bgd 172 appeal final

SECRETARIAT:150,routedeFerney,P.O.Box2100,1211Geneva2,Switz.TEL.:+41227916434–FAX:+41227916506–www.actalliance.org

APPEAL

AppealTarget: US$3,578,740Balancerequested: US$3,578,740

“Let'smakethemsmileagain”ACTBangladeshForum

EmergencyAssistancetotheRohingyaCommunityinCox'sBazar,Bangladesh

BGD172

EmergencyAssistancetotheRohingyaCommunityinCox’sBazarinBangladesh-BGD172


Tableofcontents

1. ProjectSummarySheet2. BACKGROUND2.1. Context2.2. Needs2.3. CapacitytoRespond2.4. CoreFaithValues(+/-)

3. PROJECTRATIONALE3.1. InterventionStrategyandTheoryofChange3.2. Impact3.3. Outcomes3.4. Outputs3.5. Preconditions/Assumptions3.6. RiskAnalysis3.7. Sustainability/ExitStrategy3.8. BuildingCapacityofNationalMembers(+/-)

4. PROJECTIMPLEMENTATION 4.1. ACTCodeofConduct4.2. ImplementationApproach4.3. ProjectStakeholders4.4. FieldCoordination4.5. ProjectManagement4.6. ImplementingPartners4.7. ProjectAdvocacy4.8. Private/Publicsectorco-operation(+/-)4.9. EngagingFaithLeaders(+/-)

5. PROJECTMONITORING5.1. ProjectMonitoring5.2. SafetyandSecurityPlans5.3. KnowledgeManagement

6. PROJECTACCOUNTABILITY6.1. MainstreamingCross-CuttingIssues6.1.1. GenderMarker/GBV(+/-)6.1.2. ResilienceMaker(+/-)6.1.3. EnvironmentalMarker(+/-)6.1.4. ParticipationMarker(+/-)6.1.5. Socialinclusion/Targetgroups(+/-)6.1.6. Anti-terrorism/Corruption(+/-)6.2. ConflictSensitivity/DoNoHarm6.3. ComplaintMechanismandFeedback6.4. CommunicationandVisibility

7. PROJECTFINANCE7.1. Consolidatedbudget7.2.



8. ANNEXES8.1. ANNEX1–ContextAnalysis(opentemplate)+/-8.2. ANNEX2–SummaryofNeedsAssessment(opentemplate)+/-8.3. ANNEX3–LogicalFramework(compulsorytemplate)Mandatory8.4. ANNEX4–RiskAnalysisMatrix(compulsorytemplate)+/-8.5. ANNEX5–StakeholderAnalysis(compulsorytemplate)+/-8.6. ANNEX6–PerformanceMeasurementFramework(compulsorytemplate)+/-8.7. ANNEX7–Summarytable(compulsorytemplate)Mandatory8.8. ANNEX8–Budget(compulsorytemplate)Mandatory8.9. ANNEX9–SecurityRiskAssessment(compulsorytemplate)Mandatoryforlevel3countries8.10. ANNEX10–HumanitarianAdvocacyTool(compulsorytemplate)+/-



ProjectSummarySheetProjectTitle EmergencyAssistancetotheRohingyaCommunityinCox’sBazar,BangladeshProjectID BGD172Location Bangladesh/Cox'sBazarDistrict/NewSpontaneousSettlementsProjectPeriod

From15October2017to15October2019Totalduration:24(months)

Modalityofprojectdelivery

self-implemented CBOs Publicsector localpartners Privatesector Other

Forum TheACTBangladeshForum

Requestingmembers

● ChristianAid(CA)● ICCOCooperation(ICCO)● DanChurchAid(DCA)● Diakonia

Localpartners

● CA: Dhaka Ahsania Mission (DAM), Christian Commission for theDevelopment of Bangladesh (CCDB), Gana Unnayan Kendra (GUK) andDushthaShasthyaKendra(DSK)

● ICCO:MUKTICox'sBazar● DCA:COASTTrust● Diakonia:UnitedTheatreforSocialAction(UTSA)

ThematicArea(s)

Shelter/NFIs Protection/Psychosocial FoodSecurity Earlyrecovery/livelihoods WASH Education Health/Nutrition Unconditionalcash

Advocacy DRR/Climatechange Resilience

ProjectImpact

ToimprovelivingconditionsoftheRohingyarefugees.

ProjectOutcome(s)

A:Rohingyacommunitiesintargetareasarefoodsecure.

B:VulnerableRohingyapeopleintargetareashaveincreasedaccesstoshelterneeds.

C.Improvedpersonalandcommunalhygieneandincreasedaccesstosafewaterandsanitationfacilities.

D.Increasedaccesstobasichealthcarefacilitiesandmedicalsupport.

E. Increased protection and psychosocial support available to vulnerable andtraumatisedRohingyacommunities.

Targetbeneficiaries

Beneficiaryprofile

Refugees

IDPs hostpopulation

Returnees



Non-displacedaffectedpopulation

Estimatedtotalnumberofdirectbeneficiariesbysectorofintervention:FoodSecurity:5,100HHsShelter:6,600HHsNFI:9,000peopleHygieneKits:61,200HHsWaterpoints/tube-wells-1,500HHsLatrines:3,000HHsHealth&Nutrition:108,000peopleProtection/Psychosocial:12,100peopleAccordingtoIOMandISCGdemographicdataMaletoFemaleratiois36:64.

Project Cost(USD)

3,578,740(USD)

ReportingSchedule

TypeofReport Duedate

Situationreport FirstSitRepdue31November2017

SitRep:Monthly

Finalnarrativeandfinancialreport(60daysaftertheendingdate)

15December2017

Auditreport(90daysaftertheendingdate)

15January2020



PleasekindlysendyourcontributionstoeitherofthefollowingACTbankaccounts:USdollar EuroAccountNumber-240-432629.60A EuroBankAccountNumber-240-432629.50ZIBANNo:CH460024024043262960A IBANNo:CH840024024043262950Z

AccountName:ACTAllianceUBSAG

8,rueduRhôneP.O.Box2600

1211Geneva4,SWITZERLANDSwiftaddress:UBSWCHZH80A

Please note that as part of the revised ACT Humanitarian Mechanism, pledges/contributions areencouragedtobemadethroughtheconsolidatedbudgetofthecountryforum,andallocationswillbe made based on agreed criteria of the forum. For any possible earmarking, budget details permembercanbe found inAnnex5 (SummaryTable),oruponrequest fromtheACTSecretariat.Forpledges/contributions, please refer to the spreadsheet accessible through this linkhttp://reports.actalliance.org/http://reports.actalliance.org/. The ACT spreadsheet provides anoverviewofexistingpledges/contributionsandassociatedearmarkingfortheappeal.

PleaseinformtheHeadofFinanceandAdministration,LineHempel([email protected])and Senior Finance Officer, Lorenzo Correa ([email protected]) with a copy to theRegional Programme Officer James Munpa ([email protected]), of allpledges/contributionsandtransfers,includingfundssentdirecttotherequestingmembers.

Wewould appreciate being informed of any intent to submit applications for EU,USAID and/orother back donor funding and the subsequent results. We thank you in advance for your kindcooperation.

Forfurtherinformationpleasecontact:ACTRegionalRepresentative,AnoopSukumaran([email protected])ACTRegionalProgrammeOfficer,JamesPhichetMunpa([email protected])

ACTWebSiteaddress:http://www.actalliance.orgAlwynnJavierGlobalHumanitarianCoordinatorACTAllianceSecretariat



1. BACKGROUND

1.1. ContextBangladesh,oneof theworld’spoorestnations,has seenamassive influxofRohingyapeoplefleeingviolenceandpersecutioninMyanmar.Asof21Oct2017,atleast815,000Rohingyasareestimated tobe sheltering inBangladesh.Violencewhichbeganon25Augusthas triggeredamassiveandswiftinfluxandresultedinacriticalhumanitarianemergency.603,000newarrivals,accordingtoIOMNeedsandPopulationMonitoring,UNHCRandotherfieldreports.PopulationmovementswithinCox’sBazarremain fluid,with increasingconcentration inUkhia,wheretheGovernmenthasallocated3,000acresforanewcamp.Overhalfofthenewarrivalsarelivinginspontaneous settlements with little access to aid. A total of 143 Rohingya people, whowerefleeing intoBangladesh fromRakhineState,died in several incidentsofboat capsize inBayofBengal so far according to local law enforcement agencies.Mostwhomade it to Bangladeshhavewalked50/60kilometresforuptosixdayssufferingfromtrauma,exhaustion,sicknessandhunger and are in dire need of food, water, shelter, protection and health care. Significantnumbers of new arrivals have no shelter and are staying out in the open air or with otherUndocumentedMyanmarNationals(UMN).Upto90%ofnewarrivalsareonlyeatingonemealaday.Riskofcommunicablediseaseoutbreakisveryhighgiventhecrowdedlivingconditions,opendefecationandseverelackofadequatewaterandsanitationfacilities.Healthservicesareoverwhelmedbythesheernumberofnewarrivalscausinggaps inabilitytopreventavoidableloss of life including primary and secondary health care, trauma care and rehabilitation,reproductive, maternal, neonatal and child health, SGBV treatment and mental health andpsychosocial support specially for many of the women who have experience horrific andwidespreadGBVandtraumainMyanmar.

1.2. NeedsAccording to the latest Inter Sector Coordination Group (ISCG) situation report, HumanitarianResponse Plan and assessment report published by IRC and Relief International, the followinghumanitarianneedshavebeenidentified:● ShelterandNon-FoodItems(NFIs):AllRohingyathathavearrivedsince25Augustareinneed

ofemergencyshelterandsignificantnumbersofnewarrivalshavenoshelterandarestayingout in the open air. Shelters are overcrowded and there is acute lack of sufficient space orprivacyandaccessiblepathwaystomovearound.Therearesheltermaterialslikebambooandplastic sheetingavailable in themarket,however thepricesare toohigh formajorityof thearrivals.NewarrivalsalsolackbasicNFIitemssuchascookingutensils,clothingandblankets.

● FoodSecurity:Thefoodsecuritysituationishighlyvulnerablewith8.5%oftheHHsregisteringalarming poor food consumption score. Amongst the new arrivals, an estimated 126,175people(Pregnantandlactatingwomenandchildrenunder5)needssupplementaryfeeding.

● WASH: WASH facilities in settlements are under immense strain and based on fieldobservations,thecurrentrateofconstructionfor latrinesdoesmatchtherateatwhichtheyarebecoming fullandthereforeunusable.Nearly50%newarrivaldon’thaveeasyaccess tosafe drinking water; some have to walk on average 0.5 kilometres to collect safe drinkingwater.Lessthan25%newarrivalhaveaccesstosafesanitarylatrineandwashrooms.Lackofbasicpersonalhygieneanddignity items includingmenstrualhygieneproductscoupledwithlack of awareness and hygienic practice is increasing the risks and likelihood of diseaseoutbreak.Womenofreproductiveageneedmenstrualhygienekitsandawareness.

● HealthandNutrition:Mainhealthcareneedsincludetreatmentforphysicalinjuriesincluding



gunshotwounds andburns, prevention and treatmentof communicablediseases, antenatalcare, emergency obstetric care services, reproductive health and S/GBV management.Maternal,new-bornandchildhealthcare iscriticallyneededwithhighnumbersofpregnant(3%of total population) and lactatingwomen (7%of total population) and children (58%oftotal population) amongst new arrivals. An estimated 288,400 people need nutritionassistanceoutoftheallthenewlyarrivedrefugeesasof3October.149,350childrenunder5and 51,500 pregnant and lactating women need malnutrition prevention and treatmentsupportthroughnutritioussupplementaryfood.

● Protection:Lackofpropershelter,WASHfacilitiesandlightingisaggravatingprotectionrisks,in particular for women, elderly, adolescent girls and persons with disabilities. Awareness-raisingcampaignsonchildmarriage,childlabour,GBV,humantraffickingisurgentlyneeded.Thenumbersoffemaleheadedhouseholds,separatedchildrenandtheneedforGBV-relatedservicesishigh;identification,referral,psychosocialsupportandcounsellingservices(aswellasmedicalfollowup)needstobeupscaled.

1.3. CapacitytorespondTherequestingmembers(CA,ICCOCooperation,DCAandDiakonia)withtheirlocalimplementingpartners (CCDB, DAM, Mukti Cox's Bazar, COAST Trust and UTSA) are already working in theRohingya crisis. All the implementing partners have their offices in the proposed area and arealready delivering relief items. All agencies involved have field, country and global capacities towork on the emergency situations relating to natural disasters, including refugee crisis. CA hasover3decadesofextensiveexperienceofhelpingrefugeesacrosstheglobe,mostnotablyrelatingtothecurrentcrisisRohingyarefugeeswhoarelivingincampsinWesternThailand.CAsupportsdisplacedpeopleinotherpartsoftheworldaswell,suchasGreece,SerbiaandinvariousareasoftheMiddle East and in Africa (South Sudan, Congo and Burundi). Currently, with local partnerCCDBandDhakaAhsaniaMission, CA is supportingover 5,000HHswith emergencyWASH kits,Shelter kits and food package, as well as running a medical camp. ICCO works to improve theaccessofconflict-affectedpeopleto livelihoodsanddurablesolutionstoenablethemtorestoretheirself-sufficiencyandbuildresilience.ICCOisalsoactiveinSyria,Jordan,LebanonandNorth-IraqthroughtheDutchReliefAlliance,acollaborationof14DutchNGO’sfundedbytheMinistryofForeignAffairsoftheNetherlands.InSoutheastAsia,ICCOalsosupportedrefugeesandinternallydisplaced people along the border with Myanmar and Thailand since 2002. ICCO is a boardmember of The Border Consortium (TBC), a development organization that gives people fromMyanmarfoodandshelterinrefugeecamps.DCAhaslongtrackrecordtosupportrefugeecampsin Uganda, Kenya, Ethiopia, and recently in Bangladesh. For example, together with itsimplementing partners, DCA has been working with various refugee camps including Jewi, inGambella, Ethiopia with ECHO funding. Currently, DCA with COAST Trust is providing food andsheltersupportto2700refugeefamilies.Diakoniahasanextensiverecordofhumanitarianworkand since foundation in 1966, gained substantial experience in helping people affected bydisasters and conflict. For threedecades,Diakonia has beenworkingwith local partners on theThailand-MyanmarbordertoprovidehumanitarianaidtoBurmeserefugeesin9camps.

2. PROJECTRATIONALE(LogicalFramework[Annex3])

2.1. InterventionstrategyandtheoryofchangeThe interventionwillworkon improving livingconditionsof theRohingyarefugees,byproviding



comprehensive support of emergency food (to 5,100 HHs), shelter (to 6.600 HHs), NFIs (9,000people), WASH facilities (Hygiene Kits to: 61,200 HHs, Water-points/tube-wells to 1,500 HHs,Latrines to 3,000 HHs and addressing the emergency health care (to over 108,000 people) andpsychosocialneedsof12,100people..Theoveralltheoryofchangefortheproposedresponsewillbe guided by the requesting members' commitment to Charter for Change for localisation ofHumanitarianAid,wherebyembedding the commitmentsof funding, partnership, transparency,recruitment, advocacy, equality, support and promotion in programming in collaboration withlocal implementing partners. The intervention will also be guided by the Core HumanitarianStandard (CHS) focusingmainly on supporting partners to prepare implementationplan; ensuretheparticipationofcommunitiesandlocalauthoritywhileselectionofbeneficiaries;coordinationandcollaborationwithlocalauthoritiesandotherstakeholderssuchasthearmedforcesinchargeofdistributionmanagement;establishComplainResponseMechanism;ensuregenderandsocialinclusionwhileselectinganddistributingthereliefmaterials;carryoutregularmonitoring;ensurefeedbackmechanism;maintainproperfinancialandprocessdocumentsandrecords.Sphere,ISCGandHumanitarianResponsePlanandclustercoordinationendorsedbylocalauthoritieswillplayafundamental role in the response design. By providing basic shelter and NFIs, supplementarynutritiousfoodpackage,hygienekits,safewaterandsanitationfacilities,healthcare,awarenessandpsychosocialsupporttheprojectwill improvethe livingconditionsforRohingyasatthenewspontaneoussettlements.

2.2. ImpactOverall objective/Impact: To improve living conditions of the Rohingya refugees. The proposedaction intends to provide a comprehensive set of support to the vulnerable Rohingya refugeecommunitiesresidinginnewspontaneoussettlementsunderharshconditions,whichinlong-termwillenhancetheircopingcapacitytoensureshelter,foodsecurity,hygiene,health,nutritionandprotection.Thevisionofthisprojectistopreparetherefugeestowhatthefutureholds,whichiscurrentlybeingscrutinisedbythegovernmentsofbothcountriesandtheUN.

2.3. OutcomesA:Rohingyacommunitiesintargetareasarefoodsecure.

Ind.1.1%oftargetednewRohingyaarrivalslivinginshelterstructuresthatsatisfiesShelterclusterguidelines.


Ind.I1.1.%oftargetedRohingyacommunitiesfulfiltheirdailyfoodintakefromemergencyfooditemssupportwhichmeetsSpherestandards.


Ind.1.1.%oftargetedRohingyacommunityhouseholdshaveaccesstoamplequantityofsafedrinkingwater.

Ind.1.2.%ofRohingyacommunitieshaveaccesstosafeanddignifiedsanitationfacilitiesandimprovedhygienepractices.




Ind.I1.1.%oftargetedRohingyacommunityHHsaccessmedicaltreatmentandhealthcarefacilities.

E.IncreasedprotectionandpsychosocialsupportavailabletovulnerableandtraumatisedRohingyacommunities.

Ind.1.1%oftargetedRohingyacommunityHHssufferingtraumaaccessandparticipatesafepsychosocialsupport.

2.4. OutputsA1.1.RohingyaCommunitiesprovidedwithnutritioussupplementalfoodpacketsinasafeenvironment.|Estimated#ofbeneficiaries:5,100HHs|Estimatedbudget:USD614,967.82

Ind.1.1.15,100RohingyacommunityHHsreceivedfooditemssupport.

Ind.1.1.2.18breastfeedingcornersandsafespaceestablished.

B1.1.RohingyacommunityHHsprovidedwithShelterKitsandNFIs.|Estimated#ofbeneficiaries:6600HHs+9,000people|Estimatedbudget:USD254,537.49

Ind.1.1.1.6,600RohingyacommunityHHsreceivedemergencySheltermaterials.

Ind.1.1.29,000Rohingyapeoplereceivedwarmclothesforwinter.

C1.1.RohingyaCommunitieshaveaccesstoWASHfacilitiesandreceivesafehygieneeducation.

facilities.|Estimated#ofbeneficiaries:61,200HHs|Estimatedbudget:USD1,006,404.65

Ind.1.1.1.30safewaterpoints/deeptube-wellsinstalledintargetednewspontaneoussettlementcamps.

Ind.1.1.2.61,200RohingyacommunityHHsreceivedHygieneKits.

Ind.1.1.3.300sanitarylatrinesinstalledintargetednewspontaneoussettlementcampsforcommunaluse.

Ind.1.1.420,400RohingyacommunityHHsreceivedhygieneinformationonpersonalandcommunalhygienepractices.

D1.1RohingyacommunityHHshaveaccesstobasicmedicaltreatmentandhealthcare.|Estimated#ofbeneficiaries:108,000people|Estimatedbudget:USD522,583.02

Ind.1.1.1.3medicalcamps(capacitytoserve300patientsperday)operational6monthseachwithmedicalandhealthcaresupportestablished.

E1.1RohingyacommunityHHshaveaccesstopsychosocialcareservicesandawarenessonGBV,humantrafficking,abuseandviolencepromoted.|Estimated#ofbeneficiaries:12,100people|Estimatedbudget:USD185,488.15

Ind.1.1.12InformationandCommunityCentresestablished.

Ind.1.1.220InteractivePopularTheatresorganised.

Ind.1.1.316safekids’cornersestablished.



Ind.1.1.46Psychosocialcounsellorsmadeavailableand70grouppsychosocialcaresessionsheld.

Activities:

A1.1Procureanddistributefooditems(aspertheguidelinesofFoodSecurityCluster).

A1.2IdentifyHHswhichrequirespecialfoodpackageforinfantsandchildren.

A1.3CommunityDevelopmentandcashSupportforlivelihoodsustenance(conditionalcashforworkandunconditionalcashsupport)

A1.4Set-upbreastfeedingcornersaspartofInfantandYoungChildFeedinginEmergency(IYCF-E)interventions.

A1.5Procureanddistributeemergencysheltermaterials.

A1.6Providetechnicalsupport/orientation/trainingforestablishingtemporaryshelter.

A1.7Procureanddistributenon-fooditems

A1.8ProcureandprovideHHswithsanitary,hygienekitsandmenstrualmanagementkits.

A1.9Installationoftube-wells.

A1.10ProvideHHswithgendersegregatedsanitarylatrinesandperiodicdislodgingoflatrines.

A1.11Providetrainingtothecommunityvolunteers

A1.12VolunteersdeployedtopromotesafehygienepracticesatHHlevel.

A1.13Establishmentofemergencymedicalcentres

A1.14Procureandprovidemedicines

A1.15Providepsycho-socialcareandcounselling.

A1.16Awarenessontrafficking,GBV,abuseandviolencemobilisedwithvolunteers.

A1.17Volunteergroupformationandtraining,meetings

A1.18Kidscornerforchildren

A1.19InformationandCommunityCentre(ICC)

A1.20InteractivepopulartheatreshowsonRohingyaissueswithlocalcommunity

2.5. Preconditions/Assumptions• NGOshaveaccesstoworkforRohingyarefugeesforthenexttwoyearswithoutsuddenpolicy

changesandabruptrelocationofcamps.• Lawenforcementagenciesandmilitary continues toprovide supporting roles indistribution

management,securityanddemographicdataofnewsettlements.• Smoothcoordinationmechanismwith ISCGmembers,UNbodiesand localNGOs,aswell as

privatesectoractors.• Security situation inside camps and between refugees and host communities remain stable

andconducivetohumanitarianaid.



2.6. RiskAnalysisCox’sBazar,withapopulationof2,290,000predominantlyBengaliMuslims,isoneofBangladesh’spoorest and most vulnerable districts, with malnutrition and food insecurity at chronic tomoderate levels, and poverty is well above the national average. Population suffers from poorfoodconsumptionquality.Furtherincreasesinpopulationanddensityarelikelytoaffectthebasicroad and market infrastructure that exists, resulting in the need to build up services, withcongestionalreadyamajorproblemthatislimitingaccessandmobilityaroundlargesites.The Government of Bangladesh begrudgingly accepts the Rohingya refugee population yetconstantly tries to have them returned to Myanmar. The Rohingya are denied freedom ofmovement, employment, and education beyond the primary level. (Refugee Studies Centre,06/2001). Durable solutions and development are not pursued for this population, as thegovernmentofBangladeshseekstolimittheinfluxofrefugees(WFPUNHCR2012).Thedistrict ishighlyvulnerabletoshocks, inanextremely fragileenvironmentwhichhasannualcycloneandmonsoonseasons.ForRohingya, limitedscopetobuildself-resilience,andaccesstocyclonesheltershavebeenrecurrentissuesthatwillnowmagnify.High levels of criminality in thedistrict are closely linked to the settlement economies. There isevidence of ongoing trafficking into the sex trade from the makeshift settlements into nearbyurban centres. Strong links between displaced people, including self-identified camp and blockmanagement committees in the makeshift settlements, and well established local criminalnetworks engaged in human and drug trafficking present enormous challenges to sitemanagementandtopreservingthesafetyanddignityofpeoplelivingindisplacement.

2.7. Sustainability/ExitstrategyConditions inMyanmararenotcurrentlyconduciveforreturn.ACTagenciesthereforeexpecttosee protracted displacement in Bangladesh with Rohingya refugees relying heavily onhumanitarian assistance over the coming months. All members will continue to work withRohingya communities after initial rapid response phase and continue to meet basic lifesavingneedsof themost vulnerable by expanding target population coverage through further fundingandpartnerships.ACT agencies objective is to meet the immediate needs of the target population whilst alsoseeking sustainability beyond the planned implementation period. A focus throughout theresponse will be to strengthen the capacity of the affected population through participatoryprocesses and community involvement. Resilience of affected communities against subsequentdisasters (e.g. Cyclones)will be increased throughDRR/preparednessmessaging and awarenesscampaigns.

3. PROJECTIMPLEMENTATION

DoestheproposedresponsehonourACT’scommitmenttoChildSafeguarding?

Yes No

Allrequestingandimplementingpartnerswillstrictlyfollowitscommitmentstopreventanyabuseormistreats in relation to a child, also in relation to PWD and PLW. All partners are strongly



committeda)nottoallowuseofchild labourb)ensureachildsafetyandwellbeingc) integratethe child friendly approaches into the project activities (e.g. beneficiaries will be selectedconsidering the presence of children under 5 in the family). The Child Safeguarding GuidanceDocument will be translated into Bengali and distributed to local implementing partners andrelevant stakeholders for their adherence to the issue aswell. In addition, complaints responsemechanism will prioritise issues related to child safeguarding and engage law enforcement tosensitisethecommunity.

3.1. ACTCodeofConductAlongwithChildSafeguarding,ACTCodeofConductwillbeamandatorydocumenttobesignedby requesting/implementingmembers, their staff, consultants, and subcontractors (if any). ThebeneficiarieswillbealsoorientedinthemainvaluesoftheCodeofConductwithspecialfocusonprevention of sexual exploitation and abuse; accordingly, the complaintsmechanismswill be inplaceasdescribedinsection5.3.The Sphere standards are referred to whenever new humanitarian projects are designed andindicatorsaresetbasedontheSpherestandardswhicharesomeofthemechanismstoensuringthe standards are adhered to.ACT Members will also mainstream the Core HumanitarianStandards (CHS) into their work. Particularly, information sharing and implementation ofcomplaints handlingmechanismswill be key aspects of theCHS thatMemberswill put in placeduring implementation. The standards will become the reference points when trackingachievementsduringmonitoringexercisesandreporting. Inaddition,thecoreprinciplesarealsoreferred to during implementation and during mainstreaming of protection activities such aspsychosocialsupportstotheaffectedtargetgroup.

3.2. ImplementationApproachThe responseapproach is in linewith the requestingmembers' individual responseplan for theRohingyarefugeecrisisaswellastheHumanitarianResponsePlanstrategytoprovidelife-savingbasic assistance in settlements and seek protection, dignity and safety of the refugees. Shelter,FoodSecurity,WASH,HealthandProtectionareamongthetopfundingrequirementsbysector,thereforeourmodelofimplementationfitswiththewiderhumanitarianprogrammebyensuringcomprehensive and equitable support based on vulnerability. To ensure that new arrivals inspontaneoussettlements/campsaremetwithemergencylifesavingneedsofprotectionandfoodsecurity the project’s approach considers both short-term support by distributing timelysupplementary food package in collaboration and coordinationwithWFP and othermajor foodsecurityclusteragencies,emergencyshelterandmuchneededNFIassistanceas there isa largegap inthepipelineforhousehold itemscomparedtoneeds.Toensurerefugeeshavedevelopedimprovedpersonalandcommunalhygiene,accesstosafedrinkingwaterandtobasichealthcareandpsychosocial support, for short-termemergencyneedsWASHkits containingasmuchas12itemswillbedistributedeverytwomonths.Medicalcampsbasedinsidethesettlementscapableofserving300patientsperdaywillcontributetotheoverwhelminghealthneedsfor18months.Basedon fieldobservations, thecurrent rateof construction for latrinesdoesmatch the rateatwhichtheyarebecomingfullandthereforeunusable.Thisisduetothefactthatmostemergencylatrinesaredual-ringandslabinstalmentsandareoverused.Toaddressthesludgemanagement,requestingmembers and partnerswill developmultiple context specific technologies for all thesitesandinstallmultiple-ringandslabinstalmentssuitableforextensiveuse.Toensuresafewatersupplyinthelong-run,deeptube-wellswillbeinstalledforcommunaluse.



Throughout the different stages of the project, participatory and inclusive approaches will befollowed.Toincreaseefficiencyoftheresponseandplanning/monitoringprocesses,mobile-basedapplications(AKVOFlow,KOBO,MAGPIE)willbeused.

3.3. ProjectStakeholdersThe project has identified the following key stakeholders, who will have different roles andengagements in the project: Local government- beneficiary selection endorsement, communitymobilizationandinfrastructureconstruction,distributionofreliefitems,conflictresolution;Armedforces/law enforcement- distribution management, complaints response and mitigation, jointsecurityriskassessmentandmanagement;ISCG-coordinationchanneltolargerresponseplanandwidersharingviaSitRepsand4W,sharing lessons learnedand technical supportviavariousandrelevantclustersandadvocacy;UNandotherprivatesectordonorsandpartners.

3.4. FieldCoordinationMultilateral and bilateral Bangladesh based donors and UN agencies are organized under theumbrella of the Inter-Sector Coordination Group (ISCG) to engage in dialogue on developmentissues with the Government of Bangladesh. One of the ways in which the internationalhumanitarian community coordinates with the government and other key stakeholders alongsectorlines,isthroughtheclusterapproach.Requestingmemberswillparticipateatthedistrict levelclusters,whichwill facilitatecommunityinvolvement and participation, and will establish mechanisms to enhance accountability toaffected populations. As a result, sometimeswemay need to revise the relief package such asfoodpackets,targetbeneficiaries,WASHkits,etc.andrequestingmembersthereforeneedtobeflexible. Clusters will streamline communication of field updates as well as enhance theinformation documented by the cluster as a preparedness measure. The strengthening of thisapproach will contribute to a single line of coordination mechanism during this emergencybetweenthedistrictlevelGoBpersonnelandrequestingmembers.

3.5. ProjectManagementCA as the lead agency through a Project Steering Committee (PSC) and Project ImplementationCommittee (PIC), will be responsible for overall management, consolidation of reports,communication and overall coordination with the national and local level stakeholders foradvocacy,donorsandACTSecretariat.CompliancetoCHSstandards,accountability,transparencyandrelevantcodeofconductandpoliciesaresharedresponsibilitiesoftherequestingmembersandtheirlocalimplementingpartners.Atthefieldlevel,implementingpartners(DAM,CCDB,DSK,GUK, Mukti Cox’s Bazar, COAST Trust and UTSA) will manage daily coordination andimplementation of the project activities with technical support from the requesting members(frombothcountryandfieldoffices),whosefinancialandmonitoringofficerswillhaveafirmgripontheworkplanandtrackingdeliverables.InternalauditwillbearrangedbytheleadagencyandexternalauditswillbesetbyACTSecretariat.

3.6. ImplementingPartnersThe requestingmembershavebeenworkingwith their counterpart local implementingpartnersfor many years in disaster management, response, early recovery, livelihood and healthinterventions. CA partner CCDB, is a prominent Bangladeshi NGO formed in 1973 primarily forrelief and rehabilitationworkpost-independencewarandhasbeen responding to theRohingya



refugee crisis from the very beginning providing lifesaving shelter, food security and WASHinfrastructure and currently deploying large-scale intervention with multiple-donor fundingstreams.DAM, founded in1958 isoneof the largestNGOs inBangladeshwidely recognised fortheir sector expertise in health and education. DAM since 1993 has been offering counselling,medical care and social services to refugees with assistance from UNHCR through its RefugeeCounselling Service Unit (RCSU). DSK officially and formally began working in 1989. Today, theorganizationhasabroadrangeofactivitiesandprogrammesincludingprimaryhealthcare,waterandsanitation,microcredit, informalprimaryeducation, reliefandrehabilitation,climatechangeadaptation, food security and skill development training. GUK, a community led developmentorganization has been working for the poor and extreme poor for over 30 years aroundempowerment of women, ensuring employment and livelihood of poor and extreme poor,disaster management, health and sanitation, access to local resources, primary education andsocialjustice.Basedon their experience, network, knowledgeofworkingwithRohingya communities inCox’sBazarandcapacity, ICCOhasproposedMuktias its local implementingpartner.Theyhavebeenworking in these settlements since 2000, with various partners including WFP, ACF, Save theChildren, etc. on a wide range of sectors, like food security and livelihoods, WASH, health,education,andprotection.Moreover,theymaintaingoodrelationshipswiththelocalauthorities(governmentandclusters),thecampmanagementaswellasthebeneficiaries.DCA partner COAST has been responding on Rohingya crisis from the beginning. COAST isimplementing DCA supported project, providing supports- emergency food, WaSH, Noon FoodItems (NFI) and Psychosocial Support Service (PSS) assistance to the Rohingya People in Cox’sBazar.Diakonia’spartnerUTSAisthepioneerorganizationonpsychosocialcaresupportinBangladeshandhasbeenworkingonitissuessince1997.UTSAhasbeenworkingasalocalpartnerofDiakoniaBangladeshsince2011.

Eachrequestingmemberwillcapitaliseonexistingframeworkpartnershipagreements,financialandmonitoringarrangementstoensurequalityandtimelyimplementationoftheproject.

3.7. ProjectAdvocacyHumanitarianadvocacywillbeanintegralpartoftheproposedprojectviamultiplefronts:1. ISCG-Thehumanitarian response to theRohingya influx inCox’sBazar,Bangladesh, isbeing

coordinated by the Inter-Sector Coordination Group, which is led by the InternationalOrganization for Migration. The ISCG portal serves as a one stop information hub for theagencies working with the Rohingya issue. The portal aims to facilitate the sectoralcoordination approach through disseminating the latest information onwho is doing what,whereandwhen,importantevents,newsandstoriesfromthefieldandisarobustadvocacyplatforminthisfield.

2. Nationalleveladvocacy-throughINGOForum,INGOEmergencySub-Committee,UNClusterstoraiseissuesandlessonslearnedtofeedintothewiderhumanitarianresponseplan;and

3. GlobaladvocacythroughACTAlliance,requestingmemberorganisations'globaladvocacyplatformsandcommunicationchannels.

4. Local level advocacy- As the local Disaster management committees (DMC’s) of govt. are



responsible for emergency response primarily so ACT Bangladesh Forum takes initiatives toholds duty- bearers accountable to ensure needs of the Rohingya people. Act forum andimplementing partners will keep a very close coordination with the Cox’s Bazar districtauthorityforaddressingdifferentneedsofthenewlyarrivedRohingyapeople.

InsertSimplifiedWorkPlan

4. PROJECTMONITORING

4.1. ProjectMonitoringTheprojectwillbemonitoredbythePSCandPICprimarilyguidedbytheProjectCoordinatorandM&Eofficersofrespectiveagencies.Performanceofprojectprogresswillbetrackedmonthlyandquarterly reports capture results and lessons learned. Regular field visits and quarterly PSCmeetings will ensure course correction against deviation from workplan. Baseline and end linestudieswillbedonefortheprojectaswell.ParticipatoryCommunicationwithCommunity(CWC)method will be applied for beneficiaries’ involvement and monitoring through implementationcommittees, in which local representatives will play a vital role. Requesting agencies and localimplementing partners will monitor field activities in situation of remote management also byusingmobilebasedtools.Regularsharingperformancedatawithpartnerswillfosterlearningandadaptivemanagement.ACTPMEguidelines, principles and standardwill be followedalongwithrespective organization policy for project monitoring, M&E plan design. Capacity building ofproject staff on M&E of project will be given. Adherence to CHS standards will be monitoredthroughouttheresponse.Robustfeedbackandcomplaintsmechanismswillbeputinplace.Postdistribution monitoring will be conducted quarterly, and findings will be integrated intosubsequentactivities.



4.2. SafetyandSecurityplansThe5identifiedsafetyandsecuritythreatsare:1. NaturaldisasterssuchasCyclone,heavyrainfallandlandslide-Thedistrictishighlyvulnerable

to shocks, in an extremely fragile environment which has annual cyclone and monsoonseasons.Cox’sBazarandChittagonghavebeenhitbymorethanthreesignificantcyclonesinthe last two years. With weak shelters and little infrastructure in place, the displacementsettlements are particularly vulnerable to impact. The requesting members will takeprecautionary measures to not plan for project activities during heavy rainfall based onweatherforecaststoprotectbeneficiaries,staffandlogisticsfromundueharm.

2. Political, government cooperation and religious issues- Political instability in Cox’s Bazar iscommonandthereisanunderbellyofpowerfulplayerscontrollingtheecosystem.Highlevelsof criminality in thedistrictare closely linked to the settlementeconomies.Drug trafficking,mainly ofmethamphetamineor ‘yaba’, fromMyanmar throughCox’s Bazar andon into theregion’smarketshasbeenalong-termissuewhichhasincreasedsignificantlyinrecentyears.Therehavealsobeen casesof threats to faith-basedorganizations. These fearsmay lead togovernmentwithdrawingpermissionofINGOstooperateinsuchavulnerablearea.However,it has been proven that simplemeasures such as low visibility when tensions are high andavoidingroutesidentifiedasriskycanmitigatesuchthreatswithrelativeease.

3. Disease outbreak; health and hygiene issues- Lack of sufficient basic services, includingelectricity,safedrinkingwaterandbasicsanitationservices,haveincreasedtheriskofdiseaseoutbreakssuchasdiarrhealdiseases,typhoid,hepatitis,aswellasothervaccine-preventablediseases.TherehavealsobeenanumberofidentifiedcasesofHIVinthecamps.Thisputsthelivesofour targetbeneficiaries aswell asour staffon theground. Tomitigate this risk, therequestingmemberswillmakesurepropermedicalcareisavailable,staffsarewellorientedtoavoidablehealthhazardsandarobustreportingmechanismforswiftaction.

4. Riseofterrorism,unrestandriot-GovernmentfearsthatRohingyaviolencemayhelprecruitextremists and the crisis could give birth to terrorism in the region. In these circumstanceslocal intelon rising tensionwithin the refugeecommunitiesandhaving regularcontactwiththemilitaryandarmedforceswillhelpnavigatetheprojectactivitiestoavoidsuchthreats.

5. Relationshipwithlocalcommunity-Asthesituationintheforthcomingfewmonthswilllikelyremainfluidandfragile, localpartnerswithextensiveknowledgeoftheareaandpeoplewillplayacrucialroletomaintaingoodrelationshipwithbothrefugeesandhostcommunity.

4.3. KnowledgeManagementLessonslearnedandgoodpracticewillbecapturedthroughouttheresponsefromseveralsources.AllrequestingACTagencieswillensurecommunityparticipationthroughallphasesoftheproject,andwillensurethatrobustcomplaintsmechanismsareputinplacetoensureallsegmentsofthecrisisaffectedpopulationcanfeedback.Postdistributionmonitoringwillprovideanothersourceof information to be captured, shared and disseminated. Partner feedback and observations byACT agencies will also be recorded and fed into overall learnings. All of the above will bedocumented throughout implementation of projects and collated to bring together key lessonslearned,recommendationsandgoodpractice.Socialmediawillalsobeakeytoolindisseminatingand engaging with wider audience about the humanitarian response implemented by memberagencieswiththesupportofACTAlliance.



5. PROJECTACCOUNTABILITY

5.1. MainstreamingCross-CuttingIssuesTopromotegreatergenderequityinmeetingtheirneeds,requestingmembersandimplementingpartnerswill: (i)tailortheirsectorspecific interventionsinresponsetotheneeds,capacitiesandprioritiesofwomen,girls,menandboysas identifiedthroughassessment,analysisandplanningefforts;and(ii)Includetargetedactionstoaddressspecificgapsordiscriminatorypractices.Amongmanydimensions of exclusion,wedeliberately consider gender, disability, environment,resilience and social inclusion and participation as the key cross-cutting issues in the regulardevelopment programmes/projects. For us, this becomes even more important during disasterresponse operations. From the design of the project to conducting initial assessments and theactualimplementationoftheproject,specialattentionwillbepaidtotheseissues.Thefollowingsections will describe how each of these issues will be addressed and concerned within theproject.

●

5.1.1. GenderMarker/GBVTopromotegreatergenderequityinmeetingtheirneeds,requestingmembersandimplementingpartnerswill: (i)tailortheirsectorspecific interventions inresponsetotheneeds,capacitiesandprioritiesofwomen,girls,menandboysas identifiedthroughassessment,analysisandplanningefforts; and (ii) Include targeted actions to address specific gaps or discriminatory practices.Rohingya refugees crossing intoCox’sBazaar inBangladeshare facedwithamultifaceted crisis,whichhasimpactedontheirlivesinvariousways.Shelter and Non-Food Items: The forced displacement of Rohingya refugees fromMyanmar toBangladeshhas impactedon their (women’s,girls’,boys’andmen’s)access to shelterandbasicmaterialsforlivingwithdignity.Pregnantwomen,theelderly,thedisabledandotherpeoplewithspecificneedsmaynotbeabletobuildtheirownsheltersandmayrequiresupport.Thespecificneedsofchild-headedhouseholdsandsingleyoungandelderlywomenandmenshouldbemetwithout creating further stress, danger and exposing people to undignified solutions. Oftenprotectionrisksarisebecauseofthefailuretounderstandthedifferentneedsofindividuals.WASH: The current Rohingya refugee crisis has impacted access to clean water and adequatehygieneandsanitationfacilitiesbywomen,girls,menandboysindifferentways.Genderandagelargelydeterminewhat real access refugees canhave towater and sanitation services andwhodecides on their use. It can also determine how limited or inappropriate WASH services andfacilitiescanaffectdifferentgroupswithintherefugeepopulation. It is important tounderstandthesedifferencesanddeliverhumanitarian responseservicesandaid thatassist all segmentsoftheaffectedpopulation,whileplacingnooneatrisk.Nutrition: A humanitarian crisis, such as what the Rohingya refugees are presently facing hasdifferent impactsonthelevelsofnutritionavailabletowomen,girls,menandboys.Genderandage largelydeterminenutritionalneedsandhowaperson isaffectedwhenthoseneedsarenotmet. For example, women of child-bearing age requiremore dietary iron thanmen, andwhenpregnantorbreastfeeding,shouldalsoconsumemoreprotein.However,whilethecrisis impactsontheonehand,genderinequalityforwomenandgirlshamperstheirabilitytoaccessadequate



and consistent amounts of nutritious food to meet their own needs as well as those of theirfamilies. Availability of nutritious food coupled with improved access to adequate health andWASHservicesreduceslevelsofacuteandchronicmalnutritionforwomenandtheirdependents.The combination of chronic diseases and specific nutritional needs may make older men andwomenmorevulnerableinemergencies.Integratinggenderequalityintonutritionprogrammingisthuscritical.Protection:Gender-basedviolence(GBV)isamongthegreatestprotectionchallengesindividuals,families and communities face during humanitarian emergencies (IASC, 2015). For this reason,GBVpreventionandresponseisakeycross-cuttingpriorityinhumanitarianaction,whichrequiresa coordinated effort to ensure that all sectors address this issue in the planning andimplementation of their response efforts. For example, girls and women often face greaterviolence in overcrowdedor poorly designed shelters and can risk sexual abuse and exploitationwhennegotiating shelter or essential items.Unregulated andunprotected distribution sites riskexcluding older men and women, unaccompanied boys and girls because of harassment andviolence.Requestingmembersandimplementingpartnerswillmakesurethattheassistanceandprotectionprovidedmeets theneeds of all the affectedpopulation equally, that their rights are protectedandthatthosemostaffectedbythecrisisreceivethesupporttheyneed.Toaidthis,wewillfollowthegendertipsheetspreparedforeachISCGsector.https://www.humanitarianresponse.info/en/topics/gender/page/iasc-gender-markerhttp://dgecho-partners-helpdesk.eu/action_proposal/fill_in_the_sf/section5

5.1.2. ParticipationTheproposedprojecthasbeendevelopedbasedoncomprehensiveneedsassessmentbymemberagenciesand the local implementingpartnerswhohave first-hand situationupdateandcontextspecific knowledge of the humanitarian crisis on the ground. Due to the scale of humanitariancrisisandcoordinatednatureoftheresponse,thedesignoftheprojectisprimarilybasedontheneedsandgapsidentifiedbytheInterSectorCoordinationGroup(ISCG)basedinCox’sBazarandother multi-sector assessments based on primary data, such as the one conducted by ReliefInternational and International Rescue Committee and sub-sector reports. The design has alsobeen guided by our own field-level observations specially on gender and protection issues. Theprojectwillensurethatthecommunity’sfeedbackateverystage,fromplanning,implementationandM&Earenotonlycapturedaslessonslearnedbutalsonavigatetheinterventiontobestfitforpurpose as the project moves forward. This ensures that communities are well informed andactivelyengagedindecisionmakingaswellasdesignandmonitoringoftheproject.Thiswillalsodevelop ownership over activities and results, which, in turn, will help to make the project’sachievementssustainable.Effortswillbemade toensure the inclusionofmostmarginalizedareengaged in project (women, adolescent girls andboys, PWD, elderly and PLW). The projectwillfollow‘leavenoonebeheld’mandatetoincludemostmarginalizedandexcludedgroupofpeopleas much as possible appreciating the local implementation dynamics of other INGOs, LNGOs,privatesectorandUNbodiesandalsobearinginmindthatthevastmajorityofRohingyarefugeesareextremelyvulnerable.

5.1.3. Socialinclusion/TargetgroupsACAP, which stands for Accessibility, Communication, Attitude and Participation, is as aninnovative and revolutionary framework was to achieve “inclusion for all” within development



activities, including DRR and emergency relief and response. Requesting members will use theACAP Inclusion framework toensure inclusionofmarginalizedgroupsandpeoplewithdisabilityacrossallstagesoftheproject.Forexample,theproposedprojectcanpromote inclusivesheltermodel, which will be designed and checked against the ACAP subscribed "Accessibility" test toensurethat thesheltermodeladapts therecommendedguidelines foraccessibledesignper thelocal context. By incorporating the “special requirements or adaptations” necessary for peoplewithdisability, into thebasic sheltermodel, theprojectwill ensure thatall shelters constructedundertheprojectwillbeaccessiblebydefault.

5.2. Conflictsensitivity/donoharmAs theongoingRohingya refugeecrisis response isbeingcoordinatedbymultipleactors suchasUNbodies, ISCG,NGOAffairsBureau, localDistrictCommissioner’soffice,policeandmilitaryaswell as local government representatives, there is always a be a risk of internal conflict. Tominimizethisrisk,theprojectimplementationteamwillconsultwiththestakeholdersearlyduringplanning phase and respect their opinions and suggestions. Moreover, regarding maintainingqualityofwork,theimplementingpartnerswillsettheminimumstandardforeachitems/activityand display this at the community level, so that people can judge either the work meets theminimum standard or not. The project team will never give any prior commitment to thecommunitypeopleregardingwhattheycannotdopriortoexecution. Inaddition,therequestingACTmembersandimplementingpartnerswillstrictlyadheretoACTCoC,individualorganisation'sCoCandtherewillbeanobligationonallpartners,volunteersandstaffworkingwiththememberstoreport incidentswheretheyseeothersbreakingthecodeofconduct.This isanon-negotiablecollectiveresponsibility.Whistleblowingpolicy&referralmechanismtobeclearlyexplainedtoallpartners,volunteersandstaff

5.3. Complaintsmechanism+feedbackAll implementingpartnersaimtofulfillallninecommitmentsoftheCoreHumanitarianStandardon Quality and Accountability (CHS) throughout its response. As far as complaints handling(Commitment5) isconcernedtomanagecomplaints inatimelyandfairmanneronlybytrainedexpert(s) is a key to agencies to respond to the complaints as well as keep and protectinformation.Theprojectbeneficiariesandkeystakeholderswillbeinformedaboutthecomplaintsmechanisms for quality of aid provided and staff attitudes/behaviours. Furthermore, thecomplaint-handling processes will be designed in close consultation with the beneficiaries/keystakeholdersandplacedincommunitiesaccordingly.Consideringlocalspecifics,ifwomen'svoiceisunheardortheyareshytovoiceouttheirconcern,specialwomen'sconsultationswilltakeplaceaspartofcomplaintsmechanism.Inaddition,thecontactdetailsofthecomplaintsofficerswillbesharedwiththebeneficiariesforurgentand/orspecialincidents.Prevention from sexual exploitation and abuse (PSEA)- All partners, staff and volunteers to bebriefedonPSEA,tobeclearontheirresponsibilitytoreportincidentstheywitness,tobeclearonthemechanism throughwhich todo this (outlinedunder area3), and toencourage communitymembers to speak out and report cases in their communities (though referral mechanism orthroughC&Fmechanism)

5.4. CommunicationandvisibilityAllrequestingmembersandimplementingorganisationswillworkunderacommonACTAlliance



communications and visibility guidelines. They will respect international communicationguidelines,inlinewiththeCodeofConductandspecificallypayattentiontorespectingthedignityof the refugees. ACT Forum will implement communication activities related to the project,starting from collecting/collating beneficiary testimonials, success stories and photographs fromallrequestingmemberstoproducingashortvideoontheproject.Forcommunicatingwithdonorsand partners, the project partners will provide the following information, on behalf of allrequestingmembers:• Submit10casestudiesalongwithphotosperagencyperyear.• Leveragecommunicationstoolsofpartnerorganizationstopublishstoriesofbeneficiariesand

progressofprojectinprint,digitalandsocialmedia.• Use AKVO RSR, KOBO,MAGPIE to capture human-interest stories, showing progress of our

workanditsimpactonthebeneficiaries.• Organizejointlearningvisitsbetweenlocalpartnerstounderstandbestpracticesandlessons

learned.



6. PROJECTFINANCE

6.1. ConsolidatedBudget

EXPENDITUREAppeal AppealBudget BudgetBDT USD

DIRECT COSTSPROGRAM STAFF

Total national program staff 28,808,561 356,362

TOTAL PROGRAM STAFF 28,808,561 356,362

PROGRAM ACTIVITIES Shelter and settlement / Non-food items 20,577,000 254,537 Food security 49,714,456 614,968 Water, sanitation & hygiene (WASH) 81,358,500 1,006,405 Health / Nutrition 42,246,000 522,583 Protection / Psychosocial support 14,995,000 185,488

TOTAL PROGRAM ACTIVITIES 208,890,956 2,583,981

PROGRAM IMPLEMENTATIONTOTAL PROGRAM IMPLEMENTATION 4,127,300 51,055

PROGRAM LOGISTICSTransport (of relief materials) 1,360,000 16,823 Warehousing 10,000 124 Handling 1,845,279 22,826

TOTAL PROGRAM LOGISTICS 3,215,279 39,773

PROGRAM ASSETS & EQUIPMENTTOTAL PROGRAM ASSETS & EQUIPMENT 1,809,200 22,380

OTHER PROGRAM COSTSSECURITYTOTAL SECURITY 320,000 3,958

FORUM COORDINATIONTOTAL FORUM COORDINATION 984,460 12,178

TOTAL DIRECT COST 248,155,756 3,069,687

INDIRECT COSTS: PERSONNEL, ADMINISTRATION & SUPPORT

CAStaff salaries

20 % for Programme Finance Officer 640,400 7,922 10 % for Emergency Program Officer 344,567 4,262 10 % for Senior Programme Funding Officer 418,325 5,175 100% Support Staff 821,970 10,168 50% Finance Officer CCDB 600,000 7,422 25% Finance Officer DAM 75,000 928 Administrative cost (CA HO: 7%) 5,733,241 70,920 Office Operations - - Office rent CA+DAM+CCDB 1,176,000 14,547 Office Utilities CA+DAM+CCDB 216,000 2,672 Office stationery CA+DAM+CCDB Communications CA+DAM+CCDB 180,000 2,227 Telephone and fax CA+DAM+CCDB 16,536 205 Other - - Coordination CA+DAM+CCDB 120,000 1,484



Coordination CA+DAM+CCDB 120,000 1,484 DCA

Head of Finanace (10%) 840,000 10,391 Regional Humanitarian Programme Officer (10%) 672,000 8,313 Country Manager 15% 1,080,000 13,360 Finance Officer- DCA- 25% 990,000 12,246 Director COAST 10% 264,000 3,266 Programme Manager (Field Coordination) 20% COAST 384,000 4,750 Finance and admin Officer 768,000 9,500 Office Assistant 228,000 2,820 Office Operations 120,000 1,484 Office rent 480,000 5,938 Office Utilities 360,000 4,453 Office stationery 360,000 4,453 Telephone and fax 180,000 2,227 Diakonia partner:

Executive Director (partial) - partner 390,000 4,824 Office rent 384,000 4,750 Office Utilities 48,000 594 Salaries - (partial) Programme Officer 260,000 3,216 Salaries - (partial) Finance and Administration Officer 260,000 3,216 Monitoring and quality assurance cost (Diakonia Regional office: 3%) 1,000,000 12,370 Administrative cost (Diakonia HO: 5%) 1,810,000 22,390 Travel costs 450,000 5,567 Office supplies 60,000 742 ICCO

Salaries e. g % for Programme Director-ICCO+MUKTI 960,000 11,875 Salaries e. g % for Finance Director--ICCO+MUKTI 864,000 10,688 Reg comms Manager 400,000 4,948 Monitoring Officer--ICCO+MUKTI 576,000 7,125 Country Manager 1,326,000 16,403 Salaries for accountant and other admin or secretarial staff --ICCO+MUKTI 5,520,000 68,282 Office rent 660,000 8,164 Office Utilities 157,740 1,951 Office stationery 176,000 2,177 Telephone and fax 170,000 2,103

TOTAL INDIRECT COST: PERSONNEL, ADMIN. & SUPPORT 32,539,780 402,517 12% 12%

TOTAL EXPENDITURE exclusive International Coordination Fee 280,695,536 3,472,204

INTERNATIONAL COORDINATION FEE (ICF) - 3% 8,420,866 104,166

TOTAL EXPENDITURE inclusive International Coordination Fee 289,116,402 3,576,370

BALANCE REQUESTED (minus available income) 289,116,402 3,576,370



7. Annexes7.3. ANNEX3–LogicalFramework(compulsorytemplate)

LogicalFrameworkIMPACT

ToimprovelivingconditionsoftheRohingyarefugees

OUTCOME(S)

A:Rohingyacommunitiesintargetareasarefoodsecure.




E.Increasedprotectionandpsychosocialsupportavailable

Objectively verifiableindicators

AI1.1%oftargetednewRohingyaarrivalslivinginshelterstructuresthatsatisfiesShelterclusterguideleines.

BI1.1.%oftargetedRohingyacommunitiesfulfiltheirdailyfoodintakefromemergencyfooditemssupportwhichmeetsSpherestandards.

CI1.1.%oftargetedRohingyacommunityhouseholdshaveaccesstoamplequantityofsafedrinkingwater.

CI1.2.%ofRohingya

Sourceofverification

Beneficiarylists,SituationReportss,stakeholdermeetings,interimandfinalnarrativeandfinancialreports,M&Ereports,MediacoverageandPublications

Assumptions

• GovernmentofBangladeshremainsreceptiveandpositivetowardsthesupporttoRohingyapopulationbytheNon-stateactors.

• Theaffectedpopulationareopenandwillingtoacceptsupportprovidedbytheproject.

• Priceoffood,sheltermaterials,NFI,tubewell,latrineandmedicalsuppliesremainstable.

• Therearenomajordisastersduringtheprojectperiodsuchascyclone,typhoonorlandslide.





tovulnerableandtraumatisedRohingyacommunities.

communitieshaveaccesstosafeanddignifiedsanitationfacilitiesandimprovedhygienepractices.

DI1.1.%oftargetedRohingyacommunityHHsaccessmedicaltreatmentandhealthcarefacilities.

EI1.1%oftargetedRohingyacommunityHHssufferingtraumaaccessandparticipatesafepsychosocialsupport.

OUTPUT(S)

A1.1.RohingyaCommunitiesprovidedwithnutritioussupplementalfoodpacketsinasafeenvironment.

B1.1.RohingyacommunityHHsprovidedwithShelterKitsandNFIs.

Objectively verifiableindicators

AI1.1.15,100RohingyacommunityHHsreceivedfooditemssupport.

AI1.1.2.18breastfeedingcornersandsafespaceestablished.

BI1.1.1.6,600RohingyacommunityHHsreceived

Sourceofverification

Beneficiarylist,LoPs,Vouchers,Technicaldesign/reports,

Monitoring reports, Meetingminutes, Communityconsultation documents,Musterroll

Assumptions

• ThehostcommunitiesinCox'sBazarcooperatetostateandnon-stateactor’sinterventions.

• Nooccurrenceofnaturalcalamities(landslides,earthquake,cycloneandtyphoon)incampareas.

• Serviceprovidersandsuppliersregardingfood,WASHkits,sheltermaterialsareavailableasperneed.

• Receivedtimelyapprovalformgovernmentandthereisnomajorpoliticalturbulence.





C1.1.RohingyaCommunitieshaveaccesstoWASHfacilitiesandreceivesafehygieneeducation.

emergencySheltermaterials.

BI1.1.29,000Rohingyapeoplereceivedwarmclothesforwinter.

CI1.1.1.30safewaterpoints/deeptube-wellsinstalledintargetednewspontaneoussettlementcamps.

CI1.1.2.61,200RohingyacommunityHHsreceivedHygieneKits.

CI1.1.3.300sanitarylatrinesinstalledintargetednewspontaneoussettlementcampsforcommunaluse.

CI1.1.420,400RohingyacommunityHHsreceivedhygieneinformationonpersonnelandcommunalhygienepractices.





D1.1RohingyacommunityHHshave access to basic medicaltreatmentandhealthcare.

E1.1 Rohingya community HHshave access to psychosocialcareservicesandawarenessonGBV, human trafficking, abuseandviolencepromoted.

DI1.1.1.3medicalcamps(capacitytoserve300patientsperday)operational6monthseachwithmedicalandhealthcaresupportestablished.

EI1.1.12InformationandCommunityCentresestablished.

E1.1.220InteractivePopularTheatresorganised.

E1.1.316safekids'cornersestablished.

E1.1.46Psychosocialcounsellorsmadeavailableand70grouppsychosocialcaresessionsheld.





Activities

A1.1Procureanddistributefooditems(aspertheguidelinesofFoodSecurityCluster).

A1.2IdentifyHHswhichrequirespecialfoodpackageforinfantsandchildren.

A1.3CommunityDevelopmentandcashSupportforlivelihoodsustenance(conditionalcashforworkandunconditionalcashsupport)

A1.4Set-upbreastfeedingcornersaspartofInfantandYoungChildFeedinginEmergency(IYCF-E)interventions.

A1.5Procureanddistributeemergencysheltermaterials.

A1.6Providetechnicalsupport/orientation/trainingforestablishingtemporaryshelter.

A1.7Procureanddistributenon-fooditems

A1.8ProcureandprovideHHswithsanitary,hygienekitsandmenstrualmanagementkits.

A1.9Installationoftube-wells.

A1.10ProvideHHswithgendersegregatedsanitarylatrinesandperiodicdislodgingoflatrines.

A1.11Providetrainingtothecommunityvolunteers

A1.12VolunteersdeployedtopromotesafehygienepracticesatHHlevel.

A1.13Establishmentofemergencymedicalcentres

A1.14Procureandprovidemedicines

Pre-conditions

• Governmentapproval forprogrammeimplementation.

• Political,social,economicandenvironmentalstability

• Commitmentoflocalimplementingpartners





A1.15Providepsycho-socialcareandcounselling.

A1.16Awarenessontrafficking,GBV,abuseandviolencemobilisedwithvolunteers.

A1.17Volunteergroupformationandtraining,meetings

A1.18Kidscornerforchildren

A1.19InformationandCommunityCentre(ICC)

A1.20InteractivepopulartheatreshowsonRohingyaissueswithlocalcommunity



7.7. ANNEX7–Summarytable(compulsorytemplate)

Summary ChristianAid ICCOCooperation

Implementationperiod From15October2017to15October2019

Totalduration:24(months)

From15October2017to15October2019


Geographicalarea NewSettlementCamps,Cox'sBazarDistrict,Bangladesh

NewSettlementCamps,Cox'sBazarDistrict,Bangladesh

Sectorsofresponse � Shelter /

NFIs� Protection /

Psychosocial

� FoodSecurity

� Earlyrecovery/livelihoods

� WASH � Education

� Health /Nutrition

� Unconditionalcash

� Shelter /


Psychosocial

� FoodSecurity

� Early recovery /livelihoods




Targetedbeneficiaries

(persector)

Shelter/NFIs:1,700HHs

FoodSecurity:1,700HHs

WASH:WASHKits-20,400HHs/Tube-well-500HHs/Latrines-1,000HHs

Health/Nutrition:36,000people

Protection/Psychosocial:2,700people





Protection/Psychosocial:2,700people

Requestedbudget(USD) US$1,043,484.37 US$1,037,911.61



Summary Diakonia DanChurchAid

Implementationperiod From15October2017to15October2019


From15October2017to15October2017


Geographicalarea NewSettlementCamps,Cox'sBazarDistrict,Bangladesh

NewSettlementCamps,Cox'sBazarDistrict,Bangladesh

Sectorsofresponse � Shelter /


Psychosocial

� FoodSecurity

� Early recovery/livelihoods




� Shelter /


Psychosocial

� FoodSecurity

� Earlyrecovery/livelihoods




Targetedbeneficiaries

(persector)

Shelter/NFIs:Shelter-1,500HHs/NFIs-9,000people

WASH:WASHKit-1,500HHs

Protection/Psychosocial-4,000people





Protection/Psychosocial:1800people

Requestedbudget(USD) US$484,098.09 US$989,490.39


7.8. ANNEX8–Budget(compulsorytemplate)CABudget:

EXPENDITURE

Description Type of No. of Unit Cost Appeal Appeal

Budget Budget

Unit Units BDT BDT USD

DIRECT COSTS

PROGRAM STAFF

National program staff

Project Manager - CA Months 24 110,000 2,640,000 32,657 Project Coordinator - Partner Months 24 60,000 1,440,000 17,813 Civil Engineer - Partner Months 6 45,000 270,000 3,340 Project Officer - Partner Months 24 45,000 1,080,000 13,360 Project Officer - CA Months 24 114,107 2,738,561 33,876 Community Mobilizar 6 Nos - Partner Months 24 20,000 480,000 5,938 Total national 8,648,561 106,983


PROGRAM ACTIVITIES

Shelter and settlement / Non-food items 4,199,000 51,942 Shelter Kits # of HHs 1,700 2,320 3,944,000 48,787 Associate cost of Shelter # of HHs 1,700 150 255,000 3,154 Food security 16,571,400 204,988 Food Package (6 distributions) # of HHs 10,200 1,458 14,871,600 183,962 Associate cost of FS # of HHs 1,700 150 255,000 3,154 Breastfeeding corner & safe space # of safe spaces 6 240,800 1,444,800 17,872 Water, sanitation & hygiene (WASH) 26,497,000 327,768 Sanitary Latines # of latrines 100 6,000 600,000 7,422 Safe waterpoints/tube-wells # of tubewells 10 100,000 1,000,000 12,370 WASH Kits (12 distributions) # of HHs 20,400 1,025 20,910,000 258,657 Associate cost for WASH # of HHs 20,400 150 3,060,000 37,852 IEC materials lumsump 1 927,000 927,000 11,467 Health / Nutrition 14,082,000 174,194 Medical Camp # of months 6 2,330,000 13,980,000 172,933 IEC materials # of HHs 1,700 60 102,000 1,262 Protection / Psychosocial support 180,000 2,227 Phychosocial Counseling Months 3 60,000 180,000 2,227

TOTAL PROGRAM ACTIVITIES 61,529,400 761,119

PROGRAM IMPLEMENTATION

Audit per Audit 2 50,000 100,000 1,237

TOTAL PROGRAM IMPLEMENTATION 100,000 1,237

PROGRAM LOGISTICS

Transport (of relief materials)

Hire/ Rental of Vehicles per Month 24 3,500 84,000 1,039 Fuel per month 24 15,000 360,000 4,453

Handling

travel per travel 24 10,587 254,079 3,143

TOTAL PROGRAM LOGISTICS 698,079 8,635

PROGRAM ASSETS & EQUIPMENT

Computers and accessories per PC 3 90,000 270,000 3,340 Printers per Printer 1 25,000 25,000 309 Office Furniture Per Set 1 100,000 100,000 1,237

TOTAL PROGRAM ASSETS & EQUIPMENT 395,000 4,886

TOTAL DIRECT COST 71,371,040 882,860


Staff salaries 20 % for Programme Finance Officer - CA per month 24 26,683 640,400 7,922 10 % for Emergency Program Officer - CA per month 24 14,357 344,567 4,262 10 % for Senior PFO Asia - CA per month 24 17,430 418,325 5,175 100% Support Staff per month 24 34,249 821,970 10,168 50% Finance Officer - Partner per month 24 25,000 600,000 7,422 25% Finance Officer - Partner per month 6 12,500 75,000 928 Administrative cost (CA HO: 7%) Lumpsum 1 5,733,241 5,733,241 70,920 Office OperationsOffice rent - CA + Partner per month 24 49,000 1,176,000 14,547 Office Utilities - CA + Partner per month 24 9,000 216,000 2,672 Office stationery - CA + Partner per month 24 7,750 186,000 2,301 Communications - CA + Partner per month 24 7,500 180,000 2,227 Telephone and fax - CA + Partner per month 24 689 16,536 205 Other Coordination - CA + Partner per month 24 5,000 120,000 1,484






DCABudget:

EXPENDITURE

Description Type of No. of Unit Cost Appeal Appeal

Budget Budget

Unit Units BDT BDT USD

DIRECT COSTS

PROGRAM STAFF

National program staff

Project Coordinator-DCA-100% Month 24 150,000 3,600,000 44,532 Project Coordinator COAST Month 24 40,000 960,000 11,875 Project Engineer Month 6 33,000 198,000 2,449 Project Officer COAST Month 48 28,000 1,344,000 16,625 Field Facilitator Month 144 16,000 2,304,000 28,500

- - Total national 8,406,000 103,982


PROGRAM ACTIVITIES

Shelter and settlement / Non-food items 4,199,000 51,942 Shelter Kits # of HHs 1,700 2,320 3,944,000 48,787 Associate cost of Shelter # of HHs 1,700 150 255,000 3,154 Food security 16,571,400 204,988 Food Package (6 distributions) # of HHs 10,200 1,458 14,871,600 183,962 Associate cost of FS # of HHs 1,700 150 255,000 3,154 Breastfeeding corner & safe space # of safe spaces 6 240,800 1,444,800 17,872 Water, sanitation & hygiene (WASH) 26,497,000 327,768 Sanitary Latines # of latrines 100 6,000 600,000 7,422 Safe waterpoints/tube-wells # of tubewells 10 100,000 1,000,000 12,370 WASH Kits (12 distributions) # of HHs 20,400 1,025 20,910,000 258,657 Associate cost for WASH # of HHs 20,400 150 3,060,000 37,852 IEC materials lumsump 1 927,000 927,000 11,467 Health / Nutrition 14,082,000 174,194 Medical Camp # of months 6 2,330,000 13,980,000 172,933 IEC materials # of HHs 1,700 60 102,000 1,262


PROGRAM IMPLEMENTATION

Audit Per Year 1 80,000 80,000 990

TOTAL PROGRAM IMPLEMENTATION 80,000 990

PROGRAM LOGISTICS

Transport (of relief materials)

Hire/ Rental of Vehicles Month 24 5,000 120,000 1,484 Handling

travel Month 24 30,000 720,000 8,906

transport 120,000 1,484 Handling 720,000 8,906 TOTAL PROGRAM LOGISTICS 840,000 10,391

PROGRAM ASSETS & EQUIPMENT

Computers and accessories Piecs 2 90,000 180,000 2,227 Office Furniture Set 1 79,900 79,900 988




Staff salaries Head of Finanace (10%) Month 2 350,000 840,000 10,391 Regional Humanitarian Programme Officer (10%) Month 2 280,000 672,000 8,313 Country Manager 15% Month 4 300,000 1,080,000 13,360 Finance Officer- DCA- 25% Month 6 165,000 990,000 12,246 Director COAST 10% Month 2 110,000 264,000 3,266 Programme Manager (Field Coordination) 20% COAST Month 5 80,000 384,000 4,750 Finance and admin Officer Month 24 32,000 768,000 9,500 Office Assistant Month 24 9,500 228,000 2,820 Office Operations Month 24 5,000 120,000 1,484 Office rent Month 24 20,000 480,000 5,938 Office Utilities Month 24 15,000 360,000 4,453 Office stationery Month 24 15,000 360,000 4,453 Communications Telephone and fax Month 24 7,500 180,000 2,227 Insurance


TOTAL EXPENDITURE exclusive International Coordination Fee 77,661,300 960,670


TOTAL EXPENDITURE inclusive International Coordination Fee 79,991,139 989,490

BALANCE REQUESTED (minus available income) 79,991,139 989,490


DiakoniaBudget:

EXPENDITUREDescription Type of No. of Unit Cost Appeal Appeal

Budget BudgetUnit Units BDT BDT USD


National program staffProject Manager-1 Month 26 54,000 1,404,000 17,367 Project Officer -2 Month 52 34,000 1,768,000 21,870 Community Mobiliser-2 Month 52 14,000 728,000 9,005 Accountant -1 Month 26 44,000 1,144,000 14,151 Support staff-1 Month 26 10,000 260,000 3,216 Total national 5,304,000 65,610 TOTAL PROGRAM STAFF 5,304,000 65,610

PROGRAM ACTIVITIESShelter and settlement / Non-food 7,980,000 98,713 Shelter pack (per HHs) Famliy package 1,500 2,320 3,480,000 43,048 Other non-food item (warm cloths) Individuals 9,000 500 4,500,000 55,665 Water, sanitation & hygiene (WASH) 1,867,500 23,101 Emergency WASH kit Famliy package 1,500 1,165 1,747,500 21,617 IEC material Family 2,000 60 120,000 1,484 Protection / Psychosocial support 14,635,000 181,035 Kids corner - set up (items) Centre 16 60,000 960,000 11,875 Maintenance cost of Kids corner-16 Month 352 15,000 5,280,000 65,314 Information and community centre (ICC) - 2 centre Centre 2 30,000 60,000 742 Maintenance cost of ICC - 2 centre Month 44 10,000 440,000 5,443 Focus group discussion Event 6 5,000 30,000 371 Volunteer training (4 groups) with Rohingya community people Event 8 60,000 480,000 5,938 Periodic meetings with Volunteer Group (4 groups of Rohingya Event 92 10,000 920,000 11,380 Community meeting with local people for conflict resolution on Roingya Event 12 10,000 120,000 1,484 Workshop with community leaders (local people) on mental health for Event 2 30,000 60,000 742 Interactive Popular Theatre (IPT) show on Rohingya Issue with local community - professional Event 5 20,000 100,000 1,237 Interactive Popular Theatre (IPT) show on Rohingya Issue with local community - community Event 115 3,000 345,000 4,268 Group Psychosocial Care session - with 2000 Rohingya refugees Event 70 40,000 2,800,000 34,636 One to one session with individual woman and man to ensure necessary Individuals 2,000 1,000 2,000,000 24,740 Orientation on Psychosocial care with GO officials, media and other Event 2 100,000 200,000 2,474 Coordination meetings with Rohingya Communtiy leaders (Majhee) Event 24 30,000 720,000 8,906 IEC material Family 2,000 60 120,000 1,484


PROGRAM IMPLEMENTATIONLocal Partners Month 24 51,054 1,225,300 15,157 Needs Assessment per asses 1 150,000 150,000 1,856 Complaint mechanisms/information sharing Event 19 3,000 57,000 705 Monitoring & evaluation Evaluation 1 275,000 275,000 3,402 Audit (internal-external) Year 2 150,000 300,000 3,711

TOTAL PROGRAM IMPLEMENTATION 2,007,300 24,830

PROGRAM LOGISTICSTransport (of relief materials)

Hire/ Rental of Vehicles Annual 2 90,000 180,000 2,227 Warehousing

Rental of warehouse Annual 2 5,000 10,000 124 Handling

Salaries / wages for labourers Labourers 4 800 3,200 40 travel Month 12 5,000 60,000 742 accomodation Month - - tender cost (advertisement etc) Number 4 4,000 16,000 198

TOTAL PROGRAM LOGISTICS 269,200 3,330

PROGRAM ASSETS & EQUIPMENTComputers and accessories Unit 3 50,000 150,000 1,856 Printer Unit 1 25,000 25,000 309 Office Furniture Pack 1 100,000 100,000 1,237 Vehicles Motorbike 3 150,000 450,000 5,567 IPS/Solar Unit 2 35,000 70,000 866 Mobiles Unit 3 25,000 75,000 928 Photocopier Unit 1 80,000 80,000 990



ICCOBudget:

OTHER PROGRAM COSTSSECURITYMaterial resources Annual 2 30,000 60,000 742 - Security guard Month 26 10,000 260,000 3,216 Site enhancements TOTAL SECURITY 320,000 3,958


INDIRECT COSTS: PERSONNEL, ADMINISTRATION & SUPPORTStaff salaries Executive Director (partial) - partner Month 26 15,000 390,000 4,824 Office rent Month 24 16,000 384,000 4,750 Office Utilities Month 24 2,000 48,000 594 Salaries - (partial) Programme Officer Month 26 10,000 260,000 3,216 Salaries - (partial) Finance and Administration Officer Month 26 10,000 260,000 3,216 Monitoring and quality assurance cost (Diakonia Regional office: 3%) Lumpsum 1 1,000,000 1,000,000 12,370 Administrative cost (Diakonia HO: Lumpsum 1 1,810,000 1,810,000 22,390 Travel costs Trip 15 30,000 450,000 5,567 Office supplies Month 24 2,500 60,000 742








National program staffProject Manager-ICCO Month 24 120,000 2,880,000 35,626 Project Coordinator-Mukti Month 24 55,000 1,320,000 16,328 Civil Engineer-Mukti Month 6 45,000 270,000 3,340 Finance Officer-Mukti Month 22 35,000 770,000 9,525 Project Officer-Mukti Month 22 35,000 770,000 9,525 Community Mobilizer 6 No. Mukti Month 22 20,000 440,000 5,443 Total national 6,450,000 79,787 TOTAL PROGRAM STAFF 6,450,000 79,787

PROGRAM ACTIVITIESShelter and settlement / Non-food items 4,199,000 51,942 Shelter Kits # of HHs 1,700 2,320 3,944,000 48,787 Associate cost of Shelter # of HHs 1,700 150 255,000 3,154 Food security 16,571,656 204,991 Food Package (6 distributions) # of HHs 10,200 1,458 14,871,600 183,962 Associate cost of FS # of HHs 1,700 150 255,238 3,157 Breastfeeding corner & safe space # of safe spaces 6 240,803 1,444,818 17,872 Water, sanitation & hygiene (WASH) 26,497,000 327,768 Sanitary Latines # of latrines 100 6,000 600,000 7,422 Safe waterpoints/tube-wells # of tubewells 10 100,000 1,000,000 12,370 WASH Kits (12 distributions) # of HHs 20,400 1,025 20,910,000 258,657 Associate cost for WASH # of HHs 20,400 150 3,060,000 37,852 IEC materials lumsump 1 927,000 927,000 11,467 Health / Nutrition 14,082,000 174,194 Medical Camp # of months 6 2,330,000 13,980,000 172,933 IEC materials # of HHs 1,700 60 102,000 1,262 Protection / Psychosocial support 180,000 2,227 Councellor 2 No. Mukti Month 3 60,000 180,000 2,227


PROGRAM IMPLEMENTATIONLocal Partners 24 40,000 960,000 11,875 Audit Per Audit 2 50,000 100,000 1,237

TOTAL PROGRAM IMPLEMENTATION 1,060,000 13,112


Hire/ Rental of Vehicles Month 44 8,000 352,000 4,354 Fuel Month 22 12,000 264,000 3,266

Warehousingtravel Per Trip 88 4,000 352,000 4,354 accomodation Per Trip 110 4,000 440,000 5,443

Transport 616,000 7,620 Handling 792,000 9,797 TOTAL PROGRAM LOGISTICS 1,408,000 17,417

PROGRAM ASSETS & EQUIPMENTComputers and accessories 1 60,000 60,000 742 Printers 1 20,000 20,000 247 Office Furniture 1 64,300 64,300 795 Communications equipment e.g. camera, video camera, sound recording, satellite phone… 3 20,000 60,000 742


OTHER PROGRAM COSTS


INDIRECT COSTS: PERSONNEL, ADMINISTRATION & SUPPORTStaff salaries Salaries for Programme Director-ICCO+MUKTI 0 5 200,000 960,000 11,875 Salaries for Finance Director--ICCO+MUKTI 0 5 180,000 864,000 10,688 Reg comms Manager 0 2 200,000 400,000 4,948 Monitoring Officer--ICCO+MUKTI 0 5 120,000 576,000 7,125 Country Manager 0 2 552,500 1,326,000 16,403 Salaries for accountant and other admin or secretarial staff --ICCO+MUKTI 1 46 120,000 5,520,000 68,282 Office OperationsOffice rent 22 30,000 660,000 8,164 Office Utilities 22 7,170 157,740 1,951 Office stationery 22 8,000 176,000 2,177 Communications \Telephone and fax 20 8,500 170,000 2,103

TOTAL INDIRECT COST: PERSONNEL, ADMIN. & SUPPORT 10,809,740 133,716 13 13






ACTBangladeshForumBudget:


Hire/ Rental of Vehicles Month 44 8,000 352,000 4,354 Fuel Month 22 12,000 264,000 3,266

Warehousingtravel Per Trip 88 4,000 352,000 4,354 accomodation Per Trip 110 4,000 440,000 5,443

Transport 616,000 7,620 Handling 792,000 9,797 TOTAL PROGRAM LOGISTICS 1,408,000 17,417

PROGRAM ASSETS & EQUIPMENTComputers and accessories 1 60,000 60,000 742 Printers 1 20,000 20,000 247 Office Furniture 1 64,300 64,300 795 Communications equipment e.g. camera, video camera, sound recording, satellite phone… 3 20,000 60,000 742


OTHER PROGRAM COSTS


INDIRECT COSTS: PERSONNEL, ADMINISTRATION & SUPPORTStaff salaries Salaries for Programme Director-ICCO+MUKTI 0 5 200,000 960,000 11,875 Salaries for Finance Director--ICCO+MUKTI 0 5 180,000 864,000 10,688 Reg comms Manager 0 2 200,000 400,000 4,948 Monitoring Officer--ICCO+MUKTI 0 5 120,000 576,000 7,125 Country Manager 0 2 552,500 1,326,000 16,403 Salaries for accountant and other admin or secretarial staff --ICCO+MUKTI 1 46 120,000 5,520,000 68,282 Office OperationsOffice rent 22 30,000 660,000 8,164 Office Utilities 22 7,170 157,740 1,951 Office stationery 22 8,000 176,000 2,177 Communications \Telephone and fax 20 8,500 170,000 2,103

TOTAL INDIRECT COST: PERSONNEL, ADMIN. & SUPPORT 10,809,740 133,716 13 13







PROGRAM IMPLEMENTATIONStationary 18 5,000 90,000 1,113 Coordinbation 18 5,000 90,000 1,113 Monitoring & evaluation 2 300,000 600,000 7,422 Audit 1 100,000 100,000 1,237

TOTAL PROGRAM IMPLEMENTATION 880,000 10,886

FORUM COORDINATIONKick-start workshop 1 206,615 206,615 2,556 Mid-review workshop 1 206,615 206,615 2,556 Visibility / Communications 1 413,230 413,230 5,112 Capacity building 1 158,000 158,000 1,954 TOTAL FORUM COORDINATION 984,460 12,178



INTERNATIONAL COORDINATION FEE (ICF) - 3% 55,934 692



7.9. ANNEX9–SecurityRiskAssessment(compulsorytemplate)forlevel3countries

Principlethreats:Threat1:NaturaldisasterssuchasCyclone,heavyrainfallandlandslideThreat2:Political,governmentcooperationandreligiousissuesThreat3:Diseaseoutbreak;healthandhygieneissuesThreat4:Riseofterrorism,unrestandriotThreat5:Relationshipwithlocalcommunity

Impact

Probability

Negligible Minor Moderate Severe Critical

Verylikely

Low Medium

High

Veryhigh

1

Veryhigh

Likely

Low

Medium

5

High

2

High

Veryhigh

Moderatelylikely

Verylow

Low

Medium

3

High

4

High

Unlikely

Verylow

Low

Low

Medium

Medium

Veryunlikely

Verylow

Verylow

Verylow

Low

Low

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