Ansell and Gash put forward four important elements in the collaboration process framework. First, Starting Condition, which describes the initial situation of collaboration formation, including power dynamics, resources, and the level of trust among stakeholders (Firda Catur Utami et al., 2021). Second, Institutional Design, which establishes the basic rules and important protocols for formally conducting the collaboration process, including internal procedural legitimacy in joint decision-making and the inclusive nature of participation si (Alfiana et al., 2021). Third, Facilitative Design emphasizes leadership styles as facilitators and mediators to help stakeholders interact constructively (Alfiana et al., 2021). Fourth, Collaborative Process, which is a series of repetitive stages including face-to-face dialogue, building trust, commitment to the process, mutual understanding, and achievement of results that encourage positive responses for sustainable cooperation (Aristy et al., 2021).

Investment is defined as a commitment of funds or resources made today with the aim of obtaining benefits or profits in the future. In the context of MSMEs, investment is not limited to financial capital investment, but also includes resources that can support business growth and sustainability. One important aspect of this investment is non-monetary investment, which refers to support that does not involve direct financial transactions but has strategic value for the development of SMEs (Syaifullah, 2017). Forms of non-monetary investment include knowledge transfer, capacity building, technical assistance, access to business networks, and various other non-financial supports.

According to Ansell and Gash (2008), various sources indicate that the failure of the collaboration process was due to differences in perception among policy makers. These differences in opinion were caused by bad experiences that stakeholders had previously encountered. This gave rise to local emotional issues that affected trust and led to mutual suspicion, resulting in the perception of conflict (Islamy, 2018).

Based on an interview with the Head of the Cooperative and SME Division of Cirebon City on December 3, 2024, the initial problem arose when the Covid-19 pandemic in Indonesia impacted many business sectors, causing a significant decline that affected economic stability, including SMEs that

experienced a decline. Business operators faced difficulties in marketing their products and accessing capital. This has become a major challenge for SME operators, particularly in Cirebon City. Therefore, to restore the condition of SMEs in Cirebon City, the Cirebon City Cooperative and SME Development Agency (DKUKMPP) launched the SME Mall program. Initially, the SME Mall was an SME Gallery space that underwent a conceptual shift from merely an exhibition space to a strategic marketing center, indicating an awareness of the comprehensive needs of SME operators. The Head of the DKUKMPP developed a new vision that goes beyond simply displaying products, aiming to create a sustainable empowerment ecosystem as one of the marketing tools for SME products.

Based on our interviews with academics from Gunung Jati Swadaya University who were involved in the collaboration on the Cirebon SME Mall program, in terms of initial conditions, it is clear that MSMEs in Cirebon face significant obstacles, especially in terms of sales and limited understanding of digital marketing. This condition illustrates an urgent need for intervention through collaboration between stakeholders. The inability of SME operators to leverage digital technology as a promotional tool is a critical issue requiring a systematic and integrated approach. This concern was the impetus for DKUKMPP to collaborate with the relevant academics on the Mall UKM program.

The contribution of financial institutions in the early stages of collaboration is realized through microfinance education programs, with the aim of improving the skills and knowledge of business actors in managing cash flow, preparing simple financial reports, and understanding long-term budgeting planning. This literacy program is a crucial non-monetary investment in strengthening the resilience and sustainability of MSME businesses

The initial condition of MSME players faced complex challenges during the Covid-19 pandemic. Before MSME players joined the SME Mall, their businesses experienced great difficulties, especially in terms of sales and marketing. During the lockdown period, income fell significantly, reflecting economic uncertainty during the crisis. The joining of MSME players with the SME Mall was an adaptive measure to improve the business situation affected by the pandemic

Community involvement in the early stages was evident in the increased interest in local MSME products since the establishment of the SME Mall. Local residents' consumption of domestically produced goods is a tangible form of non-monetary investment, as it creates a market that supports business sustainability. The encouragement to buy local products stimulates MSME players to continue innovating and improving the quality of their products, thereby strengthening their competitiveness.

According to Ansell and Gash (2008), by paying attention to participation in institutional collaboration forums, basic rules that support collaboration, and transparent collaboration implementation processes (Islamy, 2018).

The government has designed the SME Mall as a complex collaborative construction, intended as a multipurpose platform for developing the capacity of MSMEs. The “Serving You Through SME Services” program integrates various important services such as digital marketing training and financial management, which are the result of collaboration between policy makers in an effort to upgrade MSMEs. This aligns with Law No. 7 of 2021 on Facilitation, Protection, and Empowerment of Cooperatives and SMEs.

In the context of Institutional Design, academics cannot be said to be part of the bureaucratic structure in the management of the SME Mall. Academics are only involved in training in an effort to develop the quality of MSMEs towards upgrading SMEs

Financial institutions also support the provision of business consulting services that help MSME players understand business financing schemes, risk management, and the use of digital payment technologies such as QRIS and mobile banking. The presence of these digital-based financial services provides MSMEs with broader access to expand their markets and increase transaction efficiency.

The institutional design developed by DKUKMPP has made a significant contribution to promoting the growth of MSMEs. The provision of sales space in the UKM Mall is one concrete example of the support provided by this institution. Despite facing various challenges, such as product management and the emergence of new products, the institution continues to open up opportunities for MSMEs to grow. The flexible system design allows SME operators to not be confined to a single location. Market verification steps conducted by informants, such as marketing goods to hotels and Customs,

illustrate the adaptability of the system design that supports business development.

The community's role is realized through their involvement in various promotional and public education activities held at the SME Mall, such as exhibitions, MSME festivals, and the “Proudly Made in Indonesia” campaign. The community's active participation in these activities is a form of non- monetary investment in the form of moral and social support for the development of MSMEs.

According to Ansell and Gash (2008), facilitative leadership can generally be seen as an important element in bringing all parties to the negotiating table to guide them in conducting discussions and negotiations in order to minimize problems that may arise in the collaboration process (Islamy, 2018).

The facilitative leadership of DKUKMPP is evident in its ability to build inclusive collaborative networks. This institution has successfully involved various stakeholders in a productive ecosystem. Local governments and DKUKMPP need to work together to formulate policies and regulations that facilitate market access and resources, as well as collaborate with financial institutions to provide financing for business actors.

This facilitative leadership can be seen from the role of professional in guiding and helping MSME actors. Academic in cooperation with training activities help MSMEs to administrative process for certification of ISPO, NIB, PIRT, and halal certificates. Special offering not just on admin stuffs but also on the practical skills like doing promotion using social media and how to get a good quality product photo. This enabling leadership encourages and supports SMEs to grow independently. Still evaluation and monitoring by SME operators in developing SMEs, requires improvement.

Facilitative leadership From a facilitative leadership perspective financial institutions facilitate DKUKMPP activities to establish inclusive business networks by providing business coaching and facilitation certification programs. These are not just financing programs but also about comprehensive coaching to build bankable MSMEs that can independently access the formal finance market.

On business side.the facilitation leadership conducted by DKUKMPP, is an preemptive holistic development on MSMEs. This is reflected in the myriad of its programs including product certification, digital marketing training, packaging design, and exhibition facility. DKUKMPP has also managed to collaborate with several parties, such as academicians at Gunung Jati Swadaya University and bankers, for example, Bank Indonesia. These efforts have resulted in brilliant successes, including Antik Topeng being awarded the Presidential Award and Nge Dani being an icon of Cirebon and a source of motivation for SMEs in Cirebon City in 2023.

Skills Much of the media have been writing features about the Head of DKUKMPP’s Effort in Leadership to Facilitate (EDUKUP) (his efforts are EDUKUPed not their result brought to be success) on being a facilitative leader leader and its root in long-term thinking and care for MSMEs. The media noted that the latter has largely affected the progress of MSMEs, however, there are still areas to be further improved. The way the media has been supportive of this leadership, has been crystal clear in not only the establishment of the SME Mall but also the evolution there of.

With respect to the facilitative leadership, a community as a whole is responsible for supporting word-of-mouth promotion networks and social networks. Word of mouth sharing of MSME products environment by the local community enhances organically the MSME’s marketing reach. It sends the message that not only is the community a recipient, but also a participant in the growth of the local MSME scene.

Ansell and Gash (2008) argue that the Collaborative Process, as a cycle of iterative evolving stages, consists of meeting face-to-face, establishing trust, getting to the table, and getting things done, feedback, and results that trigger positive spiral of new partnership (Islamy, 2018).

The collaboration of the formulation process indicates the effective interaction of different role-players. Partnership doesn’t remain limited to liking and sharing, but extends to liking and transforming. This is indicated by the large influence of the SME Mall program in improving the condition of MSMEs.

In academia, collaboration is more than just quid pro quo. It is shown through the impacts of Mall UKM programs which have helped the progress of UMKM. The synergy between government, academic and MSME players, in developing an ecosystem conducive to growth and investment, is the outcome

of this process. This is evidenced by the collaboration between academics and the government for training program to support “UKM Naik Kelas” (MSMEs Moving Up).

Financial institutions and free-interest loan to the MSME Mall According to our interview to Mr. Hadi as the person in charge in the cooperative of DKUKMPP, and some references that we read in the media, financial institutions are responsible for several roles to support the MSME Mall starting from facilitating access to financial and funding only, helping manage the business, providing consulting services for business development, accessing loans, getting loans, and capital funding. Third, banks also originate business deposits. Bank synergies with DKUKMPP through the program of SME Mall we hope to encourage community empowerment, especially for disadvantaged low-income and SME operators. Full support of financial institutions is vital, since in many cases SMEs have encountered limitations when seeking capital to formal financial institutions.

Actors from MSMEs mention that the process of collaboration exhibits a complex set of dynamics with dual implications. Some MSMEs such as Nge Dani have experienced a great deal of prosperity and others experience surges in income. Regular coordination meeting between DKUKMPP and MSME actors and active engagement in various development programs are important in this collaboration. These SMEs that have been successful in export, such as Antik Topeng (to USA and Germany) and Nge Dani (to Singapore, Taiwan and Hong Kong) have been working in an individual basis which shows the opportunities that can be developed through structured export facilitation. The collaborative system can be seen to be ranging between the participants. On- going interaction between DKUKMPP and MSME actors, active participation in proceses of business development, handling information about events and opportunities and, adjusting of market information as necessary are some of the features of such research partnership.. Despite challenges such as competition and product shifts, this collaboration continues. It provides opportunities for SME actors to formulate alternative strategies, including marketing products outside the SME Mall.

achievements of the SME Mall, as well as observing its positive impact on the development of SMEs in the city of Cirebon. Although this program is deemed not yet fully optimized over the two-year period, the media notes significant improvements and ongoing refinement processes. The media recommends that aspects already performing well be further enhanced, while those still lacking be promptly addressed to optimize the program’s impact on SME development in Cirebon City.

In the collaboration process, community involvement continues to be expanded through consumer literacy programs, such as education on the importance of supporting local products and understanding the economic value of consuming MSME products. This community support indirectly becomes a catalyst for MSME growth through non-monetary investments in the form of consumer loyalty, strengthening local brands, and improving product reputation.

DPMPTSP is not involved in the MSME Mall collaboration process, either in terms of licensing or capital, as the concept of a Mall in this context differs from a conventional Mall, which requires permits from DPMPTSP for land use and rental when established. In contrast, the SME Mall operates under the auspices of DKUKMPP as the primary initiator of the program and does not require permits from DPMPTSP. Additionally, the collaboration process for its establishment does not involve DPMPTSP in either licensing or financing.

The Hexahelix collaboration is considered quite capable of helping to build investment and the quality of MSMEs in Cirebon City and its surroundings. This can be seen from the increase in the number of MSME players who have joined the SME Mall and the increase in income by business players since joining the SME Mall. In this case, the investment obtained is not only in the form of income, but also the knowledge gained by the players to develop their businesses towards upgrading their MSMEs.

Based on data from the West Java Provincial Statistics Agency, despite a decline in the number of MSMEs from 4,767 units in 2021 to 4,335 units in 2022,

and 3,899 units in 2023, the SME Mall continues to play an important role in empowering existing businesses. In this context, the investments received are not only in the form of income but also non-monetary investments in the form of knowledge gained by entrepreneurs to develop their businesses toward upgrading their SMEs through the SME Mall.

Based on data obtained from the SME Mall management, the number of SMEs participating in this program has fluctuated between 2021 and 2024. The following is the data on the number of SMEs participating:

This data shows a decline in the number of MSMEs in 2022 compared to 2021, but there was a significant increase in 2023. Then, the number of MSMEs again experienced a drastic decline in 2024. The fluctuations in the number of MSMEs joining the SME Mall reflect the dynamics of investment and business sustainability of MSMEs in the city of Cirebon. The increase in the number of MSMEs in 2023 can be attributed to more proactive policies or programs in supporting MSMEs, such as business training, access to financing, and more effective marketing facilitation. Conversely, the decline in the number of MSMEs in 2024 may be an indicator of challenges faced, such as limited facilities, lack of market support, and administrative constraints that may hinder the growth of new MSMEs.

Investment in the SME sector is not only focused on financial capital but also includes investment in the form of mentoring, market access, and policies conducive to the growth of small and medium-sized enterprises. Therefore, to increase investment in this sector, a more effective hexahelix collaboration strategy is needed between the government, academia, the business world, the community, the media, and the financial sector so that SMEs receive stronger and more sustainable support.

In this case, the DPMPTSP only provides services for SMEs regarding NIB and OSS licensing and has no connection with the SME Mall. In terms of licensing regarding the investment capital referred to by the DPMPTSP, it tends to be directed toward businesses with capital above 5 billion or macro-level businesses such as industrial businesses like rattan.