In the study of women’s activism in politics, the role of women’s activists as seen by the perspective of women’s representation tends to underline their role in political recruitment and decision making in governing system after the process of elections is completed. This perspective assumes that political process works in more advance level by providing channels for women’s activists to articulate their political interests and careers. However, this assumption can be misleading in society that political process is dominated by political elites. This has made recruitment and policy more central and salient for publicity and put activists at the grassroot level are less significant. The case in Semarang city in Central Java province of Indonesia has told us that women activists are made merely as vote getters in election without a clear long-term political compensation that is beneficial for gender equality promotion. In Indonesia women are relatively well-organized through community organization, as PKK (Family Empowerment and Welfare) and Traditional Market Association which are attractive to be capitalized by political candidates through their women’s activists as part of winning team or known locally as tim sukses. Network owned by women activists is seen crucial by politicians (political parties and candidates) to persuade female voters in elections. However, more often, in electoral phases, the involvement of women activists in this matter is limited merely for getting votes from their fellow female voters in their community. Although in this context grass-root women’s activists looks negligible, in fact, micro processes in election, as in political campaign and especially canvassing, can be a crucial phase for women’s activists to strengthen their bargaining position against elites such as candidates for legislative bodies to advocates their interests, once the candidates are elected.

Lapor Hendi adalah layanan publik berbasis online untuk menyampaikan pengaduan, menyampaikan aspirasi dan berkomunikasi langsung dengan Pemkot Semarang. Inovasi ini menjadi sarana perbaikan layanan publik melalui peran aktif masyarakat dalam melakukan pengawasan.  Penelitian ini bertujuan untuk mengevaluasi pengelolaan pelayanan pengaduan Lapor Hendi serta faktor penghambat dalam layanan Lapor Hendi. Menggunakan metode deskriptif kualitatif dengan studi kasus, pengambilan data melalui studi pustaka dan wawancara. Penelitian ini menggunakan teori William Dunn, 6 faktor dalam melalkukan evaluasi : efektivitas, efisiensi, kecukupan, perataan, responsivitas dan ketepatan serta faktor penghambat dalam pelaksanaan kebijakan. Dalam kajian ditemukan ada 2 faktor utama yang menghambat Lapor Hendi yaitu Sumbar Daya Manusia (SDM) dan Teknologi. Untuk meningkatkan penyelesaikan pengaduan diperlukan SOP sebagai panduan layanan, bukti bahwa pengaduan telah diselesaikan dan kontak penanggung jawab jika masyarakat melakukan konfirmasi terhadap pengaduan.

Call Center 112 is an emergency complaint service in Semarang City as the implementation of the city's role as a local OGP. The management of Call Center 112 service involves multi-stakeholders, including the local Government Unit of Work, Higher Government, social communities, and private sectors. Social communities are the most active participants in accessing Call Center 112. On the other hand, mass media and academic sectors have not taken part yet. In addition, the multi-stakeholder scheme and information system are not optimized in supporting Call Center 112 service. This study aims at analyzing the collaborative process and the appropriate multi-stakeholder collaboration scheme in the management of the Call Center 112 service in Semarang City. This research was conducted through observational studies and interviews as primary data toward stakeholders involved in this service and analyzed through a Penta helix collaboration model approach, namely optimizing 5 (five) roles: business, government, community, academics, and media. Collaborative Process in the management of Call Center 112 in Semarang City service includes face-to-face dialogue, trust-building, commitment to the process, share understanding, and intermediate outcomes. The result of the study reveals that the collaborative process in the management of Call Center 112 runs well and the multi-stakeholder scheme is appropriate, hence it has not been optimized yet because mass media and academic sectors have not actively participated in it. Therefore, in the management of Call Center 112 service, mass media can be engaged in the publication of information and performance as a bridge of communication between the society and the service provider to raise trust-building. Meanwhile, the academic sectors play a role in providing scientific insight and basic knowledge about emergency cases e.g. accidents, or fires to the management of Call Center 112. The academic practitioners are supposed to conduct studies in improving the management's performance. The local government of Semarang city requires to arrange a Memorandum of Understanding (MoU) among stakeholders as a commitment and share understanding in which all the parties are effectively involved as their duty and authority.