalogues or lists of new publications are available free of charge from theabove address, or by email: pubvente@ilo.org ; jakarta@ilo.org.

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Printed in Jakarta, Indonesia

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ForewordForewordForewordForewordForeword

To address the challenge of youth employment the ILO is participating in the UN Secretary-General’sYouth Employment Network (YEN), created within the framework of the Millennium Declarationwhere Heads of State and Government resolved to “develop and implement strategies that give youngpeople everywhere a real chance to find decent and productive work”. The Network is a partnershipbetween the UN, the World Bank and the ILO to bring together leaders in industry, youth and civilsociety representatives, and policy makers to explore imaginative approaches to the challenge of alleviatingyouth unemployment.

Indonesia has volunteered to be a “lead” country in the YEN initiative. In May 2003, the CoordinatingMinister of Economic Affairs established the Indonesian Youth Employment Network (IYEN), with aCoordinating Team that involves senior policy-makers as well as prominent representatives of the privatesector and civil society. The main tasks of the IYEN Coordinating Team include the expansion of thework of the Youth Employment Network and the development and implementation of an IndonesiaYouth Employment Action Plan (IYEAP).

The ILO is supporting IYEN efforts through a technical cooperation project on Addressing the Challengesof Youth Employment in Indonesia (INS/02/50M/NET) funded by the Government of the Netherlands.This falls within the ILO’s broader agenda of Decent Work.

There are many programmes in different parts of Indonesia that address different aspects of youthemployment, unemployment and underemployment. Some of these may be suitable for adaptation andreplication in other areas of Indonesia.

In an attempt to collect and share this knowledge of best practice, surveys were carried out by theUniversities of Surabaya and Muhammadiyah (Yogyakarta) and the Bogor Agricultural University (IPB)to identify and analyse the performance of 25 programmes/activities in the seven (7) provinces ofBanten, DKI (Special Capital District of) Jakarta, West Java, Central Java, DIY (Special district of) Yogyakarta,East Java and the Eastern Lesser Sumba Islands (NTT – Nusa Tenggara Timur). These programmeswere then further examined the best 10 from each province were chosen. From these the two bestpractice programmes from each of the provinces were selected and are presented in this Report.

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Several IYENetwork partners have been involved in the compilation of this information and theILO wishes to acknowledge the time and effort put in by the teams from the Universities of Surabayaand Muhammadiyah (Yogyakarta) and the Bogor Agricultural University. Special acknowledgement ismade of the role of IPB in consolidating the results of the surveys into this one Report. The overallmanagement of this initiative was provided by the youth employment project team.

Alan BoultonDirectorILO Jakarta Office

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1.1.1.1.1. BackgroundBackgroundBackgroundBackgroundBackground

The number of young people aged 15 – 24 years old in Indonesia in 2000 amounted to 38 millionpeople, or approximately 27 percent of the total population. Meanwhile, the level of youth participationin the labor force was 52 percent, and the level of youth unemployment was 67.6 percent, or 3.9 millionout of all those who were unemployed. Of these unemployed youth, 34 percent were graduates ofSLTA (Senior secondary schools) and 36 percent were graduates of [tertiary] academies/universities(ILO Jakarta, 2002).

This youth unemployment must be effectively overcome so as not to give rise to social costs, whichwill have to be borne by all parties – individuals, employers, trade unions and government as well as thewider society. This issue must be handled in an integrated and comprehensive manner, to prevent theoccurrence of disturbances to the capacity of future generations, including their attitudes and behaviorpatterns. The social losses would include, (a) a low level in the purchasing power of youth in relation toproducts and services, to the point that the products produced by enterpreneurs would be reduced, (b)the loss of a bargainning position for youth, to obtain normative rights and decent working conditionsand environments, and (c) youth unemployment, which means a reduction in the taxes that can becollected, and even further, can lead to political instability, narcotics use and crime.

Aside from the afore-mentioned high level of unemployment, the quality of labour in Indonesia isalso relatively low. This low quality of labour is described from the educational levels of the labor forcein 2000, namely: 59.84 percent had completed elementary school (SD) education, 15.99 percent hadcompleted junior secondary school (SLTP), and 19.1 percent, senior secondary school (SLTA), whileworkers with an education higher than SLTA (graduates of diploma and bachelor degree/sarjana S1programs) amounted to only 4.6 percent. For comparison, in neighbouring countries such as Thailand,Malaysia and the Phillipines, the proportion of the labor force with tertiary education already exceeds 10percent. In terms of quality, the rather low level of human resources in Indonesia is also reflected in theHuman Development Index, where Indonesia ranked 102nd in 2001, while Malaysia occupied the 56th,Thailand the 66th, and the Philipines the 70th positions respectively.

In the era of globalization, the whole business world is endeavoring to increase the efficiency andproductivity of work. Increasing the efficiency and productivity of work means that enterprises must

I. INTRODUCTIONI. INTRODUCTIONI. INTRODUCTIONI. INTRODUCTIONI. INTRODUCTION

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carry out reengineering and restructuring in the context of streamlining/condensing the production process.In that process, the structure of the organization itself is changed from a pyramidal structure into a‘clothes-hanger structure’ (struktur gantungan baju) with the mid-section of the structure is cut out. Thisdoes not disturb the work process because of the existence of technology and communications. Thehierarchy is no longer horizontal, but rather becomes vertical. Re-engineering a new business unit can besaid to be successful if it can trim at least 40% of the workers from the enterprise. This trimming, ordownsizing, will in itself drastically reduce the number of work opportunities, especially for those whohold tertiary degrees (Harry Ganda Asi, 2002).

Employment in foreign countries constitutes a reciprocal need between the supplier countries andrecipient user countries. This simultaneously constitutes an economic phenomenon and a socialphenomenon, indicating that human resources are limited in nature and there is mutual dependencebetween countries. In the era of free markets and globalization, the intensity of the movent of people,or “people mobility”, including the movement of labour, or “manpower mobility”, will become increasinglyhigher. The boundaries between countries are becoming “borderless”. However, this does not mean thatany person or group of people wishing to work in foreign countries will all be able to enter other countriesto work more easily or freely, just like that. In fact, what happens is just the opposite, that there is anincreasingly sharp and tight competition over the available work opportunities. The tight competitionwithin the job seekers, escalates to the point that job requirements become ever more strict (YudoSwasono et al., 1998).

The issue of youth employment in Indonesia in fact is not only concerned about the insufficiencylabour market availability – especially at a time when Indonesia has been undergoing an economic andfinancial crisis since 1997. Aside from that, young people tend to be less interested to work in the areasof agriculture or small or cottage industry, and also occurred in the maritime sector; for example, withrespect to working as sailors’ crews of fishing ship. Data from 1996, for example, indicates that of 3,830Indonesian flagships with crews totalling 69,561 people, there were 64,436 sailors from Indonesia and5,125 foreign sailors. Thus, [positions on] the fishing fleets apparently could not yet be entirely filled byIndonesian youth (Djodjo Sumardjo, 2003), in spite of the fact that Indonesia is a maritime country thathas great need for these young workers.

Job opportunities should be viewed not only from the perspective of domestic demands for labour.This can be seen from the high level of demand for Indonesian workers from a variety of countries suchas the Middle East, East Asia, ASEAN, Western Europe and the United States. Particularly in the areaof nursing staff; such as the United States, needs as many as 25,000 people. Beyond this, youth in Japanand South Korea tend not to like work as sailors on fishing crews. This trend constitutes a definiteopportunity for national youth, given that workers from Indonesia are known for being loyal and obedientas well as not liking hard drink.

Because of that, in efforts to empower comprehensive a youth labor force, a breakthrough must beaccomplished to increase the job skills of these young people. The workers of Indonesia certainly possessa number of special advantages, as noted above, but are generally weak in foreign languages ability andare known for getting homesick. For that reason, there is need for in-depth study, to document successfulprograms or cases in the area of employment creation for these young people. It is expected that theseprograms can serve as models for expanding our knowledge and/or as models of enterpreneurship foryouth.

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2. Objective and Output2. Objective and Output2. Objective and Output2. Objective and Output2. Objective and Output

Based on the preceeding description, the main objective and output of this activity include the following:

Objective

To identify and analyse in-depth the performance of 25 programs/cases in the category of goodpractices in the provinces of Banten, DKI (Special Capital District of) Jakarta, West Java, Central Java,DIY (Special district of) Yogyakarta, East Java and the Eastern Lesser Sunda Islands (NTT – Nusa TenggaraTimur). These 175 programs/cases will then be further screened down to 10 programs/cases from eachprovince (70 programs/cases). The results of this first phase of screening will then be selected againinto two programs/cases of excellence in each province.

Output

There are 14 programs/cases available that can be replicated and/or modified beforehand forapplication in a variety of areas throughout the archipelago, in efforts to provide an employment marketfor young people.

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1.1.1.1.1. Selection and Ranking of Best Programs/CasesSelection and Ranking of Best Programs/CasesSelection and Ranking of Best Programs/CasesSelection and Ranking of Best Programs/CasesSelection and Ranking of Best Programs/Cases

The technical steps of implementing the activity of compiling programs/cases in the category ofgood practices were broken down as follows :

• Identifying 25 programs/cases of excellence from each province, as set out in the final report ofthis documentation activity.

• The first phase of screening of the 25 programs/cases of excellence: In this matter the organizingparties were asked to select the 10 best programs/cases of excellence and to rank sequence them(on a scale of 1-10). If the necessary data on these 10 prgrams/cases were still consideredinsufficient, the compilers requested additional data or information on the following aspects:

Table 1. Criteria for Best Programs/Cases

Category Criteria

II. METHODOLOGII. METHODOLOGII. METHODOLOGII. METHODOLOGII. METHODOLOGYYYYY

• Training participants are directly employed after followingthe training.

• The waiting period of graduates ranges from six monthsto two years.

• Training facilities are complete/comprehensive.• The staff of trainers is expert and capable / highly skilled.• The training program is continuous• The implementor has program for monitoring and

evaluating the post-training performance of graduates• The implementing organization is already widely known.

• Training particpants are directly employed after followingthe training.

• The waiting period of graduates ranges from six monthsto two years.

• Training facilities are complete/comprehensive.• The staff of trainers is expert and capable / highly skilled.• The training program is continuous• The implementing organization has a program for

monitoring and evaluating the post-training performanceof graduates

1. Employability

2. Equal EmploymentOpportunities

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• The results of the first phase of the screening (70 programs/cases) were then re-screened toarrive at two programs/cases per province, or 14 Best programs/cases from all sevenprovinces.

• The strength and weaknesses of these 14 programs/cases were then analysed using the SWOTmethod (Strength, Weakness, Opportunities, Threats).

2.2.2.2.2. Compilation and SWOT AnalysisCompilation and SWOT AnalysisCompilation and SWOT AnalysisCompilation and SWOT AnalysisCompilation and SWOT Analysis

The performance of the best programs/cases was analysed using the SWOT method in order todirect decisionmaking in determining the best programs/cases (in the good practice category). In makingthese decisions, SWOT and TOWS matrices were used, based on the conditions and situation of fourfactors, which are:

Strengths that comes from internal and provide value to compare with other programs/cases.Weaknesses something that comes from the inside and can obstruct the development and progress

of the program/case, for example, limitations in funding, expertise, management, facilities, etc.

• The implementing organization is already widelyknown.

• The training program is especially aimed atwomen.

• A minimum of 50 percent of all the programparticipants who have been assisted/trained areself-employed.

• Participants are provided with counselling inmanagement, marketing, and promotion andcapital.

• The trainers is expert and capable.• The training program is continuous• The implementing organization has program for

monitoring and evaluating the post-trainingperformance of graduates

• The implementing organization is already widelyknown.

• The training program is especially aimed atwomen.

• The field is innovative and generally notpreviously well-known, in urban or rural areas

• The field is expected to be expanded in thefuture, such as in the area oftelecommunications technology.

3. Enterpreneurship

4. Job Creation

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Opportunities an analysis of the labour market, conditions of competition and demand, theavailability of workers, policy, changes in technology, an increasing demand, both domestic aswell as foreign, for professional and skilled labour.

Threats in the form of a slowdown in demand for labour due to a monetary crisis, a rise in thebargaining power of labour users due to the effecting of global agreements (NAFTA, AFTA), orregulations or policies that can threaten the continuance of a job creation program.

Alternative strategies for the empowerment of the labour market for young workers were thenanalysed using a TOWS matrix, that is, by optimally combining the opportunities and threats (externalfactors) with the weaknesses and strengths (internal factors) found in the operationalization of theseorganizations and programs, as presented in Table 1. The alternative strategies offered through this processconsist of four sets, as follows:

Strategy column (1): SO strategy, that is, using strengths to take advantage of existingopportunities.

Strategy column (2): WO strategy, that is, using the advantages of the opportunities to overcomeweaknesses.

Strategy column (3): ST strategy, that is, using strengths to avoid threats.Strategy column (4): WT strategy, namely minimizing the weaknesses and avoiding the threats.

Table 2. SWOT Matrix (TOWS Matrix)

Internal Factor Strength (S) Weakness (W)External Factor Internal Strength Internal Weakness

Opportunities (O) SO Strategy (1) WO Strategy (2)External Opportunity

Threats (T) ST Strategy (3) WT Strategy (4)External Threat

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• Central andRegionalGovernment

• Business World /State-ownedcorporations(BUMN)

• NGOs/CBOs

• Universities

• Employer andemployeeassociations

• Employability

• Equal EmploymentOpportunities

• Enterpreneurship

• EmploymentCreation

Screening 1(70 programs/cases)

Programs of a Range ofOrganizations

Screening 2(14 programs/cases)

SWOT Analysis(14 programs/cases)

BestPrograms/Cases

3.3.3.3.3. Performance Analysis Of The Best Programs/CasesPerformance Analysis Of The Best Programs/CasesPerformance Analysis Of The Best Programs/CasesPerformance Analysis Of The Best Programs/CasesPerformance Analysis Of The Best Programs/Cases

PROVINCE of BANTENPROVINCE of BANTENPROVINCE of BANTENPROVINCE of BANTENPROVINCE of BANTEN

1. Specialized Technical Education and Training

Organizer

This program is organized by the Balai Pelatihan Industri Serang (Serang Industrial Training Center).Its objective is to create specialized workers in the fields of industrial machinery, industrial welding andindustrial electronics. The program is a cooperative between the government of the Republic of Indonesia,through Department of Labour and Transmigration and the Government of Austria (EMCO Project).

Program

The program of training consists of three skill areas, namely:

• Industrial machineryIt is expected that graduates of this training will have skills and ability of planning, organizing,operating, and supervising, maintaining and repairing industrial machines, making factory

Illustration 1. Flow Diagram of the Compilation of Results of the Documentation of BestPrograms/Cases in Seven Provinces

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installations, assembling, and placement of equipment and factory components, which are muchneeded in occupations/jobs in companies.

• Industrial weldingGraduates of this training will have competence in welding a range of industrial equipmentand built structures.

• Industrial electronicsGraduates of this training will have competence in the area of automatically controlledmanufacturing and procedural systems as well as the maintenance and repair of electrical thingsand electronic equipment, which are much needed in occupations/jobs in companies.

Program Implementation

The length of the training is three years, and the number of hours of learning per year is 1920hours. The training employs a double system (sistem ganda), that is, there are four months of classes inthe first year, followed by apprenticeship in industry for the next eight months. In the second year, in-class training becomes three months, with nine months of industrial apprenticeship. And in the final year,education in the classroom is only two months, with the remainder of the year placed as an industrialapprentice. Thus, the participants in the program really implemented the same practical work in industryas employees in that industry. Additionally, the program participants are also familiar to the industrialenvironment , with the result that they do not need to further adapt when they work later on.

Program Performance

This training program is very successful in the creation of ‘ready to use’ specialist technicians. Thiscan be seen from the following:

• Sex, age, and educationTraining’s participants of industrial welding, industrial electronics and industrial mechanics areall male (Table 3). Their ages range from 18 – 21 years and their level of formal education isgenerally senior secondary school (SLTA).

• Waiting periodThe graduates are directly absorbed by large industries, mainly located in Banten Province. Thusit can be said that the waiting period of the graduates is only about one month, which it takes toorganize administrative requirements.

• Cost analysisThe tuition is only one million rupiah per year, as it is subsidized by the government.

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Table 3. Distribution of Specialist Technician Training Participants by Sex,Age and Level of Education

No. Program Sex Total Age Educationnumber (years) level

M F (people)

2. Industrial welding 24 - 24 19-21 SLTA

3. Industrial electronics 21 - 21 19-21 SLTA

4. Industrial mechanics 21 - 21 19-21 SLTA

Coordination

Coordination between the education and training organization and the stakeholders is quite good.This can be seen from the existence of a strong network between the educational organizers and theworld of industry, especially with places for apprenticeship and for the design of the curriculum andmodules in the area of electrical installation. Thus, the placement of the graduates is easy to do, asidefrom the existence of the job placement program .

Sustainability

This program has been running continuously since its inception in 1990 in connection with a workprogram of the Department of Labour and Transmigration. This signifies the sustainability of the program,[which] has persisted in running although the [original] cooperative project period has already finished.

Conclusion

The organization of this program must be followed by [other] training centers found in Indonesia,both government and privately managed centers. The most important thing that needs to be developedin the future is the certification of existing training programs, so that the graduates can be more easilychannelled and/or so that they can more easily obtain [work], with certificates such as those held by theindustrial welding program from the International Institute of Welding and the European Welding Federation(EWF).

2. The application of CBT (Competency Based Training) in Jabotabek(the greater urban area comprising Jakarta, Bogor, Tangerang and Bekasi)

Organizer

This program has been run since the year 2000 by the Indonesian Government Directorate ofGeneral and Vocational Education (Dikmenjur – Direktorat Pendidikan Umum dan Kejuruan) and theAustralian Government (AusAid), under the name West Java Institutional Development Project, inthe state vocational senior high schools, SMAK Negeri nos. 3 and 4 in Tangerang along with the statevocational high school SMK Negeri 26 in Jakarta. The main goal of this program is to prepare graduatesof the SMK to be workers who are competent in the areas of electrical installation, sewing, metalworkingand machine repairs.

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Program Implementation

The strength of this program lies in good project planning and operationalization as follows :

• To ensure that the school principal(s) and teacher(s) responsible in these fields of expertise fullyunderstood and experienced how to manage good educational programs, they were sent to Australiato attend an on the job training in management for two months in the area of managing educational[programs] in electricity, sewing and metalwork as well as machine repairs.

• Parties from the schools, AusAid consultants, and stakeholders (the employers’/businessassociations concerned) together formulated the curriculum material to match the needs of theindustrial world. The contents of these curricula were then cast in the form of modules.

• Teachers (as facilitators and assessors) were selected in strict accordance with the requirements.• Student participants in the program (Class 2) were selected in accordance with the requirements.• Training materials were then test run using the competency-based training (CBT) method. With this

method, the students advance gradually according to their abilities, and cannot follow the nextmodule until they have mastered the preceeding module. After completing all of the modules,participants in the program are then apprenticed in the industry – for six months for participantsin the electrical installation and sewing programs, and for one year for participants in themachinery, metal and electrical programs (Illustration 2) .

Program performance

The implementation of CBT enables the creation of ‘ready-to-use’ graduates. The high performanceof the program can be seen from the absorption of the graduates into a range of manufacturing andservice industries. 30 graduates of SMK Negeri 4 were directly absorbed into the industrial world. Also,the SMK Negeri 3 graduates, who were directly employed in a variety of garment industries and boutiques,as well as the graduates of SMK Negeri 26.

• Sex, age and educationParticipants in the education and training programs in electrical installation, machine and metalwork were all male, while those in the sewing training were female (Table 4). The education andtraining participants ranged in age between 19 – 20 years.

Table 4. Distribution of CBT Participants by Sex, Age and Level of Education

No. Program Sex Total Age Educationnumber (year) level

M F (people)

1. Electrical installation 30 - 30 19-20 SMK

2. Machines and metalwork 24 - 24 19-21 SMK

3. Garment sewing 30 30 19-21 SMK

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• CoordinationCoordination between the education and training organization and the stakeholders is quitegood. If we look at from the strong cooperative ties between the education organizers and theworld of industry, especially in terms of space for apprenticeship and the design of the curriculumand modules in the area of electrical installation. Thus, the placement of graduates is easy tocarry out, beside the existence of the job placement program.

• Cost analysisThe practicum fees per student increase by about 50 percent (from Rp. 6.000 to Rp. 9.000)because the students often must repeat the practice work, especially those students lacking incapability. However, this increase in cost is not significant if compared with the educationaloutput, that is, the fact that the graduates are directly admitted to the apprenticeship places and/or have a waiting period of only three to six months for employment.

• Waiting periodThe waiting period of the graduates ranges around three to six months. The length of thiswaiting period is the result of several factors, which include the fact that generally the graduateprefer workplaces around Jabotabek.

• CompensationThe tuition is actually more expensive in comparison with other SMK /vocational high schools.However the graduates obtain a kind of compensation, that is, they gain competence in accordancewith the study program that they follow, with the result that they are able to find work relativelyeasily.

• ObstaclesThe operasionalization of this program has basicly not faced any obstacles as it still has the statusof a trial pilot project. The main obstacle faced by the vocational schools is the unaffordabilityof practical fees such as those in the area of electrical installation. For this reason, one of theobstacles will be the issue of practical fees when the project period is over (West Java InstitutionalDevelopment Project).

• Work places and area of distributionThe workplaces of the program participants are generally [in areas] around the province ofBanten, such as Cilegon and Tangerang, and a variety of industrial districts in Jabotabek. Thesegraduates generally work in a variety of manufacturing and service industries.

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18

PROPROPROPROPROVINCE OF DKI JAKVINCE OF DKI JAKVINCE OF DKI JAKVINCE OF DKI JAKVINCE OF DKI JAKARTARTARTARTARTA (Special District of JakA (Special District of JakA (Special District of JakA (Special District of JakA (Special District of Jakarta)arta)arta)arta)arta)

3. Bread, Noodle and DairyCow Breeding P3. Bread, Noodle and DairyCow Breeding P3. Bread, Noodle and DairyCow Breeding P3. Bread, Noodle and DairyCow Breeding P3. Bread, Noodle and DairyCow Breeding Partnershipartnershipartnershipartnershipartnership

Organizer

The bread, noodle and dairy cow breeding partnership program has been operated by PT ISMBogasari Flour Mills since 1991. The main goal of this program is to improve the quality and develop thespirit of enterpreneurship among owners of small businesses dealing in wheat flour-based food productssuch as bread, noodles, martabak (thick folded crepes with fillings) and others. In the area of partnershipwith dairy cow breeders, [the project involves] the provision of wheat pollard and financial advance loansfor the purchase of dairy cows.

Program

The main programs in the development of these partnerships cover:

• Technical training in bread and noodle-making, business management and apprenticeship infactories.

• Provision of credit for bread equipment and bread carts/cars for business owners who are alreadyintegrated into bread associations or cooperatives.

• Aid in the form of loan funds for purchasing dairy cows for members of livestock breedingcooperatives.

• Establishment of a supply network for main ingredients such as wheat/cereal for owners ofsmall bread and noodle enterprises, as well as the distribution of wheat pollard for the beneficiarydairy cow breeders

• Provision of business consulting in the areas of marketing, production techniques, analysis ofnew business opportunities, reinforcement of capitalization, and technical aid, as well as improvingthe quality of human resources.

Program Implementation

The implementation of this program can be seen in the form of a diagram in Illustration 3. Itsdetails are as follows:

• The partnership program is promoted through television media and printed media – WacanaMitra, and through the internet.

• Members of the public who are interested in joining the training program then register themselvesat a baking center (Appendix 1). The registrant then follows the program he/she desires fortwo to five days, or 16 to 40 hours, at the baking center. The length of the training programdepends on the program chosen by the participant. Bread Program 1, for example, lasts for fivedays. The ratio of theory to practice is 40:60.

• Participants who have passed the training are then advised to form assocations and/or cooperatives,so that assistance of the development of the members can proceed more easily.

• Participants who have already opened a business then can make proposals for equipment and/orbread cart aid through the association and/or cooperative. Additionally they are given financial

19

support, or price reductions, in the provision of wheat if the business unit concerned is developingwell.

• Program participants may ask for technical help at the baking center if they experience difficultiesin product management, equipment specifications or business management.

• PT. ISM Bogasari Flour Mills then monitors and evaluates the performance of the partners itfosters, including their performance on the sanitation and hygiene of their processing units. Thisactivity is conducted by the staff of the local baking center and wheat depot. Fot business unitsthat carry out proper and consistent sanitation and hygiene practices, PT ISM Bogasari FlourMills awards prizes by providing price reductions in basic ingredient purchases.

• The performance of each beneficiary member is then reported through Wacana Mitra (partnershippublication) to encourage other members in developing their businesses.

Program Perfomance

• Total numbers of training participantsThe number of participants who have followed training at the PT ISM. Bogasari Flour Millsbaking centers amounts to 20,000 people, of whom 50 % are already active in small bread andnoodle businesses. These small businesses absorb a fairly large number of workers. The smalldonut business owned by Pak Isnan (in Cilendek Bogor), for example, is able to employ as manyas 40 people (adolescents and youth) although the business has only been open for six months.The number of workers involved in small business areas such as donuts is surely growingincreasingly larger, [especially] if the distributors and retailers are counted. The total number ofretailers in the Paguyuban Pengrajin Mie Surabaya (Surabaya Noodle-Makers’ Association), for example,has reached 800 people.

• CostsTraining fees range from 200 thousand to 500 thousand rupiah, depending on the program.These fees are used to cover the consumption expenses of participants during training and thepurchase of practice materials. These fees are certainly inexpensive enough, especially since theparticipants are provided with post-training technical assistance services without being charged.Also, the products made during the training are given to the participants, to be eaten by themselvesor directly sold.

• Baking CentersPT ISM Bogasari Flour Mills has established 20 baking centers throughout Indonesia, mainly inlarge cities, which employ a staff of approximately 80 college and senior high school-educatedworkers (Appendix 1).

• Bread and Noodle Associations and/or CooperativesThis partnership program has led to the formation of a variety of associations and/or cooperativesof small bread and noodle business owners (Table 5), which are spread through various largecities. With the existence of these cooperatives and/or associations, the number of workersabsorbed is definitely quite large, including both those who work as bread/noodle makers andpeddlars and the employees who run the cooperatives.

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Table 5. Distribution of Associations and Cooperatives of Owners of Small Bread andNoodle-related Businesses

No Region Name Total Members

1 Surabaya PAMAS 322 Surakarta PARIMAS 413 Yogyakarta PAMIYO 324 Bandung PARIMBA 225 Malang PAMAL 206 Banyumas PUMAS 127 Madiun PAPMIRMA 378 Cirebon Tunggal Rasa Cirebon 369 Magelang Tunggal Rasa Gemilang 1210 Jakarta KOPERJA 7011 Tangerang KOPERTA 2312 Wonogiri Koperasi Boga Sanjaya 3313 Yogyakarta KOPERYO 4114 Bandung KOPERMI 31

442

• Dairy Cow Breeder CooperativesAlso through this partnership program, six dairy cow breeder cooperatives have been formed,with a total membership of 13,579 people (Table 6). Like the above-described bread and noodleassociations/cooperatives, these cow breeding business units also absorb labor in large quantities,especially staffs to take care for and milk the cows.

Table 6. Distribution of Dairy Cow Breeder Cooperatives

No Region Name Total Members Total Cows

1 Pakem Koperasi Susu Warga Mulya 495 1.873

2 Tutur Nangkojar KPSP Setia Kawan 6.350 14.500

3 Jabung Kop. Agroniaga Jaya 3.679 2.800Abadi Unggul

4 Ngunut KUD Sri Sedono 163 1.165

5 Cigugur KUD Dewi Sri Bahagia 1.567 3.282

6 Pasir Jambu KUD Pasir Jambu 1.325 3.136

Total 13.579 26.756

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Conclusion

This partnership model is suitable to be aplicated by government agencies, especially the sustainabilityof the implementation of the program, starting from training and continuing up to the monitoring andevaluation of the performance of the partners fostered by the program. As is well known, there are avariety of programs that have in fact been conducted by various government agencies, both at centralgovernment as well as local government levels. However the implementation of these programs isgenerally seasonal (per budget year) with the result that it is difficult to measure the success of whatthese activities produce. Thus, this partnership model could be replicated in other business areas, especiallyin business areas that absorb workers with various levels of education. As is well known, 80 percent ofthe workers of Indonesia have an education level of only Elementary School completion.

Illustration 3. Bread & Noodle Partnership Model (PT. ISM Bogasari Flour Mills)

Local Baking Centers

• Bread & Noodle Training• Management Training• Factory Apprenticeship

PT. ISMBogasari Flour Mills

Interestedparties

BreadAssociation

NoodleAssociation

NoodleAlumni

BreadAlumni

Consultation:Production, Marketing,New products,Human Resources

Breadpartners

Noodlepartners

Noodlepeddlars

Assistance:Equipment, Capital.Basic ingredients

Proposal

Surprize inspection(Sidak)

ProposalSurprize inspection(Sidak)

WACANA MITRA(Bi-weekly publication)

Peddlars ofBreads,

Donuts, etc.

22

4. Small -Medium Enterprises and Cooperatives (SMEC/UKMK – Usaha KecilMenengah dan Koperasi) Development Program

Organizer

This program is managed by the foundation, Yayasan Dharma Bhakti Astra (YDBA), which wasestablished by PT Astra International in 1980. Its goal is to realize Astra’s commitment to and participationin the reinforcement of Small and Medium-size Enterprises and Cooperatives (SMEC). The mainfoundations of this program include: (a) a National Partnership Program that is promoted by theGovernment, (b) the mission of Astra, "Sejahtera Bersama Bangsa" (Prosperity together with the People),and (c) a key point in the Astra philosophy, "Menjadi Milik yang bermanfaat bagi Bangsa dan Negara" (tobecome an asset that benefits the people and the nation).

Based on the above, Astra has organized an integrated program called the “Astra Partnership Program(Program Kemitraan Astra). This program is expected [to support]: (a) the growth of Small and MediumEnterprises and Cooperatives that are autonomous, modern, and strong/of integrity, and (b) thedevelopment of ties of business partnership between both Astra industrial units and non-Astra businessunits with units of Small-Medium Enterprises and Cooperatives throughout Indonesia.

Support Organization

In implementing the Astra Partnership program, YDBA is supported by a range of companies ofthe Astra Group: PT Federal Motor, PT United Tractors, PT Astra Daihatsu Motor, PT Toyota AstraMotor, Component Group, PT Astra Mitra Ventura, PT Astra Agro Lestari, and PT Sumalindo LestariJaya. Additionally, YDBA also maintains cooperative ties with government agencies such as the Departmentsof Industry and Trade, Cooperatives & Education and Culture, Labour and Transmigration, as well asLocal Governments, Universities and Government Banks such as Bank Mandiri.

Program

The partnership development work program consists of five basic activities. The connections betweenthe organizations concerned are presented in Illustrations 4 and 5. Meanwhile, the broad outline of theprogram is as follows:

• Education and TrainingThe scope of the program covers training, apprenticeship, comparative study, technical guidance,plant visits, and management. Training and guidance are focused on theory and practice that arerelevant to and needed by SMECs.

• Information and Consulting ForumActivities carried out by the Small Enterprise and Cooperative Information Unit (UIUKK – UnitInformasi Usaha Kecil dan Koperasi) encompass the provision of information, consulting services,counselling and guidance, both directly and through information media publishing.

• Developing of an information and market forum- Establishment of joint enterprise groups known as KBU – Kelompok Usaha Bersama, to

serve as vehicles for marketing and technical and management capacity-building for members.- Business meetings between the owners of large companies and SMEs to develop mutually

advantageous business relations.

23

• Exhibitions and seminarsPromoting SMEC products that are considered special quality and encouraging the mainstaypresentation of SMECs.

• Capital reinforcementAside from assistance in the form of the training and development of human resources, SMECswith potential are also investigated for finance possibilities to be supported through financialinstitutions from the Astra Group organization, such as through Bank Universal and Astra MitraVentura, as well as government banks such as Bank Mandiri.

Program Imlementation

The broad outline of program implementation is as follows:

• YDBA and the support organization study the condition of a given SME to ascertain the feasibilityof the business unit to be developed. From this study, a master development strategy for theSME is composed, as appropriate to the area of business involved.

• YDBA organizes a variety of trainings to build the technical capacity of the SME, both withrespect to technical matters of production as well as areas of business management and productmarketing.

• YDBA and the support organization then develop a range of support group units such as thejoint enterprise group of Pulo Gadung, which specializes in the business of metalwork in theproduction of motorcycle components.

• YDBA develops partnerships with the business groups under Astra support, particularly in themaking of automotive components and with capital reinforcement, both through financialinstitutions under the Astra group as well as other financial institutions such as Bank Mandiri.

• YDBA and the support organization organize a variety of exhibitions/trade shows, both in-country as well as abroad, in order to promote SMEs’s product to be well known to buyers.

Program Perfomance

Education and training

• Toyota and Astra FoundationThis training has been running since 1980 under the name TOW (Training Otomotif Wiraswasta– Automotive Entrepreneur Training). The program is aimed at street workshops/repair garages,school dropouts and teachers of technical vocational training schools (SMK Teknik) who wantto deepend their knowledge and skills in the area of automotive repairs. This foundation hasproduced 75 generations or classes with 14 – 20 people each. The length of the training is 22working days, and after graduating, the participants can work in a variety of repair workshops orAstra repair shops, or develop repair businesses of their own if they are entrepreneurially gifted,by obtaining support from the foundation. The total number of graduates from this program is1,350 people.

• PT. United Tractors Engineering (UTE)This company builds cooperative ties with small metal industry enterprises, especially enterprisesinvolved in making heavy equipment components. Before developing partnerships, UTE first

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trains employees of these small metal industry enterprises according to need, such as training inlathe operation, welding, quality control etc. The total number of small metal industry partners(IKL) before the monetary crisis was 50 business units, and 30 business units remain today. Thetotal number of workers involved in these partnerships is around 1,500 people, mainly menwith education achievement levels ranging from elementary to senior high school (SLTA).Additionally, UTE also conducts training for heavy equipment mechanics in a number of areas/cities such as Pekanbaru, Balikpapan, Samarinda and Timika. A total of 350 people havebeen trained.UTE also works together with the Balai Las Khusus Condet training center in the area of implementinga ’double system’, or work-study diploma program. In this program, the Balai Las Khusus Condetplays the role of providing the theory, while UTE acts as the apprenticeship venue.

• Development of the Bengkel Binaan Astra (BBA – Astra-assisted repair workshops) ProgramThis program is run in cooperation with PT Toyota Astra Motor and Astra Mobil Group. Its goalis to build the capacity of repair workshops/garages in the areas of management, maintenancetechnology and light repairs, as well as increasing the market, which it is expected will supportthe development of the business being operated. This BBA program has been run with theparticipation of 34 repair shops/garages spread out in locations in North Sumatra, Lampung,Jabotabek, Central Java and East Java.

• Program Bengkel Astra Service Masuk Desa ( ASMD – Astra Service Garages enter the VillageProgram)This program is run in cooperation with PT Astra International - Honda Sales Operation ( PT AI- HSO ). The emphasis in this program is on 317 existing ASMD repair workshop / garage units,targeting – in keeping with the policy of PT AI-HSO – the official network of repair shops thatservice Honda brand motorcycles.Meanwhile, the 30 repair shops of the ASMD Crash Program receive more particular attentionthrough training and assistance; currently, 17 repair shops of the ASMD Crash Program (56%)already have profits averaging Rp 1.2 million / month, with an average turnover of Rp 4.5million / month, while the other 13 repair shops of the ASMD Crash Program (44%) are not yetmaking a profit.The Astra Post-Employee Development Program is aimed at the development of new enterprisesfor ex-employees of Astra. Seven classes have taken place, attended by 186 people, amongwhom 126 (68%) have already developed enterprises in the areas of agribisnis, general stores(waserda), trade, fishery and a variety of other businesses, while 25 others (13%) are working againin other companies; 17 people (9 %) have not been monitored (went home to their villages, etc.)and the remaining 18 people (10 %) are not yet pioneering a business effort.The development of the PPU (Perusahaan Pasangan Usaha – large company- small enterprisepartnerships) of PT Astra Mitra Ventura is carried out, among other ways, through training andassistance (3x); the development of a market for PT Artometatek products in Bali & Jakarta, thedevelopment of a market for PT Angsana brick machine products in Kalteng, and market meetingactivities in Jakarta, as well as facilitating the restructuring of PPU partner debts.

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Information and Consulting Forum

• Development of the Business Consulting Clinic (KKB – Klinik Konsultasi Bisnis)KKB business consulting clinics exist in nine locations of small business centers, which arePadang, Lampung, Bandung, Jakarta, Tegal, Ceper-Klaten, Waru-Sidoarjo, Mataram in the WesternLesser Sunda Islands and Samarinda, East Kalimantan. These KKBs are charged with providingassistance and consulting services to the beneficiary SMEs in their districts. As of October 1999,the KKBs had provided consulting services for business owners to 1,888 people, held 18 trainingand apprenticeship programs for 332 people, along with organizing six market meetings thatinvolved 89 SMECs. Since 1999, efforts have been made, in cooperation with Swiss Contact, aNon-Governmental Organization with assistance from the Swiss Government, to developautonomous KKBs, such that later on, the KKBs should be able to independently fund theirown activities.

• Development of Joint Metal Enterprise GroupsThis program was initiated by the Yayasan Dharma Bhakti Asta foundation in the 1980’s. Thetotal number of small industry enterprises involved is 10 business units, one of which has growninto a medium-scale metal business. The total number of workers involved is around 500 people.Aside from producing a variety of motor components, this joint enterprise group is also active asa work training place for SMK vocational high school students around East Jakarta.

• Warbis (Warung Bisnis – Business Stall) RasunaThe Warbis Rasuna is a non-profit organization that provides business services directly to SMEsso that they can improve their companies’ performance. Warbis Rasuna was founded on 11August 2000 as a cooperative venture between the Ministry of Cooperatives and Small-MediumEnterprises and Yayasen Dharma Bakti Astra (YDBA).Warbis Rasuna is envisioned as a provider of service to strong and professional SMEs. Its missionis to provide consulting services, assistance, training, access to the market and access to capital, todevelop and encourage positive synergy among various parties and resources in order to nurturethe development of SMEs, as well as to promote SME products. In carrying out this mission,Warbis applies a comprehensive and integrated strategy that can support and strengthen as wellas serve as a base for SMEs to grow in a healthy manner.

• KKB – TegalIn line with the regional development and the master plan for the spatial layout of the capitalcity/regency district of Tegal in 1982, the Government, through the Department of Industry,established the Takaru Small Industry Environment (LIK – Lingkungan Industri Kecil) in thevillage of Dampyak, in the subdistrict of Kramat in Tegal Regency. Its goal was to facilitate theresident businesses of the LIK to gain reinforcement, both from the related agencies, State-owned corporations (BUMN/BUMS), as well as from potential customers. In this matter, theLIK residents were assisted by a Technical Implementor Unit that was charged with providingservices, both machines as well as technical guidance, which generally had a background in thesecondary schools (SLTA).In order to further optimize this potential, UPT Takaru collaborated with YDBA to form theTegal Business Development Organization (LPB / Lembaga Pengembangan Bisnis – Tegal). In2003 LPB – Tegal conducted a variety of activities connected with the metal field, such as the

26

manufacturing of automotive components, tractor components, and ship components.Additionally LIK Takaru Tegal has also been equipped with a showroom, product center (20SMEs, 9.6 hectares), Polytechnic, market center, and a UPT (Composition and mechanical lab,design center).

• LPB BM (Lembaga Pengembangan Bisnis Bhakti Mandiri – Bhakti Mandiri BusinessDevelopment Organization), YogyakartaThis organization was formed by YDBA and Bank Mandiri in 2001. Its mission is to be anassistance organization and provider of services in consulting, financial facilitation, resourcedevelopment, marketing and information as well as encouraging the occurrence of positivesynergy between the related elements.The performance of this organization is very impressive. Up to the end of 2002, LPB BMYogyakarta provided assistance to 219 Furnicraft SMEs, 63 Minimarket/retail SMEs, 54 financialaudit/ micro finance organization (BPK/LKM) SMEs, and 28 other SMEs.The clientele of Bank Mandiri (SMEs) also increased significantly; where there were only 95SMEs (46 %) of 207 assisted partner SMEs in 2001, in 2002 this figure rose to 168 SMEs (46 %)of 364 assisted partner SMEs. This means that the number of clients increased by 73 SMEs,which consisted of 44 debtor clients and 29 non-debtor clients.Survey results indicated that (a) 76.2 % of the assisted partner SMEs felt the program was beneficial,(b) 72.2 % of the SMEs felt that the assistance was very useful for business development, and (c)90.5 % of the SMEs hoped that LPB BM Yogyakarta expected to keep running this program.

• KKB Waru SidoarjoFrom the outset, the existence of the Astra Waru KKB (Business Consultation Clinic) was startedin consideration of the importance of synergizing several SME consultants so that they couldtogether develop SMEs in an integrated manner.Thus it was agreed by several SME consulting organizations, namely the Lembaga Pengabdian KepadaMasyarakat ITS Surabaya, Koperasi Waru Buana Putra and Yayasan Dharma Bakti Astra to form anorganization that was initially called the Smal-Medium Enterprise and Cooperatives InformationUnit (Unit Informasi Usaha Kecil dan Koperasi – UIUKK) in 1994.Together with the increasing growth of activities of SME fostering and development, on 30October 1998 the name UIUKK was changed to KKB Astra Waru, with the vision of being areliable and trustworthy SME-consulting organization in the development of SME self-reliance.The role of the KKB is strongly needed in the context of developing and improving SMEs. TheKKB is more focused on handling human resource development aspects through activities oftraining, apprenticeship, consulting and information services, following the mission of acting asa facilitator and catalyser in directing all of the potential in a way that is synergetic and dynamic.This is in order to develop the self-reliance of small-medium enterprises and cooperatives, as wellas to take an active role in the recovery of the capacity of the enterprises to increase theircompetitiveness, along with broadening both the domestic and export market for [their] products/services.To date, the KKB already has 70 SMEs affiliated as assisted partners and often holds activities,including: training in management and technology, apprenticeships, business meetings, information

27

socialization, and providing consultation to SMEs. All KKB activities are based upon needsanalyses.

• LPB-BBM (Lembaga Pengembangan Bisnis Batam Bhakti Mandiri – Bhakti MandiriBatam Business Development Organization)This organization was formed by Pemkot Batam (Batam Municipal Government), PT PermodalanNasional Madani (PNM) and YDBA in 2003. Pemkot Batam is responsible for the empowermentof SMEs, PNM has the job of facilitating relations between SMEs and financial institutions, andYDBA, which has 23 years of experience in nurturing SMEs, plays a key role in the formulationof methods and strategies and the design of programs.Although this organization is still very young, LPB BBM has already identified 437 SMEs and 223potential micro-finance organizations, held training eight times, and facilitated 22 SMEs inaccessing with financial institutions and state-owned corportations.

Cultivation of communication forum and market

In the activity program of 1999, more emphasis was placed on enterprise assistance and networking,both with respect to the market as well as finance. Other activities included training, apprenticeships andassistance, based on the needs of the affiliated SMECs, offered in 24 sessions and attended by 634participants. Such are the subjects that YDBA activities have included:

• Market development through the Joint Marketing Forum (Forum Pemasaran Bersama). Since 1999,a variety of such activities have been undertaken:- National exhibitions/trade shows (three times) attended by 56 SMECs and providing exhibition

space at the YDBA offices with all sorts of support facilities.- Networking with a variety of organizations (PEP Project, BPEN, Perhutanil) to build capacity

in SMEC technology, management and markets.- Identification and development of three superior products, namely, white stone (Zeolit),

pineapple fiber handicrafts and metal furniture.- Development and maintenance of a SMEC excellent product home page as a vehicle for

promotion, both domestic and foreign.- Development of a superior SMEC product market as a satellite, that is, PT Wirasindo Santa

Karya, which has experienced intense development in the export furniture field and is at thistime in the process of developing a trading house in Bremen, Germany.

- Handling the export market for SMEC products through the establishment of PT Transzonain Klaten, Central Java.

Exhibitions and Seminars

Export sales of SME products through the YDBA Gallery (exhibition space), up to August, reachedUS$ 1.06 million, and sales in the local market totalled 650 million rupiah. To date there are 40 SMEs thatoffer products at the YDBA Gallery, which originate from Jabotabek, West Java, Central Java, East Java,and the Western Lesser Sundas.

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Financial Support

Of the SMEs that have become partners of YDBA, 802 business units and 228 SMEs have obtainedfinancial support, from both bank and non-bank sources, amounting to 12.3 billion rupiah.

Additionally, Bank Bumiputera has allocated 20 billion rupiah in loans to assisted partnerSMEs of Yayasan Darma Bhakti Astra (YDBA). In this matter, YDBA has the job of selectingpartners that are suitable to obtain credit, up to three billion per debtor. This collaboration withYDBA-assisted partners, amounting to at least 900 cooperatives and small businesses, is one effectiveway [to help them]. Bank Bumiputera was initially more focused as a commerical bank and only in1998 pioneered diversification in the channeling of credit to the SME sector.

Yayasan Dharma Bhakti Astra (YDBA) and the foundation, Yayasan Daarut Tauhid have built upcooperative ties since 1992. YDBA started cooperating in the reinforcement of capitalization of the DTcooperative in 1997, namely, by facilitating financial support in the amount of Rp 275 million, whichwas channeled through Astra Mitra Ventura (AMV). These funds were used to build a minimarket in theDT complex environment on Jalan Gegerkalong Girang in Bandung, led by KH Abdullah Gymnastiar,which has developed in such a way that it now includes an Islamic boarding school, cottages, the BaitulMalwat Tamwil (BMT – Micro-finance organization based on Syariah Islamic principles) mall, radio, anewspaper etc.

Conclusions

Based on the above, it can be concluded that the SME development model pioneered by YDBA issuitable to be replicated by the government as a reference point in the development of small-mediumenterprise as well as cooperatives throughout the country. This program, aside from successfully buildingpartnerships between companies of the Astra group and SMECs, has served as a conduit through whicha variety of enterepeneurs have emerged in a variety of regions. It must also be added that the localcontent of Honda motorcycles has reached 85 % and is supported by 45 SMEs acting as partners incomponent manufacturing. This means that these partnerships have also shown results in terms ofstrengthening the structure of the national automotive industry.

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GRUP ASMO,TAM, AHI,FM, COMP.

YDBA

ASTRAFUNDING

ORGANIZATIONSupportingPrograms

1. TECHNOLOGY2. MANAGEMENT3. MARKET4. CAPITALIZATION5. INFORMATION

Business

BusinessFREE MARKET NoN-affiliatedSMEs

AFFILIATED/ASSISTED SMEs

QDCSM(quality, delivery, cost,

safety, morale)

Order&

GuidanceASTRA MITRA

VENTURA

ASTRA

NON-ASTRA

YDBA

METAL NON METAL

INDUSTRY

DOWNSTREAMUPSTREAM

SERVICES

NON INDUSTRIAL

AUTONOMOUSUKMKs

FREE MARKET

1. Training2. Information and Consulting Service3. Cultivation of Communication

and Market Forum4. Exhibition & Seminar5. Sthrengthening Partnerships

ASTRAMITRA

VENTURA

FINANCIALSTRENGTHENING

State-owned corporations (BUMN)BANKING

RELATEDMARKET (S)

Increasing value added andcompetitiveness

?

Illustration 4. Astra Partnership Pattern

Illustration 5. Patterns of SMEC Assistance

30

PROVINCE OF WEST JAVAPROVINCE OF WEST JAVAPROVINCE OF WEST JAVAPROVINCE OF WEST JAVAPROVINCE OF WEST JAVA

5. Vocational Training for the Physically Disabled

Organizer

This program has been run by the Government of the Republic of Indonesia, through the Departmentof Social Affairs, and the Japanese Government, through the Japan International Cooperation Agency(JICA), since 1997. Japanese Government Aid (in grants) has totalled 1.5 billion Yen in the form ofassistance for constructing buildings, equipment assistance, the training of workers in Japan and otherforms of technical assistance. The name of this cooperative organization is Pusat Rehabilitasi VokasionalBina Daksa (PRVBD – Bina Daksa Vocational Rehabilitation Center).

The intention behind the establishment of PRVBD is to develop and improve the system ofrehabilitation for physically disabled people, so that they are able to socialize and be self-reliance.Meanwhile, the vocational training is aimed at helping to increase the work capacity (employability) ofthe disabled to the point that they can find employment in accordance with their gifted and abilities.

Program

Types of training:

There are five types of skills training, namely: computer, sewing, graphic design (printing), metalwork and electronics. In broad outline, this vocational training covers the following subjects:

• ComputersThis area of training focuses on professional abilities to operate computers using various sorts ofapplication programs, including: spreadsheets, database creation, network systems, programming,accounting packages, internet and computer maintenance techniques.

• SewingThe training provided covers: pattern design, cutting, sewing, finishing, and clothe packing formen, women, children and adults, using individual and industrial sewing techniques.

• Graphic Design (Printing)The training provided covers: (1) Pre-press: desktop publishing (DTP – the process of making adocument by using a personal computer connected to a laser printer), making film, making masters/plates. (2) On-press: printing, and (3) Post-press: finishing/binding.

• MetalworkThis skills training consists of three technical areas: (1) Machine work, covering: technical drawingand metal processing machinery – lathes, milling, grindstones, skraf, CAD, CAM; (2) Weldingwork, covering: electric and gas welding (oxygen, acitilin, argon / CO2); and (3) Gasoline anddiesel motor machine work.

• ElectronicsThe skills training provided includes: (1) Low-tension current, covering: repairs of audio-video,regulator and communication equipment; (2) High-tension current, covering: repairs of washingmachines, refrigerators, air-conditioning, and motor/dynamo machines, and electrical installationtechniques, sequential control, and PLC (Programmable Logic Control: industrial machineautomatisation program).

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Aside from the above-listed programs, programs of apprenticeship, distribution/channeling andfollowup assistance (Binjut) are also carried out as follows :

ApprenticeshipsThese consist of learning activities for the PRVBD training participants in enterprise or productionunits (on the job training) at both service and manufacturing companies, both private and public,for two months. The goal is to provide real work experience, and opportunities to adapt themselvesto the workplace and build self-confidence in their abilities. It is expected that after completingthe apprenticeship, they may be accepted as official employees of these companies ororganizations. Additionally, the employers can find out firsthand about the knowledge and skillsof the PRVBD graduates, with the result that they can [better] assess the productivity andperformance of disabled people.

Channeling/DistributionThis is the stage of work placement, as feasible, for those who have completed apprenticeshipactivities, in the companies where they apprenticed. At this stage PVRBD works in cooperationwith the work units/ organizations concerned, such as the Department of Labour andTransmigration, Local Government, APINDO ( Indonesian Employers’ Association), and largeemployers’ groups in the industrial districts of Indonesia, in the context of coordination for thedistribution of work.

Follow-up AssistanceThese are activities characterized by monitoring and evaluation of the PRVBD graduates withthe intention of knowing the conditions of the clients, both those who are already working andthose who are not yet working. This is necessary to determine appropriate followup action forclients who do not yet have suitable work, and to terminate vocational rehabilitation services forthose who have obtained employment that they can use to live properly.

Program Implementation

The implementation of the vocational training is presented diagramatically in Illustration 5. Thedetails of the process are as follows:

• Potential participants from various regions are recruited at the Bina Daksa Social RehabilitationCenter (PRSBD – Pusat Rehabilitasi Sosial Bina Daksa) and Bina Daksa Social Residence/Institution(Panti Sosial Bina Daksa), or BLK (Balai Latihan Kerja – Work Training Center), together withthe Bina Daksa Vocational Rehabilitation Center (PRVBD – Pusat Rehabilitasi Vokasional BinaDaksa) in Bogor. Selected candidates are then will be attending the training at PRVBD accordingto the participant’s chosen area of skill training. For the information, that the selection ofparticipants in 2002 utilized a BATB (Basic Aptittude Test Battery), an instrument that canidentify a person’s nine basic capabilities.

• The selected participants are then trained for eight months, including six months in classes andworkshops, and two months following apprenticeships in a manufacturing or service industry.The ratio of theory and practice is 40:60. Meanwhile, the method of training used is acombination of lecture presentations and practice. The ratio of participants to instructors is20:1. It should be added that the practice facilities of this institution are considered modern.

32

• The training participants are then apprenticed in a variety of industries for two months. Andonce they have graduated, the training participants are ’channeled’ or ’distributed’ by PRVBD toa range of industries, working together with the Department of Labour and Transmigration,APINDO (Indonesian Employers’ Association), Local Government (PEMDA) and groups oflarge business owners/ employers in a variety of industrial districts.

• The situations of the graduates are then monitored and evaluated through the BINJUT (Followupassistance) program to see whether they are already working and/or whether their wages are inappropriate with their skills.

Program Performance

• Sex, age and educationThe sex of the skill-training participants from circles of physically disabled people varies by thetype of program (metalwork, computers, graphic design and printing). Participants in the metalworkprogram are all men (120 people), while in the sewing program the majority are women (80people), and for the participants in the computer and graphic design as well as printing programs,the proportion of men and women is almost balanced (45 % : 55 %). Especially in the electronicsprogram, the number of women participants in each class group averages three people. Meanwhile,the ages of the participants range from 17 to 30 years old. In terms of education levels, themajority of participants are senior high school / SLTA graduates, and the remainder are juniorhigh school / SLTP graduates (sewing program) (Table 7).

Table 7. Distribution of Participants in the Training for the PhysicallyDisabled by Sex, Age and Education Level

No Training Program Sex Total Age Educationnumber (year) level

L P (people)

1. Metal work 120 - 120 19-29 SLTA2. Electronic 102 18 120 19-29 SLTA3. Computer 60 60 120 19-29 SLTA4. Graphic design 80 40 120 19-29 SLTA

(printing)5. Sewing 40 80 120 16-18 SLTP/SLTA

• Cost analysisTraining fees for the physically disabled (metal machines, electronics, computers, graphic designand printing) are rather high, that is, they range around 20 – 22 million rupiah per person. Thesefees are used to cover living expenses for eight months, accomodation costs, apprenticeship feesand participant lump-sum, as well as return trasportation costs. However, the high expense isinsignificant in comparison to the output of the training program, that is, the fact that theparticipants are able to work and do not become a burden to the family and community.

33

• Waiting periodThe capacity of the market to absorb graduates of the program for the physically disabled is veryhigh. Program participants of each class are directly absorbed by industry in the places wherethey apprentice at a rate of approximately 60 – 70 % , and the remaining graduates return to theirrespective home areas. Based on information from the binjut (follow-up assistance) program,the period of waiting to find work for these participants range from three to four months. In fact,of the participants of the sixth class sewing program, 16 people are already working althoughthey have only followed six months of training, or should be following training for four moremonths.

• Distribution of work places and areasGraduates of the program of training for the physically disabled generally work in a variety ofmanufacturing and service industries. As for the distribution area of their workplaces, the majorityare found around Jabotabek (60 – 70 %) and the others in their respective regions, such asMedan, Palembang, Surabaya and Makasar.

Conclusions

The program of skills training for the physically disabled can be replicated in efforts to improve thequality of youth workers, including young people who are not physically disabled. This training model iseven suitable to serve as a reference for other work training centers, both governmental as well as private,if it is seen from the perspective of management and training and the output of the training. This isimportant, considering that at this time, in almost every region, there are work training centers, althoughtheir quality still need to be improved. Thus, in each region there is a training center that could beespecially relied upon as a way to realize the autonomy of that region.

34

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35

6. Establishment of Youth Enterpreneurships

Organizer

This program has been organized by the Agroindustry Agribusiness Incubator Center (PIAA – PusatInkubator Agribisnis Agroindustri) since 1982 at the Campus of IPB Darmaga. The main goal of thisactivity is to create young entrepreneurs (Bachelor degree holders/Sarjana) and enhance small enterprisesbased on agricultural products.

Program

The main program of PIAA IPB covers the following areas:

• Assisting tenants in designing feasible enterprises in the areas of agribusiness and agroindustry.• Providing technical assistance in areas such as the production process for a given product, enterprise

management and product marketing.• Assisting the tenant during the incubation period (three years).• Sounding out partners for the tenant, both in the areas of financing and marketing as well as in

the preparation of facilities for the enterprise.

Program Implementation

The stages of assisting tenants are as follows (Illustration 6)

• Tenants are recruited from among university and college graduates (Diploma 3, Bachelors Degree– S1, and Masters Degree - S2 holders). The tenant already has a business plan to be developedat PIAA or another place, specifically, an enterprise unit based on farming products. As a beginner,the tenant is given office facilities and production facilities. Thus, the tenant can directly run his/her business.

• The tenant is then incubated for three years. Once he/she is able to stand on his/her own, thetenant must move from the business location provided by PIAA and be replaced by a new tenant.

• Throughout the incubation period, the tenant is provided with technical assistance according totheir needs, for example, techniques of production, marketing or management of productionpermits. The technical people are recruited from the IPB environment and from other agencies.

• During the incubation period, PIAA IPB looks for/sounds out partners for the tenants to enablethem to obtain capital, or work contracts in the context of marketing their products, for example,supermarkets for the marketing of fresh fruits and vegetables. During this incubation, PIAA isalso active in conducting a variety of promotions, through seminars or trade shows to introducetenants’ products.

Program Performance

This incubation approach can be said to be quite effective and efficient in the creation of youngentrepreneurs out of university educated circles. Likewise, it is successful in developing small industrybased on existing agricultural products. This institution has successfully developed around 25 enterpriseunits in West Java, in places such as Bogor, Cianjur, Cirebon and Indramayu. The total number ofemployees per enterprise unit ranges between 20 to 50 people. Indeed, one of the units, CV. CitraPangan Mandiri, has 600 employees, of whom 575 have only elementary school education and most ofthem are women, except for a few men (the transport operators and security guards).

36

The tenants also can directly start his/her business after all the requirements for establishing a unitare already on hand. This is because the tenants do not need to establish processing/manufacturingunits, as these are already available, including support facilities such as water and electricity.

Conclusions

From the above description it can be concluded that the incubator model is appropriate foradoption by institutions of higher learning in stimulating the development of young entrepreneursamong university graduates. This is increasingly important considering the increasing numbers ofunemployed university graduates. The results of a survey in nine universities (in Sumatra) indicatedthat new graduates obtain employment after being unemployed for three years. This certainlyconstitutes national-scale squandering. One way to try to force these unemployment figures downis through fostering a spirit of enterpreneurship among those in university educated circles after theyhave graduated.

Illustration 7. The operation of Agribusiness and Agroindustry EntrepreneurDevelopment at PIAA IPB

37

Matrix 1. SWOT Results on the Best Programs/Cases in the Provinces of Banten, DKI Jakarta andWest Java

No Program/Case Strength Weakness Opportunity Treat/Challenge

SpecialistTechnicalEducation andTraining

1.1. Program participantsare strictly selected sothat the participantshave some level

1.2. This training isconducted andoverseen by expertand experiencedtrainers.

1.3.This traininginstitute hasmodern equipmentserving as practicalwork facilities

1.4.This traininginstitute has a widecooperativenetwork with avariety of industriesaround theprovince of Bantenas apprenticeshipvenues.

1.5.The program oftraining inindustrial welding isalready accreditedas an ATB(AuthorizedTraining Body),with qualificationsfrom the IIW(InternationalInstitute ofWelding) and EWF(European WeldingFederation)

This trainingprogram can bereplicated in adifferentregions,especially inregions withindustrialdistricts such asBatam.

This instituterequiresextensivefunding, bothfor repairs andmaintenance ofits facilities andinfrastructureand refresherknowledge andskill trainingfor theinstructors. Tothis end, thegovernmentmust providesufficient post-project fundingin order thattheperformance ofthisorganizationremains prime.

1.

38

2.1. The curriculum istailored to theneeds of industry.

2.2.Very intensiveapprenticeship (6-10 months).

2.3. Excelent workpractice facilities.

2.4.Training staff isexpert and highlyskilled.

2.5.Graduates aredirectly absorbedby industry.

2.6.The institute hasa strong and widecooperativenetwork withindustry

3.1.The organizer ofthis program hasdozens of bakingcenters in variousdifferent citiesserving as trainingcenters.

3.2.These institutionsare managed bypractitioners inthe fields ofbread and noodleproduction.

3.3.The alumni areprovided withfinancialassistance if theywant to workindependantly/established theirown businesses

No Program/Case Strength Weakness Opportunity Treat/Challenge

Application ofCBT(CompetencyBased Training)in Jabotabek

Practice feeshave risen 50%

Bread, Noodleand Dairy CowBreederPartnership

This rise inpractice fees isnot significant ifseen in relationto the quality ofthe graduates.Because of thatthis program isappropriate forapplication inothervocational highschools (SMK)but in aselectivemanner.

This program is

The governmentshould add tothe budget forwork practice invocationalschools.

suitable to befollowed byother largecompanies,apart from thespecific aims ofthat programsuch asmarketingwheat.

The governmentshould provideincentives forlarge companiesthat concern increating labourmarket

2.

3.

39

and technicalassistance accordingto their needs.

3.4. The alumni haveassociations calledbread and noodlepartnerships tomaintain relationsbetween PT. ISMBogasari Flour Millsand the partners theyassist.

3.5. The institutionproviding assistanceis alwaysmonitoring andevaluating theperformance of itspartner memberson a regular basis,and awards are givento those partners thathas progress andbusiness unitswhere has goodsanitation.

3.6. This partnershipprogram has beenable to create anexceptionally largelabour market of20,000 alumni,around 50% ofwhom are runningbusinesses in thefield of small breadand noodleenterprises. Theworkers involvedare becomingincreasinglynumerous, especially

No Program/Case Strength Weakness Opportunity Treat/Challenge

40

No Program/Case Strength Weakness Opportunity Treat/Challenge

if also calculate theworkers whopeddle bread andnoodle productssuch as sellers ofbakso noodles,fried noodles,chicken noodlesetc.

4.1.YDBK ismanaged by aprofessional stafffrom a variety ofdisciplines.

4.2.YDBK has abroad cooperativenetwork withindustry,universities, andgovernmentagencies.

4.3.YDBK hasvarious kinds ofaccess to avariety ofdifferent financialinstitutions.

5.1.Thedetermination oftraining skillareas forparticipants isdone with thehelp of theBATB (BasicAptitude TestBattery).

5.2.Practice workfacilities arecomplete andmodern.

Small-MediumEnterprises andCooperatives(SMEC)DevelopmentProgram

VocationalTraining forthe PhysicallyDisabled

Thecharacteristicsof SMECs areextremelyvaried so thatthey call fordifferent kindsof handling

5.1. Training feesare quitehigh (20 –25 millionrupiah perperson) butincludeaccomodationsandconsumptionexpenses for10 months.

The SMECsdiversity can beminimizedthroughintensive andsustainedassistance.Because ofthat, thismodel issuitable toserve as anexample tootherorganizations.

This programstrongly needsto bedeveloped,considering thehigh numberof physicallydisabled peoplein thiscountry. Byfollowing thistraining, thephysically

The governmentshould providevarious kinds ofsupport andincentives tofoundations thatconcern aboutSMECdevelopment.

This instituteneeds a lot offunding, bothfor the repairandmaintenance ofits facilities andinfrastructureand theupgrading oftrainerknowledge andskills. For thisreason, the

4.

5.

41

No Program/Case Strength Weakness Opportunity Treat/Challenge

5.3. The program isrun by aprofessional staffincluding apsychologist.

5.4.The organizinginstitute has astrong networkwith industry.

5.5.Around 90percent of thegraduates aredirectly absorbedby the industry.

6.1.The organizinginstitution of thisprogram (PIAA-IPB) has an expertstaff to meet theneeds of thetenants.

6.2.PIAA has fairlygood productionfacilities forpioneeringbusinesses (forincubation).

6.3. PIAA has a widecooperativenetwork withfinancialinstitutions,governmentagencies andinternationalorganizations.

YoungEntrepreneursDevelopment

5.2. Industrycircles arenot yet fullywilling toemploydisabledpeoplealthough thelaws alreadyexist.

disabled canleadautonomouslives consistentwith theirskills.

This programis suitable fordevelopmentin a variety ofareas,according tothe specialcommoditiesof those areas,on conditionthat they areprocessed in aprofessionalmanner and asufficientinfrastructureis available.

governmentshould providesufficient post-project fundsin order thattheperformance ofthisorganizationcan continue tobe prime.

Economicconditions havea big influenceon tenantbusinesses, andbecause of this,the tenantsmust keep onperservering intheir effortsalthough theymay sometimesexperiencefailure inmarketing aproduct.

The productionfacilities in thetrial businesslocation arelimited (can onlyaccommodatethree tenants at atime)

6.

42

PROVINCE OF CENTRAL JAVAPROVINCE OF CENTRAL JAVAPROVINCE OF CENTRAL JAVAPROVINCE OF CENTRAL JAVAPROVINCE OF CENTRAL JAVA

7. Establishment of an Entrepreneur Class in Vocational High Schools (SMK)

Organizer

This program has been organized by the Lembaga Pengabdian kepada Masyarakat (LPM –‘organization devoted to community’) of Diponegoro University since 2002. Its goal is to produceSMK graduates with an entrepreneurial mentality and assist the students to pioneer enterprises.The program is being implemented in Magelang, Purworejo, Karanganyar, Semarang, Palangkaraya,Sampit and Banjarmasin.

Program

The main program encompasses the establishment of an enterpreneurship class, and the selectionand formation of enterprises. The target group is the group of SMK students concerned.

Total of Program Participants

The total number of students per class is 40 people; the number of trainers / guides is 10people, or a trainer to student ratio of 1:4. The duration of education is three years.

Funding

The program is funded by Dikmenjur (Direktorat Pendidikan Umum dan Kejuruan – the Directorateof General and Vocational Education).

8. Graphics Skills Training

Organizer

This training is organized by the PT Pura Group (Kudus). Its goal is to improve the skills ofstudents of SMT Grafika (Graphics technical high school).

Program

The program consists of in-class training and apprenticeship with the PT Pura Group.

Total of Participants

The SMT Grafika training program involves 30 students, and the training and apprenticeshiplasts for 4-6 months. The ratio of trainers to students is 1:5. The program is implemented in cooperationwith UNDIP Polytechnic.

43

PROPROPROPROPROVINCE OF YVINCE OF YVINCE OF YVINCE OF YVINCE OF YOGOGOGOGOGYYYYYAKAKAKAKAKARTARTARTARTARTAAAAA

9. Training of Neglected Adolescents

Organizer

This training program is organized by the Panti Sosial Bina Remaja Yogyakarta (Social Institutefor the assistance of adolescents). The aims of this activity are as follows: (a) to assist neglected orabandoned young people to develop their self potential and skills, (b) to stimulate the growth andincrease of self confidence, and (c) to help young people overcome the social problems that theyface.

Program

This program for the assistance of neglected adolescents comprises physical and mental guidanceas well as the provision of skills training in the fields of machine repairs, sewing and silk-screening.

Total of Participants

The participants in this activity number 50 people, and the number of trainers/guides is 20people.

Funding

Funding for this activity comes from the APBD (Anggaran Pendapatan dan Belanja Daerah –the Regional Government Budget), while the implementation of the program involves cooperation withthe Police (Polsek/Polres), the Department of Health (Dinkes)/Community Health Centers (Puskesmas),Training Practice Centers (BLK), and the Office of Religion (Kantor Agama).

10. Community Leadership Program (CLP)

Organizer

This program is organized by the Faculty of Economics, Muhammadiyah University, Yogyakarta.Its goal is to produce university graduates who have competency in the area of organizationalmanagement and rural community empowerment.

Program

The main activities in this program include training workshops, internships and other relatedactivities. The learning process includes classroom lectures, applied fieldwork (kuliah lapangan)and spiritual/ethical study (kuliah rukhiah).

Duration of Program

The program is implemented over a four year period (equal to the time of a Bachelors degree/S1).The number of participants is 30 people and the number of trainers/guides is 10 people, or a ratio oftrainers to participants of 1:3.

44

Matrix 2. SWOT Results for the Best Programs/Cases in Central Java andthe special district of Yogyakarta

No Program/Case Strength Weakness Opportunity Treat/Challenge

EstablishmentofEntrepreneurClasses inVocationalHigh Schools(SMK)

7.1. SMK students areprovided withthe skills ofenterpreneurshipwith the result offorming youngentrepreneurs.

7.2.The students aresupplied withknowledge ofmanagement sothat the capacityto work(employability)of SMK graduatesis enhanced.

7.3.This program isalso attended bywomen (equalemploymentopportunity)

8.1.Forms a spirit ofenterpreneurship

8.2.Students of SMTGrafika with[high]achievements canbe recruited tobecomeemployees of PTPura.

8.3. The program isindependentlyfunded by thecompany asevidence of theirsocialresponsibility tosociety.

The programcan be carriedout in otherSMK schoolsthat have needforenterpreneurship

Changes in thecurriculumfromDepdiknas(Department ofNationalEducation)

Training in BasicPrint MediaTechnology forSMT Grafikastudents

There are nocost estimatesfor this activity

The need forskilledworkers in theprinting fieldaround the PTPura Group ishigh.

Thesustainability ofthe program isthreatened if thebudget is cut bythe company.

7.

8.

45

No Program/Case Strength Weakness Opportunity Treat/Challenge

9.1.This program isfocused on youngpeopleexperiencing socialproblems, that is,those who areneglected due tofamily conditions(broken homes orpoverty).

9.2. Before being trainedin a variety of skills,participants are givenguidance andpsychologicalcounseling tomotivate them.

9.3.Participants arealso givenopportunities tobe apprentices in avariety of SMEs.

10.1. The targetedparticipants consistof young rural menand women whoare willing to stay inthe villages and areprepared to developfinancialorganizations(cooperatives,micro financeorganizations,NGOs/CBOs, andBMTs – BaitulMalwat Tamwil –microfinance

Rehabilitationand Training ofNeglected YoungPeople.

LeadershipProgram (CLP)

9.1. Lack ofinstructor’sstaff

9.2. Classes arelimited

9.3.The processrequirestimebecausethere mustbe a mentalrecovery

Potentialparticipantscome from areasspread outthrough thespecial districtof Yogyakarta,to the point thatthe motivationof theparticipants tofollow theprogram fullysometimesbecomes achallenge.

There are notyet manygovernmentorganizationsthat are dealingwith thisproblem, sothat there areopportunitiesto widen thecooperativenetwork.

Many NGOs/CBOs areconcernedaboutneglectedyouth andcoordinationamong them isneeded.

10.1. The largenumber ofsmall businessowners in theregion thatneed assistancefrom a largerorganization,both in termsofcapitalizationas well asassistance.

10.2. The highnumber of thelabor force,

It is difficult tochange themental state ofneglectedyouth.

The number ofneglectedyoung peopleis growingincreasinglylarger.

The desire towork on thepart ofneglectedyouth isbecomingincreasinglylower; theyprefer thepractical pathof becomingstreetmusicians orbegging.

10.1.There arenot yet manyorganizationssuch as state-ownedcompanies(BUMN) thathave madefinancialcontributions,so that thenumber ofclasses/programs is stilllimited.

9.

10.

46

No Program/Case Strength Weakness Opportunity Treat/Challenge

institutions based onSyariah Islamic lawand principles ofprofit-sharing) in thevillages, leading toemploymentcreation and theestablishing of smallenterprises in thevillages, to the pointof reducingurbanization/migration to the cities.

10.2. Learning methodsof three differentkinds, namelylectures, face to facemeetings, appliedfieldwork andspiritual/ethicalstudy, provide morecomprehensiveunderstanding andcognition,experience inorganizationalmanagement, andreinforcement of themotivation to try torun a business, alongwith Islamic values.

10.3. In the secondyear, participants areimmediatelydirected to theestablishment oforganizations(Micro financeinstitutions,Cooperatives, BMTs).

especially collegegraduates, that isunprepared toenter the worldof work, so thatthis program hasthe positivesupport of thelocalgovernment.

10.2. Supportfrom the regency/districtgovernmenthasn’t madeprogress inprovidingfinancial support,but is limited tomoral support.

10.3.Theprogram can beruncontinuously ifthere is supportfrom a varietyof relatedorganizations

47

PROVINCE OF EAST JAVAPROVINCE OF EAST JAVAPROVINCE OF EAST JAVAPROVINCE OF EAST JAVAPROVINCE OF EAST JAVA

11. Automotive and Production Automation Training

Organizer

This program is organized by Pusat Pengembangan Penataran Guru Teknologi (Center of TeacherRefresher Course Development) and the Vocational Education Development Center (PPPGT/VEDC) of Malang. Its goal is to build the technical capacity of participants in the automotive andproduction automation fields.

Program

The main program includes classroom training and practical work in repair garages/workshopsusing technical training methods.

Total of Participants and Program Duration

The total number of participants is 6 – 12 people, with one trainer, or a ratio of one trainer to6 to 15 participants

Program Performance

The success of the training programs organized by VEDC is supported by a number of factors.The first supporting factor is trainers who are experts in technical fields, both in terms of theory aswell as practice. Aside from that also is the effective ratio of trainers to participants, namely 1:6 upto 1:15. The second factor is the the direct guarantee that the participants can be placed aftertraining. This is supported by the stable and continuous cooperation between the training organizerand companies such as Tjiwi Kimia, Siemens, Freeport and Unilever. Other supporting factors includefinancial support from the domestic as well as foreign companies that directly employ the participantsafter training, to continually improve the quality of the programs organized by VEDC. This sufficiencyin funding enables VEDC to equip their practical trainings with equipment that is quite satisfactory.

The challenge encountered in the implementation of the training is the need for the developmentof the personal skills of the participants along with the provision of the technical skills, so that theyhave both technical abilities and good personal skills in the world of work. The second challenge is theneed for better promotion of the program in/for the recruitment of participants.

12. Community Development / Desa Binaan (assisted villages) (Bogasari Flour Mills)

Organizer

This program is organized by PT Bogasari Flour Mills Surabaya. Its goal is to build the managerialcapacity of small business owners and enhance their knowledge of nutrition/food health.

Program

The training covers good production methods and practice in how to prepare foods made ofwheat such as martabak, bread and other foods, including the application of proper sanitation andhygiene.

48

Total of Participants and Program Duration

The total number of participants is 100 people with 10 trainers, or a ratio of trainers toparticipants of 1:10. The length of the training is about one week.

Program Performance

It can be imagined (by looking at the number of these business owners in relation to population ofIndonesia) how large a market share that Bogasari must serve as the largest producer [of wheat flour inthe country].

One of the concerns of Bogasari is that small business owners have little awareness and limitedknowledge of basic commodities and management. Because of this, since 1950 Bogasari has had aprogram, called Community Development, that consists of training in the testing of the bread, martabak,noodles, and bakso (meatballs) carried by small scale enterprises.

This Community Development Program is implemented in collaboration with companies inthe Indofood group. Based on the evaluation of the program that has been conducted, this activity isquite effective from the point of view of the ratio of trainers to participants, namely 1: 5 up to 1:10, andin that in this training, the participants, apart from gaining managerial knowledge, also gain knowledgeof nutritional health, which based on Department of Health criteria. This knowledge certainly increasinglyraises product quality. The main challenge faced in this program is how the trainers can deliver thematerial such that it is easy to absorb.

PROVINCE OF EAST NUSA TENGGARA (EAST LESSER SUNDA ISLANDS)PROVINCE OF EAST NUSA TENGGARA (EAST LESSER SUNDA ISLANDS)PROVINCE OF EAST NUSA TENGGARA (EAST LESSER SUNDA ISLANDS)PROVINCE OF EAST NUSA TENGGARA (EAST LESSER SUNDA ISLANDS)PROVINCE OF EAST NUSA TENGGARA (EAST LESSER SUNDA ISLANDS)

13. Training in Bamboo Handicrafts and Bamboo Craftsmanship (YPB)

Organizer

This program has been run by Yayasan Pengusaha Bambu (Bamboo Entrepreneur Foundation)since 1995. The principal activity covers bamboo cultivation, furniture-making, weaving and houseconstruction.

Program

The main program encompasses a 10-day training and one month of practical work. The goalis to provide skills to young people in Maumere in the processing of bamboo, and at the same time, toincrease their income. The total number of participants is 30 people, and they are guided by six trainers,or a 1:5 ratio of trainers to participants.

Program Performance

Yayasan Pengusaha Bambu (YPB) provides skill-building training in the field of handicraftsespecially related to bamboo and various kinds of bamboo weaving. The trainings provided arevery effective from the point of view of the ratio of participants to instructors, and the aspects offunding and post-training [results] (2:30). Another excellent quality of this program is that aftertraining, the participants should be able to make a variety of these products and can directly supplied tothe enterprises that are integrated within YPB.

49

What becomes a challenge is that, apart from being able to distribute the products they producetoYPB, it is expected that the participants will be self reliance. The result is that YPB has the challengeof stimulating the growth of the participants’ spirit of enterpreneurship as well as developing theircreativity in bamboo processing. And, for those that follow the training in bamboo craftsmanship, theorganization has also to train their professional craftsmanship mentality, such as in the construction ofhouses or heavy equipment made of bamboo.

14. Training in Handicrafts, Food Preparation and Enterpreneurship (‘Woro Rite’Women Farmers’ Group)

Organizer

This program has been organized by the Woro Rite Women Farmers’ Group since 2000. Themain activities cover the making of abon daging (a delicacy of shredded meat that has been boiled,fried and dried), tenun songket (woven cloth embroidered with gold or silver thread), embroidery, andkripik singkong (cassava chips); as well as training in enterpreneurship.

Program

The main program covers training and practice for 7-10 days. The total number of participantsis 140 people (in 14 groups) and the training staff consists of five people, or a 1:10 ratio of trainersto articipants.

Program Performance

What is special about this training is that the skills training is combined by enterpreneurial training.These training programs (in making meat flakes, weaving, songket cloth, embroidery, cassava chips, etc)are also mostly of interest to women, so that they increase opprtunities for women (equal opportunities)to increase family income. The participants after training are expected to have one of the food makingskills, so that they can sell these products to improve their family economy (job creation).

Furthermore, the participants should be able to develop their skills to open home industries(enterpreneurship). That people, especially women, are interested in the training is proven by the numberof participants, which has to date reached 14 groups, totalling 140 people. Through a system ofestablishing small groups (the participants are divided into small groups) the delivery of materials isaccelerated, especially the practical materials. The participants formed into a small group are assistedand mentored by other more senior participants. This makes the training program more effective.

The difficulty faced by this organization is the lack of participation of private and governmentparties willing to assist and care about the success of this training program. The main challenge is thedifficulty of developing an entrepreneurial aptitude in the community, so that what happens is only thetransfer of skills, without being accompanied by a significant improvement in the management capacityof the participants.

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Matrix 3. SWOT Results for the Best Programs/Cases in East Java andEast Nusa Tenggara (Eastern Lesser Sunda Islands)

No Program/Case Strength Weakness Opportunity Treat/Challenge

AutomotiveTraining

11.1. The instructorshave strongexpertise in theirfield.

11.2. The ratio ofinstructors andparticipants isproportional

11.1. There is arising demandfor employeeswho arecompetent inthe automotivefield.

11.2. There is anincreasingnumber ofyoung workersinterested tofollow inautomotive andproductionautomation.

11.3. Stablecooperationwith domesticand foreigncompanies(from the pointof view offinances andtraining quality)

12.1. Thenumber ofbusinesses usingflour as a basicingredient isincreasing.

12.2. There is ahigh level ofconsumption ofproducts withflour as a mainingredient(bakso, noodles,martabak, etc.)

Socialization/promotion

of the programthat is lessinterested, so asto reduce theimbalance inparticipantnumbers

CommunityVillage ProjectDevelopment(Bogasari FlourMills)

There is animbalance inthe number ofparticipantsbetween oneprogram andthe others (e.g.there is afavouriteprogram)

12.1. Theeducationlevel amongthe smallbusinesspeople is low,to the pointthat itimpedesabsorbtion ofthe [training]material.

To raise theawareness ofsmall businessowners of thesignificance ofenterprisemanagementand productquality(cleanliness ofplace, healthetc).

21.1. Oriented to smallentrepreneurs(owners of breadand martabakbusinesses anddairy cowbreeders).

12.2. Ratio ofinstructors toparticipants iseffective.

12.3. A trainingdelivery methodthat is quite good.

11.

12.

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No Program/Case Strength Weakness Opportunity Treat/Challenge

13.1. The ratio oftrainers toparticipants iseffective.

13.2. Ratio ofinstructors toparticipants isproportional

14.1. Skills trainingis combined bythe provision ofentrepreneurialskills.

14.2. A system offorming smallgroupsaccelerates thedelivery ofmaterials,especially thosewhich arepractical.

Training inBamboohandicrafts andBambooCraftsmanship(YPB)

Stimulate theparticipants’readiness to beself reliance

Training inhandicarafts andfoodpreparation aswell asenterpreneurship( “Woro Rite”Women’sFarmer Group).

It is difficult todevelop anenterpreneurship’sspirit in thecommunity, sothat whathappens is onlya transfer ofskills, withoutbeingaccompaniedby a significantincrease inmanagementcapacity.

12.2. Thebusinesspeoplehave lowawarenessofmanagerialandproductquality.

Increasinglyrising demandfor handicraftsmade ofbamboo andforcraftsmanship

14.1. There is alarge demandfor theproducts thatare produced.

14.2. Theparticipants areenthusiastic.

13.

14.

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4. Conclusions And Recommendations4. Conclusions And Recommendations4. Conclusions And Recommendations4. Conclusions And Recommendations4. Conclusions And Recommendations

1. Conclusions

Based on the preceeding description, the following is a presentation of the programs/cases thatcan be replicated in the context of building a capacity for work, or employability, gender equality, orequal employment opportunities, enterpreneurship and the creation of a new labour market, oremployment creation for young people.

Employability

The programs/cases that can be used as a reference in developing the employability of youngpeople include: (a) the specialist technician training, (b) the application of CBT (Competency BasedTraining) in the State Vocational Schools (SMK Negeri) in Jabotabek and at the VEDC (VocationalEducation Development Center) in Malang. (c) the vocational training model practiced by the BinaDaksa Vocational Rehabilitation Center (PRVBD) and the trainings conducted by members of the businesscommunity, such as the Toyota and Astra Foundation, PT. United Tractors, PT. ISM Bogasari FlourMills and PT. Pura Group. These applications of CBT have proven effective in preparing young workerswho are ’ready to use’ in the fields of sewing, electrical installation, metalwork, and automotive repairsand maintenance. Likewise, the business community has succeeded in producing thousands of techniciansin the automotive, printing, computer, and electronic fields, and in the production and marketing ofnoodles and bread.

Equal Employment Opportunities

The above-mentioned programs also provide opportunities to women to obtain skills, especiallyin the area of sewing (PRVBD, PT. Pura Group, PT. ISM Bogasari Flour Mills). Particularly atPRVBD, apart from dominating the garment sewing program, women are also included asparticipants in the electronics program. Likewise, in the bread and noodle partnership program ofPT. ISM Bogasari Flour Mills, women also have wide opportunities to participate.

Enterpreneurship

Excellent programs in the field of enterpreneurship include:

(a) the Small-Medium Enterprises and Cooperatives Development Program organized byYayasan Dharma Bhakti Astra (YDBA). Aside from being successful in mobilizing companies withinand outside of the Astra group in the areas of partnership, financial support and marketing of theproducts of SMECs, YDBA has also succeeded in collaborating with both Central and Local Governmentas well as State-owned corporations (BUMN) on the development of small-medium enterprises andcooperatives throughout Indonesia. YDBA has also developed a variety of business developmentorganizations (LPB – lembaga pengembangan bisnis) such as those in Tegal, Yogyakarta, Waru Sidoarjoand Batam.

(b) the development of bread and noodle, as well as dairy cow breeder partnerships pioneered byPT. ISM Bogasari Flour Mills. Aside from training around 2,000 people in the field of noodle and bread-making as well as their marketing, this company has also established 20 baking centers that are spreadout in various large cities, along with partnering with 14 dairy cow breeder cooperatives with a totalmembership of 13,579 people.

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(c) the stimulation of the growth of young entrepreneurs (university educated) pioneered by theAgroindustry and Agribusiness Incubator Center (PIAA-IPB). Aside from producing dozens of ” scholarenterpreneurs” (pengusaha sarjana), PIAA-IPB has also succeeded in increasing the productivity of 25small enterprises based on agricultural products, especially in West Java. Aside from being able to provideemployment for themselves (the university graduates) , their business units are also able to provideemployment for other young people around them. CV Citra Pangan Mandiri (formerly a tenant of PIAA-IPB), for example, is currently able to employ 600 people, primarily young women.

Employment Creation

The programs that have succeeded in creating employment in a variety of fields, especially inrural areas, include the: (a) Neglected Adolescent Training Program (Special District of Yogyakarta), (b)Community Development Program (Bogasari Flours Mills, East Java), (c) Handicrafts training for womenand the skills training in bamboo product-making in the Eastern Lesser Sundas (NTT). The specialqualities of these programs include, inter alia, their ability to create employment for young people,especially women, of various levels of educational acheivement.

2. Recommendations

a. Reform government training programs

Both the Central Government as well as Local Governments have basicly already allocated largeamounts of their budgets to the area of training each year. However, these programs must be fundamentallyreformed. Aside from the fact that these training programs overlap (between departments) and tend tobe repeated year after year, indicators to measure the success of the organization of the programs aremostly focused on project administration rules and the accuracy of the timing of implementation.Meanwhile, the monitoring and evaluation of the performance of those training programs can be said tobe very weak, and in fact are rarely carried out. For these reasons, the government must adopt thetraining models organized by business community circles, such as Yayasan Dharma Bakti Astra and PTISM Bogasari Flour Mills. Aside from clear target groups, focused programs, and sustainable monitoringand evaluation, the programs that they conduct are also preceded by feasibility studies for particularprograms. This means that the assistance only focus on certain business or skill areas, if there is really amarket and such workers are really needed by consumers of labour in these areas.

b. Developing local excellence

Every region has special or exclusive commodities that possess high economic value, such asmelinjo (a kind of tree whose seeds are used for crackers) in Pandeglang Regency (Banten), or bambooin West Java and the Eastern Lesser Sunda Islands (NTT). The development of small enterprisesbased on such local commodities has proven to hold great potential as a provider of employment inrural areas, for people of various levels of education. Likewise, skills passed down from generationto generation in a given area must be enhanced, to enable people to produce high quality products,as is the case in Tasikmalaya and Maumere. This is of critical importance, considering that theappearance of various industries in a given area, such as the province of Banten, often results in socialfriction because local residents cannot work in these industries. It is hoped that the development ofexcellent commodities and of the skills handed down through the generations can reduce that kind ofsocial friction.

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BibliographyBibliographyBibliographyBibliographyBibliography

Djodjo Suwardjo (2003). Peningkatan Kualitas Pelaut Ikan: Pencetakan Tenaga Pelaut Perikanan Berdasarkan StandarInternasional STCW-F 1995 / IMO. Makalah Falsafah Science. Program Pasca Sarjana – IPB.

Harry Ganda Asi (2002). Mengatasi Kesenjangan antara Kebutuhan Tenaga Kerja Profesional di Dunia Industridengan Kesiapan Perguruan Tinggi. Diskusi Panel Kesenjangan antara Kebutuhan Tenaga Kerja Profesional diDunia Industri dengan Kesiapan Perguruan Tinggi Indonesia. Universitas Pelita Harapan, 2 Agustus 2002.

ILO Jakarta (2002). Lokakarya Nasional Tentang Kesempatan Kerja Pemuda. Hotel Milenium Jakarta, 13 Februari2002 (Press Release).

ILO (2003). Decent Work for Young People: The Youth Employment Network. ILO, Geneva, 69 p.

YDBA (2003). LPB Sebuah Prospek : 23 Tahun sebagai Fasilitator UKM, Edisi Maret 2003 No. 33-X.

Yudo Swasono, dkk (1988). Kondisi Ketenagakerjaan pada Masa Krisis dan Era Globalisasi. Nakertransnet.

c. IYEN (Indonesian Youth Employment Network) Examples

The results of this documentation have basicly can be used in the implementation of IYEN, althoughonly in the form of [trial] examples. The IYEN secretariat, for example, must involve the participationof business community circles, in alignment with the Department of National Education (Depdiknas),and the Department of Labour and Transmigration (Depnakertrans), as well as other related agencies.Depdiknas, for example, already has a program of Co-Op Education (Cooperative Education), whichtakes the form of cooperation between tertiary education institutions/universities and manufacturingand service industries in the development of student apprenticeships or internships, both in-country andabroad. The coordination of all these programs will certainly be more effective in the future in buildingthe capacity for work, or the employability of young people in a variety of fields of expertise and skillareas.

The IYEN examples are focused on areas that have acute unemployment problems, such as Jabotabek,or other special areas, i.e. areas of maritime waters such as the area of the Riau Archipelago close toMalaysia. From these experiments it is hoped that a National IYEN model can be obtained.

d. Establishment of a network of national training centers

The government and the business community have already established a variety of trainingcenters throughout Indonesia. Some of these training centers can even be categorized as modern.However, it must be acknowledged that cooperation between these centers can be said to be as yetincondusive, and to have a tendency to operate in isolation, or independantly of one another. Forthis reason, the performance of these centers should be reexamined, and then centers of excellenceformed that possess international certification. Thus, the competence of the graduates of thesetraining centers would be recognized by consumers of labour (the business community), bothdomestic and foreign. This point is very important considering that the quality of Indonesian workers(TKI) is still frequently perceived to be low in comparison with workers from other countries, such asthe Philippines.

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Profiles of Best Programs/Cases in the Provinces ofProfiles of Best Programs/Cases in the Provinces ofProfiles of Best Programs/Cases in the Provinces ofProfiles of Best Programs/Cases in the Provinces ofProfiles of Best Programs/Cases in the Provinces ofBanten, the Special Capital District (DKI) of Jakarta,Banten, the Special Capital District (DKI) of Jakarta,Banten, the Special Capital District (DKI) of Jakarta,Banten, the Special Capital District (DKI) of Jakarta,Banten, the Special Capital District (DKI) of Jakarta,and Wand Wand Wand Wand West Javaest Javaest Javaest Javaest Java

PROVINCE of BANTENPROVINCE of BANTENPROVINCE of BANTENPROVINCE of BANTENPROVINCE of BANTEN

1. Application of CBT (Competency Based T1. Application of CBT (Competency Based T1. Application of CBT (Competency Based T1. Application of CBT (Competency Based T1. Application of CBT (Competency Based Training) in Vraining) in Vraining) in Vraining) in Vraining) in Vocational High Schoolsocational High Schoolsocational High Schoolsocational High Schoolsocational High Schools(SMK)(SMK)(SMK)(SMK)(SMK)

1.1. Activities

• Sending of the school principals and teachers responsible for the program to Australia to attend“on the job training” for two months.

• Selection of teachers as facilitators and assessors.• Selection of Class 2 (second year) students as program participants.• Design of the curriculum based on PUIL 2000 (Persyaratan Umum Instalasi Listrik - General

Rules / Standards of Electrical Installation) by the teachers together with the “stakeholders”• Training and Apprenticeship and evaluation of the performance of program participants

(school and “stakeholders”)

1.2. Objective

Preparation of ‘ready to use’ workers in the area of electrical installation.

1.3. Target Group

Class 2 students of SMK / Vocational High Schools that have a strong basic knowledge in the fieldof electricity and are interested in working as electrical installers.

1.4. Background

SMK graduates in the Electrical Department were assessed to be not yet ‘ready to use’ as fieldworkers in the area of electrical installation. To this end, the Government of Indonesia (DirectorateGeneral of Secondary and Vocational Education – Ditjen Pendidikan Menengah dan Kejuruan) andthe Government of Australia (AUSAID) are conducting a program called the West Java InstitutionalDevelopment Project, which involves stakeholders from the planning stage through to the evaluation

Appendix 1

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of the performance of program participants. Through this program, it is expected that SMK graduateswill be ‘ready to use’ in the world of industry.

1.5. Ratio of trainers to Program Participants

The ratio of trainers to those trained is 1:2.

1.6. Program Duration

The length of this program depends on the capabilities of the program participants. A person isdeclared to have passed (considered competent) when he/she has completed 15 training modules aswell as passed field practice.

1.7. Implementing Agency

SMK (Sekolah Menengah Kejuruan) no. 4 TangerangJl. Veteran 1 A Tangerang

1.8. Sponsor

Government of Australia (AUS AID)

1.9. Cooperative Network

• Indonesian Electrical Professionals’ Association (Asosiasi Profesi Elektrik Indonesia – APEI).• Indonesian Electrical Contractors’ Association (Asosiasi Kontraktor Listrik Indonesia – AKLI)

and Indonesian Electrical Society (Masyarakat Kelistrikan Indonesia – MKI).

1.10. Methods

This training employs a Competency Based Training (CBT) method as follows:

• The teacher prepares the module and extracts work to be done by the student at home.• Each student must work through each module well and correctly.• The teacher then examines the results of the program participant’s work. If it is correctly done,

the teacher initials a “log book” and the participant is allowed to work on the next module.Meanwhile, a program participant whose work results are not yet correct is obliged to work onthe same module until it is correctly done.

1.11. Promotion

Seminars/Workshops, Internet and National IPTEK skills contest.

1.12. Obstacles

Practice fees run around 50 % higher than is conventional.

2.2.2.2.2. Specialist TSpecialist TSpecialist TSpecialist TSpecialist Technician Technician Technician Technician Technician Trainingrainingrainingrainingraining

2.1. Activities

• Training program promotion.

57

• Recruitment and selection of training participants.• Provision of theory in class and practical work at the BLK (Balai Latihan Kerja) – Training

Practice Center.• Placement of graduates.• Monitoring and evaluation of the graduates’ performance.

2.2. Objective

To train young people to have skill as technicians in the fields of industrial welding, industrialelectronics, industrial mechanics, machinery and metal.

2.3. Target Group

Youth productive age (15 – 20 years old).

2.4. Background

The world of industry strongly needs competent workers in the field of metal welding. To this end,the preparation of ‘ready to use’ workers is strongly needed for the development of the national industryand to enable Indonesian workers to compete with foreign workers.

2.5. Ratio of trainers to Program Participants

The ratio of trainers to those trained is 1:2.

2.6. Program Duration

The length of the training program is 3 years (1920 hours per year).

2.7. Implementing Agency

Balai Latihan Kerja Industri SerangJl. Raya Pandeglang KM 3 Serang 42151Tel. (0254) 200160, 213405, 219859Fax. (0254) 200160E-mail : blkiserang@yahoo.com

2.8. Sponsor

• Government of the Republic of Indonesia• Government of Austria (EMCO)

2.9. Cooperative Network

• Depnakertrans RI (Indonesian Department of Labour and Transmigration)• PT. Siemens• PT. Wakner Biro Indonesia• PT. Krakatau Daya Listrik• PT. Femmy

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2.10. Methods

Combination method consisting of lectures (providing theory) followed by practical work at atraining practice center (BLK) and industrial apprenticeship.

2.11. Promotion

• Electronic Media (internet).• Radio and print media (newspapers, brochures) as well as the hanging of banners.

2.12. Obstacles: -

DKI JAKDKI JAKDKI JAKDKI JAKDKI JAKARTARTARTARTARTAAAAA

3. Development of Small-Medium Enterprises and Cooperatives (SMEC)3. Development of Small-Medium Enterprises and Cooperatives (SMEC)3. Development of Small-Medium Enterprises and Cooperatives (SMEC)3. Development of Small-Medium Enterprises and Cooperatives (SMEC)3. Development of Small-Medium Enterprises and Cooperatives (SMEC)

3.1. Activities

• Education and training.• Information and consulting forum.• Cultivation of a communication forum and market.• Exhibitions/trade shows and seminars.• Capital reinforcement.

3.2. Objective

• Stimulate the growth of Small-Medium Enterprises and Cooperatives (SMEC) that areautonomous, modern, and tenacious / of integrity.

• Develop ties of business partnership between Astra industrial units and units of Small andMedium Enterprises and Cooperatives (SMEC).

3.3. Target Group

Potential SMECs as Astra enterprise unit partners.

3.4. Background

SMECs basicly have great potential as business partners to large industries in the production of avariety of things and services, on condition that they are developed according the principles of moderncompanies. To this end, the empowerment of these SMECs must be carried out, both in terms oftechnological mastery and the reinforcement of management and capitalization, as well as in the marketingof products. Through the creation of these partnerships, all elements among business actors are expectedto develop well, with the result that the gap between SMECs and large industry can be narrowed.

3.5. Ratio of trainers to Program Participants

The ratio of trainers to program participants is adapted according to needs.

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3.6. Program Duration

The length of training ranges from 4-6 working days.

3.7. Implementing Agencies

1. Astra Groups• Yayasan Dharma Bhakti Astra

Jl. Majapahit No. 16 Jakarta Pusat 101160• Yayasan Toyota dan Astra

Jl. Yos Sudarso, Sunter II Jakarta 14330

2. Beneficiary SMEs• KKB Jakarta

d/a. Klinik Industri –YDBAJl. Rawagelam V SUIK Blok E No. 1Kawasan Industri Pulogadung, Jakarta 13630Tel. (021) 4601238, Fax. (021) 4601238Target area: Jabotabek and surrounding areas

• KKB Bandungd/a. Balai Besar Pengembangan Industri Logam dan Mesin (BBLM)Jl. Sangkuriang No. 12 BandungTel. (022) 2503171, Fax. (022) 2503978Target area: Bandung, Sukabumi and surrounding areas

• KKB Ceper Klatend/a. Koperasi Batur Jaya, Batur, Ceper, KlatenTel. (0272) 52119, Fax. (0272) 51984Target area: Ceper, Klaten and surrounding areas

• KKB Waru Sidoarjod/a. Koperasi Waru Buana PutraJl. Ngingas Selatan No. 29, Waru, SidoarjoTel. (031) 8535301, Fax. (031) 8532419Target area: Sidoarjo, Surabaya and surrounding areas

• LPB Tegald/a. LIK Takaru TegalJl. Raya Dampryak Km 4 TegalTel. (0283) 57437, Fax. (0283) 54477Target area: Tegal, Kebumen, Purwerejo, Purwekerto

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• KKB Sungai Puar, Agamd/a. Kopinkra Sungai PuarJl. Raya Limo Suku, Sungai Puar, Agam, Sumatera BaratTarget area: Agam and surrounding areas

3.8. Sponsor

PT Astra Internasional, Free Port, Pertamina, Sucofindo and others.

3.9. Cooperative Network

Astra industrial business units: PT. Pederal Motor, PT. Toyota Astra Motor, PT. Astra DaihatsuMotor, Komponen Group PT., PT. Astra Mitra Ventura, PT. Astra Agro Niaga, PT. SumalindoLestarijaya, Bank Mandiri, Department of Industry and Trade, Department of Cooperatives andEducation and Culture, Universities, Swiss Contact

3.10. Promotion

Exhibitions/trade shows, internet and print media (bulletins).

3.11. Methods

Methods of partnership growth are presented in Illustrations 1 and 2.

3.12. Obstacles

Partnership participants are unresponsive and the appropriate structure must still be sought.

4. Bread, Noodle and Dairy Cow Breeding Partnerships4. Bread, Noodle and Dairy Cow Breeding Partnerships4. Bread, Noodle and Dairy Cow Breeding Partnerships4. Bread, Noodle and Dairy Cow Breeding Partnerships4. Bread, Noodle and Dairy Cow Breeding Partnerships

4.1. Activities

• Establishment of baking centers in various cities.• Promotion of the training programs.• Training at the baking centers and/or apprenticeships in the noodle industry.• Establishment of associations.• Selection of candidates for bread or noodle partnerships.• Technical assistance in the establishment of small enterprise units, and managenement,

capitalization and product marketing.• Monitoring and Evaluation of the performance of business partners.

4.2. Objective

• Develop the growth of small bread and noodle enterprises.• Train and apprentice partnership candidates until they have skill in bread and noodle-making.

4.3. Target Group

Men and women who are interested in the area of small bread and noodle enterprise.

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4.4. Background

Small bread and noodle enterprises basicly have great potential as business partners to large foodindustries such as the wheat industry. Through the creation of a partnership between these small enterpriseunits and large industry, these enterprise units should be able to develop well in accordance with thenorms of the modern food industry, in addition to absorbing labour in large quantities, both in the areasof production as well as product marketing.

4.5. Ratio of Trainers to Program Participants

The ratio of trainers to program participants is adjusted according to need.

4.6. Program Duration

The length of training ranges from 1- 6 working days.

4.7. Implementing Agencies

1. Head Office:PT ISM Bogasari Flour MillsJl. Raya Cilincing - Tanjung Priok, JakartaTel. (021) – 4301048 Ext. 303 (Dadang Suryaman)Fax. (021) – 4357185

2. Baking Centers:Bogasari Baking Center Surabaya Jl. Embong Kenongo 30-32, Surabaya Tel. (031) 5321531 - 5344724 Instructor: Deni Panca Sulistio Bogasari Baking Center Bandung Jl. Karapitan No. 108, Bandung Tel. (022) 4206494 Instructor: Lukman Setiawan Bogasari Baking Center Medan Jl. Kapten Muslim Ruko Tata Plaza No. 31 A, Medan Tel.(061) 8468081 Instructor: M. Syah Nur Imam Bogasari Baking Center Cirebon Ruko Villa Kecapi Mas No.8, Cirebon Tel. (0231) 484241 Instructor: Prabowo Bogasari Baking Center Denpasar Jl. Nakula No. 23, Denpasar Tel. (0361) 224160, Fax. 245456 Instructor: Rony Sugiarto Bogasari Baking Center Yogyakarta Jl. IKIP PGRI No. 407, Yogyakarta Tel. (0274) 375569, Fax. 375569 Instructor: I Ketut Sukiarta Bogasari Baking Center Palembang Jl. Jend. Sudirman No. 123, Palembang Tel. (0711) 363959 Instructor: J.M. Qayyum Bogasari Baking Center Malang THP Unibraw, Jl. Veteran, Malang Tel. (0341) 581656, Fax. 569214 Instructor: Muryanto dan Staff BBC Malang Bogasari Baking Center Surakarta Jl. Dr. Soepomo No. 72A, Surakarta Tel. (0271) 724885, Fax. 724885 Instructor: Suria Dermawan Bogasari Baking Center Manado Jl. Sudirman No. 33, Manado Tel. (0431) 863261 Instructor: Didik Karyanto

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Bogasari Baking Center Padang Jl. Damar No. 48 B, Padang Tel. (0751) 27268, Fax. 32621 Instructor: Aan Yuli PrasetyoBogasari Baking Center Jakarta Selatan Jl. R.S. Fatmawati No. 24, Jakarta Selatan Tel. (021) 7514881-2 Instructor: Firi Sakinat Irvandi Bogasari Baking Center Bogor Jl. Jend. Sudirman No. 58A, Bogor Tel. (0251) 336215 Instructor: Mulyono Bogasari Baking Center Lampung Jl. Singosari No. 5, Bandar Lampung Tel. (0721) 241337 Instructor: Tedy Arifianto Bogasari Baking Center Jakarta Barat Ruko Intercon Plaza Blok C, No. 5, Jl. Meruya IlirRaya, Jakarta Barat, Tel. (021) 5845467 Instructor: Eko Nursyahid Bogasari Baking Center UNESA - Surabaya Universitas Negeri Surabaya, Fak. Teknik,Jurusan Teknik Industri Kerumahtanggaan, Ged. A3, Jl. Ketintang, Sby. Tel. (031) 8280009 (psw:564) Instructor: Bambang Eko Hariyanto Bogasari Baking Center Pekalongan Jl. W.R. Supratman No. 16, Pekalongan Tel. (0285) 421148 Instructor: M. Fadhillah Bogasari Baking Center THP Unika Soegijapranata - Smg Universitas Katolik Soegijapranta,Fak.Teknologi Pertanian, Jurusan Teknologi Pangan, Gedung Albertus Lt. 2, Jl. PawiyatanLuhur IV/1, Bendan Dhuwur, Semarang Tel. (024) 8316142 (psw:174), Fax. 8445265 Instructor: Laurentius Kristian Bogasari Baking Center Batam Plaza Batamindo Lt.3 No. 19, Muka Kuning, Batam Tel. (0770) 612610 Instructor: M. Irfan Indrayana Bogasari Baking Center Pondok Pesantren Sidogiri - Pasuruan Pondok Pesantren Sidogiri - Pasuruan

3. Bread and Noodle Associations/CooperativesPAMAS (Paguyuban Pengrajin Mie Surabaya – Surabaya Noodle Makers’ Association)District coverage : SurabayaNumber of members : 32 craftspeopleNumber of peddlars : 800 peddlarsChairperson : Suwiryo

Jl. Raya Keltek no.7 - (031) 7871021

PARIMAS (Paguyuban Pengrajin Mie Surakarta – Surakarta Noodle Makers’ Association)District coverage : Eks. Karisidenan SurakartaNumber of members : 41 craftspeopleChairperson : Rochim A.S

Jl.Rambutan No. 38 RT.1/6, Sragen - SurakartaJawa Tengah - (0271) 92844

PAMIYO (Paguyuban Pengrajin Mie Ayam Yogyakarta – Yogyakarta Chicken-Noodle Makers’Association)District coverage : YogyakartaNumber of members : 32 craftspeopleChairperson : Agus Supiyanto - 0814-265451

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PARIMBA (Paguyuban Pengrajin Mie Ayam Bandung – Bandung Chicken-Noodle Makers’Association)District coverage : BandungNumber of members : 22 craftspeopleChairperson : Broto Rustanto

Jl.Ciganitri Mukti IV No. 3B, Kec. Bojongsari Bandung(022) 7509435

PAMAL (Paguyuban Pengrajin Mie Ayam Malang – Malang Chicken-Noodle Makers’ Association)District coverage : MalangNumber of members : 20 craftspeopleChairperson : Banu Andrianto

Jl. Ngamarto I No. 318 - (0341)423297

PUMAS (Paguyuban Pengrajin Mie Ayam Banyumas – Banyumas Chicken-Noodle Makers’Association)District coverage : BanyumasNumber of member : 12 craftspeopleChairperson : Suryoto

Jl.Progo No. 428, Cilacap - (0282)533718

PAPMIRMA (Paguyuban Pengrajin Mie Ayam Madiun – Madiun Chicken-Noodle Makers’Association)District coverage : MadiunNumber of members : 37 craftspeopleChairperson : GinoJl.Margobawero Gg 17 No 15, (0351)493656

Tunggal Rasa Cirebon (Paguyuban Pengrajin Mie Ayam Cirebon – Cirebon-Chicken-NoodleMakers’District coverage : CirebonNumber of members : 36 craftspeopleChairperson : M. SuhermanJl Pulobaru Gg. II/169 - (0231)211704

Tunggal Rasa Gemilang (Paguyuban Pengrajin Mie Ayam Magelang – Magelang-Chicken-NoodleDistrict coverage : MagelangNumber of members : 12 craftspeopleChairperson : Supriyanto

Jl Pulobaru Gang II/169 - (0231)211704KOPERJA (Koperasi Pengusaha Roti Jakarta – Jakarta Bread Enterpreneurs’ Cooperative)District coverage : JabotabekNumber of members : 70 Bread enterpreneursAddress of cooperative : Kalibata Timur I No. 12, Jalan Raya Pasar Minggu

Jakarta - Selatan (021) 7992615 – 79774263 - 7974353Chairperson : Bapak H. Moh. Riza Malik

64

KOPERTA (Koperasi Pengusaha Roti Tangerang – Tangerang Bread Enterpreneurs’ Cooperative)District coverage : Tangerang and surrounding areasNumber of members : 23 Bread enterpreneursAddress of cooperative : Jln. Padasuka I no. 04, Pabuaran Tumpeng - (021) 5521369Chairperson : H. Achmad Suwandi

Koperasi Boga SanjayaDistrict coverage : Wonogiri and surrounding areasNumber of members : 33 Bread enterpreneursAddress of cooperative : Jln. Raya Wonogiri – Pacimantoro, Wonogiri -

(0273) 31933, 33565Chairperson : Mugiyono

KOPERYO (Koperasi Pengusaha Roti Yogyakarta – Yogyakarta Bread Enterpreneurs'Cooperative)District coverage : Yogyakarta and surrounding areasNumber of members : 41 Bread enterpreneursAddress of cooperative : Jl. Raya Bantul No. 72, Surodiningratan, Mantrijeron

(Pojok Beteng Kulon) Pugeran, Yogyakarta -(0274) 384750

Chairperson : Sutinah Bariman

KOPERMI (Koperasi Roti dan Mie Bandung – Bandung Bread and Noodle Cooperative)District coverage : Bandung and surrounding areasNumber of members : 31 Bread enterpreneursAddress of cooperative : Jln. Dumah No. 5, Bandung - (022) 4205143Chairperson : Hendy Alison

4. Dairy Cow Breeder PartnersKoperasi Susu Warga Mulya (Mulya Residents’ Milk Cooperative)District coverage : Kec. Pakem and surrounding areasNumber of members : 495 cow breedersNumber of cows : 1.873 animalsAddress of cooperative : Jalan Palagan Tentara Pelajar, Mbunder, Purwobinangun,

Pekem, Sleman, DIY - (0274) 896154Chairperson : Danang Iskandar

KPSP (Koperasi Peternakan Sapi Perah – Dairy Cow Breeding Cooperative) Setia KawanDistrict coverage : Kec. Tutur NongkojajarNumber of members : 6.350 cow breedersNumber of cows : 14.500 animalsAddress of cooperative : Kec. Nongkojajar, Kab. Pasuruan, Jawa Timur

(0343) 499099, 499283 Nomor Fax. (0343) 499322Chairperson : H.M. Moenawar

65

KOPERASI Agroniaga Jaya Abadi Unggul (Jabung)District coverage : Kec. Jabung dan sekitarnyaNumber of members : 3.679 cow breedersNumber of cows : 2.800 animalsAddress of cooperative : Jl. Suropati 4 – 6, Kemantren, Jabung, Malang 65155

(0341) 791227, 791344, Fax.(0341)793100Chairperson I : Rahab Hadiwinoto, SH

KUD Sri SedonoDistrict coverage : Kec. Ngunut and surrounding areasNumber of members : 163 cow breedersNumber of cows : 1.165 animalsAddress of cooperative : Kecamatan Ngunut, Kabupaten Tulungagung, Jatim

(0355) 395436, Fax. (0355) 396177Chairperson : Waridin

KUD Dewi Sri BahagiaDistrict coverage : Cigugur and surrounding areasNumber of members : 1.567 cow breedersNumber of cows : 3.282 animalsAddress of cooperative : Jln. Lingkungan Lumbu No. 909,Kel/Kec. Cigugur,

Kuningan, Jawa Barat - (0232) 873900Chairperson : A. Kusmadhio

KUD Pasir JambuDistrict coverage : Pasir Jambu and surrounding areasNumber of members : 1.325 cow breedersNumber of cows : 3.136 animalsAddress of cooperative : Jln. Raya Pasir Jambu, Km.28.1, Ciwidey, Jawa Barat

(022)5927280, 5928201, Fax. (022) 5928708Chairperson : H. Yayat Sudiyat. W

4.8. Sponsor

PT ISM Bogasari Flour Mills.

4.9. Cooperative Network

Small bread and noodle enterprises in Jabotabek, Bandung, Cirebon, Semarang, Yogyakarta,Surabaya, Pasuruan and elsewhere.

4.10. Promotion

Print media (newspapers, brochures, pamplets) and electronic media (television, internet).

4.11. Methods

Combination of methods including lectures (theory, 10 percent) and practical work at the bakingcenter (90 percent).

66

4.12. Obstacles: -

WEST JAWEST JAWEST JAWEST JAWEST JAVVVVVAAAAA

5. V5. V5. V5. V5. Vocational Skills Tocational Skills Tocational Skills Tocational Skills Tocational Skills Training for the Physically Disabledraining for the Physically Disabledraining for the Physically Disabledraining for the Physically Disabledraining for the Physically Disabled

5.1. Activities

• Selection of participant candidates (assessment of physical, mental, social and vocational aspectsmatching their abilities)

• Intensive training and practical work at the BLK (training practice center).• Apprenticeship of program participants in the metal or automotive industries.• Placement of graduates.• Monitoring and evaluation of the situation of the graduates, both those who are already

working and those who are not yet working.

5.2. Objective

To train physically disabled people (men) until they have skill in the areas of computers, sewing,graphic design, metalwork and electronics.

5.3. Target Group

Physically disabled men of productive age (17 – 30 years), minimally graduates of SLTA (SeniorHigh School).

5.4. Background

It is estimated that the number of disabled people in Indonesia in 1997 amounted to 6.7 millionpeople, and that 1,647,000 among them were physically disabled. To overcome this problem, variousefforts to increase the level of welfare and well-being of disabled people have been made, both throughand outside of the institutional residence system, including efforts to increase well-being through trainingin the field of metalwork.

5.5. Ratio of trainers to Program Participants

The ratio of trainers to program participants is 1:20

5.6. Program Duration

The training lasts eight months.

5.7. Implementing Agency

Pusat Rehabilitasi Vokasional Bina Daksa (PRVBD)Department of Social Affairs (Depsos) and JICAJl. SKB No. 5 Karadenan, Cibinong-Bogor 16913Tel. (0251) 654705Fax. (0251) 654703

67

5.8. Sponsor

Government of Japan, via the Japan International Cooperation Agency (JICA).

5.9. Cooperative Network

PT Indomobil (Suzuki Motor), PT Gramedia, PT Indosiar.

5.10. Methods

• AMT (Achievement Motivation Training).• Provision of theory (40 %) and work practice at the BLK (60 %) for + 1200 hours.• Apprenticeship for two months in the metal or automotive industries.

5.11. Promotion

• Print media (leaflets, bulletins, brochures).• Workshops/seminars.• Electronic media (internet).

5.12. Obstacles

Employers are not yet fully interested in recruiting physically disabled people as employees in theircompanies although there are already regulative laws in effect.

6. Enterpreneurship Development among University Graduates6. Enterpreneurship Development among University Graduates6. Enterpreneurship Development among University Graduates6. Enterpreneurship Development among University Graduates6. Enterpreneurship Development among University Graduates

6.1. Activities

• Promotion of the enterpreneurship (business incubator) program.• Recruitment and selection of tenant candidates.• Provision of technical (technology), business management and product marketing assistance.• Investigation for tenant partner candidates.• Provision of facilities (office space, laboratory, pilot plant)

6.2. Objective

Stimulate the growth of candidates for enterpreneurship in circles of university graduates anddevelop small enterprises based on agricultural products.

6.3. Target Group

University graduates (Diploma 3, Bachelors / S1, Masters / S2, Doctorate /S3) of productive age(22 – 29 years) and small scale entrepreneurs.

6.4. Background

University graduates should not only be job seekers but should also be able to create employmentfor themselves and for other members of society. To achieve this goal, IPB established the Agroindustryand Agribusiness Incubator Center, as a means of providing a place for the training of entrepreneurialcandidates.

68

6.5. Ratio of trainers to Program Participants

The ratio of trainers to program participants is 1:6 to 1:10, depending on the training program.

6.6. Program Duration

The length of incubation is three years.

6.7. Implementing Agency

Pusat Inkubator Agrobisnis-Agroindustri (PIAA) - IPBKompleks AP4-FTDC, Kampus IPB – DarmagaPO Box. 220, Bogor 16002Tel. (0251) 624 805 / 624 964Fax. (0251) 624 805 / 622 202

Some of the tenants who have completed the incubation period:

1 Perusahaan Krupuk Ikan & Udang Cap 2 Gajah-BogasariDesa Kenanga Blok Dukuh Kec. Sindang Kab. Indramayu

2 Benur Mandiri PutraDesa Karanganyar Rt. 07/02 Kec. Sindang Kab. Indramayu

3 Krupuk Bunga TuranggaDesa Dukuh Kenanga Rt. 13/04 Kec. Sindang Kab. Indramayu

4 Kripik Melinjo Lamah KursiJl. Dadap Lama Rt. 3/1 Desa Karangampel Kab. Indramayu

5 Traktor Tangan SederhanaJl. Raya Karanganyar, Kandanghaur, Indramayu

6 Perusahaan Sayur Mayur Pacet SegarJl. Raya Ciherang No. 48 Cianjur

7 Penggilingan Padi PrimajayaKp. Rancagoong Rt. 18/05 Kec. Cilaku Cianjur

8 Perusahaan Sayur Mayur Surya FarmGunung Putri Rt. 16/03 Sukatani, Pacet, Cianjur

9 Bawang Goreng Putra MandiriKampung manis No. 174 Rt. 04/02 Desa Sukamulya Kec. Garawang Kab. Kuningan

10 Brasken Maskoen Industrial CompanyJl. Raya Manis Kidul No. 118 Kuningan

11 Alat-alat Pertamanan PlamboyantJl. Raya Ciawigebang No. 193-195 Kuningan

69

12 Kopi Bubuk Cap JangkarJl. Raya Pamegarsari No. 18 Rt. 04/03 Jasinga

13 Manisan buah-buahan Segar SariJl. Talang Raya No. 30 B Bogor

14 Pengrajin Sutera Alam Aman SahuriJl. Otto Iskandardinata No. 12/297 A Tarogong Garut

15 Perusahaan Sayur Mayur PD AswinKampung Renteng Desa Cikandang Garut

16 Perusahaan berbagai kembang gulaDesa Megugede No. 61 Jl. Raya Plered-Sumber Cirebon

17 Perusahaan Kripik Pisang dan Pisang Sale Marga RasaJl. Cigayam (Pasar) No. 322 Banjarsari Ciamis

18 Perusahaan Sale Pisang dan agar TegilJl. Cokroaminoto No. 17 Ciamis

19 Perusahaan Dodol Tape Sinar 77Jl. Leuwianyar Tasikmalaya

20 Kue-kue Ibu DinahJl. Merdeka No. 34 Bogor

21 Bhakri SnackJl. Setu Gg. Aster No. 13 Rt. 13 Rt. 13/07 Desa Leuwimekar, Leuwiliang

22 PKK Aneka SariJl. Setu Gg. Dahlia No. 15 Rt. 03/07 Desa Leuwimekar, Leuwiliang

23 CV. KenangaJl. Mayor Oking Jayaatmaja No. 9 Bogor

24 Perusahaan Roti GasandriDesa Bojongjengkol Rt. 08/03 Ciampea Bogor

25 Agri Nusa SumateraJl. Raya Cibanteng No. 111 Rt. 02/01 Ciampea Bogor

Tenants currently in Incubation

1 CV. Graha Agri IndustriJl. Puspa Kompleks AP4-FTDC Kampus IPB Darmaga

70

2 PT. Sufa Fajar MasJl. Puspa Kompleks AP4-FTDC Kampus IPB Darmaga

3 MBrioVilla Indah Pajajaran Blok B No. 17 Baranangsiang Kec. Bogor TimurPemkot. Bogor

4 Alam JayaDesa Bantar Karet Kec. NanggungPemkab. Bogor

6.8. Sponsor

IPB (building facility).

6.9. Cooperative Network

• Government agencies: Department of National Education (Depdiknas), Department ofCooperatives and Ministry of Education and Culture (Depkop dan PPK), Department ofIndustry and Trade (Deperindag), and Department of Labour and Transmigration(Depnakertrans)

• Finance organizations and associations: venture capital, state-owned corporate banks(BUMN), Indonesian Association of Retailers, Chamber of Commerce (Kadin).

• AIBI (Asosiasi Inkubator Bisnis Indonesia – Indonesian Association of Business Incubators)• International Organizations (UNDP, APEC, Business Innovation Center)

6.10. Methods

Incubation of the tenant until he/she is ready to be an autonomous entrepreneur.

6.11. Promotion

• Print media (leaflets, bulletins, brochures).• Workshops, seminas, exhibitions/trade shows.• Electronic media (internet).

6.12. Obstacles: -

71

Profile of Best Programs/Cases in Central Java and DIProfile of Best Programs/Cases in Central Java and DIProfile of Best Programs/Cases in Central Java and DIProfile of Best Programs/Cases in Central Java and DIProfile of Best Programs/Cases in Central Java and DIYYYYYogyakogyakogyakogyakogyakartaartaartaartaarta

PROVINCE OF CENTRAL JAVAPROVINCE OF CENTRAL JAVAPROVINCE OF CENTRAL JAVAPROVINCE OF CENTRAL JAVAPROVINCE OF CENTRAL JAVA

7. Establishment of Entrepreneur Classes in V7. Establishment of Entrepreneur Classes in V7. Establishment of Entrepreneur Classes in V7. Establishment of Entrepreneur Classes in V7. Establishment of Entrepreneur Classes in Vocational High Schools (SMK)ocational High Schools (SMK)ocational High Schools (SMK)ocational High Schools (SMK)ocational High Schools (SMK)

7.1. Activities

• Selection of participant candidates• Training of students in enterpreneurship• Apprenticeship of program participants.

7.2. Objective

Produce SMK graduate who have the mental aptitudes of entrepreneurs and assist these students instarting up enterprises.

7.3. Target Group

SMK students in Magelang, Purworejo, Karanganyar, Semarang, Palangkaraya, Sampit andBanjarmasin.

7.4. Background

Low level of skills and interest in becoming entrepreneurs among SMK graduates.

7.5. Ratio of trainers and Program Participants

The ratio of trainers to program participants is 1:4.

7.6. Program Duration

The length of the program is three years.

7.7. Implementing Agency

Lembaga Pengabdian kepada Masyarakat (LPM) Diponegoro University (Undip Semarang)Gedung Widiya Puraya Lt. I Kampus Undip TembalangSemarang 50275. Tel. (0274) 7460032.

Appendix 2

72

7.8. Sponsor

Directorate General of Secondary and Vocational Education (Dikmenjur – Direktorat PendidikanMenengah dan Kejuruan), Department of National Education (Depdiknas – Departemen PendidikanNasional).

7.9. Cooperative Network

7.10. Methods

Training in class (theory) and apprenticeship.

7.11. Promotion

Pamphlets on campus

8. Graphic Skills T8. Graphic Skills T8. Graphic Skills T8. Graphic Skills T8. Graphic Skills Trainingrainingrainingrainingraining

8.1. Activities

• Selection of candidates for participation.• Training of students in graphics.• Practice work.

8.2. Objective

To produce graduates of SMT Grafika high school who are ready to work in the printing industry.

8.3. Target Group

Students of SMT Grafika

8.4. Background

The skills of the students of SMT Grafika in graphic design were still low.

8.5. Ratio of trainers to Program Participants

The ratio of trainers to program participants is 1:5.

8.6. Program Duration

The length of the program is 4-6 months.

8.7. Implementing Agency

PT Pura GrupJl. Agil Kusumadiya, KudusTel. (0291) 444361 (hunting) 0291 444403

8.8. Sponsor

PT Pura Grup

8.9. Cooperative Network

Politeknik Universitas Diponegoro

73

8.10. Methods

In-class training (theory) and apprenticeship.8.11. Promotion

8.12. Obstacles

IN YIN YIN YIN YIN YOGOGOGOGOGYYYYYAKAKAKAKAKARTARTARTARTARTAAAAA

9. T9. T9. T9. T9. Training Neglected Adolescentsraining Neglected Adolescentsraining Neglected Adolescentsraining Neglected Adolescentsraining Neglected Adolescents

9.1. Activities

• Selection of candidates for participation• Training of neglected adolescents in machine repairs, sewing and silkscreening• Practice work

9.2. Objective

To assist neglected adolescents in developing their own potential and skills while at the same timeovercoming the social problems of these neglected young people.

9.3. Target Group

Adolescents

9.4. Background

Young people constitute an asset and form the next generation of the nation whose quality must beimproved, because there are still many parents who have not been able to fullfill the rights of theirchildren in a decent manner.

9.5. Ratio of trainers to Program Participants

The ratio of trainers to program participants is 1:3.

9.6. Program Duration

9.7. Implementing Agency

Panti Sosial Bina Remaja YogyakartaBeran, Tridadi, Sleman, Yogyakarta(0274) 8685451

9.8. Sponsor

APBD (Regional governemt budget)

9.9. Cooperative Network

Polisi, Kantor Agama, Dinas Kesehatan, BLK

9.10. Methods

In-class training (theory) and practice work .

74

9.11. Promotion

10. Community Leader Programme10. Community Leader Programme10. Community Leader Programme10. Community Leader Programme10. Community Leader Programme

10.1. Aktivities

• Training of university students (Bachelor level / S1)• Workshops and apprenticeship

10.2. Objective

To produce university graduates who have competence in the areas of organizational managementand rural community empowerment.

10.3. Target Group

First level university students (Bachelors / S1)

10.4. Background

A large number of university graduates do not have abilities in the areas of organizational managementand development or community development. Additionally, there is an economic development gap betweenthe village and the city that calls for professional organizational management in the villages.

10.5. Ratio of trainers to Program Participants

The ratio of trainers to program participants is 1:3.

10.6. Program Duration

The length of the program is four years.

10.7. Implementing Agency

Faculty of Economics, Muhamadiyah University,YogyakartaGedung Ki Bagus Hadikusumo, Kampus Terpadu UMYJl. Lingkar Barat Tamantirto Bantul YogyakartaTel. (0274) 387656 ext. 117/0274-387646

10.8. Sponsor

10.9. Cooperative Network

Institute for Community Leader (ICL) Jakarta and the Regional Government (Pemkab)/Municipalgovernment (Pemkot).

10.10. Methods

Combination of methods including classroom study, applied fieldwork and spiritual/ethical studies.

10.11. Promotion

Presentations to a variety of Regional/ Municipal Governments

10.12. Obstacles

Availability of funds

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Profiles of Best Programs/Cases in East Java and theProfiles of Best Programs/Cases in East Java and theProfiles of Best Programs/Cases in East Java and theProfiles of Best Programs/Cases in East Java and theProfiles of Best Programs/Cases in East Java and theEastern Lesser Sumba Islands (NTT)Eastern Lesser Sumba Islands (NTT)Eastern Lesser Sumba Islands (NTT)Eastern Lesser Sumba Islands (NTT)Eastern Lesser Sumba Islands (NTT)

11. Automotive and Production Automation T11. Automotive and Production Automation T11. Automotive and Production Automation T11. Automotive and Production Automation T11. Automotive and Production Automation Trainingrainingrainingrainingraining

11.1. Activities

• Selection of candidates for participation (assessment of physical, mental, social characteristicsand vocational aspects that match their abilities)

• Intensive training and practice work at VEDC.• Apprenticeship of program participants in the automotive and metal industries.• Placement of graduates.• Monitoring and evaluation of the situations of graduates, both those who are already working as

well as those who are not yet working.

11.2. Objective

To train young people in the automotive technology field until they are skilled and ‘ready to use’ inmanufacturing and/or service industries.

11.3. Target Group

Young people of productive age (17 – 30 years), minimally graduates of senior high school(SLTA).

11.4. Background

The world of industry is currently in need of employees who are ‘ready to use’ and have competencethat is acknowledged by these employers of labour. To fullfill this demand, the Governments of Indonesiaand Germany, through GTZ, have developed the VEDC (Vocational Education Development Center).

11.5. Ratio of trainers to Program Paticipants

The ratio of trainers to program participants is 1 : 6 to 1:15.

11.6. Program Duration

The length of the program is six months.

Appendix 3

76

11.7. Implementing Agency

Vocational Education Development Center (VEDC)Jalan Teluk Mandar, Arjosari MalangTromol Pos 5, MalangTel. (0341) 491239

11.8. Sponsor

German Government, via GTZ, and Swiss Contact, PT. Siemens, PT. Freeport, PT. Ciwi Kimia,and PT. Unilever.

11.9. Cooperative Network

Private national companies (PT. Siemens. , PT. Freeport, PT. Ciwi Kimia, and PT. Unilever).

11.10. Methods

Technical training

11.11. Promotion

• Print media (leaflets, bulletins, brochures).• Exhibitions/trade shows• Electronic media (internet).• Road shows to various companies

11.12. Obstacles

Interest in the available programs is unbalanced, e.g. certain training programs are favoured.

12.12.12.12.12. Community Development (assisted villages) (Bogasari Flour Mills)Community Development (assisted villages) (Bogasari Flour Mills)Community Development (assisted villages) (Bogasari Flour Mills)Community Development (assisted villages) (Bogasari Flour Mills)Community Development (assisted villages) (Bogasari Flour Mills)

12.1. Activities

• Promotion of the training program.• Training for small enterprise owners dealing in bread, noodles, martabak and other wheat-

based products.• Technical assistance in establishing small enterprise units, management, capitalization and

product marketing.• Monitoring and evaluation of the performance of business partners

12.2. Objectives

• To improve the quality of bread, noodle, martabak and other products.• Expand the knowledge of small business owners in the areas of business management and

nutritional health.

12.3. Target Group

Men and women who are active in small businesses dealing in bread, noodles, martabak and otherwheat-based products.

77

12.4. Background

The awareness of small business entrepreneurs dealing with bread, noodles, martabak and otherwheat-based products in the areas of product quality and nutritional health is generally still quite low. Inorder to improve the quality and safety of these wheat-based products, PT ISM Bogasari Surabayaorganizes a variety of trainings. Through these trainings the quality of products is expected to improvein accordance with the rules of healthy food for consumption by consumers. Through this qualityimprovement, business units of these small food enterprise owners are expected to expand and absorbquite a large number of workers, such as noodle or bread peddlars.

12.5. Ratio of trainers to Program participants

The ratio of trainers to program participants is 1:10.

12.6. Program Duration

The length of training ranges from 1- 6 working days.

12.7. Implementing Agency

PT ISM Bogasari Flour Mills SurabayaJl. Nilam Timur 16 Perak, SurabayaTel. (031) – 3281308

12.8. Sponsor

PT ISM Bogasari Flour Mills Surabaya

12.9. Cooperative Network

Companies under the Indofood group.

12.10. Promotion

Print media (newspapers, brochures, pamphlets) and electronic media (television, internet).

12.11. Methods

Combination of methods including lectures (theory, 10 percent) and practice work at thebaking centers (90 percent).

12.12. Obstacles:

The level of education of the participants is low and varied, so that it is difficult to preparetraining materials.

EASTERN LESSER SUNDEASTERN LESSER SUNDEASTERN LESSER SUNDEASTERN LESSER SUNDEASTERN LESSER SUNDA ISLANDS (NTT)A ISLANDS (NTT)A ISLANDS (NTT)A ISLANDS (NTT)A ISLANDS (NTT)

13.13.13.13.13. TTTTTraining in Bamboo Handicrafts and Bamboo Craftsmanship (YPB)raining in Bamboo Handicrafts and Bamboo Craftsmanship (YPB)raining in Bamboo Handicrafts and Bamboo Craftsmanship (YPB)raining in Bamboo Handicrafts and Bamboo Craftsmanship (YPB)raining in Bamboo Handicrafts and Bamboo Craftsmanship (YPB)

13.1. Activities

• Promotion of training program.

78

• Training of selected participants in the areas of bamboo cultivation and processing, bambooweaving and bamboo-based craftsmanship.

• Monitoring and evaluation of the performance of graduates of the training program.

13.2. Objective

To provide skills in methods of bamboo cultivation, processing and/or weaving to young people inMaumere.

13.3. Target Group

Men of productive age (15-29 years).

13.4. Background

The commodity of bamboo is found in abundance in Maumere, NTT. However the community hasnot yet derived optimal benefits [from bamboo] as a business unit, such as through the making of wovenbamboo [products]. This is so despite the fact that the market for bamboo products is quite extensive,espeically if they are processed to serve as building materials. For this reason, the Yayasan PengusahaBambu (Bamboo Entrepreneur Foundation) organizes a variety of trainings for young people, who it ishoped will later be able to develop new enterprises based on commodity of bamboo.

13.5. Ratio of trainers to Program Participants

The ratio of trainers to program participants is 6:30.

13.6. Program Duration

The length of training is approximately 40 days, with 10 days of basic training and 30 days ofadvanced/followup training.

13.7. Implementing Agency

Yayasan Pengusaha Bambu (YPB)Jl. Namang Kewu, Kec. Kewapante, Maumere, NTTTel. (0382) 22757

13.8. Sponsor

German MISSEOR, Sika Regency District

13.9. Jaringan Kerjasama : -

13.10. Promotion

Brochures and socialization in circles of village youth groups.

13.11. Methods

Combination lecture presentation method (theory and practice).

13.12. Obstacles:

It is hard for village youth to improvise in producing products.

79

14. Handicrafts, Food Preparation and Enterpreneurship T14. Handicrafts, Food Preparation and Enterpreneurship T14. Handicrafts, Food Preparation and Enterpreneurship T14. Handicrafts, Food Preparation and Enterpreneurship T14. Handicrafts, Food Preparation and Enterpreneurship Training raining raining raining raining (W(W(W(W(Woro Riteoro Riteoro Riteoro Riteoro RiteWWWWWomen Farmers’ Group)omen Farmers’ Group)omen Farmers’ Group)omen Farmers’ Group)omen Farmers’ Group)

14.1. Activities

• Training program promotion.• Training of selected participants in the areas of cloth making, carving and weaving (basketry/

mats).• Monitoring and evaluation of the performanc of training program graduates.

Note: the references to the content of training here are quite different from the main descriptionand second appendix description of this same program (food making and enterpreneurship are central, but nocarving or basket weaving are mentioned there)

14.2. Objective

Increase the skills of women in the areas of cloth making, carving and weaving (basketry/mats).

14.3. Target Group

Men and women of productive age (15-29 years).

14.4. Background

Each region has its own specialty woven cloth, carving or woven/plaited products [baskets ormats], such as the ikat woven cloth of NTT. If the quality and designs of these products arecontinuously improved in pace with the taste of consumers, these products have high potential fordevelopment as sources of livelihood or employment for young people. To this end, the Small andMedium-size Enterprise Cooperative (Koperasi Industri Kecil dan Menengah) has been active inimproving quality at the same time as assisting in the marketing of these products since 1992.

14.5. Proportion of Trainers and Program Participants

The ratio of trainers to program participants is 1:10.

14.6. Program Duration

The length of the training ranges from 1 – 1.5 months.

14.7. Implementing Agency

Koperasi Industri Kecil dan Kerajinan – KOPINKRA-LOKABINKRA (Small Industry and Handicrafts Cooperative)

Jl. Arif Sumoharjo No. 17 Kupang, NTTTel. (0380) 831434

14.8. Sponsor

NTT Department of Industry and Trade (Dinas Perindustrian dan Perdagangan NTT)

14.9. Cooperative Network:

PRJ (Pekan Raya Jakarta – Central Market of Jakarta) and small industries in Kupang

80

14.10. Promotion

Through the NTT Department of Industry and Trade

14.11. Methods

Combination lecture presentation method (theory and practice).

14.12. Obstacles:

It is difficult to market the products of the small industries that are being assisted to the exportmarket.