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150 route de Ferney, P.O. Box 2100 1211 Geneva 2, Switzerland Tel: 41 22 791 6033 Fax: 41 22 791 6506 E-mail: [email protected] Coordinating Office

Appeal Indonesia

Capacity Building & Disaster Risk Reduction / Management ASID82 – Revision 1 Appeal Target: US$ 1,377,168 Balance Requested: US$ 1,247,053 Geneva, 8 January 2009 Dear Colleagues, Since a devastating earthquake struck Central Java and Yogyakarta provinces in May 2006, members of the global alliance Action by Churches Together (ACT) International, Church World Service (CWS), Yakkum Emergency Unit (YEU), and Yayasan Tanggul Bencana di Indonesia (YTBI) in Indonesia have been providing relief and rehabilitation assistance to people in affected villages through ACT appeal programme (ASID 61), which closed at the end of November 2007. While assistance provided to date has saved lives and enabled many people to advance on the long road to full recovery, the external ACT evaluation of the ASID61 programme and the members’ own re-assessment of the situation in the affected communities, revealed gaps in assistance in some geographical areas, sectors and to some vulnerable affected communities. This region faces a high level of environmental hazards, including floods, earthquakes, volcanic eruptions and drought, leaving many people’s livelihoods in the earthquake-affected areas uncertain or highly vulnerable.

Complementary assistance is needed, with a focus on Disaster Risk Reduction (DRR), to ensure the sustainability of livelihood recovery, and to strengthen the community preparedness and longer-term resilience. ACT members have identified further needs in some of the villages for adequate water supplies, sanitation and hygiene promotion. Also identified as areas in need of support are: the further development and strengthening of community-based organizations; health posts providing village-level health services, livelihood activities and disaster preparedness; and the involvement of local schools, teachers, children and government to strengthen local networks for better community-based preparedness and management of disasters.

This appeal is being revised to include slight changes to the YEU projects under ASID82. In order to ensure transparency, accountability and also facilitate administration of the projects, YEU has been requested by a back donor and auditors to separate the back donor funded activities that are taking place in parallel with other ASID82 activities and treat these activities as being funded bilaterally (outside the appeal). Consequently, the number of villages under the YEU project is reduced from 17 to 14. As there are still some important activities in the other three villages that are not covered by the back donor funds, the budget for these villages had been adjusted to ensure there is no risk of double funding. This is mainly work in schools and puskesmas (programmes 2 and 3 in the YEU proposal).

ACT is a global alliance of churches and related agencies working to save lives and support communities in emergencies worldwide. The ACT Coordinating Office is based with the World Council of Churches (WCC) and The Lutheran World Federation (LWF) in Switzerland.

Indonesia – CBDRM ASID82 Appeal Revision 1 2

Activities under this appeal have not yet started due to slow funding. Consequently, it has been decided to give an extension of 6 months for each member to allow for new funding possibilities and carrying out activities as planned. Project Completion Date: CWSI - 31 January 2010 YEU - 31 January 2010 YTBI - 31 January 2010 Reporting schedule:

Reports due ACT CO CWSI YEU YTBI Interim narrative & financial 31 August 2009 31 August 2009 31 August 2009 Final narrative & financial 28 February 2010 28 February 2010 28 February 2010 Audit 31 March 2010 31 March 2010 31 March 2010

Summary of Appeal Targets, Pledges/Contributions Received and Balance Requested

CWSI YEU YTBI Total Target US$ Appeal Targets 650,559 421,643 304,966 1,377,168 Less: Pledges/Contr Recd 84,639 26,183 19,293 130,115 Balance Requested from ACT Alliance 565,920 395,460 285,673 1,247,053

Note: Balances from ASID61 have yet to be verified - audit reports are still awaited at the CO. Once the balances have been verified, donors will be notified of their unspent funds and contacted individually to approve transfer to this follow-on appeal or to redirect further. Please kindly send your contributions to either of the following ACT bank accounts: US dollar Account Number - 240-432629.60A IBAN No: CH46 0024 0240 4326 2960A Euro

Euro Bank Account Number - 240-432629.50Z IBAN No: CH84 0024 0240 4326 2950Z

Account Name: ACT - Action by Churches Together UBS AG

8, rue du Rhône P.O. Box 2600 1211 Geneva 4, SWITZERLAND

Swift address: UBSWCHZH80A Please also inform the Finance Officer Jessie Kgoroeadira ([email protected]) and the Programme Officer, Michelle Yonetani ([email protected]), of all pledges/contributions and transfers, including funds sent direct to the implementers, now that the Pledge Form is no longer attached to the Appeal. We would appreciate being informed of any intent to submit applications for EU, USAID and/or other back donor funding and the subsequent results. We thank you in advance for your kind cooperation. For further information please contact: ACT Director, John Nduna (phone +41 22 791 6033 or mobile phone + 41 79 203 6055) or ACT Program Officer, Michelle Yonetani (phone +41 22 791 6035 or mobile phone +41 79 285 2916) John Nduna Director, ACT Co-ordinating Office


I. REQUESTING ACT MEMBER INFORMATION The three requesting members for this appeal are:

- Church World Service Indonesia (CWSI) - Yakkum Emergency Unit (YEU) - Yayasan Tanggul Bencana di Indonesia (YTBI)

II. IMPLEMENTING ACT MEMBER AND PARTNER INFORMATION • CHURCH WORLD SERVICE (CWS) Indonesia: CWS has been operational with relief and development programs in Indonesia since 1964. CWS/ACT works through and with both faith based and secular organisations in the areas of disaster response, capacity building and social development, enhancing the access of the poorest to basic needs. CWS/ACT has offices in Jakarta, Makassar, Tentena, Poso, Soe, Banda Aceh, Meulaboh and Nias, as well as Medan (joint office with the two other ACT implementing members: Yakkum Emergency Unit [YEU] and Yayasan Tanggul Bencana [YTBI]). For this appeal, CWS/ ACT will be partnering with the following organizations: Implementing partners:

Yayasan Kembang (local NGO); is based in Yogyakarta and conducts training and outreach work to increase migrant worker’s access to information on the immigration process, procedures on overseas job application, workers contracts, workers rights, reproductive health and HIV/AIDS. Yayasan Kembang also works in establishing co-operation and networking with migrant workers organisations abroad to protect the interests of Indonesian migrant workers. As part of ASID61 this partner implemented livelihood and HIV and AIDS related programs.

Mitra Alam (local NGO), is based in Sukoharjo and working in community development in the sectors of agriculture and environment, micro-credit and reproductive health, including HIV&AIDS. As part of livelihood intervention in ASID61, Mitra Alam managed a small grants distribution program through Community Based Organizations (CBOs) that Mitra Alam helped establish.

Yayasan InterAksi (local NGO); is based in Solo, Central Java, and works to advocate for the equal rights of the disabled (people with different abilities), with a focus on capacity building, with advocacy and micro-credit as supporting programs. Their goal is to increase the welfare of the disabled through income-generating activities and economic rights advocacy. InterAksi provides outreach and technical assistance for monitoring the development of beneficiaries and has achieved the establishment of an association for small entrepreneurs.

Bina Swadaya Magelang (local NGO); is based in Magelang and working in community development. Bina Swadaya promotes economic empowerment of the poor and vulnerable people through forming, assisting and developing CBOs. As part of ASID61, this partner worked with CWS in the livelihood sector, implementing capacity building for small-scale businesses as well as a small grants program for groups of farmers.

KYPA Foundation (local NGO); is based in Yogya and working in emergency and community development project with four main sectors: education, economic recovery, advocacy and legal, social and culture. KYPA has experience in livelihood recovery activities focusing on empowering village economic institutions. KYPA partnered with CWS for livelihood activities under ASID61.

LPASKA (local NGO); is based in Solo Central Java and works in community development. Their program’s orientation is mostly towards community empowerment and environmental conservation through both group and individual approaches. Under ASID61 LPASKA assisted a number of CBOs with capacity building for small-scale business management and through a small grants program.

INGOs:

Norwegian Church Aid (NCA) NCA staff will be seconded to CWS/ACT for certain activities in the appeal, however, if needed these staff members will be of support to other ACT implementing members as well.

For capacity building activities and commemoration days such as National Children Day, World AIDS Day, World Disabled Day, Health Day, CWS also supported other local NGOs in Yogyakarta such as Yayasan Lestari


Indonesia, Yayasan Lingkar, MPGI, Yayasan Komunitas Yogyakarta, Victory Plus, Sekarwangi, Yayasan AGAPE, CIQAL Foundation (working with disabled community). CWS is actively coordinating and communicating with INGOs such as Handicap International, Plan Indonesia, IOM, CRS, CHF as well as with relevant government agencies and officials at district, sub-district and village levels. • YAKKUM (Yayasan Kristen untuk Kesehatan Umum – Christian Foundation for Public Health) EMERGENCY UNIT (YEU) was established in 2001: Since 2001, YEU/ACT has assisted in many emergencies including the Dayak and Madura tribal conflict; several floods in Central and East Java; the influx of migrant workers in Nunukan and East Kalimantan; the sectarian conflict in Poso; the religious-ethnic conflicts in the Maluku Islands; the Bali bombing and the earthquakes on Alor and Nabire. At present YEU/ACT is completing the ASRE51 Tsunami Appeal in Aceh and Nias. YEU/ACT is one of the working units under YAKKUM which has 11 hospitals, 11 community development units, 31 health clinics, 1 rehabilitation unit, 1 pharmacy and 1 emergency response unit. These are part of a network which includes the churches and where YEU/ACT can train and mobilise people for possible emergency responses. For the Java quake response YEU/ACT is working hand in hand with Bethesda and Lempuyangwangi hospitals as well as the community development unit of Bethesda hospital and Pusat Rehabilitasi YAKKUM (YAKKUM Rehabilitation Centre). • YAYASAN TANGGUL BENCANA INDONESIA (YTBI): Yayasan Tanggul Bencana di Indonesia (YTBI) is the service arm of churches in Indonesia, historically a continuation of YTB established by CCI in 1991. The change from YTB becoming YTBI is connected with the structure and personnel as an effort in accordance with the Foundation Law No. 16 year 2001 and No 28 year 2004. Thus, the mandated task of YTBI is to provide aid to fellow humans regardless of religion, tribe, race, gender, age and social stratification. Fellow humans to YTBI are people of the community who became affected by natural and human-made disasters like drought, earthquake, flood, volcanic eruption, and social conflicts taking place in Indonesia. YTBI is an autonomous and independent institution, a partner of churches and community groups, in suppressing suffering of human beings in distress as a consequence of natural disasters and social conflicts. The initial concern of YTBI is to secure and protect human beings by assisting communities suffering most of the disasters. YTBI also plays the role of activating sources of national and international support by laying the foundation of cooperation among donors, NGOs, churches and communities. Implementing partners The GKJ Synod became official in the year 1956 using the name: Geredja-geredja Kristen Djawa/GKD

When the earthquake struck in 2006, the Synod formed a Working Group (POKJA) that assisted in the assistance distribution process in the emergency, rehabilitation and reconstruction phases through organizations under the GKJ coordination, to serve their congregations as well as the general community. In the follow up program, YTBI will again collaborate with the GKJ Synod, while the program operation will be conducted by an institution under the GKJ that is experienced in community empowerment. III. GENERAL BACKGROUND On May 27, 2006 a magnitude 6.3 earthquake struck the very heartland of Indonesia, near the historic city of Yogyakarta, killing 5,743 people and injuring around 48,000. The earthquake hit one of the most densely populated rural areas in Asia - the six districts most affected by the earthquake have a population of about 4.5


million. Damages and losses amount to over USD 3 billion, more than initially expected and higher than the damages and losses suffered in the Pakistan earthquake in 2005 or the Gujarat earthquake in 2001. Housing accounts for over half the damage – some 300,000 units needed to be rebuilt or repaired. The earthquake affected villages all across Central Java and Yogyakarta provinces. Many houses, churches, mosques, stores, government offices, and public facilities were destroyed or damaged. Thousands of people died and thousands more were injured due to collapsed buildings. Whilst the death toll was lower than in Bantul, widespread damage of houses resulted in a large number of displaced people in Klaten, posing a challenge for the humanitarian response, particularly in health and sanitation. The impact of the disaster was highly concentrated in the districts of Bantul in Yogyakarta Province and Klaten in Central Java. Work Carried Out by ACT Implementing Members in Indonesia CWS The ACT Appeal ASID61 was implemented between May 2006 and November 2007. The responses to date resulting from the project activities of ASID61 are outlined in the table below: Program Location Program Achievement

Water and Sanitation

• Constructed 224 units of semi permanent latrines with drainage and washing floor

• Distributed 109 packages of maintenance kits • Hygiene promotion to communities in 10 hamlets • IEC media distribution such as posters, leaflets, flipcharts in 10

hamlets

Psycho-social Support (PSS)

• Increased capacity of 32 ECD cadres on basic psycho-social issues

• Supported 9 (nine) ECD posts with the provision of toys • Constructed 4 (four) units of integration posts (ECD center and

POSYANDU) • Rehabilitated 2 (units) of integration posts • Supported and assisted 5 (five) primary schools with a total

number of 125 children aged 6 – 12 and 10 teachers through CERIA activities

• Supported and assisted 6 (six) support groups with a total number of 265 persons and 12 caregivers

• Capacity building on entrepreneurship for women and youths

Sexual Reproductive Health (SRH) and HIV & AIDS

• Capacity building on SRH and HIV & AIDS issues for cadres and local stakeholders

• IEC media development and distribution for 10 hamlets and peer educators

• Capacity building for 15 young peer educators • Info sessions on SRH and HIV & AIDS issues in 10 hamlets

Village : Jogotirto Sub-district: Berbah District : Sleman DI Yogyakarta

Livelihood (in collaboration with local partners – Mitra Alam)

• Small grant distribution including capacity building to 12 CBOs; mostly women with small scale business

• A village financial institution had been established and facilitated but still needs further assistance for its self-reliance and sustainability

Water and Sanitation

• Constructed 421 units of semi permanent latrines with drainage and washing floor

• Distributed 309 packages of maintenance kits • Hygiene promotion to community members in 16 hamlets • IEC media distribution such as posters, leaflets, flipcharts in 16

hamlets • Provision of water tanks, water pumps and pipe installation in 8

hamlets which had problems with access to water supply

Village : Wukirsari Sub-district: Imogiri District : Bantul DI Yogyakarta

Psycho-social Support • Increase capacity of 22 ECD cadres on basic psycho-social issues


Program Location Program Achievement (PSS) • Supported 5 (nine) ECD posts with the provision of toys covering

140 children • Constructed and rehabilitated 2 (two) units of integration posts

(ECD center and POSYANDU) • Supported and assisted 2 (two) primary schools with a total

number of 110 children aged 6 – 12 and 6 teachers through CERIA activities

• Supported & assisted support groups with total 190 persons and 5 caregivers

• Capacity building on entrepreneurship for women and youth

Sexual & Reproductive Health (SRH) and HIV & AIDS

• Capacity building on SRH and HIV & AIDS issues to cadres and local stakeholders

• IEC media development and distribution to 16 hamlets and peer educators

• Capacity building for 26 teenager peer educators • Info sessions on SRH and HIV & AIDS issues in 16 hamlets

Livelihood (in collaboration with local partners – Mitra Alam)

• Small grant distribution including capacity building for 17 CBOs, mostly women with small scale business.

• Village financial institution was formed to support community empowerment but up to date still needs further assistance for its self-reliance and sustainability

Village: Sriharjo & Patalan Sub-district: Jetis District : Bantul Yogyakarta

Livelihood (in collaboration with Yayasan Bina Swadaya and KYPA)

• 13 CBOs were formed: 3 in small scale business and 10 groups of farmers.

Village : Melikan Sub-district: Wedi District : Klaten Central Java

Shelter

• Distributed 346 packages of additional materials to 346 HH in order to complete the construction of permanent housing with earthquake resistance design

Village :Kaligayam Sub-district: Wedi District : Klaten Central Java

Shelter

• Distributed 250 packages of additional materials to 250 HH in order to complete the construction of permanent housing with earthquake resistance design

Village :Pasung Sub-district: Wedi District : Klaten Central Java

Livelihood (in collaboration with LPASKA)

• 11 CBOs of small scale business were formed but up to date still need further support and assistance on capacity building, networking and market channelling


YEU With the support from the ACT alliance from May 2006 – September 2007, YEU has facilitated the earthquake affected communities in 14 villages (approximately 8,957 people) as mentioned in the approved revised appeal with the following interventions:

Sectoral Program Number of Beneficiaries

Kinds of assistance

Health Care program 4,137 people 18,826 people

Wounded patients in clinical treatment Health services; mobile clinics and home care and village health post training

Nutrition 800 children 50 expecting mothers 560 elderly

Supplementary feeding

Water and Sanitation 8,957 HH in 15 hamlets and sub hamlets

Built and/or provided latrines, bathrooms, wells, clean water installations, hygiene kits distribution, etc.

Community Based Disaster Preparedness

2997 HH Training in CBDRM, facilitating village planning with disaster risk reduction efforts Training and facilitating follow up for community in 12 focused villages

Life support 17 HH 280 HH

Strengthening livelihood capacity for 17 disabled persons Livelihood support in organic agriculture

Psychosocial care 1000 children Trauma healing, talent development for children Survival Need related to health

1,410 people During relief phase

Children health programs

1,000 children School kits, supplementary feeding, learning and play facilities in 8 children centers

Community organizing for the right of the victims (including capacity building)

100 cadres and staffs Training on health, advocacy, PRA, health post management, acupressure , CBDRM

Shelter 18 HH 76 HH 290 HH 43 buildings

Permanent core house accessible for the disabled Accessible permanent kitchens & latrines Supplying materials for the building of new residences Supplying materials and or construction of public/community buildings

YTBI YTBI conducted programs in 17 villages across Bantul, Klaten and Sleman. The programs developed were in the emergency response and rehabilitation phases and were implemented in the sub-villages. Due to limited time, new disaster management concepts were applied before being internalized, as activities were more focused on economic recovery to accelerate the community economic activities. Following are some of the main activities carried out by YTBI under ASID61.

• Provided food and non-food items in 17 villages. • Provided livelihood support to 858 households in 2 villages. • Provided support for housing/retrofitting houses to 2,276 households in 5 villages. • Constructed 40 latrines in a village. • Conducted trauma counselling and other psycho-social activities in 10 villages. • Provided support for 5,119 students. • Conducted training on Disaster Management Preparedness to the communities. • Conducted training for implementing partner on management, financial and programmatic issues.


III. i JUSTIFICATION FOR A FOLLOW ON APPEAL Based on the monitoring and external evaluation conducted in December 2007, considerable assistance has been provided to the affected communities in terms of basic needs in the relief phase such as health services, provision of water and sanitation, temporary shelter, food and non food items distribution and psychosocial support. In the post crisis intervention activities, the ACT Implementing Members carried out programs covering re-establishment of livelihood activities, reconstructing permanent shelter, and community organizing as summarized above. Those interventions of the ACT Implementing Members have saved lives and improved living conditions of the earthquake affected people. However, there are gaps and needs being identified in many of the assisted areas. In addition, the ACT implementing members (IMs) reveal that several programs need more time to focus on sustainability factors since previous assistance focussed more on the physical rehabilitation than on the non-physical. Yogyakarta and Central Java have been categorized as multi hazard areas frequently experiencing earthquakes, drought, volcano, floods and landslides. Furthermore, communities in the proposed areas have to cope with the economic vulnerability regarding sustainability of livelihood resources. Therefore, there is need for further assistance to improve the communities’ capacity to sustain their livelihood activities and develop a more secure environment through local knowledge, skills, innovations and education. The need to integrate disaster risk reduction perspectives with other interventions such as livelihoods, education (school safety) and water-sanitation is also in line with the global initiative framework of The Hyogo Framework for Action 2005-2015. Priorities are to ensure that disaster risk reduction is a national and local priority with a strong organizational base; to identify, explore, and monitor the disaster risks and increase early warning; to utilize the knowledge, innovation, and education to develop a safety culture and resilience at all levels; to reduce basic risks factors; and to strengthen disaster preparedness effective response at all levels. Summary of Follow On Plans in this Appeal

Proposed Area CWS YTBI YEU 1. Yogyakarta 1.1 Bantul District Imogiri sub-district

Wukirsari village DRR, livelihood & school safety

Jetis sub-district Patalan village DRR, livelihood Sriharjo village DRR, livelihood

Girirejo village DRR/CBDRM, advocacy, livelihood, school safety

Canden village Kiringan & Plembutan: DRR, livelihood & school safety

Dlingo sub-district

Mangunan village DRR/CBDRM, advocacy, livelihood, school safety

Muntuk village Tangkil & Kebokuning: DRR, livelihood & school safety

Sedayu sub-district

Argodadi village DRR/CBDRM, advocacy, livelihood, school safety

Sewon sub-district

Panggungharjo village Pelemsewu: DRR/CBDRM,


advocacy, livelihood, school safety

Bambanglipuro sub-district

Sumbermulyo village Dodotan: DRR & school safety

Sidomulyo village Ngireng-ireng: DRR & school safety

Pundong sub-district

Seloharjo village Bobok Tempel: DRR & school safety

Jonggrangan DRR, livelihood & school safety

Gerselo DRR, livelihood & school safety

1.2 Sleman District Berbah sub-district

Jogotirto village DRR, livelihood & school safety

1.3 Gunung Kidul District

Sawah Lor DRR, livelihood & school safety

Kedung Poh DRR, livelihood & school safety

Giri Soka DRR, livelihood & school safety

Giri Mulyo DRR, livelihood & school safety

2. Central Java 2.1 Klaten District Wedi sub-district

Birit village DRR/CBDRM, advocacy, livelihood, school safety

Melikan village DRR, livelihood, watsan

Kaligayam village DRR, livelihood, watsan

Pereng village DRR, livelihood & school safety

Sembung village Gumul: DRR, livelihood & school safety

Pasung village DRR, livelihood, watsan

Jogonalan sub-district

Ngering village DRR/CBDRM, advocacy, livelihood, school safety

Prambanan sub-district

Bugisan village Plaosan: DRR & school safety

Kemalang sub-district

Kemalang village DRR, livelihood & school safety


III. ii. OVERALL GOAL OF THIS APPEAL The overall goal of the proposed projects in this appeal is to build disaster-resilient communities in Yogyakarta and Central Java Province through:

- rebuilding lives and livelihoods and Disaster Risk Reduction (CWS); - engaging in strategic risk reduction initiatives at school, community and health institution levels (YEU); - reducing vulnerability and enhancing community capacity to become aware of and responsive to disasters

(YTBI). Note: Indonesia has been provisionally selected as one of the two countries to take part in the SCHR Peer Review or Accountability to Disaster Affected Populations. This Peer Review is planned to include three SCHR agencies (ACT, IFRC and Caritas Internationalis) and to focus on the Yogjakarta earthquake response.

The separate member proposals follow:

- CWS (pages 10 - 27) - YEU (pages 28 - 37) - YTBI (pages 38 - 51)

CWS FOLLOW-ON APPEAL PROPOSAL

IV. PROPOSED RESPONSE CWS Rationale for the Follow on Appeal

Considering the gaps found in the overall assistance to the earthquake-affected people in the two provinces, CWS is hereby proposing further recovery interventions as a follow-up to ASID61. This follow-up Appeal will focus on mainstreaming Disaster Risk Reduction (DRR) into activities for sustainable livelihoods, community-based rehabilitation and water and sanitation including hygiene promotion. These proposed activities will focus in the previous targeted areas where further assistance is still highly needed based on identified needs and gaps mapped out during and after the implementation of ASID61. Based on the monitoring and evaluation report of ASID61, CWSI has found some gaps in the implementation of Disaster Risk Reduction (DRR) activities. In the last project, training and information sessions on DRR were designed as a supporting activity. Building up to this assessment point, the report also states that while the project areas are prone to disasters, the project objectives did not specifically comprise disaster preparedness. CWSI therefore, proposes to build and implement more comprehensive and focused DRR activities to equip the beneficiaries to become a disaster-resilient community. As for livelihood issues, CWSI will strengthen the existing group activities being carried out by the 53 CBOs that have been formed since the implementation of ASID61. An important aspect that will be emphasized is to connect the beneficiary’s livelihood activities with various small business institutions that can assist them in expanding the market value of their produces. Under ASID61 the activities mainly centered on the management of revolving credit and organizational skills. The Community Based Rehabilitation program of ASID61 has assisted the disabled community through activities that promote positive attitudes towards the disabled. However, the intervention to date was limited to information sessions among the disabled themselves and primary rehabilitation care through liaison with professional services. Based on the evaluation by CWSI local partner, Interaksi, this has been considered as a piece-meal approach. The activities that were provided for the disabled (both children and adults) were not of significance to promote and advocate for the rights of the disabled vis a vis the wider community. To address this issue, CWS, through its local partner intends to conduct community campaigns on the issues of disability and strengthen networking with key relevant government agencies that can bring the campaign efforts to a wider audience.


In the water and sanitation sector, this follow-up appeal will only focus on Melikan and Kaligayam villages as around 40-60% of the total population of these two villages combined are assessed as poor families that lack adequate water and sanitation facilities as well as hygienic practices. Under ASID61 CWS had supported both villages in the form of shelter provision. Following up and completing this assistance, CWSI is proposing to build water and sanitation facilities that include hygiene promotion interventions focusing on key behavior change interventions. From the monthly reports received from each program sector of the CWSI intervention under ASID61, it has been concluded that the beneficiaries had been asking for some plan on local disaster management to be put in place. It was reported that generally the community members were satisfied with the assistance received during and after the quake but the preparedness towards possible future disasters was still negligible. In order to remedy this, CWSI is proposing to conduct activities related to raising awareness on risk and risk reduction interventions that make communities more disaster resilient.

Location of the Proposed Response

CWS/ACT has identified the following villages and sub-villages or hamlets (dusun in Indonesian) and schools as the proposed locations of response:

Yogyakarta • Seven primary schools: Five schools in Jogotirto Village, Berbah Sub-district, Sleman and two

schools in Wukirsari Village, Imogiri Sub-district, Bantul. • Jogotirto Village Berbah Sub-district, Sleman • Wukirsari Village, Imogiri Sub-district, Bantul • Sriharjo & Patalan Villages, Jetis Sub-district Bantul

Central Java

• Melikan and Kaligayam Villages – Wedi Klaten • Pasung Village – Wedi Klaten

The target locations have been selected based on the following criteria:

They are part of the intervention areas of ASID61. Assistance programs following on from ASID61 are needed as those villages, based on gaps found in the final assessment, still require further assistance, both in quality and quantity;

Schools in the above areas have not yet received any DRR interventions. V. TARGETED BENEFICIARIES Proposed target beneficiaries are as follows:

Location TOTAL

Teacher No Village

Sub

district Target Groups Persons Female Male Student 6 -12 y/o Boys Girls

Male

Female

Objective 1 : To increase resilience and capacity of students and community in general in disaster preparedness and risk reduction through school and community safety approaches, targeting 5,465 persons that include 350 school children Yogyakarta Province

1 Wukirsari Imogiri – Bantul

• 17 CBOs • Pakel

Elementary • Ngasiman

Elementary

189 189

• 50

• 50

• 25 • 24

• 25 • 26

• 4 • 3

• 4 • 5


2 Jogotirto Berbah - Sleman

• 12 CBOs • Jogomangsang I

Elementary • Jogomangsang

II Elementary • Jogomangsang

III Elementary • Muhamadiyah

Bulu • Kranggan

Elementary

216 172 44

• 50 • 50 • 50 • 50 • 50

• 32 • 29 • 22 • 27 • 20

• 18 • 21 • 28 • 23 • 30

• 3 • 2 • 4 • 5 • 6

• 5 • 6 • 4 • 3 • 2

Central Java Province

3 Melikan (Identified poor)

Wedi - Klaten 316 HH 1,680 900 780

4 Kaligayam (identified poor)

Wedi - Klaten 895 HH 3,380 1,861 1,519

TOTAL

29 CBOs, 7 elementary schools and 1,211 HH

5,465 3,122 2,343 350 179 171 27 29

Location TOTAL No

Village

Sub district Target Groups Persons Female Male

Objective 2 : To strengthen existing livelihood activities and provide capacity building on small-scale business for members from 53 CBOs Yogyakarta Province

1 Wukirsari Imogiri – Bantul

17 CBOs 189 189

2 Jogotirto Berbah - Sleman

12 CBOs 216 172 44

3 Sriharjo Jetis - Bantul 3 CBOs 88 70 18

4 Patalan Jetis - Bantul 10 CBOs 150 30 120

Central Java Province

5 Pasung Wedi - Klaten 11 CBOs 150 111 39

TOTAL 53 CBOs 793 572 221

Location TOTAL No

Village


Objective 3 : To build water and sanitation facilities and conduct hygiene promotion activities for 350 households (1,750 persons) Central Java Province

1 Melikan Wedi - Klaten

105 HH (identified poor families)

525 281 244


2 Kaligayam Wedi - Klaten

245 HH (identified poor families)

1,225 674 551

TOTAL 350 HH 1,750 955 795

Location TOTAL No

Village


Objective 4 : To reduce disaster risk for physically disabled people from 60 households with the entry point of developing promotion of livelihoods Central Java Province

1 Various (disabled community)

Wedi, Gantiwarno Klaten

60HH 60 24

36

TOTAL 60 HH 60 24 36

Criteria for the selection The target beneficiaries will be the most vulnerable among the earthquake affected people. The process of beneficiary selection will go through a participative process which involves community itself and local stakeholders. The beneficiary selection is based on the following criteria: • School children who are located in disaster-prone areas and involved in CERIA (one of the psychosocial

interventions for school-aged children of 6 to 12 years old) with comprehensive and structured sessions aimed at: supporting the children in feeling secure and having positive feelings about themselves; development of interpersonal skills and helping to increase their capacity in problem solving.

• People with different abilities; • Vulnerable families: female headed households, widows, children; • Families with children under five years of age; • People with limited access to labour markets and/or depending on outside assistance; • People who lack of access to water and sanitation facilities. CWS involves both local organisations and all stakeholders in the beneficiary selection process: primary stakeholders (the target beneficiaries), secondary stakeholders such as local NGOs, and key stakeholders such as host communities and local government. The cluster meetings and coordination with related stakeholders play a very important role in the final decisions on the target beneficiary coverage. VI. PROPOSED RECOVERY AND REHABILITATION ASSISTANCE AND IMPLEMENTATION

Overall goal of the project

The goal of the proposed project is to build disaster-resilient communities through rebuilding lives and livelihoods as well as strengthen the capacity of earthquake-affected people.


Objectives

1) To increase resilience and capacity of students and the community in general in disaster preparedness and risk reduction through school and community safety approaches, targeting 5,465 persons that include 350 school children

2) To strengthen existing livelihood activities and small-scale businesses for members from 53 CBOs 3) To improve access to water and sanitation facilities for 350 households (1,750 persons). 4) To reduce disaster risk for physically disabled people from 60 HH

Activities

Objective 1

This objective will be achieved through the following activities:

School-based Disaster Risk Reduction activities using school safety approach. » Training sessions on critical issues (disaster preparedness, leadership, first aid), information

dissemination, awareness raising about potential effects of earthquake and other hazards as well as evacuation drills for students and teachers;

» Develop IEC media to support the above-mentioned activities; » Hold an essay competition on disaster preparedness for seven schools involving students,

teachers and parents participation Forming seven “Siap Siaga” School Committees responsible for disseminating the disaster preparedness

related information and ensuring that school preparedness is in place. The committees will each consist of 10 – 15 students and two teachers including representatives of parents sitting in school committee;

Provision of seven packages of disaster preparedness equipment for schools (first aid, emergency food stock, drinks). These packages will be managed by “Siap Siaga” school committees.

Retro-fitting of seven schools, both structural and non structural in order to ensure the safety of school buildings. The purpose is to make the school buildings safer and less prone to major structural damage during an earthquake. There are structural and non-structural components of retrofitting. Structural activities would address problems that are commonly found in the local schools:

» Roof truss connection, which is important as a gable belt, is in poor condition and an inadequate

roof truss support. At time of earthquake the current roof truss connections would not withstand the seismic movement;

» Inadequate ring beams. The ring beams are the main part to hold beams together and function as a seismic belt which withstands horizontal movement when an earthquake occurs;

» No tie beams and inadequate foundation. At time of earthquake tie beams function as a seismic belt and hold columns together while the foundation plays a major role in sustaining building weights against vertical and horizontal movements;

» Brick columns without reinforced concrete; which will not able to withstand vertical movements;

For the problems identified above structural retrofitting will include strengthening roof trusses, ring beams, tie beams as well as installing foundations and columns. Non-structural Retrofitting will address:

» Falling hazards: when an earthquake strikes many objects can fall and potentially injure or kill students and teachers; such objects include cabinets, heavy and large items hung on walls, light bulbs, blackboards and glass windows;

» Blocking hazards objects that would potentially block students and teachers during emergency evacuation such as filing cabinets, blackboards and doors that open inward;

The vulnerability could be reduced by, among others, attaching cabinets to walls, securing frames/ pictures hung on walls, light bulbs and blackboards with reinforcement materials and tools and replace doors with those that open outward.


DRR training for community members and local stakeholders in 4 (four) villages (Wukirsari, Jogotirto, Melikan and Kaligayam) which will include village hazard mapping, and small scale mitigation and preparedness measures. Local organizations such as Karang Taruna, farmers groups and CBOs will be involved in this activity;

Implementation Methodology: Participative methods by intensively involving teachers and students will be employed to achieve this objective. CWS will perform as a facilitator to enable school authorities to understand and be aware about the importance of DRR plans. Socialization and needs analysis will be conducted prior to implementing the activities. In regard to training sessions, CWSI is seeking collaboration with organizations experienced in DRR issues (LIPI or Indonesian Red Cross) particularly in relation to its application on the protection of children during disaster. Local organizations such as Karang Taruna, farmers groups and CBOs will be involved in this activity;

Objective 2:

There are 53 CBOs formed under ASID61. These CBOs have been managing revolving funds to support economic activities. The issue of sustainability and self-reliance of these CBOs will be the focus in this proposed project. CWS is intending to continue collaborating with the existing local partners in providing capacity building and technical skills for the CBO members. The objective is to be achieved through the following activities:

The existing stimulant capital provided during the implementation of ASID61 will be directed to the expansion

of productive assets of beneficiaries in order to develop and strengthen the current economic activities. CWS will also conduct capacity building for members of the CBOs. Such capacity building will include networking, developing marketing channels to reach a larger market, small business financial management as well as marketing skills;

Vocational training for newly identified disabled persons in order to increase the value of their economic activities as well as maximizing the use of the existing stimulant capital that has been revolving;

Business development activities through workshops on market networking, product exhibition, publication of database on local micro entrepreneurs. These activities will be a joint effort with other relevant INGOs and agencies who are working in livelihood sectors.

Livelihood protection in which activities are aimed at preventing decline in household livelihood activity, especially in periods of natural disasters. The major framework of livelihood protection activities cover savings and materials/ food items stockpiling for periods of disasters;

Promotion of livelihood activities through diversification of livelihoods, for example organic farming, as an alternative livelihood in the event of and post disasters and or crop diversification.

Implementation Methodology: CWSI will employ a maximum use of local resources built upon existing operational local organizations. Trained members of communities, with the support of facilitators, will transfer their knowledge and skills to other community members. In addition to that, local partners are encouraged to build good and intensified rapport with government agencies and institutions dealing with small business development in order to open up access of beneficiaries to local market share. The promotion of alternative livelihoods will go through thorough assessment conducted jointly with beneficiaries, local organizations and government agencies. Objective 3

Construct 350 family sanitation facilities, including latrines, septic tanks and drainage. Construction refers to newly built permanent latrines or rehabilitation of existing latrines that were damaged during the quake in Melikan and Kaligayam villages;

Construct 350 units of wells and boreholes in Melikan and Kaligayam villages Provide 350 packages of maintenance kits for each family sanitation facility. This maintenance kits consist

of bucket, soap, dustbin, floor brush and disinfectants; Hygiene promotion activities that include IEC media development (posters, leaflets and flipcharts) and the

distribution of such items to 1,050 earthquake-affected households to promote key hygiene behaviours such as proper hand washing with soap, healthy environment and hygiene in Melikan and Kaligayam villages.


Implementation Methodology: This activity will be using a participatory approach. The beneficiaries will be involved in building all sanitation facilities, with technical assistance from CWS and its partners, thereby reducing cost and creating a sense of ownership, crucial for the sustainability of the project. The intervention will be through the existing organizations rather than creating a new one. Some selected members of the organizations will then be trained to maintain and operate the built water and sanitation facilities.

CWS will consider any environmental impacts that may emerge due to the proposed construction activities. There are a few steps that will be taken to ensure minimum level of such impacts:

Preliminary hazard and vulnerability assessment for construction activities; Screening out; in which CWSI will list any environmental impacts that activities may cause and assess their

level; Scoping; in which CWSI will list mitigation and alternative actions including relevant expertise to address the

impact so that it can brought down to an acceptable range; Monitoring; in which CWSI will monitor the course of the construction activities and their possible

environmental impacts by basing on the result of the preliminary assessment and list of mitigation and alternative actions mapped out.

This assessment will be viable only upon intensive consultation with various stakeholders. At this stage, CWS has coordinated with the Badan Perencanaan Pembangunan Daerah or BAPPEDA (Regional Development Planning Board) and together they have mapped out the locations appropriate for building wells and boreholes. The BAPPEDA has shared all necessary regulations with CWS so that the construction of the water and sanitation facilities does not generate negative environmental impact.

In the construction activities, CWS will apply hazard-proofing measures or building codes mapped out in activities outlined in Objectives 1 and 2 above taking into account the nature of the local hazards and perspective of the target beneficiaries

The areas CWS is targeting are the ones that received assistance in the previous ASID61 project. CWS has therefore built good relationships and rapport with both the communities and local government officials. Any unforeseen conflicts emerging during the last project had been successfully solved with all related stakeholders through intensive community meetings and socialization. The proposed interventions are described in the table below:

No Area Output Type / Units Materials Required Remarks

1

Melikan Village (105)

Sanitation facilities: 1 unit = 3 rooms; including washing floor

Semi permanent 3 units

Cement, brick, closets, PVC pipes, water tank, jet pump, roof, miscelleanous costs

1.1. Sayangan

Drainage systems Permanent: water drainage

3 package Cement, gravel, sands

For 17 HH



Water supply: wells, water tank, pumps including public hydrant/ tap

Permanent 3 package

pumps, water tank, cement, bricks, gravel, etc



Cement, bricks, closets, PVC pipes, water tank, jet pump, roof, miscelleanous costs



1.2. Pager Jurang


Permanent 4 package


For 15 HH






1.3. Bayat

Water supply: boreholes, water tank, pumps including public hydrant/ tap

Permanent 3 package


For 18 HH






1.4. Sumber


Permanent 3 package


For 11 HH

1.5. Bogoran Sanitation facilities: 1 unit = 3 rooms; including washing floor



For 12 HH






Permanent 2 package







1.6. Bentengan


Permanent 2 package


For 8 HH






1.7. Melikan


Permanent 3 package


For 12 HH




1.8. Sekar Kalam



For 12 HH




Permanent 2 package


2 Kaligayam Village (245)






2.1. Kaponan


Permanent 8 package


For 48 HH






2.2. Kaligayam


Permanent 6 package


For 24 HH




2.3. Nemplak



For 42 HH




Permanent 7 package







2.4. Mindi Kulon


Permanent 5 package


For 20 HH






2.5. Mindi Wetan


Permanent 8 package


For 32 HH

2.6. Bakalan Sanitation facilities: 1 unit = 2 rooms; including washing floor



For 20 HH






Permanent 4 package







2.7. Karang Mungur


Permanent 7 package


For 28 HH






2.8. Bandengan


Permanent 5 package


For 31 HH

Objective 4 As the continuation of current activities, the proposed Community Based Rehabilitation will focus on:

Campaigns on the issues of livelihoods for the disabled through information dissemination (radio and television) to community members and local stakeholders in Klaten area and its surroundings where the targeted 60 HH of the disabled reside;

Referring to Objective 1, conduct DRR trainings for targetted disabled. Such training includes methods for communicating risk and early warnings appropriate for the nature of the disability, development of ‘personal support’ networks (groups of people who agree to assist an individual with disability in an


emergency) and development of disaster preparedness and plans that appreciate people with disability (accessible emergency shelters and escape routes in buildings often visited by the disabled);

Develop access to networking of livelihood opportunities for the disabled; that will cover mapping of target beneficiaries skills, experience and other capacities, communication bridging between the disabled and potential employer/ buyers and promotion of disabled beneficiaries’ livelihood activities; local database of small businesses or small scale exhibitions of disabled people.

Implementation Methodology: Previous projects focused on the provision of equipment for disabled people, awareness training for families with disabled members and relief kit for caregivers of newly disabled. In this proposed project, CWS will shift the focus to the development of livelihood opportunities for the disabled so as to be resilient against external shocks, including post-disaster conditions. CWS will work together with local partners who are in the field of advocating the issue of livelihoods for the disabled. To create the sense of ownership, the target disabled will be involved in the development of media items by contributing their stories and ideas related to the progress and outcome of the activities conducted in the program.

Supporting Activities

In line with the capacity building for staff and partners, a small Resource Centre (RC) which is already operational in CWS office with more than 300 books will be developed by providing additional books, articles and important document sources and internet access. The Resource Centre can also be accessed by staff of local partners, members of CBOs and the community at large.

Co-ordination meeting within ACT network, government and INGOs. Commemoration of certain international days such as International Risk Reduction Day and International

Day of Disabled People, Candlelight Memorial of HIV & AIDS, National Children Day and International Women’s Day.

Care for care givers for staff and partners to rebuild and strengthen the spirit of team work. It will be organised for team building, keeping moral high and keeping a healthy body and mind of staff and partners.

Overall Project Implementation Methodology Components of DRR namely: risk assessment, knowledge and education, risk management and vulnerability reduction, disaster preparedness and response and governance will be mainstreamed into the above goal. In the project programs the target beneficiaries will identify possible natural hazards, vulnerabilities and risks affecting their communities. This risk assessment as well as disaster preparedness and response will lead to serving the establishment of local community resilience. Knowledge and skills on disaster management need to be built, maintained, strengthened and institutionalized within the local system. The project will then conduct activities that increase public awareness and education on local disasters and their impact through the provision of community-based training and catalysts in building positive attitudes and motivation towards managing DRR. Securing sustainable livelihood has also been a crucial risk management and vulnerability reduction component for mitigating the impact of disasters. Thus in this project, disaster-resilient communities will be established through the programs galvanizing local economy activities. This component will be further strengthened through structural physical protection against hazards using community capacities and contribution. The resilience towards disasters embraces governance and vulnerability reduction as one of the components in DRR. Fulfilling this component, this project will also carry out a Community Based Rehabilitation Program that campaigns and advocates the issues of disability which to a large extent had been neglected by the local system during the disaster in the intervention areas. Working in Partnership CWS works mainly through local NGOs or CBOs and helps them to help the local communities and the earthquake affected families, taking into consideration both the principles of the Code of Conduct and the SPHERE standards. This will strengthen local NGOs/CBOs and support local coping mechanisms which traditionally rely on local organisations such as NGOs or churches and mosques to deal with sudden crises. CWS is also closely collaborating with Government (GOI) agencies, especially DepSos (Ministry of Social Affairs), BAPPEDA, Health & Education Department


The CWS partners will implement the project with their staff. CWS staff will closely monitor all activities. CWS aims to work with emerging civil society groups in Indonesia who may not yet have the institutional capacity to carry out programs on their own, but who have many good ideas and a better understanding of the local situation. CWS and other ACT implementing members YTBI and YEU support the Principles of Partnership (PoP) initiative and have participated in the consultations that have taken place at the national level (and in the case of CWS in the SCHR Policy Working Group meeting in Bangkok in May 2008). CWS has also taken the lead in translating the PoP document into Indonesian, with comments and corrections received from YTBI and YEU. Involvement of local communities CWS aims to implement a program that treats the target beneficiaries with respect and dignity, builds confidence and improves people’s self-esteem. The people affected by the earthquake have experienced much trauma and loss. Re-building peoples livelihoods is more than just providing them with emergency shelters or health kits. It also involves livelihood recovery as well as psychosocial support. In addition to this, training and outreach is necessary to improve sanitation and health behaviour. Stakeholder Meetings/Focus Group Discussions CWS has already discussed the proposed programs with some of the key stakeholders involved, such as beneficiaries, local government representatives, village heads and local NGOs. The outcome of these discussions was used in preparation of this appeal. CWS will continue its stakeholder meetings in each target area to communicate the nature of the program to the key stakeholders involved. Participatory Assessments CWS has already identified needs and priorities for assistance. However, in each target area CWS and its local partners will conduct another participatory needs assessment to validate whether the proposed activities address the felt needs of displaced men and women and adjustments will be made where necessary. CWS’ objective is to complement programs run by the government, INGOs, local NGOs and charitable organisations, not to duplicate them. The target beneficiaries will be selected in co-ordination with the local government and local organisations. Special Concerns With regards to gender, CWS believes in gender-sensitive interventions which recognise that men and women's needs often differ and finding ways to meet those needs. Preferably, activities will go one step further and create conditions whereby women and men can examine the damaging aspects of gender norms and experiment with new behaviors to create more equitable roles and relationships. All CWS work is based on participatory principles building local capacity and strengthening existing networks to increase both output and impact. Further, CWS is committed to upholding the policy principles for gender mainstreaming and gender sensitive programming in ACT member’s humanitarian work as described in the ACT International Gender Policy Principles (2008). This includes the promotion of gender balance in staffing and representation, using gender sensitive programming tools, and promoting capacity development of CWS and partner staff in the humanitarian standards and gender sensitive programming. Finally, all CWS staff personally sign the ACT Code of Conduct on Sexual Exploitation, Abuse of Power and Corruption which forms part of their employment contract. CWS has a zero tolerance policy against all forms of sexual exploitation and abuse in the work place. CWS will also pay special attention to community based emergency preparedness and mitigation training and activities for the affected communities and have a special focus on people with different abilities. Sphere Standards CWS follow Sphere standards in its humanitarian assistance. Procurement Purchasing and procurement of aid will be implemented by CWS in co-ordination and collaboration with local partners and volunteers as well as other key stakeholders.


Inputs for project implementation Capital Assets Using the assets available from ASID61 project Personnel

Staff Number Function

Program Manager 1 Responsible for the overall management & supervision of theprogram; reports to the Associate Director – Programs

Technical officer 1 Provides specialist technical input for sanitation & constructionactivities

Senior Program Officer 1 Responsible for the overseeing of the various project sites & for theday-to-day administration & close monitoring. They are responsiblefor implementation on the ground & for reporting

Program Officer 2

Responsible for daily project implementation, monitoring &liaising with all actors within the program areas. Responsible forcompiling & verifying all project related data required for reporting& evaluation

Information Officer 1 Assisting the communications coordinator in generating updates & reports & other relevant information. Attends different coordination meetings at different levels.

Logistic Officer 3 Responsible for the warehousing & distribution of all materials

such as non-food items & building materials.

Finance staff 2 Responsible for maintaining financial records & cross checking allprogram related accounting as well as financial reporting.

Office Manager 1 Handles all administrative work related to this program. Thisincludes reviewing & finalizing contracts, arranging of car & otherfacilities, & supervision of guards and support staff.

Field Officer 4 Supporting the program officers in implementing the programs onthe ground; locally hired in the field

Volunteers 10 Community volunteers employed as community facilitator tosupport various program component

Planning assumptions, constraints and Prioritisation

Assumptions: The necessary supplies are procured in a timely manner; Funds are available and adequate; Local government’s policies support the project implementation; Full participation, involvement and support of beneficiaries and relevant stakeholders; Active Mount Merapi will not erupt thus causing high level of damage and casualties; Coordination meetings run smoothly and remain a good basis for proper collaboration and co-operation.

Priorities in the case of lack of funding CWS will firstly ensure that every program activity is built upon local resources, thus reducing community’s dependency on external assistance. To achieve this, programs will emphasize on both outcomes and processes in that all related stakeholders contribute a considerable level of resources. In case of a lack of sufficient funding the project will prioritize activities that strengthen the access to and improvement of livelihood activities. Evaluations carried out by various agencies concluded that further assistance to restore economic livelihoods was commonly expressed as a priority need by the affected people.


Transition/Exit Strategy Based on current experience in ASID61, by working with local partners, CWS will build local capacity through training and grants for a wide variety of programs. This approach builds institutional knowledge and puts structures in place, which will ensure that local NGOs have the capacity to carry on without the support of CWS. CWS assistance will transit from RANTAI to PILAR, meaning a transition from direct implementation jointly carried out with local partners (NGOs and CBOs) to the handover of the activities to local partners. Under its PILAR program, CWS has supported more than 50 local NGO partners in Indonesia since 1999 by not only providing grants but also through technical assistance and capacity building. In the earthquake affected areas, CWS worked with Mitra Alam, LPASKA, InterAksi, KYPA and Bina Swadaya that will ultimately be taking over many of the activities through the described process. VII. ADMINISTRATION AND FINANCE In association with the implementing partners, CWS Indonesia will be responsible for this program. CWS will ensure that the program is run with efficiency, transparency and accountability in all aspects. It will ensure that the project follows the objectives effectively. CWS will also assist the partners as needed for on-the-ground or administrative support. The implementing partners will be required to report to CWS Indonesia on a regular basis. After completion of the program, CWS Indonesia will prepare the required reports, taking into account the details of its monitoring and evaluation reports and partner reports. Finance The Finance and Operations divisions of CWS Indonesia will ensure that financial and management aspects are managed in accordance with established ACT budgetary guidelines and reporting procedures. All payments will need the approval of the Program Manager and regular financial updates will be provided to donors as required. At the end of the project, the Finance, Operations, and Program divisions will review the whole project including documentation and sub-grants. The Internal Audit division of CWS will provide support and oversight of all financial aspects and ensure compliance. An external audit will be carried out upon completion of the project. Reports will be submitted to the ACT CO as per schedule and in the prescribed form. VIII. MONITORING, REPORTING AND EVALUATION CWS Monitoring and Evaluation Unit will apply a monitoring system and guidance, which will ensure the efficacy, transparency and accountability of the project. Monitoring will be conducted, at least, every month during the project course. The ACT Code of Conduct on Sexual Exploitation is part of the MOU with local partners as well as all staff contracts, including community facilitators. CWS has translated the Code of Conduct into Indonesian and a bi-lingual version forms part of all staff contracts. IX. COORDINATION CWS closely coordinates with the two other ACT implementing members in Indonesia, YTBI and YEU, through regular meetings. In addition there are several other coordination fora organized by local government agencies such as BAPPEDA (the provincial development planning board), INGOs, and the local government in Bantul and Klaten. In addition to working through and with local NGOs, both faith-based and secular, CWS Indonesia also collaborates closely with GoI agencies, especially DepSos (Ministry of Social Affairs), BAPPEDA and SATKORLAK both at the national as well as the local levels (provincial / municipal / district and sub-district agencies).


X. CWSI BUDGET

Description Type No. Unit Cost Budget Budget Unit Units IDR IDR US$

Disaster Risk Reduction Capacity building for student & teacher Disaster preparedness training inc/leadership issue Times 1 40,000,000 40,000,000 4,301 First Aid Training Times 1 40,000,000 40,000,000 4,301 Essay on disaster preparedness competition Schools 7 5,000,000 35,000,000 3,763 Information session on DRR Schools 7 1,500,000 10,500,000 1,129 IEC media development (Poster, leafleat) Package 1 30,000,000 30,000,000 3,226 Evacuation drill (x 2) Schools 7 5,000,000 35,000,000 3,763 "Siap Siaga" School committee 0 0 Regular meetings & committee transp (10 per school) Schools 7 5,000,000 35,000,000 3,763 Disaster preparedness equip (incl first aid, emergency & contingency food & drinks, etc)

Schools 7 5,000,000 35,000,000 3,763

School Retrofitting Schools 7 20,000,000 140,000,000 15,054 DRR capacity building in community 0 0 Training DRR for community Village 4 20,000,000 80,000,000 8,602 Info session on DRR in community (hamlets) level x 2 Village 4 3,000,000 12,000,000 1,290 Livelihood Recovery 0 0 Small grants fund for livelihood activities focusing on capacity bldg, channeling, networking & market access

Partners 5 75,000,000 375,000,000 40,323

Vocational training for targeted disabled Partners 1 100,000,000 100,000,000 10,753 Business development activities (workshop, exhibition, data base product publishing) x 2

Partners 2 35,000,000 70,000,000 7,527

Sanitation and Hygiene Promotion Permanent family sanitation facilities (incl latrine, septic tank & drainage)

Units 350 4,500,000 1,575,000,000 169,355

Provision of dwell, pumps and public taps Units 350 2,000,000 700,000,000 75,269 Maintenance kits distribution (13 items) Package 350 150,000 52,500,000 5,645 Hygiene prom incl IEC media dev & info dissemination Village 2 25,000,000 50,000,000 5,376 Basecam Operational ( i.e. communications, transport, supplies, rental etc) 2 villages

Month 11 15,000,000 165,000,000 17,742

Community Based Rehabilitation Media campaign (radio and television) x 2 Months 10 5,000,000 50,000,000 5,376 Workshop on disabled sensitive issues to stakeholders x 2

Times 2 30,000,000 60,000,000 6,452

Regular group meetings & discussion Times 10 750,000 7,500,000 806 Supporting Activities 0 0 Resource Center (inc. Books, maintenance, etc) Package 1 30,000,000 30,000,000 3,226 Commemoration days Days 8 10,000,000 80,000,000 8,602 Coordination Months 12 3,000,000 36,000,000 3,871

Post Crisis Phase 3,843,500,000 413,280

Personnel salary : Program Manager Months 13 12,000,000 156,000,000 16,774 Technical Officer Months 13 5,000,000 65,000,000 6,989 Senior Program Officer Months 13 7,300,000 94,900,000 10,204 Program Officer x 2 Months 13 10,000,000 130,000,000 13,978 Logistic Officer / warehouse foreman x 3 Months 13 15,000,000 195,000,000 20,968 Field Officer x 4 Months 13 10,000,000 130,000,000 13,978 Personnel benefit x12 Months 12 7,000,000 84,000,000 9,032 Care for caregivers Package 1 40,000,000 40,000,000 4,301


TOTAL PROGRAM RELATED COST 894,900,000 96,226 TOTAL DIRECT ASSISTANCE 4,738,400,000 509,505

Transportation Local transportation of distribution Month 12 5,000,000 60,000,000 6,452 Rent car Month 12 6,000,000 72,000,000 7,742 Warehousing 0 0 Warehouse rent Month 12 5,000,000 60,000,000 6,452 Wages for Security / Guards Month 12 6,000,000 72,000,000 7,742 Warehouse maintenance Month 12 1,000,000 12,000,000 1,290 Handling 0 0 Loading-unloading cost Month 12 5,000,000 60,000,000 6,452 Wages of Labor Month 12 2,500,000 30,000,000 3,226 TOTAL TRANSPORT, WAREHOUSING & HANDLING 366,000,000 39,355

Generator Unit 1 20,000,000 20,000,000 2,151 TOTAL CAPITAL ASSETS 20,000,000 2,151

PERSONNEL, ADM, OPERATIONAL & OTHER SUPPORT COST

Staff salaries (Jogja based, allocation 100%) Office Manager Month 13 6,000,000 78,000,000 8,387 Information Officer Month 13 5,000,000 65,000,000 6,989 Finance staff (2) Month 13 9,000,000 117,000,000 Office boy x 2 Month 13 2,200,000 28,600,000 3,075 Security x 4 Month 13 4,400,000 57,200,000 6,151 Driver x 2 Month 13 3,000,000 39,000,000 4,194 Personnel benefit x 12 pers Month 12 7,000,000 84,000,000 9,032 Travel Airplane ticket Month 12 7,500,000 90,000,000 9,677 Per diem & Accommodation Month 12 5,000,000 60,000,000 6,452 Office Operations Office rent Month 12 5,000,000 60,000,000 6,452 Office utilities Month 12 2,500,000 30,000,000 3,226 Office stationary Month 12 1,000,000 12,000,000 1,290 Communications Telephone and fax Month 12 8,000,000 96,000,000 10,323 Coordination Lump

sump 1 45,000,000 45,000,000 4,839

Vehicle Car maintenance Month 12 5,000,000 60,000,000 6,452 Motorcycle maintenance Months 12 3,000,000 36,000,000 3,871

TOTAL PERSONNEL, ADMIN & SUPPORT 957,800,000 90,409 AUDIT & MONITORING Audit Times 1 45,000,000 45,000,000 4,839 Monitoring & Evaluation Times 1 40,000,000 40,000,000 4,301

TOTAL AUDIT & MONITORING 85,000,000 9,140

TOTAL ESTIMATED EXPENDITURE 6,167,200,000 650,559 Exchange Rate: 1 US$ = IDR 9,300

The $ 9,677 for plane tickets is needed in this appeal as there will be a high number of trainings/ workshops on specific

sectors (livelihoods, watsan, and DRR education) to be conducted. The trainings/ workshops will be facilitated by people from other CWS field offices, external organizations and include CWS staff and members of partners as participants.


YEU FOLLOW-ON APPEAL PROPOSAL

IV. LOCATION OF THE PROPOSED RESPONSE The target locations for the follow on appeal comprise areas from the previous emergency intervention in both Yogyakarta and Central Java provinces with additional areas on the slope of Mount Merapi. Most of the proposed areas in Yogyakarta and Central Java provinces were directly affected by the 2006 earthquake with diverse degrees of damage. They have recovered from the detrimental circumstances and have called for further assistance in coping with future disasters. Other areas in Gunung Kidul regency and Mount Merapi are facing constant hazards: seasonal drought and active volcanic eruptions. The proposed areas for the follow on response cover 17 villages.

Data of Population Areas of Response Female Male Children

(under 5) Elderly Total HH*

Yogyakarta Province Bantul District Plembutan 496 279 71 99 945 275 Kiringan 455 257 95 101 908 208 Jonggrangan 407 265 78 73 823 225 Gerselo 423 293 126 62 904 357 Dodotan 227 179 44 31 481 122 Ngireng-ireng 389 216 73 119 797 184 Bobok Tempel 363 261 68 72 764 195 Tangkil 504 369 72 27 972 237 Kebokuning 433 315 68 48 864 206

Gunung Kidul District Kedung Poh 1.002 947 252 198 2.399 572 Sawah Lor 762 538 236 210 1.746 436 Giri Soka 1.477 1.024 479 453 3.433 981 Giri Mulyo 2.319 1.663 544 800 5.326 1.097

Central Java Province Klaten District Plaosan 166 140 52 19 377 103 Pereng 618 569 164 243 1.594 548 Gumul 403 197 74 78 752 262 Kemalang (Mt. Merapi) 242 167 93 158 660 304 Total Population 10.686 7.679 2.589 2.791 23.745 6.312

* HH stands for households. In three out of the seventeen villages the activities will be limited to the below described interventions in schools and in health institutions. For the villages, Pereng, Bobok Tempel and Plembutan, the CBDRM activities as well as advocacy activities are covered under a larger CBDRM programme outside of the ACT Appeal funded by the German Government. V. TARGETED BENEFICIARIES YEU/ACT proposes to empower the target population in the above mentioned villages through identifying hazards and vulnerabilities in their respective villages and building their capacity in disaster mitigation. Based on the village mapping on previous CBDRM training, they are aware that there are hazards which are likely to strike


at any time. Consequently, they need to make themselves aware of all the hazards and learn how to mitigate the effects of these hazards when they happen. In addition to the community in the proposed villages, YEU/ACT includes the school communities comprising students, teachers, and the school committees as well as the personnel in the Puskesmas (health clinics) such as the general practitioner and paramedic. These two sectors (education and health) are tightly linked in the Disaster Risk Reduction (DRR) issue. The school community is expected to understand the strategies on DRR and to be able to put into action the practical techniques designed in preparation for hazards. The health personnel are expected to be able to convey to the communities any health care issues corresponding to preventive care and health promotion in case of emergencies or outbreaks of disease. YEU/ACT has selected 7 schools and 3 Puskesmas in the Bantul for further DRR interventions.

Target Group No. Name Area Puskesmas 1 Pundong Jonggrangan 2 Jetis II Gerselo 3 Kebondalem Lor Plaosan Schools 1 SDN* Canden Plembutan 2 SDN Kategan Jonggrangan 3 SDN Panggang Ngireng-ireng

4 SD Muhammadiyah Kalinampu Bobok Tempel

5 SDN Tangkil Tangkil 6 SDN I Terong Kebokuning 7 SDN I Pereng Pereng

* SDN stands for Sekolah Dasar Negeri or the state owned elementary school. Criteria for the selection YEU plans to build on the groundwork that has been laid out in previous interventions. The communities should be motivated and willing to take on and develop the activities related to risk reduction. This should ensure sustainability of the programme. Criteria for village selection:

Villages with the motivation to develop preparedness perspectives, in this case the communities which have identified the hazards and vulnerabilities in the respective areas;

Villages stretching along the 2006 earthquake route; or Villages that facing constant or seasonal hazards such as landslides, volcano eruptions and/or drought.

Criteria for school selection:

Schools near the YEU/ACT focus village; Many of the students come from YEU/ACT focus village; Schools that are not undergoing any other similar school safety program from another institution;

Criteria for Puskesmas selection:

Puskesmas near the YEU/ACT focus village; Most patients are from the YEU/ACT focus village; Puskesmas personnel who have never attended any DRR training workshop.

VI. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION GOAL: Disaster resilient communities in 17 sub villages in Yogyakarta and Central Java Province, achieved through strategic risk reduction initiatives at school, community and health institution levels.

OBJECTIVES:

1. To enhance CBOs’ capacity in mainstreaming community based disaster risk management perspectives in their structure and programs in 14 villages.

2. To build and facilitate school based disaster management plans in 7 targeted schools which interconnect with nearby community/CBOs and health institutions.


3. To establish local health institution based disaster management plans as hubs for emergency response and emergency health preparedness at the local level in 3 puskesmas.

4. To enhance skills on the rights based approach and the networking among CBOs and other civil society organizations on policy development and best practices sharing in disaster risk management framework.

ACTIVITIES Program 1: FACILITATING COMMUNITY BASED DISASTER RISK MANAGEMENT PLANS AT CBO LEVEL The 1st results of this program will be: The existence of community disaster risk management plans designed participatively by the people themselves and based on risk mapping The activities include the following:

Training for trainers workshops for the representatives of 14 CBOs. Each CBO will send two people (female and male) to train as facilitators in risk mapping and building disaster risk management plans at village level. The training will be over a period of three days and will focus on skills for workshop facilitation and disaster risk analysis. In turn these trained facilitators will be able to facilitate workshops in risk mapping and building disaster risk management plans in their respective villages.

Workshops on mapping disaster risks for 14 targeted villages. A two-day workshop with 30 participants will be arranged for each village. In these workshops the community representatives will identify their particular hazard, vulnerabilities and capacities as a basis for developing their plans in disaster risk management for their village.

Workshops for developing the CBDRM Plan in 14 targeted villages. There will be one two-day workshop for each village with 30 participants in each workshop. Here the community representatives of the village will use the results obtained from the risk mapping workshop for developing their plans in disaster risk management for their village.

The 2nd results of this program will be: Facilitated CBDRM plans in terms of mitigation and preparedness activities implemented by CBOs with the relevant structure, system and programs and supported by relevant stakeholders. The activities to produce this result:

Coaching for 14 CBOs in developing structure and system to implement the village disaster management plan. This activity covers three focused discussion groups (FGDs) per CBO in which they discuss the managing of the disaster risk management plan they wish to implement.

Providing facilitation grants for implementing the village disaster risk management plan in 14 villages. The village disaster risk management plan will indeed depend on the risk mapping made, so it is not possible to confirm the activities to be planned. However, the baseline should be under the framework of risk prevention, mitigation or preparedness activities which are relevant to the risks mapped in respective villages. It can be in the livelihood sector, watsan, health or an inter sectoral approach. YEU has budgeted the facilitation grant per village and hope there will be contributions from other stakeholders and the communities themselves. Facilitation grants may cover:

o Health: further training on medical first aid, evacuation plans, alternative medicine training and

acupressure, etc.

o Livelihood: planting trees on river banks, establishing food stocks in case of drought, etc.

o Watsan: purchase of water pumps (in drought they are used for pumping up river water and during floods they use it for pumping flood water from paddy field), establish rain collecting water reservoirs, etc.

Support relevant facilities for the implementation of village disaster preparedness: boards showing evacuation plan, hints for evacuation paths, family’s practical guidelines in emergency situations, village emergency kits (comprising emergency lamps, batteries, medical first aid, walkie talkie, emergency bag).


Conducting regular emergency drills in the 14 villages. This is part of village disaster preparedness plans but is budgeted separately as an education tool which is highly recommended and proposed by the community.

The 3rd results of this program 1 will be: Dissemination of CBDRM training in other villages by those who have been trained as facilitators. Activities:

Two peer FGD facilitated by trained CBOs will be sent to 25 villages in the surrounding areas in an effort to initiate the CBDRM mainstreaming in the wider community. The activity will entail transportation subsidies.

Production of documentation in the form of books, fliers, posters and movies about community initiatives in disaster risk management.

Program 2: SCHOOL BASED DISASTER RISK MANAGEMENT PLANS in 7 selected schools which are linked to nearby CBOs’ disaster management plan as part of a comprehensive disaster risk management plan at the grass roots level. The results of this program 2 will be: Seven schools made safer through implementation of structural and non-structural mitigation and school disaster management plans. Activities:

Training of Master Trainers on School Safety: this training will involve the participation of 20 participants from seven schools, YEU staff, other ACT members’ staff, universities and Government officials. The discussions around a school safety program were initiated by Christian Aid and SEEDS (an Indian NGO specialized in structural/building assistance particularly in disaster risk reduction efforts) when they conducted a workshop in Yogyakarta to discuss the disaster risk reduction framework in the Indonesian context. SEEDS offered their technical support for sharing knowledge and experience in facilitating school safety programs. YEU sees it as an opportunity for training of Master Trainers on school safety facilitated by SEEDS. This will enable further transmission of this kind of expertise to other areas in Java.

Awareness sessions or basic orientation sessions in the respective seven schools, with 30 participants taken from the school committee, teachers and students in each school. This introduction will discuss school safety concerns and the objectives, principles and approach for the school committee, teachers and students. It is hoped that these sessions will motivate each school to take on these concerns and the issue of school safety as their responsiblity.

Mapping each targeted school’s areas of risk. This will be done participatively by the students, school committee and teachers. An appraisal will also be carried out on the condition of the school building as this is one of the main areas of risk during an earthquake.

Workshop for developing the Disaster Management Plan in each targeted school and setting up the management of the implementation plan by establishing Disaster Task Forces in the respective schools.

Facilitating the implementation of school safety program as follows: o structural upgrading may cover the retrofitting of the seven schools. The retrofitting is to make

improvements to existing school buildings and make them less prone to major structural damage during an earthquake. There are structural and non-structural components of retrofitting. Structural activities would address problems that are commonly found in the local schools such as roof truss connection, inadequate ring beams, no tie beams and inadequate foundations as well as brick columns without reinforced concrete which will not be able to withstand vertical movements. For the problems identified above structural retrofitting will include strengthening roof trusses, ring beams, tie beams as well as installing foundations and columns. Non-structural retrofitting will address falling hazards during quakes and the blocking of hazardous objects that could potentially trap or hamper the exit of students and teachers during emergency evacuation (filing cabinets, blackboards and doors that open inward). Some of these hazards can be solved through attaching cabinets to walls, securing frames/ pictures and blackboard on walls and replacing doors with those that open outward.


o Repair of sanitation facilities: schools are often used as places of temporary refuge during disasters. More often than not the sanitation facilities are grossly insufficient for large numbers of people for any length of time.

o First Aid training for participants from seven schools. Four students – 2 male and 2 female- along with four teachers - two female and two male teachers from each school. It is hoped they will disseminate the various information and skills learnt in their respective schools.

o Training on earthquake evacuation for four students and four teachers from each school (2 male and 2 female of each students and teachers). These will disseminate the information and skills learnt to their respective schools.

o Provision of relevant emergency kits to each school. The packages will be relevant medical first aid equipment, sound horn/speaker, siren, etc.

o Environmental friendly waste management for participants from the seven schools (2 male and 2 female students along with 2 male and 2 female teachers).

o Annual emergency drills in the seven schools.

Facilitating the media communication at seven schools in the targeted areas for promoting and disseminating the disaster risk management perspective and mainstreaming.

Program 3: HEALTH INSTITUTION BASED DISASTER RISK MANAGEMENT plans in three selected puskesmas which are linked to nearby CBOs’ disaster management plan as part of comprehensive disaster risk management plan at the grass roots level. The 1st results of this program 3 will be: Increased knowledge about institutional health based disaster management plans in three targeted puskesmas. Activities:

Masters training in health institution disaster plan development. A total of 20 participants will take part, comprising representatives from three health institutions and relevant stakeholders in the targeted areas. This will be done with the cooperation of Gadjah Mada University School of Medecine. The training for the hospital safety program has been initiated in Indonesia this year in co-operation with some prominent university schools of medicine, the Ministry of Health, the World Health Organisation (WHO) along with some health NGOs including YAKKUM. The intended result of this master training is to have a trainer who can facilitate the process of assessing the risks and building disaster management with the concerned parties and ensuring that this plan is implemented. One YEU staff has received the training, and he will be expected to share his newly obtained knowledge and skills to train other hospital and clinic personnel. The topics covered by this training are: facilitating risk assessment, governance in disaster management, and information management (monitoring evaluation).

Promoting awareness sessions on the importance of disaster plans for health institutions through one-day meetings in respective puskesmas. This session should be facilitated by the trained management and YEU/ staff.

Developing tailor-made modules for small health institutions at local level. The existing module on hospital safety is for large hospitals. YEU needs to contextualize it for small health institutions.

The 2nd results of this program 3 will be: A Disaster Management Plan will exist in at least three targeted puskesmas/health institutions. Activities:

Facilitating workshops for developing health clinic based disaster plans using the following steps: o workshops for hazard mapping involving relevant divisions such as medical services,

logistician/medicine management, information management and waste management. o building plans based on identified hazards and risks. This will need at least one discussion in

each division (medical service, logistician/medicine management, information management, waste management).

o plenary workshops (invite other stakeholders). The plan from each division will be presented to conclude the disaster management plan at puskesmas level by inviting relevant stakeholders


from outside the puskesmas.

The 3rd results of this program will be: Three targeted puskesmas/health institutions will be implementing the relevant disaster management plan with adequate support from the stakeholders. Activities:

Develop relevant skills / capacity building in the areas of medical skills, logistics, information management, waste management and surveillance as components in health institutions’ disaster management plan. There will be four trained staff in the areas of medical skills, logistics, information management, waste management and surveillance in each puskesma.

Retro-fitting of health clinics to make them disaster resilient. This is the same as for school buildings. Provision on promotional materials for the health institutions - films and posters about disaster preparedness

mechanisms in the health institutions. Conducting regular emergency drills at the targeted health institutions – at least annually.

The 4th result of this program 3 will be: Effective networking between CBOs and health institutions in respective villages and with other health related stakeholders, i.e. nearby clinic and or community health center/puskesmas and with local government (health divisions). Activities:

Facilitating campaigns and discussions with relevant stakeholders (the local government, health department, universities etc) so that the knowledge of these 3 puskesmas can transferred to others and encourage them to follow a similar direction. These campaigns can be run through the use of TV, radio, public performances/discussions, public hearings in the House of Peoples’ Representatives, etc.

Conducting FGDs and interviews with puskesma staff at the beginning and at the end of the program to monitor the effectiveness of the network in supporting the implementation of the program.

Program 4 : Facilitating a rights based approach to building CBO skills on disaster risk management and network maintenance. The CBO network and other civil society organizations would be significant stakeholders of Government policy development and best practices in the DRR framework. The 1st results of this program 4 will be: Enhanced capacity of CBO on the right-based CBDRM advocacy at village levels. Activities:

Conducting advocacy training with 34 representatives from targeted village CBOs. Each CBO represented by one female and one male participant.

Obtaining stakeholders’ commitment through facilitating 17 FGDs at regional level to ensure that challenges and support to the disaster management plan are identified and followed up.

The National Assembly is the forum where all CBOs in YAKKUM’s working area meet and share their advocacy issues. Each CBO will send one female and one male representative to this assembly.

Facilitating CBO coordination at regional and national level. Although the Government has the main responsibility in ensuring that the basic needs of the citizens are met, it is not always the case, especially in the terms of disaster management. With the existing CBOs alliance and its increased capacity it is hoped that people will have more access to the law and be able to voice their concerns when Government policies seem to be against the well being of the people.

Implementation Methodology The idea of comprehensive disaster risk management program at village level is that there are three significant stakeholders. These are the CBOs, schools and health institutions in the surrounding areas which are linked and coordinate with each other for program sustainability. Each CBO, school and health institution should have a clear disaster risk management plan which is based on participative risk mapping in which they identified their specific hazards, vulnerabilities and capacities. In order to ensure that the plan is effective and has the desired impact, there should be a workable structure with relevant capacity in each CBO, school and health institution.


At the end, this comprehensive disaster risk management network at village level will be linked to other CBOs or civil societies in other villages/areas. This will result in a network which is mainstreaming disaster risk management in their structures and programs. This network of CBOs and/or civil society organizations in disaster risk reduction will be the alternative resource and counterpart of the Government in implementing and mainstreaming disaster risk reduction. These grass roots organizations will be participating in policy development at the relevant level and contributing their shared experience in disaster risk reduction. In Indonesia there is a long-term development plan (RPJP) which is made every 20 years. This is made up of mid-term development plans which are broken into five-year units and usually contains the vision, mission and program of the President at country level and Governor at province level. The RPJM is put together by the Bappeda or Badan Perencana Pembangunan daerah, a development planning agency which gives recommendations to the governor and local authorities every five years. The five-year strategic planning is broken down into one-year plans which should accommodate the village plans made at village level and consequently projected in the budget plan of the region. However, in many cases the needs of the marginalized in the communities are not taken into account in the strategic planning or working plan of the government authorities. Consequently, disaster affected communities have to strive themselves for better disaster management and sustainable development. YEU’s experience with UNDP in Yogya is workable. UNDP and GTZ are focusing on the assistance through Government bodies. YEU is focusing on the assistance through communities and CBOs. YEU will collaborate with UNDP to bring together the local government authorities and peoples’ organizations with other stakeholders such as puskesmas and schools to talk about their respective concerns in disaster risk management. This should, ideally, allow government authorities, people organizations and other stakeholders to continue collaborating together with a common vision, i.e. reduced disaster risk at village level, school level and health institution level (depends on the interest of respective stakeholders) with support from the government. YEU’s phasing out strategy is that the village plan will be widely support by the government. However, this is a gradual process. Mostly NGOs and peoples’ organizations will take a more active part in the beginning and the Government with little support. If the assistance and capacity building by organizations like UNDP and GTZ are a success, the Government will be better equipped and understand their role better. They should consequently gradually increase their support towards the people’s plan. At the practical level, during the time of hazard (volcano eruption or flood or hunger) the CBO in a particular area will coordinate with school, health institution and other relevant actors to build a contingency plan.

Inputs for Project Implementation

Human Resources Kinds of Position Number of staff Period of

work Notes

Project manager 1 12 months Full time Project officers : community organizers 6 12 months Full time PME in health, livelihood, education 3 12 months Full time Supporting staffs : infokom, accounting, cashier, logistician, purchasing, HRD

6 12 months Full time

Planning assumptions, constraints and prioritisation The activities are planned assuming that there will be no further big earthquake or other serious hazard like volcano eruption and floods to hamper work. Furthermore, it is assumed that the community based disaster plan is acknowledged and supported by relevant stakeholders at the respective levels. The constraints are: risk of violence in the coming presidential election in 2009 – usually during political campaigns there are some conflicts or violence. The economic situation within the country (increasing prices of basic needs, transportation, etc) also should be considered. YEU will base its prioritisation on the ACT Gender Policy Principles and to the Principles of Partnership.


Should insufficient financial support be received, the number of villages will be reduced. However, there will still be a comprehensive linkage between people organizations, school and health institution in the respective prioritized villages. Continuous coordination with other organizations has to be maintained to ensure that gaps are filled and the work complements each other. As pointed out in the previous evaluation on ASID 61, YEU needs to ensure that gender equality and gender mainstreaming are taken into account and applied in the community based organizations and the beneficiaries. Implementation Timetable August 2008 – July 2009 Transition or Exit strategy The peoples’ organizations at sub-village or village level will be linked to the school committees and the trained health personnel in the heath institutions. By the end of the program, each entity (people organization, school committee, teachers and students along with the health institution at village level) should have relevant capacity (structure, mechanisms, programs) in terms of disaster preparedness and mitigation. These programs will be communicated and facilitated by relevant stakeholders, especially by the Government at local level. Community disaster preparedness and mitigation plan can be accommodated in the village budget whilst their facilitating capacity can be utilised to spread the disaster risk management mainstreaming to other villages. VII. ADMINISTRATION AND FINANCE YEU/ACT will be responsible for the distribution of funds which will be received and managed by the YEU/ACT Office in Yogjakarta. YEU/ACT will be responsible for the project administration and implementation, including advice, control and monitoring, reporting and evaluation of the project in co-ordination with the other units of YAKKUM. The Administration and Finance divisions of YEU/ACT will ensure that financial and management aspects are dealt with according to established procedures. Reports will be submitted to ACT according to ACT guidelines. The procedure of bookkeeping follows the existing standard operational procedure within YEU. An audited financial report is included in the annual audit report of YEU except separately requested by the donor. VIII. MONITORING AND REPORTING Monitoring will be carried out monthly by the Project Manager through field visits and discussions. YEU-ACT field staff will organise Focus Group Discussions (FGD) with affected communities to gauge if

the program benefits the communities. The FGD will be held once every three months. The program staff will be responsible for weekly field reports. The Project Manager prepares monthly reports

and final reports which will be submitted to ACT CO. An internal evaluation will be conducted based on the approved planning and agreed indicators with the

community at the end of the project. The outcome of this evaluation will provide a basis to define if further assistance is needed.

IX. CO-ORDINATION There is a Forum on Disaster Risk Management established by various NGOs working in Yogya and Central Java. CWS and YEU are also the members of this forum along with the UNDP. One of their activities is to have a “joint week” of disaster risk programs in commemoration of the 2 years since the Yogya earthquake. YEU is also coordinating with other units of YAKKUM such as CD Bethesda and PRY for a comprehensive approach in mainstreaming disaster risk reduction in their respective programs.


X. YEU BUDGET

Description Type of No of Unit Cost Original Bud Revised Bud Orig. Bud Rev Bud

Unit Units IDR IDR IDR US$ USD

EXPENDITURE

DIRECT ASSISSTANCE

Program 1: Facilitating community based disaster risk management plan at CBO level

ToT for reps 14 CBOs - 2 x male & female from each

Villages 14 5,600,000 95,200,000 78,400,000 10,237 8,430

Disaster mapping workshops 14 targeted villages

Villages 14 7,000,000 119,000,000 98,000,000 12,796 10,538

Dev CBDRM Plan workshops in 14 targeted villages

Villages 14 7,000,000 119,000,000 98,000,000 12,796 10,538

Coaching 17 CBOs in devel mgmt skills in implem. village disaster risk mgmt plan

Villages 14 5,000,000 85,000,000 70,000,000 9,140 7,527

Facilitation for implementing village disaster risk management plan in 14 villages

Villages 14 15,000,000 255,000,000 210,000,000 27,419 22,581

Support relevant facilities for implementing CBDP in 14 villages

Villages 14 5,000,000 85,000,000 70,000,000 9,140 7,527

Regular emergency drill every year at village level Villages 14 5,000,000 85,000,000 70,000,000 9,140 7,527

2 FGD facilitated by trained CBOs to another 25 villages

Villages 25 3,500,000 87,500,000 87,500,000 9,409 9,409

Documentation - books, fliers, poster & films on community initiatives in DRM

Lump sum 1 75,000,000 75,000,000 75,000,000 8,065 8,065

Program 2 : Facilitating school based DRM plans in 7 schools Training of Master Trainers on School Safety

Pers 20 10,000,000

200,000,000

200,000,000

21,505

21,505

Awareness session about School Safety School 7

2,000,000

14,000,000

14,000,000

1,505

1,505 Transec walk and appraisal for mapping school's risk

School 7 2,000,000

14,000,000

14,000,000

1,505

1,505

Disaster Mgmt Plan w/s & setting up governance School 7

4,000,000

28,000,000

28,000,000

3,011

3,011



Unit Units IDR IDR IDR US$ USD

Facilitating school disaster risk management plan

- Structural upgrading Schools 7 50,000,000

350,000,000

350,000,000

37,634

37,634

- Sanitation facilities rep Schools 7 10,000,000

70,000,000

70,000,000

7,527

7,527

- Medical first aid training Pers 25

3,200,000

80,000,000

80,000,000

8,602

8,602

- Evacuation training Pers 25 3,200,000

80,000,000

80,000,000

8,602

8,602

- Emergency kits Schools 7 5,000,000

35,000,000

35,000,000

3,763

3,763

- Environment friendly waste mgmt facilitated by CBOs

Pers 25 3,200,000

80,000,000

80,000,000

8,602

8,602

- Emergency Drills Schools 7 5,000,000 35,000,000 35,000,000 3,763 3,763

Media or cultural fora Schools 7 10,000,000 70,000,000 70,000,000 7,527 7,527

Program 3: Establised & facilitating health based disaster risk mgmt plan in 3 puskesmas Masters training for health institution based on disaster plan devt (partic - 20 - from 3 health instit & relevant stakeholders).

Pers

20

10,000,000

200,000,000

200,000,000

21,505

21,505

Promoting awareness of health disaster plan through 1 day meetings.

puskesmas

3 2,000,000

6,000,000

6,000,000

645

645

Developing tailor made modules for small health institutions at local level

Lump sum 1

5,000,000

5,000,000

5,000,000

538

538

Hazard mapping w/s: medical services, logistics/medicine mgmt, info & waste mgmt.

puskesmas

3

4,000,000

12,000,000

12,000,000

1,290

1,290

W/S building plans on identified hazards & risks.

puskesmas

3

2,000,000

6,000,000

6,000,000

645

645

Plenary w/s (invite other stakeholders relating to health institutions).

puskesmas

3

4,750,000

14,250,000

14,250,000

1,532

1,532

CB of medical skills, logistics, information & waste management,

puskesmas

3

30,000,000

90,000,000

90,000,000

9,677

9,677

Retro-fitting of health clinics

puskesmas

3

40,000,000

120,000,000

120,000,000

12,903

12,903

Promotional materials for the health institutions

puskesmas

3 5,000,000

15,000,000

15,000,000

1,613

1,613

Regular simulation & motivation at targeted health institutions

puskesmas

3

5,000,000

15,000,000

15,000,000

1,613

1,613



Unit Units IDR IDR IDR US$ USD Facilitating campaign & discussions with stakeholders -TV show, radio, etc

puskesmas

3

25,000,000

75,000,000 75,000,000

8,065

8,065

Conducting FGDs & interviews with puskesmas staff to measure impact

puskesmas

3

4,250,000

12,750,000 12,750,000

1,371

1,371

Program 4 : Facilitating CBOs for building skills rights based approach on DRM & maintaining networking

Advocacy training for CBOs partic 28

3,200,000

108,800,000

89,600,000

11,699

9,634 Facilitating 6 w/s & 12 FGDs to ensure challenges & support of contingency plan/village DM plan is followed up

FGD

14

5,000,000

85,000,000

70,000,000

9,140

7,527

National Assembly Persons 28 3,200,000 108,800,000 89,600,000 11,699 9,634

Facilitating CBOs coord at regional & national level

Months 10

10,000,000

100,000,000

100,000,000

10,753

10,753

Direct Program Personnel

Project Manager Months 12

5,750,000

69,000,000

69,000,000

7,419

7,419

CO staff (6) Months 12 24,150,000

289,800,000

289,800,000

31,161

31,161

PME staff (health, building, CBDRM) 3 pers Months

12

12,075,000

144,900,000

144,900,000

15,581

15,581 Travel (Accommodation, Per diems) Months

12

2,000,000

96,000,000

96,000,000

10,323

10,323

TOTAL DIRECT ASSISTANCE 3,635,000,000 3,432,800,000 390,860 369,118

TRANSPORT, STORAGE, HANDLING & RELATED COSTS Transport, warehousing & distribution

months 12

1,000,000

48,000,000

48,000,000

5,161

5,161 TOTAL TRANSPORT, STORAGE, HANDLING & RELATED

48,000,000 48,000,000 5,161 5,161

INDIRECT COSTS

Personnel, Admin, Operations & Other Support Costs

Staff Salaries

Finance (1 person) Months 12

2,240,000

26,880,000

26,880,000

2,890

2,890

Admin/Information Officer (1 person) Months

12

2,000,000

24,000,000

24,000,000

2,581

2,581 Cashier, Purchasing & Logistician(3 persons) Months

12

6,000,000

72,000,000

72,000,000

7,742

7,742

HRD officer (1 person) Months 12

2,000,000

24,000,000

24,000,000

2,581

2,581

Office Operations Contribution of Rent Office (percentage, 50%) Months

12

2,500,000

30,000,000

30,000,000

3,226

3,226 Office Supply & Stationery Months

12

3,000,000

36,000,000

36,000,000

3,871

3,871 Office maintenance Months


12 1,000,000 12,000,000 12,000,000 1,290 1,290

Description Type of No of Unit Cost Original Bud Revised Bud Orig.

Bud Rev Bud

Unit Units IDR IDR IDR US$ USD Vehicle operation & maintenance Months

12

2,500,000

30,000,000

30,000,000

3,226

3,226 Communication Internet connection and telephone Months

12

1,000,000

12,000,000

12,000,000

1,290

1,290

Other -

Insurance (13 persons) Months 12

7,800,000

93,600,000

93,600,000

10,065

10,065

TOTAL INDIRECT COSTS 360,480,000 360,480,000

38,761 38,761

EVALUATION AND MONITORING Internal Evaluation, Supervision & Monitoring Months

12

2,500,000

30,000,000

30,000,000

3,226

3,226

Audit Pack

1

50,000,000

50,000,000

50,000,000

5,376

5,376

TOTAL EVALUATION AND MONITORING 80,000,000

80,000,000

8,602

8,602

- -

TOTAL ESTIMATED EXPENDITURE 4,123,480,000

3,921,280,000

443,385

421,643

Exchange Rate: 1US$ = 9,300

9,000


IV. DESCRIPTION OF THE SITUATION IN THE AREA OF PROPOSED RESPONSE Through the ASID61 Program, YTBI together with the GKJ from May 2006 until August 2007 implemented various crisis and post crisis programs assisting earthquake affected people in 37 villages in Bantul, Klaten and Sleman. Location for the proposed response: In each sub-district in which YTBI was operational in the ASID 61 program, one village has been chosen for the follow-on activities. So there are 6 villages of which 6 sub-villages are being proposed for the follow-up CBDRM program as follows:

District Sub-District Village Sub-village

Dlingo Mangunan Mangunan

Imogiri Girirejo Payaman Utara

Sewon Panggungharjo Pelemsewu Bantul

Sedayu Argodadi Sungapan

Jogonalan Ngering Rogobayan Klaten

Wedi Birit Birit

Total Notes: These locations have been selected because the communities are highly motivated and the capacities of the CBOs is such that there is a good chance that they can effectively develop the CBDRM concept and disseminate the knowledge from sub-village to village level and in a wider area range. The six selected sub-villages will be pilot projects for concept development and facilitation of dissemination and easier acceptance by the community. V. TARGETED BENEFICIARIES

Village

Sub-village

House-holds

Babies

Children

Men

Women

Total

Mangunan Mangunan 163 83 72 269 279 703

Girirejo Payaman Utara 153 37 - 252 230 519Panggungharjo Pelemsewu 597 179 413 725 751 2,068

Argodadi Sungapan 250 60 75 500 1,100 1,735

Ngering Rogobayan 135 12 111 157 164 444

Birit Birit 86 21 76 72 78 247

Total 1,384 392 747 1,975 2,602 5,716 Selection Criteria:

YTBI FOLLOW-ON APPEAL PROPOSAL


• The most vulnerable people in the affected areas • Children • The areas which have received the least attention • The jobless • People with no livelihood assistance • Widows with many children VI. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION GOAL: The goal of the Community Based Disaster Risk Management program is: “To reduce the vulnerability and enhance the community’s capacity to become aware and responsive to disasters”.

OBJECTIVES: Goal and objectives take into account the local capacities in relation to the vulnerabilities which will become the focus of the programme. Capacity and vulnerability resources are:

Human: capability, knowledge and information, awareness, capability to work, health, motivation and behavior.

Natural: land, water, forest, bio-life diversity, environment. Financial/Economical: finance, savings, access to loans, employment/ livelihood means. Physical: transportation, housing, energy, food. Social: family, group/organization, family relations, trust.

Based on the above capacity and vulnerability resources, the program objectives are formulated as follows:

a. To develop a disaster awareness culture for 1,384 households (HHs) spread over 6 sub-villages (Birit, Mangunan, Pelemsewu, Payaman, Rogobayan and Sungapan) through distribution of leaflets giving information on disaster risk reduction and program implementation progress in each location.

b. 1,384 HHs spread over the 6 (six) sub-villages will be motivated in analyzing and identifying local capacities (knowledge) and vulnerabilities and develop a disaster awareness system in every sub-village that is acceptable to the whole community.

c. 1,384 HHs spread over the 6 (six) sub-villages will be motivated to actively participate in global warming reduction by rediscovering local wisdom in the area.

d. To develop disaster awareness mechanisms in 6 schools in the 6 sub-villages through school based disaster risk reduction activities. 600 school children will be sensitized to the risks and hazards in their environment and will know how to mitigate these risks in their school and community environment.

e. To strengthen the community’s economy, so that they will be able to support disaster risk reduction efforts by forming 6 livelihood groups at the sub-village level that will manage the funds and resources in the community.

f. To provide Capacity Building for 36 people in the 6 (six) sub-villages consisting of village leaders, religious leaders, and representatives of youth groups, women groups and men groups.

OUTCOME

- 1,384 HHs spread over six sub-villages (Birit, Mangunan, Pelemsewu, Payaman, Rogobayan, and Sungapan) are more aware of the risks and hazards surrounding them and they are motivated to actively participate in disaster risk reduction efforts in their communities.

- 1,384 HHs spread over the six sub-villages know the capacities and vulnerabilities of their communities and will further be able to manage the risks caused by their vulnerabilities.

- 1,384 HHs spread over the six sub-villages know ways of protecting/saving themselves in case of earthquakes.

- 1.384 HHs spread over the six sub-villages know their local wisdom and develop it in their everyday lives as mitigation of the effects of global warming.

- 600 schoolchildren in 6 schools in the six sub-villages know ways of saving themselves in case of earthquakes and other disasters.


- 6 livelihood groups in the 6 six sub-villages are able to manage funds and resources in their community to support disaster risk reduction efforts through the forming of various working groups.

- 36 people from 6 (six) sub-villages (Birit, Mangunan, Pelemsewu, Payaman, Rogobayan, and Sungapan) consisting of village leaders, religious leaders, and representatives of youth groups, women groups and men groups, improve their capacities (skills and knowledge) and become risk reduction motivators in the community, particularly on daily issues in the community, such as: leadership, conflict, gender, child protection and family finance management.

IMPACT 1.384 HHs and 600 schoolchildren in 6 (six) sub-villages (Birit, Mangunan, Pelemsewu, Payaman, Rogobayan, and Sungapan) are fully aware and prepared for disasters, particularly earthquakes. ACTIVITIES & METHODOLOGY At this stage, several activities are being conducted with the Implementing Partner (IP) as well as with the community/beneficiaries in community preparation. The activities conducted with the IP are:

- Re-assessment in 6 sub villages to ascertain the previous ASID 61 program‘s progress. - Workshop on program concept and operational synchronization, with the following material:

• Disaster Risk Reduction (DRR) • Planning Implementation Monitoring and Evaluation (PIME). • Socialization of YTBI Standard Operational Procedure (SOP) in program, finance and

administration sectors. • Formulating Job Descriptions of staff • Finance system • Journalism

The activities conducted with the community/beneficiaries (Community Preparation) are:

- Socialization to village and sub-village level community leaders on the program that will be implemented with the community; when it will start, how it will be implemented, and the community’s contribution in the program implementation.

- Make a schedule/plan for all program activities. Methodology:

- The re-assessment in 6 locations will be conducted by the implementing partner, Synod GKJ and YTBI staff

- The methods applied during the assessment are field visits, interviews, brainstorming, questionnaires. - The workshop will be facilitated by YTBI Program, Finance and Information and communication staff,

and the participants will be all GKJ personnel involved in the program implementation. - The methods applied during the workshop are presentation, discussion, question and answer, role

play/simulation, brainstorming, ice breaking, etc. - Socialization and planning of the activities with the community will be facilitated by GKJ implementing

staff assisted by YTBI. - The community components involved in the socialization and planning activity consist of the Village

Heads, Sub-village Heads, religious and traditional leaders, as well as women, men, boys and girls, teachers and youth representatives.

DEVELOPMENT OF A DISASTER AWARENESS CULTURE. This will be done through:

Presentation of films with themes concerning disasters and disaster risk reduction in 6 sub-villages. Making and distributing 5,000 stickers with earthquake awareness tips in the local language. Making and distributing 1,500 bulletins every 3 months in 6 sub-villages as learning media and

information exchange on program development. Every month there will be a presentation of various films dealing with disaster awareness in each sub-village. These film sessions will be followed with discussions which will be summarized by the IP. The various films


shown will be adapted from the National Geographic, Discovery Channel, LIPI and UNESCO films on the subject. Before designing the stickers giving disaster tips, the contents and language used will be discussed with the community. The monthly bulletins will be produced after the journalism training. Contents of the bulletins will be contributed by all stakeholders related to the program implementation. The IP will distribute the bulletins to the community after the contents have been approved and edited by YTBI’s publication and documentation division.

ANALYZE AND IDENTIFY LOCAL CAPACITIES (KNOWLEDGE) AND VULNERABILITIES DRR Training will comprise the following material:

- Understanding hazards and disasters. - Understanding capacities and vulnerabilities. - Participatory Vulnerability and Capacity Analysis (PVCA) - Community Based Disaster Risk Management (CBDRM) - Community Based Disaster Preparedness (CBDP)

The training will be implemented by the IP, while the training module and material will be discussed with YTBI capacity building division before the implementation. (When requested by the IP, YTBI capacity building division will assist, guide, and facilitate as well as invite resource persons if necessary).

Training sessions will be conducted in every sub-village (total 6 sessions).

- PVCA will comprise presentations and discussions on theory, followed by joint practice with the community in every sub-village. PVCA results will be a reference for developing risk reduction efforts in each sub-village.

- Before the training takes place there will be identification of participants and a training needs assessment with the community, to obtain input for the training module development and synchronization.

- The method applied during the training is by presentation, discussion, question and answer, role play/simulation, brainstorming, ice breaking, etc.

- At the end of the training, the participants will make follow-up plans in concurrence with the training theme (CBDRM), where every participant will make a plan (when, who, where and how) to socialize the training material, make PVCA and prepare the formation of Disaster Risk Reduction Organizations (DRRO) in every sub-village.

FORMATION OF DISASTER RISK REDUCTION ORGANIZATIONS (DRRO) This will take place in each sub-village through the following stages:

- Holding a meeting of the training participants in every sub-village with the sub-village head and apparatus, as well as with women, men, youth representatives – both male and female.

- Formulate the DRRO structure and job-descriptions, followed by selection and decisions on the DRRO personnel.

After forming the DRROs in every sub-village, the DRRO will: - Make a work plan by accommodating the PVCA results into the CBDRM training. - Disseminate the work plan to the sub-village head and all the previous meeting participants, and further

to the whole community. The IP will facilitate the DRRO formation process in a democratic way. The work plan will contain disaster risk reduction activities, including required capacity building sharing by the IP to the DRRO.


DEVELOPING AWARENESS SYSTEMS IN 6 SUB VILLAGES A workshop on comprehension of the environment will be conducted in each neighbourhood where the community representatives will learn how to identify and analyze dangerous substances/conditions in every household and neighbourhood. A vulnerability map for the neighbourhood will then be made available to everyone in the neighbourhood. Disaster preparedness training and disaster awareness simulations will be carried out in every sub-village. These training sessions will be organized by the DRRO of each sub-village. Each neighbourhood representative will prepare and present a vulnerability map for his/her neighbourhood which will be used to prepare a sub-village vulnerability map, including evacuation mechanisms and paths in every sub-village. After the map and the evacuation mechanism board is set up in a place agreed on by all villagers, a simulation will be held involving all the villagers in every sub-village.

The training will be implemented by the Implementing Partner, while the training module and material will be jointly discussed with YTBI capacity building division before implementation. The workshop and training participants in every sub-village will be representatives from each neighbourhood and be representative of all community members - men, women, teens and youth groups. Simulations/drills will be conducted periodically, while constantly being evaluated and improved, so that it will become an awareness system of every sub-village understood by all the villagers. REDUCTION OF THE EFFECTS OF GLOBAL WARMING THROUGH REDISCOVERY OF LOCAL WISDOM AND KNOWLEDGE A campaign to reduce the effects of global warming will be organized through the following means:

An executive committee that represents all the targeted areas (6 sub-villages) will be set up. The DRR will disseminate the global warming information to the communities in each sub-village. The DRR together with the community will collate all the environmental friendly local wisdom and knowledge

that still prevails in the area. The executive committee sets up an activity schedule and basic regulations for a contest to find the best poster

design setting out criteria for combating global warming. The executive committee disseminates information on the poster design contest. The executive committee sets up a jury board and arranges the place to exhibit the posters. The jury decides on the three best posters which are then printed and reproduced in sufficient numbers for

dissemination. An exhibition is held showing the winning posters encapsulating the environment friendly local wisdom,

presents are awarded to the winners and the posters are distributed to the communities. The project will be evaluated and a report written.

DEVELOP DISASTER AWARENESS MECHANISMS IN SIX SCHOOLS IN THE SIX SUB-VILLAGES School-based DRR training to understand disaster and hazards: In these sessions a film will be presented, after which the students and teachers will be provided with various materials and will discuss the potential hazards that surround them in the school and outside. They will also discuss what kinds of disasters they have already experienced and what they know about other kinds of disasters in Indonesia. Evaluation of vulnerabilities and capacities at school: In this session the students and teachers are invited to share their experiences during the earthquake; kind of activities that can be carried out to lessen dangers during the earthquake, risks faced following the disaster (diseases, food, sanitation, water, loss of school needs, etc). Discussions will also cover the location of their homes and school, relations with parents, neighbours and friends during and following a disaster; the destruction caused by a quake as well as any other experiences. All information is recorded by the facilitator.


In the next stage, the facilitator presents a film on the disaster in Jogjakarta, after which, based on the experiences of the teachers and students, they are invited to discuss what are vulnerabilities and capacities. They are then asked to identify their own vulnerabilities and capacities and how these capacities can be strengthened. They will also be asked to make a disaster calendar.

The training sessions in each school will comprise 10 assisting teachers and 100 students. The methods used will include: presentation, question and answers, games, film presentation, discussion, role

play, ice breaking, etc. At the end of every training in the schools, follow-up plans such as dissemination of training results and

forming school disaster awareness teams will be made. Formation and strengthening the disaster awareness teams in every school will be carried out in the following ways:

- Each school will democratically elect students to form a disaster awareness team. Each school should elect a team of maximum 10 students and three supporting teachers. These elections should take into consideration candidates who show interest and motivation.

- Discussions should take place on the functions and roles of every disaster awareness team member. - First aid training will be provided for the disaster awareness teams. - The disaster awareness teams will share their newly acquired knowledge and skills with every class in

their school. First aid training will be provided in each school. Those attending the training will include the disaster awareness team members along with four representatives (two boys and two girls) from each class, scouts, scout masters and teachers. The Implementing member and YTBI will co-ordinate with the Indonesian Red Cross (PMI) if needed as facilitators. Making school awareness maps and carrying out disaster simulation in schools: A workshop will be organized for each class on understanding the school environment. The students and teachers will identify any potentially dangerous item or substances inside or outside the classrooms. The students and teachers will then make a vulnerability map for every class. This class vulnerability map will then be used to produce a school vulnerability map including evacuation plans with clear instructions and signage. At the end of the training there will be a joint disaster simulation at every school. Disaster preparedness training and disaster awareness drills will be organized in each school by the disaster awareness teams assisted by the teachers. The vulnerability map and evacuation plans will be an important mechanism in every school, and the Implementing Partner and DRRO in every sub-village together with the disaster awareness teams in the schools, should motivate the school authorities in neighbouring areas to implement the disaster awareness training and include disaster simulation as a policy at every school. Disaster Simulation together with the community: The disaster awareness teams in every school will discuss the simulation plan with the DRRO in every sub-village, including synchronization of the school evacuation maps with the sub-village evacuation map. Together with the DRRO in every sub-village the disaster awareness teams in the schools will decide on the time the simulation should take place. Following a simulation, a review should take place to summarise the results and note the lessons learnt together with the disaster awareness team in every sub-village and the sub-village leaders, as well as the representatives of the women, men, male and female youth who participated in the simulation. These results and lessons learnt should be shared with the communities and students in the schools. A disaster simulation should be carried out regularly. The school preparedness mechanism forms a part of the preparedness system in every sub-village. When an earthquake or other disaster occurs while the children are at school, the children will know what life-saving


actions to take. When the earthquake occurs after school hours, the children also know how to react to save their own and other’s lives. STRENGTHEN THE ECONOMY OF THE COMMUNITY This will take place through the following activities:

Formation and strengthening of livelihood groups; Formation and strengthening of the sub-villages livelihood groups; Group empowerment, where the implementing partner facilitates the groups in carrying out group

administration and book-keeping, setting down regulations and sanctions for the group and its members, to manage group savings, etc;

Beneficiaries make an appeal for assistance to the sub-village livelihood groups; The sub-village livelihood groups can make an appeal for assistance to the implementing partner for

assistance distribution to the group; Distribution of capital for sub-village livelihood groups revolving fund; Provision of activity related training to improve capability and knowledge; Monitoring the livelihood group’s development; Monitoring of the sub-village livelihood group by the DRRO; Reporting on the livelihood group’s development to the sub-village livelihood groups; Reporting on the sub-village livelihood group’s development to the DRRO.

Revolving funds group in the sub-village livelihood groups: The sub-village livelihood group provides loans to the livelihood groups proposing a project for a certain period, after which it will be transferred to other groups who need the funds based on the sub-village DRRO recommendation. This group monitors the livelihood group’s activity implementation.

Revolving funds group in livelihood groups: The livelihood group members propose a loan to the group for a certain period with a previously agreed interest. Every month the member pays the installments and interest. The returned funds will be lent to other members. The interest is meant for the livelihood group, the sub-village livelihood group, and local humanitarian activities. The distribution of interest funds for the sub-village livelihood group and humanitarian activities is conducted once a year, after or at the same time as the members’ meeting. PROVISION OF CAPACITY BUILDING FOR 36 PEOPLE IN SIX SUB-VILLAGES The activities conducted are training and workshop on the following issues:

- Leadership - Conflict Management - Gender - Child protection - Finance Management

The training will be facilitated by the IP and the training modules and material will be jointly discussed with YTBI capacity building division before the implementation. The YTBI capacity building division will assist or invite resource persons/experts if necessary or requested by the IP.

The training participants are representatives from 6 sub-villages, where each sub-village dispatches 6

participants (3 men and 3 women). Before the training, the participants will be identified together with the community, and a training needs

assessment conducted to obtain input for development and synchronization of the training module. The method applied during the training is by: presentation, discussion, question and answer, role

play/simulation, brainstorming, ice breaking, etc. At the end of the training, the participants will make a follow-up plan that will be synchronized with the

training theme (CBDRM), where each member will make a plan (when, who, where and how) to share the training material.

The DRRO in every sub-village will assist the participants in disseminating the training material in every sub-village.


The training issues above can change depending to the PVCA results conducted in every sub-village, because capacity building is an effort to reduce community vulnerability in every sub-village, from the human, financial, physical as well as social aspects. All activities are implemented with community participatory approach. The community has been involved since the beginning of the planning activities through comprehensive assessment and also in the implementation as community organizers. All the activities will be coordinated with the sub-village DRROs, SDRRO, and CDRRO, that originated from the community and schools. The community organizers that were recruited from and by the community have played important roles. Gender policy principles: In the program implementation, YTBI and GKJ will adhere to the ACT Gender Policies.

- GKJ will consider gender equality in the staff recruitment process. - GKJ will apply the tools on gender in the need assessment, planning, implementation and evaluation

process. - In the partners’ capacity building, YTBI refers to the minimal humanitarian standards and gender

sensitive framework and programs. This is to facilitate the partners’ staff in obtaining knowledge on the Code of Conduct, Sphere Standards, Code of Conduct on Sexual Exploitation, Abuse of Power and Corruption, and all other humanitarian accountability and quality frameworks.

- Adherence to the ACT Code of Conduct on Sexual Exploitation, Abuse of Power and Corruption for Staff Members of the ACT International Alliance. Before the program implementation, everyone who is involved in this program has to sign the above statement and any violation of the contract will not be tolerated.

- Promoting protection from gender based violence in emergency response. In emergency situations, women sometimes experience violence, whether intentionally or unintentionally, because of limited knowledge and the many problems developing in the family or community due to the various difficulties caused by disaster.

Child protection and environment: Child protection and environment issues will be mainstreamed in the program implementation and become the focus concern of all the program implementers. Principles of Partnership: In cooperating with partners, YTBI refers to the partnership principles as follows: Equality: in the program implementation. YTBI partners with GKJ in equality according to the role division. YTBI’s role is to facilitate, provide consultation and assist in enhancing the capacity of the GKJ as program implementer in program implementation concepts and technical matters, while the GKJ’s role is to implement the program and submit information and reports to YTBI for reference of program implementation reports to ACT International. Transparency: in the program implementation. Program planning is conducted jointly by YTBI and the GKJ implementing Team to develop mutual trust. The finance division is important and needs YTBI’s and GKJ’s attention. The GKJ proposes the program budget to YTBI based on the planned program, and afterward GKJ will implement the program and give monthly finance reports to YTBI that will then become part of the report to ACT International. Result-oriented Approach: the programs implemented must be based on the conditions and capacities of the community, so that the results will be effective because they are in accordance to the needs of the community. Responsibility: in the program implementation staff recruitment process, the GKJ has to consider integrity, experience, commitment, skill and relevance based on the program’s needs. In addition, the GKJ and YTBI have to make a mechanism to prevent harassment and violence to the staff as well as to the beneficiaries. Complementary: the diversification of the assets and capacities that the GKJ and YTBI possess becomes a supporting factor to mutually increasing program implementation results by optimizing the resources’ potentials in order to reduce the weaknesses of each party and for increasing the work performance of both parties because they are able to overcome the problems of local language and culture.


SPHERE Standards and the Code of Conduct: The Sphere Standards and the Code of Conduct will be jointly reviewed with the Implementing Partner before the program implementation and become a part of the CBDRM training material, as well as applied in the program implementation. Inputs for project implementation Human resources The implementing partner team/staff are: 1 project manager, 1 administration staff, 1 finance staff, 1 accounting staff, and 3 field staff. The implementing partner has 18 community organizers. Capital and Material Input

o Rental of a house, o For office management, some office equipment and tools from the previous ASID 61 program will be used.

Planning assumption, constraints and prioritization Planning Assumption: The previously implemented ASID 61 Program has sufficiently fulfilled needs, including restoring the community’s previous situation before the quake. However, the rehabilitation and reconstruction activities conducted in Jogjakarta and Central Java will be meaningless if not complemented with preparedness and mitigation efforts that are necessary for disaster risk reduction, taking into consideration that Jogjakarta and Central Java are earthquake prone areas. It is assumed that the CBOs along with the communities will wholeheartedly work to ensure success of the programme as they will be involved in identifying, analyzing, implementing, monitoring and evaluating the disaster risk reduction activities to reduce their own vulnerabilities and increase their own capacities. No one can understand better the opportunities and constraints at the local level than the local community itself. Although children are vulnerable during times of disaster, disaster education in schools forms an effective method of communication. This will ultimately help in influencing their families, neighbors and surrounding community in general. It is also assumed that the programme will have full support of the Provincial, District, Sub-district, Village, and sub-village Government authorities as well as the Provincial, District and Sub-district Education Office. Prioritization In case there is not sufficient funding, activities that are most needed by the community will be prioritised. Implementation Timetable The program is planned for 1 year implementation period, which is from 1 August 2008 to 31 July 2009. Transition or Exit strategy The main strategy for phasing out is to empower and build local capacities so that communities can be self-reliant and independent to continue their lives and livelihoods. The previous program has strengthened the existing institutions, and the next program will be more focused on group strengthening with the directive to restructure local organizations in the community through sub-villages DRRO and encourage them to become sustainable and independent institutions. VII. ADMINISTRATION AND FINANCE Administration Before program implementation, the Standard Operation Procedures (SOP) of YTBI’s program, finance and administration system will be shared with the field implementers. The local administration is taken care of by the Implementing Partner under YTBI supervision. YTBI assists the Implementing partner as needed for on-the-ground or administrative support; the Implementing Partner is required to report monthly to YTBI during the program implementation.


Finance The Finance and Administration Unit of YTBI works on the financial and management aspects according to ACT budget guidelines and reporting procedures. All payment vouchers need to be approved by the Project Manager. Financial reports are provided to the funding members through ACT International. Funding Procedures between YTBI and the Implementing Partner are as follows:

o Funds from ACT International for CBDRM Bantul-Klaten project go into a separate bank account at YTBI Jakarta Office.

o The Implementing Partner’s request goes to YTBI Jakarta at the end of the month for the following month’s Activities.

o The YTBI Program Officer in Jakarta checks it according to the budget in the appeal proposed to ACT International and signs it if approved.

o The YTBI Program Officer in Jakarta submits the approved Implementing Partner’s request to YTBI Finance Manager.

o The YTBI Finance Manager re-checks the request and forwards all approved documents to the Managing Director.

o The Managing Director signs a check and forwards it to the Finance Manager. o The Finance Manager transfers the funds to the implementing partner’s bank account after receiving

the financial and narrative report. o The Implementing Partner’s Office files all bills to be audited by the internal and independent auditors at

the end of the project. VIII. MONITORING, REPORTING AND EVALUATION Monitoring Monitoring is done at the beneficiaries level, sub-village level, partner level and YTBI , and will be conducted through the following activities:

• Daily field visits by field staff • Weekly field visits by the Project Manager • Three-monthly field visits by the YTBI Project Officer and finance • Monthly meetings of all Implementing partner staff and COs • Monthly meeting between the program implementer/field implementer and GKJ.

The criteria used in conducting monitoring activities are: - Number of the targeted beneficiaries and households, with gender and each targeted location specification. - System and mechanism of the Implementing Partner’s program implementation. - The level of participation of the beneficiaries and the affected population. - The effectiveness of the assistance program in meeting the needs of the beneficiaries and the affected

population. Reporting Narrative and financial reports are produced by the responsible officer of the IM. Various kinds of monthly reports comprise:

- Community organizer’s report, on activities implemented during the related month by the CO division and community progress, submitted to the field staff.

- Report of the sub-villages DRRO on all the activities implemented in the sub-village during the related month.

- Staff report on all staff activities in the related month submitted to the PM. - Implementing Partner’s report; the narrative report is made by the PM and administration staff, while the

financial report is made by the finance and accounting staff and submitted to YTBI and GKJ. The interim report (narrative and finance) to be submitted to donors via the Co-ordinating Office, is made by YTBI (program officer and accounting staff). The final reports - there are two kinds, one is the report made by the implementing partner to be submitted to YTBI and GKJ, and the other is the final narrative and financial report to be submitted to donors which is put together by YTBI.


Evaluation An evaluation will take place at the end of the program activities. The evaluation will be carried out using the participatory approach, where representatives of all the stakeholders in this program will be the evaluators together with YTBI and the IP. This will include the representatives of the community and students in every sub-village/school; and communities in 6 beneficiary sub-villages who will be involved as resource persons, together with teachers and students of each school. The evaluation results will form part of the CBDRM program final report.

IX. CO-ORDINATION Co-ordination with other ACT members Coordination meetings with YEU and CWS are held every month. The purpose of these coordination meetings is for information and experience sharing, to avoid duplication and find possibilities to collaborate if needed. Coordination with YTBI Jakarta Coordination with YTBI Jakarta is done on a daily basis by phone, fax or e-mail, and on a monthly basis during monitoring visits by YTBI Program Officers, finance staff and the Managing Director.

Coordination with Other NGOs/INGOs There is continual coordination between the Implementing Partner and the local government authorities as well as with other NGOs that conduct regular as well as incidental assistance to the community. X. YTBI BUDGET

Description Type of Unit

No of Units

Unit Cost IDR

Budget IDR Budget US$

ESTIMATED EXPENDITURE

DIRECT ASSISTANCE REASSESSMENT Reassessment Package 1 10,000,000 10,000,000 1,075Workshop with IP (GKJ) 0Transportation Jakarta - Yogja x 3 YTBI staff Persons 3 3,000,000 9,000,000 968

Materials workshop Package 1 2,000,000 2,000,000 215Accommodation for 4 days Package 1 13,500,000 13,500,000 1,452Familiarization with the communities Packages 6 1,000,000 6,000,000 645Planning & formulating activities with the communities

Villages 6 3,000,000 18,000,000 1,935

TOTAL REASSESSMENT 58,500,000 6,290 DIRECT PROGRAM Raising the awareness on disaster Film show Preparing 6 thematic films x 6 for presentation in 6 sub villages

Piece 36 75,000 2,700,000 290

Equip (Banners, Papers, office stationery, slides, etc.)

Location 6 2,000,000 12,000,000 1,290

Sub total 14,700,000 1,581 Sticker production and distribution Sticker design & Printing Stickers 5,000 10,000 50,000,000 5,376

Sub total 50,000,000 5,376 Bulletin production and distribution


Printing of quarterly bulletin Package 4 15,000,000 60,000,000 6,452

Sub total 60,000,000 6,452 TOTAL TRAINING PREPARATION 124,700,000 13,409 Development of Preparedness Mechanisms DRR Training Transportation (2 Facilitators) to 6 training areas Person 11 5,000,000 55,000,000 5,914

Transportation (Participants & local committee x 6 locations

Person 330 200,000 66,000,000 7,097

Snack package during training in 6 locations Village 6 10,000,000 60,000,000 6,452Accommodation (facilitators) 6 training locations Person 11 100,000 1,100,000 118

Training materials for 6 sub villages Village 6 3,000,000 18,000,000 1,935Communication during the training in 6 sub villages Village 6 500,000 3,000,000 323

Facilitators fee (2 persons) in 6 sub villages Person 11 1,500,000 16,500,000 1,774Sub total 219,600,000 23,613

Formation of DRRO Copies of meeting decisions & distribution to communities in 6 sub villages

Village 6 1,200,000 7,200,000 774

Snacks for DRRO meetings in 6 sub villages Village 6 1,200,000 7,200,000 774

Sub total 14,400,000 1,548 Workshop in sub village Workshop materials for 6 sub village Village 6 6,000,000 36,000,000 3,871Snacks for DRRO meetings Village 6 1,000,000 6,000,000 645

Sub total 42,000,000 4,516 Training disaster preparedness & simulation Copies of empowerment activities (training & discussion) in 6 sub villages

Village 6 1,000,000 6,000,000 645

Snacks for DRRO meetings and simulation in 6 sub villages in 6 sub villages

Village

6 10,000,000 60,000,000 6,452

Sub total 66,000,000 7,097 TOTAL DEVELOPING PREPAREDNESS SYSTEM 342,000,000 36,774 DDR CAMPAIGN & GLOBAL WARMING Production of brochures on Global Warming Brochure 2,000 5,000 10,000,000 1,075Competition socialization Packages 1 5,000,000 5,000,000 538Presents Packages 1 10,000,000 10,000,000 1,075Exhibition Packages 1 75,000,000 75,000,000 8,065Publication and documentation Packages 1 20,000,000 20,000,000 2,151TOTAL DDR CAMPAIGN & GLOBAL WARMING 120,000,000 12,903 SCHOOL BASED DDR TRAINING Material (copies) for 600 students Package 600 30,000 18,000,000 1,935Stationery, training equip, banners, etc. Package 4 3,000,000 12,000,000 1,290

Refreshment & snacks for 600 people during 4 training days in 6 schools

Person 600 200,000 120,000,000 12,903

Facillitators (YTBI) from Jakarta Boarding & Lodging for facilitators Person 2 15,000,000 30,000,000 3,226

Sub total 180,000,000 19,355 Formation of Disaster Preparedness Teams Material copy, marker, paper, etc for 6 schools Package 6 2,000,000 12,000,000 1,290Snacks for Disaster Awareness Team (DAT) School Package 6 500,000 3,000,000 323


Sub total 15,000,000 1,613 The making of preparedness map & disaster drills in schools Material copy, marker, paper, etc for 6 schools School 6 2,000,000 12,000,000 1,290Consumption for DAT School team School 6 500,000 3,000,000 323

Sub total 15,000,000 1,613

Drills with civilians Snacks for meeting between Disaster Preparedness team in each school with DRRO in each sub village

Village 6 1,000,000 6,000,000 645

Activity info sheets to 1,420 HH in 6 villages Village 6 500,000 3,000,000 323

Implementation: Snacks equip, preparation for 4 drills in 6 locations. Village 6 5,000,000 30,000,000 3,226

Printing & distrib evacuation maps in 6 locations Village 6 1,000,000 6,000,000 645

Sub total 45,000,000 4,839 TOTAL DRR TRAINING & GLOBAL WARMING 255,000,000 27,419 LIVELIHOOD SUPPORT Formation of sub-village livelihood groups' board Villages 6 2,000,000 12,000,000 1,290

Entrepreneurship training Packages 2 25,000,000 50,000,000 5,376Training on group administration and finance Packages 3 12,000,000 36,000,000 3,871Training to increase skills for product quality improvement

Packages 1 30,000,000 30,000,000 3,226

The extension on skill training Packages 4 30,000,000 120,000,000 12,903Funds for group stimulus Villages 6 100,000,000 600,000,000 64,516Publication and documentation Package 11 1,000,000 11,000,000 1,183Reporting Monthly 11 500,000 5,500,000 591Monitoring and evaluation participation Packages 4 5,000,000 20,000,000 2,151

Sub total 884,500,000 95,108 Capacity building village & religious leaders, youth groups, etc ( 6 times a year) Transp (Particip & local committee) x 6 trainings Person 216 200,000 43,200,000 4,645

Accommodation (Participants, facilitators & local committee) 6 trainings

Package 216 600,000 129,600,000 13,935

Training materials Package 216 30,000 6,480,000 697Boarding, Lodging & fee facilitators Person 11 8,000,000 88,000,000 9,462

Sub total 267,280,000 28,740 Coordination, Information and networking Monthly coordination (staff, CO dan GKJ) Monthly 11 2,000,000 22,000,000 2,366Information material for other guidance groups Monthly 11 5,000,000 55,000,000 5,914

Network coordination with NGO or GO (sharing information or training)

Packages 10 2,000,000 20,000,000 2,151

Transport for CO from 6 sub villages x 3 people Monthly 11 2,700,000 29,700,000 3,194

Sub total 126,700,000 13,624 TOTAL LIVELIHOOD SUPPORT 1,278,480,000 137,471

DIRECT - OPS, PERSONNEL, ADMIN & OTHER SUPPORT COSTS Office operational Office utensils Monthly 12 700,000 8,400,000 903Communication, fax and email Monthly 12 1,500,000 18,000,000 1,935Water and electricity Monthly 12 500,000 6,000,000 645Maintance of computer Monthly 12 500,000 6,000,000 645Transportation Monthly 12 4,000,000 48,000,000 5,161Field visit Monthly 12 1,500,000 18,000,000 1,935


Office rent Years 1 25,000,000 25,000,000 2,688 129,400,000 13,914

Salary Project manager Monthly 12 2,750,000 33,000,000 3,548Accounting and cashier staffs (2 person) Monthly 12 4,500,000 54,000,000 5,806Administration, information and documentation staff

Monthly 12 2,000,000 24,000,000 2,581

Field officers (3 persons) Monthly 12 5,250,000 63,000,000 6,774 174,000,000 18,710

Incentives Project manager Packages 1 2,750,000 2,750,000 296Accounting and cashier staffs (2 person) Packages 1 4,500,000 4,500,000 484Administration, information and documentation staff

Packages 1 2,000,000 2,000,000 215

Field officers (3 persons) Packages 1 5,250,000 5,250,000 565 14,500,000 1,559

Health (250.000/person/month) Monthly 12 1,400,000 16,800,000 1,806 16,800,000 1,806

TOTAL DIRECT – OPS, PERSONNNEL, ADMIN & OTHER SUPPORT COSTS 334,700,000 35,989 MONITORING & EVALUATION Monitoring by YTBI Packages 4 6,000,000 24,000,000 2,581Internal evaluation Packages 2 15,000,000 30,000,000 3,226Evaluation Packages 1 40,000,000 40,000,000 4,301

TOTAL MONITORING & EVALUATION 94,000,000 10,108 TOTAL DIRECT COSTS 2,607,380,000 280,363

INDIRECT COSTS

Support operational for YTBI and audit Office utencil Monthly 12 2,000,000 24,000,000 2,581Communication, fax and email Monthly 12 1,500,000 18,000,000 1,935Water and electricity Monthly 12 1,000,000 12,000,000 1,290Dokumentation and publication Monthly 12 1,500,000 18,000,000 1,935Maintance of computer Monthly 12 500,000 6,000,000 645Salary PO (1 person) Monthly 12 3,610,000 43,320,000 4,658Salary Finance Staff (1 person) Monthly 12 3,040,000 36,480,000 3,923Salary Publication staff (1 person) Monthly 12 1,750,000 21,000,000 2,258Audit Package 1 50,000,000 50,000,000 5,376

TOTAL INDIRECT COSTS 228,800,000 24,602 TOTAL ESTIMATED EXPENDITURE 2,836,180,000 304,966

Exchange Rate USD 1.00 = IDR 9,300

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