<p>Kemiskinan, ketimpangan pendapatan, dan kerusakan lingkungan merupakan masalah yang jamak ditemukan di wilayah pesisir utara Pulau Jawa. Kerusakan lingkungan sendiri merupakan dampak dari aktivitas masyakat pesisir dalam merespon sumber daya laut yang ada. Sekelompok masyakat yang berasal dari empat kelurahan di Kabupatan Jepara, Jawa Tengah menginisasi terbentuknya Kelompok Usaha Bersama (KUB) Berkah Samudra sebagai upaya warga lokal untuk mereduksi masalah tersebut. Pemberdayaan masyarakat pesisir oleh KUB Berkah Samudra dilakukan dengan mengoptimalkan kearifan lokal serta membangun kerjasama antara aktor kepentingan. Kerjasama tersebut dilakukan dengan mengandeng nelayan non anggota kelompok, entitias bisnis, akademisi, serta insitiusi pemerintah terkait. Hasil temuan dalam penelitian ini menunjukan bahwa basis kearifan lokal dan kerjasama antar aktor berkepentingan telah berhasil meningkatkan kesadaran ekologis serta kapasitas anggota maupun masyarakat luas dalam mengelola sumber daya lokal secara lebih bijak. Dengan demikian upaya pemberdayaan masyarakat yang dilakukan KUB Berkah Samudra telah berhasil meningkatkan kesejahteraan masyarakat pesisir utara Pulau Jawa secara umum. <strong></strong></p>

Abstract-Institutionalization of SATRIYA codes of conduct has been an integral part of Yogyakarta Special Region government's efforts to improve their capacities in delivering public services. SATRIYA is now a subject of massive and intensive socialization and internalization carried out by the Bureau of Organization which covers almost all levels of government units. However, the institutionalization of SATRIYA has not been a satisfaction. Therefore, in 2014 the government formed a group of agents of change which consisted of selected civil servants from all units of government. The forming of the group has been a strategic step promoting SATRIYA codes of conduct in the whole Yogyakarta Special Region government. The Group's job is to put SATRIYA principles into action plans consisting task breakdown structures and a list of activities representing all principles of SATRIYA. All civil servants in Yogyakarta Special Region government are expected to comply with the action plans as a set of what-to-do guidance. The most challenging task of the Group is to facilitate civil servants to orientate their actions to SATRIYA principles. One of the Group's critical success measures is the capacity to develop a conducive-workplace environment for SATRIYA principles to be put into practice accordingly. Therefore, the action plans produced by the Group should provide effective role model, slogans and symbols to promote SATRIYA as a common set of normative standards and value patterns in Yogyakarta Special Region government.

This study aims to describe descriptively the efforts of the Masjid Jenderal Sudirman (MJS) takmir in providing an open literacy space for the community, starting with the Ngaji Filsafat, which is a mosque recitation activity. Philosophy is the object of this research, namely the recitation that has been held since 2013 with philosophical themes that are rarely performed by other mosques in Yogyakarta. This study took informants from parties involved in literacy activities at the Masjid Jenderal Sudirman, such as actors and initiators of Ngaji Filsafat, mosque takmirs, and contributors who participated in the MJS literacy community (MJS Project). The method used in this research is qualitative-descriptive, with in-depth interview data collection techniques and related literature studies. In this study, the theoretical framework proposed by Jürgen Habermas is used, namely the theory of communicative action. This theory serves to explain how MJS was able to form a mosque-based literacy space through the efforts made by MJS Takmir. The researcher concluded that literacy activities at the Jenderal Sudirman Mosque originated from the Ngaji Filsafat. The analysis of the researchers' findings was based on the formation of several other activities at the Jenderal Sudirman Mosque, such as Mosque Literacy (Writing Training Class), MJS Channel, Literacy Community (MJS Project), a printing agency (MJS Press) and the Friday Bulletin.

Bureaucratic reform in Indonesia has been developed on the principles of good governance which include efficiency, effectiveness, responsiveness, accountability, and ethical conduct. In Yogyakarta Special Region, the provincial government put emphasis on improving personnel capacity and competence as well as strengthening bureaucratic codes of conduct, which paved the way for the prominence of ethical conduct principles as a key success of bureaucratic reform. The institutionalization of SATRIYA codes of conduct has therefore become provincial government's flagship program since 2008. SATRIYA codes of conduct were formally established through Governor Regulation No.72/2008 on Government Codes of conduct in Yogyakarta Special Region. It also complies with Law No.13/2012 on Yogyakarta's Special Status and Minister of Administrative and Bureaucratic Reform Decree No.39/2012 on Guides of Work Codes of conduct Development. As a set of codes of conduct, SATRIYA has been promulgated intensively in all units and levels of Yogyakarta Special Region government. The institutionalization of SATRIYA has been evaluated regularly in order to ensure its success and continuity. The institutionalization of good governance principles requires a relevant transmission media value. In conclusion, SATRIYA has a significant contribution in establishing good governance in Yogyakarta Special Region. Moreover, SATRIYA has become a model of best practice at national level.

This article explains the strategy of managing the community resources in corporate social responsibility programs. For instance, this research aims to enrich studies on community empowerment strategies trough exploration of community empowerment programs conducted by corporates. This research uses a qualitative research method. Also, primary data was collected through in-depth interviews with the Sumbersari Village Cattle Group Society members, the Terapan Village Banana Processing Group administrators, Petrokimia Corporate of Gresik program assistants, and Petrokimia Corporate of Gresik staff. Furthermore, the research findings show that the sustainability strategy adopted by Petrokimia Corporate of Gresik is different for each program. In its implementation, Petrokimia Corporate of Gresik concerns on the plan for community empowerment sustainability programs, primarily based on an investigation and analysis of the needs, potential, and problems in both villages. These are due to differences in needs, potential, and problems in the two empowerment programs. These differences indicate that each region has its uniqueness in terms of variations, resources, and local responsibilities. The sustainability strategy implemented in the Cattle Program is potential integration and product diversification, while in the Banana Processing Program is adopted by product diversification.Artikel ini menjelaskan strategi pengelolaan sumber daya masyarakat dalam program tanggung jawab sosial perusahaan. Untuk itu, artikel ini diharapkan dapat memperkaya kajian mengenai strategi pemberdayaan masyarakat melalui eksplorasi program-program pemberdayaan masyarakat yang dilakukan oleh perusahaan. Metode penelitian yang digunakan dalam penelitian ini adalah metode penelitian kualitatif. Data primer dikumpulkan melalui wawancara mendalam kepada pengurus Paguyuban Kelompok Ternak Sapi Desa Sumbersari dan Kelompok Pengolahan Pisang Desa Terapan, tenaga pendamping program, dan staf Perusahaan Petrokimia Gresik.  Studi ini menunjukan adanya perbedaan strategi keberlanjutan yang diterapkan oleh Perusahaan Petrokimia Gresik dalam Program Ternak Sapi Desa Sumbersari dan Program Pengolahan Pisang Desa Terapan. Hal ini dikarenakan adanya perbedaan kebutuhan, potensi, dan masalah dalam kedua program pemberdayaan tersebut. Perbedaan tersebut menunjukan bahwa setiap daerah memiliki kekhasnnya masing-masing dilihat dari variasi, sumber daya, dan tanggung jawab lokalnya. Strategi keberlanjutan yang diterapkan pada Program Ternak Sapi adalah integrasi potensi dan diversifikasi produk, sedangkan pada Program Pengolahan Pisang adalah diversifikasi produk.