The Outreach Services innovative program include:

a. Participatory Service Approach. This innovation applies the participatory approach. The activities are carried out in, by, and involving the active participation of the family and the community members through the community’s Self-Help Group (SHG) as the medium. The active participation is manifested in roles that are not limited to being the service beneficiaries, but also the active roles of endeavouring, assessing, and maintaining the achievements. The initiative of outreach services implemented together with the family, volunteers, community cadres/mentors, and Self-Help Groups (SHGs) is also an effective alternative service to solve the gap in service provision.

b. Empowerment-oriented services. In the service, the community and family members learn about problem-solving and how to empower their members with intellectual disabilities. The family and volunteers are given specific information regarding the problems encountered by persons with intellectual disabilities. They are also mentored and trained on how to empower the beneficiaries in order to be independent.

c. Effective and Efficient. FBSR and “Kampung Peduli” programs are able to provide inclusive services for more persons with intellectual disabilities, with a lower cost of service per individual and more actual results. It also requires flexible hours or time of the service activities, adjusted to the time availability of the family, public servants, the Self-Help Groups (SHGs) executive committee, community cadres/mentors, and community members. In terms of public services, the service administration has also been more effective and efficient. The community members who previously had difficulties in accessing the services, can now get served for their needs.

d. More Benefits. FBSR and “Kampung Peduli” programs are not only targeted at persons with intellectual disabilities, but also can be integrated with the services for people with other disabilities or social problems.

From 2014-2016, FBSR and “Kampung Peduli” programs have been implemented in 13 regencies with more than 60 villages and have successfully served 1,539 persons with intellectual disabilities and produced significant output and impacts.

FBSR and “Kampung Peduli” programs are implemented based on community’s needs and carried out by the community by taking the most advantage of the local potentials, so that financially, socially, and culturally, the programs are supported by the community.

Our institution has established FBSR and “Kampung Peduli” as social service programs and included the programs in the annual strategic plan and work plan, so that the programs will be implemented sustainably, regardless of the possible change in the management or leadership,

FBSR and “Kampung Peduli” programs are implemented with a simple, applicable, and lower cost method; hence, it does not require large infrastructure such as large buildings and expensive equipment compared to the institutional-based services in a social centre.

“Kampung Peduli” does not require a large number of government employee or civil servants because it involves the community, so that with the existing civil servants, the program still runs well.

a. Indonesia Ministry of Social Affairs as the main/parent institution that formulates the policies related to the implementation and development of social service programs.

b. BBRSBG Kartini Temanggung as the initiator that organizes the activities, including planning, implementation, and controlling of the service programs and administration.

c. Self-Help Groups (SHGs) plays the role as a medium of community participation, the centre for the beneficiaries, as well as the actor that provide the program or services.

d. Community cadres/mentor/social workers plays the role of field service providers.

e. Local government institutions at regency level takes the role as facilitators and responsibility of follow-up program services.

f. The prominent figures of the community as the supporters and motivators.

g. Business units/private companies that distribute their CSR to support the selling and marketing of goods made by the beneficiaries.

The users, stakeholders, and partners are involved in various aspects. The cadre or volunteer takes the roles as educator, supervisor, and instructor for their family members or the beneficiaries. They come from the surrounding community, so there is an emotional closeness. This proximity makes it easier to communicate with the beneficiaries, thus the program implementation works more effective and efficient.

The other community members participate in providing infrastructure such as village building and community residence. They also support the program by encouraging awareness and motivating the beneficiaries, families and the community. They also encouraged the people to buy products made by the beneficiaries. The local government, the university, and the private company also support the program by providing vocational training, financial assistance, business networking and products promotion. They also assist an independent evaluation for the program improvement in the future.

The innovation has positive impacts for the independence of the beneficiaries as the vulnerable groups, families, and community members. The positive impacts of the program are described as follows: firstly, there was a significant increase in the number of the beneficiaries, from 150 people/3-4 years before the program to 280 people/year in 2010; 305 people/year in 2011; 445 people/year in 2012; 445 people/year in 2013; 477 people/year in 2014; and 599 people/year in 2015, and to 674 in 2016.

Secondly, before the program, many beneficiaries were unproductive, but after the program implementation, the majority of them could do daily living activities and do productive activities such as sheep farming and earn income. Furthermore, the parents or families become able to guide the beneficiaries independently as well as develop their empowerment skills. The community members also have now been able to independently implement guidance for daily living activities and vocational training.

Thirdly, based on the current evaluation, 77.11% of the business conducted by the beneficiaries could develop and raise incomes and 41% of the beneficiaries who participated in the workshop had their own savings. This result was equipped by forming and developing workshops (Self-Help Groups/SHGs) for the beneficiaries that managed by the community to produce marketable goods and crafts. For example, “Sambung Roso” SHG in Simbatan Village, Magetan Regency has established a centre for doormat and splash batik production.

Fourthly, the community stigma for the persons with intellectual disabilities as people who have no potentials (idiotic) is increasingly eliminated after seeing the proof that with intensive training the beneficiaries can do productive activities/work. Finally, in terms of public services, the service administration has been more effective and efficient. The community members who previously had difficulties in accessing the services, can now get served for their needs.

Four main obstacles encountered during the process, firstly, data of persons with disabilities (by name/address) in a region are often inaccurate due to the lack of community understanding about the criteria/characteristics of future beneficiaries. This problem was solved by social mapping to determine the priority services location. Secondly, the provision of building for the activity centre is expensive. This obstacle was solved by collaborating with community leaders to be able to utilize the village building as well as encouraging community’s participation to construct a centre independently. Thirdly, the majority of volunteers had limited time to be involved intensively. This problem was solved by making flexible activity hours, adjusted to their time availability. Finally, the marketing of products made by the beneficiaries is relatively difficult due to tight competition. This problem was solved by building cooperation with private company in selling and marketing the goods.

The success of our innovation is required simple and applicable conditions. The program is implemented with a simple, applicable, and lower cost methods; hence, it does not require large infrastructure such as large buildings and expensive equipment, compared to the institutional-based services. The innovation is implemented based on community’s needs, resulting in a great support from the community in terms of financial, social and cultural aspects. This condition drives them to provide the infrastructure such as offices building of local villages and community residences. They also initiated to build a vocational workshop for the beneficiaries independently with their own financial participation. Furthermore, the involvement of various stakeholders is also needed to guarantee the sustainability of the program. For example, the collaboration with the business or private company is crucial in supporting the selling and marketing of goods produced by the beneficiaries.

The innovation is a sustainable program which is open to be applied and developed in other regions, both nationally and internationally. The rationales are described as follows: firstly, the program is implemented based on community’s needs and by the community by taking the most advantage of the local potentials, so that financially, socially, and culturally, the programs are supported by the community. Secondly, BBRSBG Kartini Temanggung has established FBSR (Family-Based Social Rehabilitation) and “Kampung Peduli” (lit. Caring Village) as social service programs and included the programs in the annual strategic plans and work plans, so that the programs will be implemented sustainably, regardless of the possible change in the management or leadership. Finally, the program does not require a large number of government employees because it involves the community, so that the government social organisations with existing civil servants can implement the model.

Several lessons that can be learned from the innovation, firstly, the innovation based on non-institutional approach reaches more beneficiaries. Secondly, the innovation is more efficient and effective such as more output, lower cost and more optimal results. The institution-based service requires a cost of ±US$ 1,100 per person annually, while non-institutional based services only require a cost of US$ 300 per person annually. Thirdly, the innovation is more appropriate for the conditions and local potentials of the community in terms of getting solutions closer to the source of problems. Fourthly, the local community’s initiatives and creativity can be developed in order to jointly take responsibility for protecting the rights of the people with intellectual disabilities. Fifthly, the stigma against the beneficiaries as a marginalized group is decreasing or fading. Finally, the community can monitor and evaluate the services provided by the government institutions directly.