pendekatan csr dengan memanfaatkan modal sosial komunitas

LINDA D. IBRAHIM
LABSOSIO
FISIP-UI
TIPE KOMUNITAS
KOMUNITI :
Primordial
Memiliki ikatan, nilai- nilai, kepentingan yang
sama
 Spatial,
Tinggal di Wilayah Sama (“place”)
 Organisasi sosial atau Institusi
Interaksi sosial untuk kepentingan yang sama
(“sharing common interest”)

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Place &
Stability
Communities
want
development
CAPITAL
Want profit
LOCATION
MITOS BEKERJA BERSAMA KOMUNITAS
Mitos
Biaya besar dan Lama
PROSES PARTISIPATORI
Efisiensi dan Cost Efektives
Community Based Dev’t
MEMPERTEMUKAN
OBJEKTIF
STRATEGI PARTISIPASI
• Assessment Com.
Needs
• Outreach
• Analisa Stakeholder
• Responsif Agencies
• Kebijakan
Dalam Situasi Apapun
•
•
•
Nature of services
Nature of Benefits
Nature of Task
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1. Managing Natural Resources
2. Providing Basic Infrastructure/ Needs
3. Ensuring Primary Social Services
4
KEPERCAYAAN SOSIAL
NILAI-NILAI SOSIAL
CSR
JARINGAN SOSIAL
NORMA SOSIAL
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MACRO
INSTITUTIONS OF THE STATE,
RULE OF LAW
STRUKTURAL
GOVERNANCE
REGU KEBIJAKAN
LASI
SOSIAL
KE
MITRAAN
COGNITIVE
CD
TRUST
LOCAL NORMS AND VALUES
LOCAL INSTITUTIONS,
NETWORKS
MICRO
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




Modal Fisik
Modal Finansial
Modal Lingkungan
Modal Sosial
Modal Manusia
MANUSIA
SOSIAL
LINGKUNGAN
EKONOMI
FISIK
Pengelolaan Sumberdaya Bersama
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Trust Building
Short Range More Strategic
 Less Risk


Community : More realistic, direct benefit (comm. Needs), enhance
quality of life
Corporate : Social License/ acceptance/ Image/ CSR
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MEMBANGUN JARINGAN SOSIAL CSR DAN KOMUNITAS
Organising
KEPERCAYAAN
SOSIAL
PUBLIK
KORPORASI
KEPERCAYAAN
SOSIAL
VISI
NILAI
CSR
WARGA
KOMUNITAS
KEPERCAYAAN
SOSIAL
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Pushing to :
• The shrinking role of government
• Demands for greater disclosure
(customers, suppliers, employees,
communities, investors, activist organizations)
• Increased customer interest
• Growing investor (social performance)
•pressure
• Competitive labor market
• Supplier relations
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Purchasers show preference to social value
Suppliers if value and cost goods and
services are competitive with other suppliers
Purchasers
Of goods & services
Suppliers
Selling to purchaser
And hiring workers
Employees
Demand drivers
hiring opportunities
Social value suppliers agree to meet
social and economic objectives and
create employment opportunities
Canadian Social Purchasing Portal
Sumber : Caledon Institute of Social Policy
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Integrated CSR Management Model
Organizing
Identity
Leadership and commitment
Policies and organization
Impact
Assessment
Process
Organizing
Syatem
Planning and
procedures
Implementation
Corrective
action
Organizing
Accountability
Monitoring
Assurance and management review
Organizing
Transactivity
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Stakeholder engagement
De Witt and Schouten, An Integrated Approach, 2006
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Re-entry
Problem
Main Options
Community
Level
Institutions
Level
Un-employment Accessibility to
Jobs
Trust building
Participatory
activities
Reciprocal
Norms
MOU
Regulations
Social /
Middle range
Economic Skills business
Increased Social
Networks
Regulations
Loan Bank/
Training
Institutions
Internship
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







Better reputation and
corporate image
Social “license to operate”
Shared local knowledge and
labor
Greater security
Better socio-economic
environment &
infrastructure
Attract and retain high
caliber rhighly committed
personnel
Attract high quality local
workforce, suppliers, service,
providers, possible
customers
“learning laboratory” for
corporate innovations
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




Opportunities for job
creation, work
experience and training
Funding community
investment,
infrastructure
development
Commercial expertise
Personal and technical
competence of
individual employees
involved
Business representatives
as promoters (spoke
persons) for community
initiatives
SOURCES : NELSON (1998), GRIBBEN et. Al. (1998), KANTER (1999
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Who Makes The Decision ?
Actions have little
or no relationship
To the business
Actions have
close link
To the business
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CHARITY
TAX
STRATEGIC
SOCIAL
INVESTMENT
REGULATION
Company controls
the decisions
Company or
government
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Linda D. Ibrahim
the decisions






Many Request, Limited Resources
Corporate Structure
Time
Personnel Changes
Stereotypes
Social, Culture, Economic, Politic
Atmosphere
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MENEMUKAN
MITRA YANG TEPAT
MENCARI
KESESUAIAN
IDENTIFIKASI
STAKEHOLDER
ACTION
PLAN
PENGEMBANGAN
MODEL KEMITRAAN
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MODEL
EFISIEN & EFEKTIF
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IDENTIFY BURNING ISSUES
GROUP DISCUSSCIONS
GROUP PRESENTATIONS
GROUP DISCUSSIONS
GROUP PRESENTATIONS
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Prioritise specific issues
Identify indicators
Source of data
Feedback
What needs to be done
Who will do it
Adopt Indicators
Recruit Volunteers
Community Indicators
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RENSTRA
STAKEHOLDER
NGO
STATE
COM.
CD
RENSTRA
PERUSAHAAN
BISNIS
REFORMASI- OTONOMI DAERAH (KOMUNITI LOKAL)
Link between State, Market and Civil-Society
REGULATION
STATE
MARKET
PARTICIPATION
LOBBYING
CIVIL
SOCIETY
Sumber : Harry Smith
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