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SECRETARIAT - 150 route de Ferney, P.O. Box 2100, 1211 Geneva 2, Switzerland - TEL: +41 22 791 6033 - FAX: +41 22 791 6506

www.actalliance.org

Appeal

Indonesia

Assistance to Mentawai Islands Tsunami Survivors – IDN101 Appeal Target: US$ 1,254,688 Balance Requested: US$853,282 Geneva, 2 February 2011 Dear Colleagues, An earthquake of magnitude 7.7 on the Richter scale struck the Mentawai Islands off the western coast of Sumatra in the late evening of 25 October 2010. The earthquake epicentre, located at a depth of 25km, triggered a tsunami alert and within minutes waves of up to four meters struck most of the southern part of Mentawai Islands, entering 400 to 600 meters inland. A number of aftershocks measuring 5.0 or more on the Richter scale were registered in the hours immediately following the first quake.

Based on the latest data from the Ministry of Health (BPBD) West Sumatra, the death toll in the District of North Pagai was 237 people, South Pagai 162 people, South Sipora 23 people and Sikakap nine people. The number of serious injuries was 271 people and 142 minor injuries. 517 houses were severely damaged and 204 were slightly damaged. Seven places of worship, six schools, six government buildings, seven bridges, two resorts and one ship were also damaged.

Currently, as many as 14,983 people are still displaced. There are 8,394 people scattered in South Pagai, 2,793 people in North Pagai, 2,032 people in South Sipora and 1,764 people in Sikakap according to the Manager of Operations Control Center for Disaster Management (Pusdalops PB), West Sumatra.

The central government handed over IDR 1 billion (US$ 112,360) worth of aid while other relief items were distributed through the Ministry of Social Affairs and Ministry of Health (BNPB). The BNPB sent 500 rolling tents, 50 family tents, 500 sleeping mats, 80 blankets and 650 packages of food items while the Ministry of Health assisted Mentawai with four tons of medicines and five tons of food items. Transporting the aid materials has been the main challenge faced by all relief agencies. The sea and air transport, the main available means of transportation through the Islands, depend heavily on the weather. ACT members Church World Service Indonesia(CWSI), YAKKUM Emergency Unit (YEU) and Yayasan Tanggul Bencana Di Indonesia (YTBI) are providing food and non-food items, water and sanitation, health services and facilities, emergency and transitional shelter, livelihood assistance and training, psycho-social assistance as well as capacity building of staff and local partners and Disaster Risk Reduction.

Indonesia –IDN101 Appeal Mentawai Islands Tsunami

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Project Start/Completion Date: CWSI, YEU & YTBI - 31 October 2011 (12 months) Reporting schedule: Reports due CWS YEU YTBI Interim Narrative & Financial 31 May 2011 31 May 2011 31 May 2011

Final Narrative & Financial 31 December 2011 31 December 2011 31 December 2011

Audit 31 January 2012 31 January 2012 31 January 2012

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

CWS YEU YTBI Total Target

US$ Appeal Target 513,456 347,178 394,054 1,254,688

Less pledges/contr recd. 147,200 117,936 136,270 401,406

Balance Requested from ACT Alliance 366,256 229,242 257,784 853,282

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 Chief Finance Officer Jean-Daniel Birmele ([email protected]) and Regional Programme Officer Sudhanshu S. Singh ([email protected]) of all pledges/contributions and transfers, including funds sent directly to the Requesting Members. We would appreciate being informed of any intent to submit applications for institutional back donor (government or foundations) funding and the subsequent results. We thank you in advance for your kind cooperation. For further information please contact: ACT Acting Deputy General Secretary, Barbara Wetsig (phone +41 22 791 6230 or mobile phone + 41 78 798 3273) or ACT Regional Program Officer, Sudhanshu S. Singh (phone +41 22 791 6035)

Barbara Wetsig Interim Deputy General Secretary ACT Alliance Secretariat


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I. REQUESTING ACT MEMBER INFORMATION

• Yayasan Tanggul Bencana di Indonesia (YTBI) for the ACT Forum Indonesia II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION

- Church World Service (CWS) 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]). CWS is directly implementing the crisis phase response requesting support under this appeal.

- YAKKUM - Yayasan Kristen Untuk Kesehatan Umum - Christian Foundation for Public Health- Emergency Unit (YEU)

YAKKUM Emergency Unit (YEU/ACT) is a unit under YAKKUM (Christian Foundation for Public Health) with the specific mandate to emergency response in areas across Indonesia and abroad. YAKKUM units consist of 11 hospitals, 11 community development units, 31 health clinics, 1 rehabilitation unit, 1 pharmacy and an emergency unit (YEU/ACT). They all form part of a network which includes the churches and where YEU/ACT can train and mobilize people for emergency responses. YEU/ACT was established in 2001 and has since then carried the mission with neutrality and impartiality principles. YEU/ACT focuses on humanitarian activities that help the survivors recuperate from the disaster and instigate disaster management initiatives. YEU/ACT has responded to emergencies both at national and international level; including the tsunami in Aceh-Nias (2004), earthquake in Yogyakarta (2006), tsunami in West Java (2006), cyclone in Myanmar (2007) and the latest response to earthquake in West Sumatra (2009).

- Yayasan Tanggul Bencana Di Indonesia (YTBI) YTBI was founded by the Communion of Churches in Indonesia (PGI/CCI) in Jakarta. Since early 2005 YTBI is an independent institution that deals with natural and man-made disasters/social conflict and related environmental problems in Indonesia. YTBI works through or with the churches in the affected and disaster prone areas. YTBI has carried out Community Based Conflict Management (CBCM) in conflict areas like Ambon, Poso, and Kalimantan; Community Based Livelihood Initiatives (CBLI) in Halmahera and Sangihe, Aceh Singkil, Kutacane Aceh Tenggara; Community Based Disaster Preparedness (CBDP) in Ambon, Halmahera, North Sumatera, Java, Alor and Nabire; emergency response to various disasters in Indonesia including following the 2004 Tsunami through ACT appeal ASRE51 as well as emergency relief/post-crisis interventions following the Yogyakarta and Central Java earthquake through ACT appeal ASID61.


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ACT member’s implementing partner Gereja Kristen Protestan Mentawai (GKPM): GKPM has been YTBI’s partner in Mentawai since 2005 and YTBI has assisted and guided GKPM in disaster management efforts - mostly directed at preparedness activities, especially following the tsunami, in Aceh and Nias. Mentawai is highly prone to earthquakes and tsunamis, therefore, since 2005, YTBI has facilitated GKPM in establishing disaster preparedness POSKOs on every island, with the Central POSKO being located in Padang. At the same time, YTBI has provided preparedness training to a limited number of beneficiary participants. The last two preparedness trainings were organised for Senior High School students and Sunday school teachers in Mentawai. During the earthquakes in September 2007 and February 2008, GKPM through its Preparedness POSKOs, was active in conducting emergency response together with YTBI as well as with other institutions that carried out relief activities in the Mentawai communities. After the emergency response YTBI and GKPM (supported by UN-OCHA) conducted School Based Disaster Risk Reduction (DRR) for a period of 6 months. One of the outputs of those activities is Disaster Preparedness Team in four junior high schools who are participating as volunteers in this current emergency response. III. DESCRIPTION of the EMERGENCY SITUATION

Background An earthquake of magnitude 7.7 on the Richter scale struck the Mentawai Islands off the western coast of Sumatra in the late evening of 25 October 2010. The earthquake epicentre, located at a depth of 25km, triggered a tsunami alert and within minutes waves of up to 4 meters struck most of the southern part of Mentawai Islands, entering 400 to 600 meters inland. A number of aftershocks measuring 5.0 or more on the Richter Scale were registered in the hours immediately following the first quake.

Based on the latest data from the Ministry of Health (BPBD) West Sumatra, the death toll in the District of North Pagai was 237 people, South Pagai 162 people, South Sipora 23 people and Sikakap nine people. The number of serious injuries is 271 people and 142 minor injuries. 517 houses were severely damaged and 204 were slightly damaged. Seven places of worship, six schools, six government buildings, seven bridges, two resorts and one ship were also damaged.

Currently, as many as 14,983 people are still displaced. There are 8,394 people scattered in South Pagai; 2,793 people in North Pagai, 2,032 people in South Sipora and 1,764 people in Sikakap according to the Manager of Operations Control Center for Disaster Management (Pusdalops PB), West Sumatra.

The Central Government handed over IDR 1 billion (US$ 112,360) worth of aid while other relief items were distributed through the Ministry of Social Affairs and Ministry of Health (BNPB). The BNPB sent 500 rolling tents, 50 family tents, 500 sleeping mats, 80 blankets and 650 packages of food items while the Ministry of Health assisted Mentawai with four tons of medicines and five tons of food items. Transporting the aid materials has been the main challenge faced by all relief agencies. The sea and air transport, the main available means of transportation through the islands, depend heavily on the weather. In order to give an illustration of the widespread impact from the earthquake, a map is provided indicating the initial earthquake and the extent to which the earthquake was felt in neighbouring regions.


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IV. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE Current situation in the area of proposed response Thousand of people in the three sub-districts were forced to leave their homes and seek shelter in the limited numbers of tents and tarpaulins. As per 22 November 2010, the government announced that the emergency phase was over. However there are still large gaps in fulfilling the displaced community’s basic needs. Currently, United Nations Resident Coordinator (UNRC) and Badan Penanggulangan Bencana Daerah (BPBD) hold and facilitate all coordination activities at the provincial level and the local government facilitates the process at the district level. The government has allocated several relocation sites; one in Sipora Selatan, two in Pagai Utara and four in Pagai Selatan. The government intends to have these locations as temporary relocation sites for the next two years and expects to develop the sites. However, the government’s plan to set up temporary shelter for the IDPs will take some time because of logistical, transportation and infrastructure challenges. Most importantly, the government have received rejections from some community members who refuse to relocate to the government-appointed sites. According to http://www.padangkini.com on 16 December 2010, the emergency response period for the Mentawai tsunami victims was prolonged. This period had already been extended from 23 November 2010. In the coordination meeting of the BNPB with the Sumatra Barat Provincial Government and the Mentawai District Government at the Governor’s official residence on 15 December 2010, an agreement was reached that the emergency response period should be further extended until 31 December 2010. The Head of the BNPB stated that there were several reasons for the emergency response period extension, one being that there were a great many evacuees that still needed temporary housing. The formerly planned 1,028 units had become 1,632 units. At the beginning, temporary housing was prioritized for evacuees whose houses had sustained heavy or medium damage. However, those whose


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houses were undamaged were also evacuated because they felt unsafe living near the coast. The BNPB also wanted to ensure that the logistics for assistance distribution would run smoothly, even to the most remote areas, by mobilising all means of transport possible.

Impact on human lives in the area of proposed response

Hamlet Eruk Paragoat : 72 households (236 people: 105 men, 98 women and 20 children under five years of age) were evacuated from Eruk Paragoat. 28 people died and five are still missing. A bridge has been destroyed and the road leading to the area has also been seriously damaged during the tsunami, making transportation to the area extremely difficult. Surviving people from the area have been evacuated to the hills, where they are living in tents. Hamlet Sabiret: There are 60 households or 203 displaced people in Sabiret. The displaced people are staying in tents on the hills (previously they were living close to the shore). One elementary school building, where the children from Hamlet Eruk Paraboat and Sabiret went to school, has been destroyed. One bridge has been damaged. Hamlet Muntei Sabeu (Big Muntei): Two houses on the sea front were demolished and the farm areas destroyed. Many of the affected families are traumatized and they choose to stay with neighbours in the hills and in the hamlet of Small Muntei. There are 42 households or 169 people are in Big Muntei. This hamlet has become the “camp” for the displaced people from Purorogat, who also have family ties with the inhabitants of Muntei Sabeu. Hamlet Purorogat: There are 39 households or 122 people evacuated to Muntei Sabeu. There are 74 men and 50 women, 14 babies under five, and 18 children attending basic school. One school and a church have been destroyed during the tsunami. Some people were displaced to Asahan village where they are living under very simple tents and exposed to the bad weather (heavy rains). The above conditions resulting from the disaster are representative of conditions in other places that may be suggested for an intervention. Description of the damages in the area of proposed response The Protestant Church of Mentawai (GKPM) reported that several public infrastructures such as bridges and numerous buildings were destroyed. The Sibaybay Bridge, one of the central connecting bridges was severely damaged. In addition, people’s houses in the village surrounding coastal areas were shaken by the earthquake and then swept away by the tsunami. Security situation in the area of proposed response Communication and electricity lines were cut off for a while but later restored. The transportation from Padang to Mentawai was extremely difficult because of bad weather; however, the provincial government has prepared several ships to mobilize assistance and volunteers to Mentawai. The weather in Mentawai Island is still on extreme with lot of rains and high waves. This situation hampers the distribution process. Most of the disaster affected regions are remote and small boats are the only means of transport to these areas.


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ACTIONS TO DATE & EMERGENCY NEEDS:

ACT member response

Church World Service Indonesia (CWSI): Prior to the deployment to the Mentawai Islands, YEU, YTBI and CWS had conducted a meeting to prepare the response mission and arrange alternative transportation for the relief teams. After the teams arrived in Sikakap, one of the seriously affected areas, they held a meeting to discuss the strategy for joint assessments. ACT Indonesia Forum members, YEU and YTBI, were also invited to the coordination meeting arranged by the government in Padang, West Sumatra to lay out deployment plans of the humanitarian agencies in Sikakap, Mentawai and to share updates and strategies of the humanitarian agencies involved. The meeting involved the health office of Sikakap Sub-district. Poor weather has been a big challenge for relief effort in Mentawai. The CWS Team Leader reported that it took them 13 hours instead of the usual six hours to reach Mentawai Islands by boat. In spite of being hampered by some operational challenges, CWS has been able to deliver aid items as described below:

- 9 x 12 meter warehouse tents to serve as a health centre

- 226 baby kits to Mentawai Islands; one baby kit consists of baby clothing, a blanket and diapers.

- 434 plastic mats

- 133 tarpaulins of 4x5

- 133 tarpaulins of 5x7

- 133 ropes @ 20 meters

- 900 blankets

- 84 packages of eating utensils

- 200 packages of cooking utensils

CWS still continues to monitor the needs of the tsunami survivors in Mentawai Islands with the other ACT Alliance members, YEU and YTBI. CWS is also working with a local partner, Mentawai Christian Protestant Church (GKPM) and coordinating with the local Coordinating Body of Disaster Relief (BPBD), the Local Disaster Management Task Force (Satkorlak), the District Health Office as well as UN agencies in Mentawai Islands. YAKKUM Emergency Unit (YEU): on 27 October 2010 YEU deployed two staff – one information person and a nurse to carry out the rapid needs assessment and provide basic health treatment. Extremely bad weather conditions seriously hampered the delivery of health services and medicine during the first week. Furthermore, the collapsed infrastructure – bridges and roads obstructed and slowed down the response. YEU/ACT deployed a second medical team consisting of one medical doctor and two nurses on November 3, 2010 along with complete medical packages. The first team as well as the second team has assessed five villages; Silabu, Betumonga, Taikako, Malakopa and Bulasat. The assessment was conducted in conjunction with mobile clinic. As of 10 November 2010, the medical team had treated 358 patients in the health centres and in the IDP camps. Based on initial observations in the field, as many as 92 severely injured patients from different places have been evacuated to Puskesmas (community health centres) and to the Protestant Church of Mentawai (GKPM) in Sikakap to get further treatment from medical doctors and paramedics. The patients have been treated with limited medical supplies and equipment under extreme weather conditions.


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Currently in North Pagai the government has provided temporary shelter, but residents still have a homemade tent on the hill side which the people still use at night as they are scared to sleep in temporary shelters. Yayasan Tanggul Bencana (YTBI): Immediately after the disaster, YTBI along with its partner GKPM and with members of the ACT Forum in Indonesia – YEU, CWS and Diakonie Katastrophenhilfe (DKH), got together to co-ordinate their responses along with local NGOs. YTBI commissioned GKPM to carry out a rapid assessment. YTBI sent a team to support the assessment and also provided funds totalling IDR 15,000,000 (around US$ 1,680) from its own Rapid Response Fund. These funds were used to provide food items (rice, instant noodles, cooking oil, sugar, tea, salt, baby food, canned fish) and non-food items (gasoline, storm lamps, and women’s sanitary kits). CWS distributed baby kits, while YEU dispatched a health team to support the health intervention. In coordination with PELKESI, YTBI will support health services and co-ordinate with both provincial and district authorities to obtain support for transporting assistance and volunteers from Padang to Mentawai as well as for distributing the assistance in Mentawai. Support from the government has been delivered to the affected populations in all the areas, but is still limited and insufficient to cover the needs of all the survivors. Therefore, external support is still needed to help the affected population to bring back normality in life. Based on reality in the field and taking into consideration the limited supporting infrastructures in these areas; food and non-food support will be needed for at least 30 days, and then immediately followed by economic rehabilitation and housing as well as public infrastructure reconstruction such as schools and health centres. Based on the results of the needs assessment carried out by YTBI and GKPM volunteers in the affected areas, started from 27 October 2010, the prioritised needs are listed below: • Food: rice, sugar, canned fish, drinking water and vegetable oil • Non-Food: Tarpaulin, hygiene kits, blankets, women sanitary napkins and baby kits • Health services • Psychosocial intervention for children and women Location of the proposed response Based on the assessment the following locations are targeted for all ACT Indonesia member action:

Sub-district

Village

Sub-village HHs IDPs Women Men Under- fives

Age 6–17

Age 18 - 59

Age over 65

Pagai Utara

Betumonga Mutei Baro Baro 250 1,250 613 637 386 263 513 88

Sabeuguggug 49 258 126 132 23 71 146 18 Silabu Mangairuk 55 282 138 144 29 81 156 16 Saumangan

yak Saumanganya

k 72 354 173 181 35 110 188 21 Mabulau

Buggei 68 254 68 254

124 130 30 81 Pinairuk 34 123 34 123 60 63 15 39 Pasapuat 137 582 137 582 285 297 70 186 Beubukku 21 95 21 95 47 48 11 30 Mapinang 56 223 56 223 109 114 27 71


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Pagai Selatan

Malakopa Purou Rogat 150 750 368 382 283 158 268 41

Paraboat 175 875 429 446 307 184 323 61 Baleraksok 225 1,125 551 574 355 236 455 79 Bulasat Bulasat 63 313 152 161 40 87 164 22 Maonai 76 377 185 192 45 107 199 26

Sikakap

Taikako

Muara Taikako 86 430 211 219 52 128 220 30

Sikateuk 67 323 158 165 32 100 172 19 Bulakmonga 77 357 175 182 34 101 201 21 Rua monga 22 85 42 43 10 23 46 6 Silaioinan 87 461 226 235 51 131 249 30

Total 1,770 8,517 3,863 4,970 2,307 2,432 3,453 885

YAYASAN TANGGUL BENCANA DI INDONESIA (YTBI) V. TARGETED BENEFICIARIES Sub

District Village

Sub Village HHs IDPs Women Men Under- fives

Age 6–17

Age 18 - 59

Age over 65

Pagai Selatan

Malakopa

Purou Rogat 150 750 368 382 283 158 268 41 Paraboat 175 875 429 446 307 184 323 61 Baleraksok 225 1,125 551 574 355 236 455 79 Bulasat Bulasat 63 313 152 161 40 87 164 22 Maonai 76 377 185 192 45 107 199 26

Pagai Utara

Saumanganyak Mabulau Buggei

68 254 124 130 30 81 124 18

Pinairuk 34 123 60 63 15 39 60 9 Pasapuat 137 582 285 297 70 186 285 41 Beubukku 21 95 47 48 11 30 47 7 Mapinang 56 223 109 114 27 71 109 16

Total 1,005 4,717 2,310 2,407 1,183 1,179 2,034 320 Note: Based on the evaluation and coordination results of the NGOs (CWS, YTBI, CFK, YCM, HHF, Caritas, etc) along with GKPM:

� It was proposed to add 5 sub-villages in Saumanganyak Village of Pagai Utara Sub-district to be assisted by YTBI through the GKPM, as these locations had received minimal post-tsunami attention and intervention.

� For the Crisis Phase, activities will be conducted in all locations (10 sub-villages) � For the Post-crisis Phase, intervention will only be conducted in 5 sub-villages in Saumanganyak

Village, Pagai Utara Sub-district.


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Criteria for the selection • Families whose houses have been heavily damaged • Vulnerable groups including pregnant women, nursing mothers, children below five & elderly people • Locations that were totally destroyed • Areas of limited support • Remote and isolated areas VI. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

Goal: To reduce the suffering and vulnerability of communities seriously affected by the tsunami in 5 sub- villages of 2 villages, in Pagai Selatan sub-districts, Mentawai District, West Sumatra Province.

Objectives: Crisis Phase (3 months) Objective I: To ensure sufficient intake of food for 30 days and basic non-food relief items for 689 households to enable their survival, as well as reduce suffering in post-tsunami crisis in the target villages. Food and Non food item distribution

Description Type Output Indicator Outcome Relief/crisis phase

Food/ Basic rations

Rice, Sugar, Canned Fish, Vegetable Oil

Food rations distributed according to criteria for beneficiary selection

50% of target households (HHs) receive adequate food rations according to need for a 2-months period

At least 345 HH immediate basic food & nutrition needs are met during the 2-month crisis period

Non-food Items (NFI)

Tarpaulins, hygiene kits, women’s sanitary needs (underwear, bra, sanitary napkins), sarongs & underwear for men, blankets, baby kits : (biscuits, baby oil, baby powder & towels), mosquito nets, sleeping mats

Non-Food rations distributed according to criteria for beneficiary selection

50% of target beneficiaries receive NFI

Beneficiaries immediate basic NFI needs are met

Note: 50% Food and NFI for target beneficiaries will be covered by other NGOs Activities � Re-assessment of the needs in 5 sub-villages. � With the help of the community members, identify the target groups and households in the community � Distribution of IDP cards � Identify suppliers and purchase the necessary supplies, tools and equipment � Transportation � Distribution � Facilitation of activities with target groups � Monitoring and Evaluation


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Objectives (Post Crisis Phase 11 months) : Objective II: To support and facilitate 100 households (HHs) from the target areas to build temporary shelters in “togetherness” (gotong royong) by utilizing remnant building materials Temporary Shelter Description Type Output Indicator Outcome Identification of beneficiaries; organizing; identification of necessary material, provision of material; construction of shelters in gotong royong way.

Temporary Shelter

- Data & profiles of 100 HH beneficiaries - Data of remnant material & other material needed. - Work schedule of temporary shelter construction - Communities in 5 sub-villages participate & conduct the temporary shelter construction

100 HHs in 5 sub-villages have temporary shelters

100 HHs in 5 sub-villages are safe from being affected by diseases due to open air exposure. 100 HHs in 5 sub-villages have shelters & are able to start recovery & reorganize their economic & social lives from devastation.

Note: Selection and decision on the 100 HHs (beneficiaries) will be conducted through a process and jointly agreed by all villagers, while other temporary shelters for other HHs will be covered by other NGOs. Activities � Re-assessment of the need for temporary shelters in 5 sub-villages � Socialization of the action plan � Identification and selection/agreement on the selected 100 household beneficiaries. � Identification of remnant materials and other material still needed � Making a work schedule. � Prior to construction, the concept of earthquake resistant construction will be explained to the

public and specifically to the beneficiaries. � Construction implementation in gotong royong way � Monitoring by GKPM Objective III: Provide psychosocial care to children, women and men, through recreational and livelihood activities, to enable them to resume their normal activities at school, work and at home.


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Psychosocial Activities Description Type Output Indicator Outcome Psychosocial activities

Recreational activities for children & adults

- 3 days training in a basic Community Based Psychosocial Support (CBPS) for community volunteers - Children in 5 sub-villages attend and watch puppet shows & film presentations - Children in 5 sub-villages read picture books - Adults in 5 sub-villages participate & attend traditional art workshops

Reduction of trauma in children and adults

Children resume their normal activities in school and at home Adults resume their normal productive lives, able to continue regular daily activities

Livelihood activities for Adult (men & women) groups

- 50 Adult (men & women) groups in 5 sub-villages gather & engage in agriculture, animal husbandry, plantations & home industries.

Trauma of Adult (men & women) is reduced

Adult (men & women) resume their normal productive lives, engaging in regular daily activities

Note for livelihood activities linked to psychosocial: The traumatic impact usually causes not only individual psycho-social issues, but collective problems, affecting all members of the community and influencing negatively all areas of life. Livelihood activities carried out using a group approach, provides every opportunity for the beneficiary to interact with others and provide mutual support and reinforcement. Ownership of the internal motivation of members in the group is a capital to tackling their problems. Livelihood activities can provide benefits both economically and psychologically.

Activities � Re-assessment of the needs and community organization in 5 sub-villages � Identify volunteers in 5 sub-villages to participate and deliver a basic training of Community

Based Psychosocial Support (CBPS) � Discussion with formal and informal leaders to design the activities � Organize the children and explain to them the plan for psychosocial activities � Organize adults and inform them of the plan for psychosocial activities � Organize adult groups for activities according to their interests � Implement recreational activities in every sub-village � Monitoring and Evaluation Note:

A. Psychosocial activities (post crisis) have actually started (two months following the earthquake) to enable those suffering trauma to get better faster and become productive.

B. The post-crisis activities will be conducted for 11 months. C. Psychosocial intervention will be conducted in camps in the 5 sub-villages

Objective IV: 50 groups are helped to recover pre-disaster economic conditions through improved livelihood skills and knowledge on income generating activities.


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Activities: Livelihood support Description Type Output Indicator Outcome Trainings on agriculture, animal husbandry, plantations, home industries, group work and finance & providing capital support for livelihood activities

Capacity building & providing capital support for livelihood

- Communities in 5 sub-villages participate & attend training sessions - Communities in 5 sub-villages adhere to the training material of the agriculture, animal husbandry, plantations, home industries, group work & finance - Communities in 5 sub-villages have action plans after the training sessions - 50 livelihood groups in 5 sub-village receive capital for livelihood support

Participation of all communities in every training

Availability of action plans after the trainings

Managing livelihood business by groups

The communities are able to recover & enhance their economic capacities by managing & utilizing their natural resources

Activities � Meetings for information and discussion about livelihood programs with the same 50 adult groups

involved in the psychosocial program in the sub-villages � Conducting trainings � Providing capital support to resume livelihood activities � Monitoring and Evaluation Objective V: To promoter culture of prevention and mitigation through Community-Based Disaster Risk Management (CBDRM) support to the target villages Activities: Capacity building for local partner and communities on CBDRM Description Type Output Indicator Outcome Community Based Disaster Risk Management activities

Capacity building

- Communities in 5 sub-villages participate & attend training sessions - Communities in 5 sub-villages identify their own skills & vulnerabilities in facing disasters - Communities in 5 sub-villages conduct risk mapping & make evacuation maps - Communities in 5 sub-villages attend First Aid trainings - An emergency plan/disaster preparedness system & mechanism for each village is made by the communities - Communities in 5 sub-villages participate in an earthquake & tsunami simulation - There are village regulation based on DRR in 2 village in 5 sub villages (target location)

- Participation of all communities in every activity - Skills & vulnerabilities in dealing with disasters are identified - Risk mapping & evacuation plans in every village - Emergency plan for every village (disaster preparedness system & mechanism) - Monthly earthquake & simulation practice - village regulation based on DRR

Communities are aware & prepared for facing emergencies The risks that the community usually face are reduced


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Activities: � Discussion with formal and informal leaders to design the activities. � Organizing the children � Implementation of activities � Monitoring and Evaluation Project implementation methodology YTBI in coordination with the Protestant Christian Church in Mentawai (GKPM) and YTBI’s Disaster Awareness Team in Sikakap will collaborate in several activities, including:

1. Food and Non food item distribution

a. Conducting re-assessment (rapid and in-depth) b. YTBI, the Protestant Christian Church in Mentawai (GKPM) and YTBI’s Disaster

Awareness Team in Sikakap will coordinate to undertake several technical aspects regarding:

i. Assessment and planning: gathering field data, including locations and conditions of IDPs, number and types of items needed (to set priorities)

ii. Procurement and distribution of relief items iii. Project management: job descriptions, team building, monitoring and reporting

(narrative and financial) c. Local level administration and accounting will be conducted by a team from the Protestant

Christian Church in Mentawai (GKPM) and YTBI’s disaster awareness team in Sikakap, assisted by the YTBI officer in charge.

d. Procurement and packaging of material aid: beneficiaries in the community will participate in procurement, packaging and distribution. In this phase, there will be rechecking of the quality of food and non-food items. The packaging will be based on the number of households and the type of beneficiaries. Items for adults, women and babies will be packed separately.

2. Temporary shelter

a. Identification of beneficiaries will be done with active involvement of the community b. Sites for the temporary shelter to be agreed jointly with the government and the village/

hamlet c. Facilitating the process in the communities of mutual assistance.

3. Psychosocial a. Basic CBPS training for GKPM team and volunteers from YTBI staff is carried out. b. Organizing target groups (children and adult) in each village according to the type of

activities c. Involving youth, Sunday school teachers and other religious figures in the activities with

the children, d. Motivating each group so that the activities for adults (traditional art, livelihood activities)

will be carried out independently by group

4. Livelihood support a. The groups formed in psychosocial activities will be organized and grouped according to

types of businesses to facilitate the implementation of technical training. b. Each livelihood group will appoint a chairman, secretary and treasurer for the group. c. After training, grant funds will be provided to each group to enable them to get started.

GKPM staff will witness the handover of “venture capital”. Note: In-kind bantual capital is being considered in some cases to ensure that funds are not used for other needs.


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5. CBDRM a. Trainings are planned to motivate and awaken the public about disaster risks that surround

them. To prepare the communities and local authorities in the villages/hamlets for possible future disasters through the building of systems and mechanisms to mitigate disasters and train communities how to react when threatened by disaster.

The emergency response team (the Protestant Christian Church in Mentawai) will prepare and complete the narrative as well as financial reports assisted by the YTBI officer in charge. Reports will be checked by YTBI before submission to ACT CO. YTBI staff will conduct the administration and procurement, while distribution will be done by the council staff and volunteers. YTBI will also monitor the application of the Code of Conduct and Sphere minimum standards.

YTBI in coordination with CWS and YEU will collaborate in several activities, such us: - Sharing data and updating each other on the situation and needs in target locations. - Facilitate in CBDRM training and other capacity building activities based on each ACT member

capacities. - Strengthening the local partners

Inputs for project implementation � Implementing Team YTBI Jakarta Headquarters’ staff Programme Officer

- Overall responsibility for planning, implementation and reporting of activities - Conducting coordination and lobbying with the government and relevant organizations. - Contacting and ensuring that facilitators are qualified. - Producing program implementation reports. - Working with the regional council of Churches - Working with local and national authorities as well as NGOs

Finance Officer

- Responsible for monitoring and checking project finances - Supporting the partner’s capacity to develop financial management systems - Recording the income and expenditures for the project financing - Supporting bidding procedures for procurement of supplies to complement the partner’s finance

officer role - Producing project financial reports

Information and Communications Officer

- Working with the regional council of churches - Working with local and national governments as well as NGOs

The GKPM Project Manager

� Overall responsibility for planning, implementation and reporting of activities � Conducting co-ordination and lobbying with the government and the relevant organsiations. � Contacting and ensuring that facilitators are qualified. � Making programme implementation reports.

Finance Officer (1 person) � Responsible for project finances on day to day basis � Recording the income and expenditures for the project financing


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� Conducting operational area bidding for procurement of materials � Making project financial reports

Administration Officer (1 Person)

� Responsible for administration during the implementation of activities � Responsible for file documentation � Responsible for inventory documents, furniture, and other equipment that support the

program � Working with the regional council of churches

- Working with local and national governments as well as NGOs Field Officer (5 person)

- Responsible for planning and implementation of activities in each location. - Co-ordinating with stakeholders in the field regarding implementation - Providing progress reports twice a month. - Writing and delivering financial and narrative reports on implementation - Assisting the Co-ordinator as well as the finance and administrative staff in programme

implementation. - Recording the process and results of every activity.

Volunteers (20 person)

- Supporting procurement, packaging, distribution aid to beneficiaries for 3 months. Equipment

- Office equipment, supplies - Rent 1 building for Office & warehouses in Pagai Selatan - Computers - (telephone, fax, email)

Transportation: transportation of commodities and staff � Transporting the procured aid (truck rental, driver, fuel) � Rent long boat (1 unit)

Capital assets

� Infocus/LCD Projector (1 unit) � Video Camera (1 unit) � Sat Phone (for coordination and communication with 5 location) � Motorbike (2 units)

Planning assumptions, constraints and prioritisation Constraints The number of affected people is large, as are their needs for basic food and supplies and psychological support. The geographical location of Kepulauan Mentawai and inter-island transportation is a challenge that can influence the effectiveness and efficiency of implementation. Coordination with local authorities and NGOs can also reduce difficulties in distribution and implementation. Prioritization Activities will be implemented according to the implementation schedule below, and dependent on timely receipt of funds. Where funds are insufficient to implement all planned activities, priority assistance will be provided to the most vulnerable people in the target groups for assistance.


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Implementation Timetable MONTHS ACTIVITIES

1 2 3 4 5 6 7 8 9 10 11 12 13 Crisis Phase Need Assessment (rapid and in-depth) v Coordination (partners, ACT members and networking)

v

Preparation for implementation v Procurement and packaging v Distribution v v v Post Crisis Phase Temporary shelter v v v v v v Psychosocial programs v v v v Trainings in agricultural, animal husbandry, plantations and fishery business management

v v v

Provide capital support for livelihood v v v Developing Community Based Disaster Risk Management activities

v v v v v v

Monitoring & evaluation v v v v Reporting by partner v v v v v v v v v v v v Reporting by YTBI v v v v Transition or Exit strategy Community organisations set up at the beginning of the crisis phase will be encouraged to continue providing capacity building to the communities and facilitating the development of preparedness systems and mechanisms in every village. These systems will then become part of the village regulations, supported by village leaders and assisted by religious and other community leaders in every sub-village and village. Gender YTBI will facilitate more attention to women’s needs. In the planning and implementation methodology, monitoring and evaluation YTBI and its partner will ensure gender balance in all the personnel involved. Sphere Standard YTBI ensures sphere standards are used in delivering aid to make sure the quality and quantity of the items delivered fulfils the needs of the survivors. The Sphere standards have been followed in the emergency phase, especially in delivering food and non food items.

Code of Conduct YTBI ensures that the humanitarian principles are understood by all people in the field and the code of conduct is fully upheld in delivering aid. Transparency and accountability were prioritized by all staff in the office and in the field. Should any activities not be in line with local custom and regulations, YTBI will strongly recommend that these activities be stopped immediately. Sustainability The proposed activities in this appeal focus on the emergency situation and rehabilitation of psycho-social issues in the community affected by the quake. Other objectives are to enable communities to use the resources around them and their own capabilities to get back on their feet. After the facilitation and assistance programme is over, rehabilitation activities will continue with the local communities. At the same time, the implementing partner will continue their own programmes. Local religious and village leaders along with informal groups will be encouraged to assist and company their communities in continuing the program.


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VII. ADMINISTRATION & FINANCE Administration & Finance It is essential to state that administration and financial management are very important aspects for successful delivery of assistance. Therefore the Project Manager should establish a good system in which the implementation process will run smoothly. In this regard, it should also be stated that regular reports to donor partners is a matter of utmost importance.

- The direct administration and implementation will be taken care of by the Protestant Christian Church in Mentawai

- YTBI will transfer the funds to the account of the Protestant Christian Church in Mentawai.

- Procurement and distribution of assistance will be conducted by the Protestant Christian Church in Mentawai

- YTBI’s Program Officer will supervise all purchasing and distribution. This policy is intended to overcome any problem and to ensure that food and supplies will be delivered to targeted beneficiaries as planned.

- After program implementation, GKPM will submit reports to YTBI on the program implementation and finance, including receipts for the acquisition and distribution of assistance.

- At the end of the project, the Finance Division will collect the supporting documents/data and carry out an internal audit. Reports will be submitted to the funding partners. An external audit will also be carried out upon completion of the project.

VIII. MONITORING, REPORTING & EVALUATIONS The aim of monitoring is to observe and record the progress made during implementation of the program by collecting information through various monitoring activities. Monitoring activities provide information on the effectiveness and impact of the assistance program in meeting the needs of the affected community. Monitoring will be conducted every three month by YTBI staff, while final evaluation will be conducted at the end of the project. The reporting system in this program is:

- Activities Reports: narrative and financial reports will be made by the Protestant Christian Church in Mentawai along with the YTBI Program officer

- Final Reports (narrative and finance) will be made by YTBI program officer and accounting staff IX. CO-ORDINATION Co-ordination within the project: The Project Manager will coordinate with finance, administration,

and field officers to ensure proper planning within each unit. This coordination will be conducted at least once every two weeks during the project implementation. Coordination with YTBI in Jakarta will be conducted by the same schedule or as needed.

Co-ordination with other ACT members ACT Alliance in Indonesia co-ordinates regularly to share and update information in order to ensure that implementation of the emergency response in the locations will be well conducted. There is also coordination with GKPM and YTBI’s disaster awareness team in Sikakap for supporting information access and integrated intervention from all stakeholders.


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Co-ordination with other organisations in the area of intervention YTBI regularly attends cluster meetings (WASH, logistics, transitional shelter, and child protection) with NGOs and local government for information and data sharing/up dating. Monthly coordination is conducted at the GKPM Office between the GKPM and YTBI, CWS, YEU, Cipta Fondasi Komunitas (CFK), Yayasan Citra Mandiri (YCM), Helping Hands Foundation (HHF), Caritas, etc, to update the work progress of every agency, simultaneously mapping the assistance distribution and mobilization to the affected locations, and identifying locations that have received minimal or no assistance. X. YTBI BUDGET

Description Type of unit

No of units

Unit Cost IDR

Budget IDR Budget US$

DIRECT COSTS

Crisis Phase (Intervention in all location/10 location)

Dry Food rations & drinking water HHs

RIce (50% from Children+Women+Men) kg 18,028 8,000 144,226,992 16,389

Sugar (2 kg/HH) kg 1,005 12,000 12,060,000 1,370

Canned Fish (4cans/HH) can 2,010 9,000 18,090,000 2,056

Vegetable Oil (2lt/HH) Litre 1,005 9,000 9,045,000 1,028

Sub total Food 183,421,992 20,843

Non-Food Relief Items

Tarpauline (50 % HHs) Package 503 350,000 175,875,000 19,986

Hygiene Kits/ HHs (Laundry soap, bath soap, toothbrushes, toothpaste, towels)

Package 503 50,000 25,125,000 2,855

Women Sanitary Needs (Underwear,Bra, Sanitary Napkins)

Package 849 80,000 67,924,800 7,719

Sarongs & underwear for men Units 802 50,000 40,094,500 4,556

Blankets HH 503 30,000 15,075,000 1,713

Baby Kits : (biscuits, baby oil, baby powder, towels,etc)

Package 259 250,000 64,858,750 7,370

Mosquito nets HH 503 100,000 50,250,000 5,710

Sleeping Mats (2 pieces/HH) HH 1,005 100,000 100,500,000 11,420

Packaging Package 1 5,000,000 5,000,000 568

Volunteers: 20 peoples x 60 days Day 1,200 60,000 72,000,000 8,182

Sub total- NFIs 616,703,050 70,080

TOTAL - CRISIS PHASE 800,125,042 90,923

POST CRISIS PHASE (Intervention Just in 5 location in Pagai Utara Sub District)

Temporary Shelter

Material package for temporary shelter consist of : cement, nail, saw, hammer, meter/indicator, triple

Package/HH 100 2,500,000 250,000,000 28,409

Total - Temporary Shelter 250,000,000 28,409


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Psychosocial Programme

Recreational activities for children

3 days Training of Community Based Psychosocial Support (CBPS) to volunteers

Training kits for participants (Tshirt, Bag, note Book, pulpen, etc)

Village 5 5,000,000 25,000,000 2,841

Rent room,chair and desk for training Village 5 5,000,000 25,000,000 2,841 Banner, flipcart,spidol, hardpaper,etc Village 5 2,000,000 10,000,000 1,136

Modul and handout for participants Village 5 1,000,000 5,000,000 568

Equipments for practise session (to build participant's skill for pupet show)

Package 1 7,500,000 7,500,000 852

Consumption for 3 days training Village 5 4,500,000 22,500,000 2,557 Fee for facilitator and Co. facilitator Package 1 12,500,000 12,500,000 1,420

Sub-sub total 107,500,000 12,216

Puppet show & film presentation (Puppets, stages, refreshments,film, gift,etc) 100 children

Making stage for pupet show Village 5 5,000,000 25,000,000 2,841

Puppets Village 5 3,500,000 17,500,000 1,989

DVD Film Village 5 250,000 1,250,000 142

Gift for children Village 5 2,750,000 13,750,000 1,563

Sub-sub total 57,500,000 6,534

Total - Psychosocial/recreational programme 165,000,000 18,750

Livelihood training skills Location 5 30,000,000 150,000,000 17,045

Capital for livelihood support (Agriculture, animal husbandry, small kiosk/daily need kiosk,farming product traders, etc)

groups 50 10,000,000 500,000,000 56,818

Total- Livelihood training skill 650,000,000 73,864

Develop Community Based Disaster Risk Management

Orientation on DRR & establish community Awareness Team in each Village (30 participants/location)

Training kits (Map, Book, Pencil,paper, spidol, film, etc)

Location 5 5,000,000 25,000,000 2,841

Modul and handout for participants Location 5 1,000,000 5,000,000 568

Consumption for 3 days training Location 5 4,000,000 20,000,000 2,273

Fee for facilitator Package 1 7,500,000 7,500,000 852

Follow up training :

Meeting for establish community awarness team in each village and meetings for making next plans of community awareness team

Location 5 2,000,000 10,000,000 1,136

Sub-sub total 67,500,000 7,670


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Capacity & vulnerability assessment of community (30 participants/location)





Formulate, finalisation & compiling village capacity & vulnerabilities document in each village by participants & community awareness team

Location 5 3,000,000 15,000,000 1,705

Socialization of village document and meetings for making community plan for reduce vulnerability

Location 5 4,000,000 20,000,000 2,273

Sub-sub total 67,500,000 7,670

Risk Mapping & making evacuation map (50 partic)





Meeting for sosialization of risk mapping in each village

Location 5 500,000 2,500,000 284

Making 5 evacuation maps (billboard with big size) in each village

Location 5 2,500,000 12,500,000 1,420

Making evacuation roads in each village Location 5 1,500,000 7,500,000 852

Sub-sub total 50,000,000 5,682

First aid training (30 participants/location)

Modul and Practice Books for participants Location 5 5,000,000 25,000,000 2,841


Facilitators & co.facilitators from PMI branch Padang & National body of SAR W Sumatra

Location 5 5,000,000 25,000,000 2,841

Equipments as a tools that used in training implementation

Package 1 3,000,000 3,000,000 341


Distributing First Aid equipments as asset for community awearness team in each village

Location 5 4,000,000 20,000,000 2,273

Sub-sub total 103,000,000 11,705

Emergency Plan (50 participants)






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Socialisation & making map of emergency plan in each village by participants & community awareness team

Location 5 500,000 2,500,000 284

Design, Printing & distributing brochure of emergency plan in each village

Location 5 1,000,000 5,000,000 568

Sub-sub total 42,500,000 4,830

Simulation of emergency Plan (3 times for 6 months)

Meeting preparation in each village Location 5 1,000,000 5,000,000 568

simulation kits (speaker, P3K box and its contents, litter, general kitchen equipment package (will be an asset at each location), etc.)

Location 5 5,000,000 25,000,000 2,841

snack during simulation Location 5 3,000,000 15,000,000 1,705

Sub-sub total 45,000,000 5,114

Total Develop Community Based Disaster Risk Management 375,500,000 42,670

DIRECT COSTS

Assessment, planning and coordination

YTBI Staff travel Jakarta - Mentawai (PP), Accommod, Meals x 4 staff (YTBI) during re-assessment, planning & coordination with local partner & stakeholder

trips 3 15,000,000 45,000,000 5,114

sub-sub total 45,000,000 5,114

PERSONNEL, ADMIN, OPERATIONAL SUPPORT COST

GKPM (partner)

Personnel- salaries and benefits

Project Manager month 13 3,500,000 45,500,000 5,170

Finance month 13 3,000,000 39,000,000 4,432

Administration Officer month 13 3,000,000 39,000,000 4,432

Field Officer (5) month 13 10,000,000 130,000,000 14,773

Health insurance (250.000/person/monthx 8 persons)

month 12 2,000,000 24,000,000 2,727

Sub total 277,500,000 31,534

Office Running costs 0

Office stationary month 12 1,000,000 12,000,000 1,364

Utiliities (water & electricity) month 12 1,000,000 12,000,000 1,364

Computer rent & maintanance month 12 3,000,000 36,000,000 4,091

Communication (telephone, fax, email) month 12 1,000,000 12,000,000 1,364

Sub Total - indirect (implementing partners) 72,000,000 8,182

TOTAL DIRECT ASSISTANCE 2,635,125,042 299,446


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CAPITAL ASSETS

Infocus Unit 1 15,000,000 15,000,000 1,705

Video Camera Unit 1 10,000,000 10,000,000 1,136

Telpon Satelit (for coordination and communication with 5 location)

Unit 5 8,000,000 40,000,000 4,545

Motorbike Unit 1 15,000,000 15,000,000 1,705

TOTAL-CAPITAL ASSETS 80,000,000 9,091

TRANSPORT, WAREHOUSING & HANDLING

Transporting by Speed Boad/long boad to procure aid to beneficiaries

location 5 5,000,000 25,000,000 2,841

Loading /offloading in all location (Padang to Sikakap to 5 locations)

trips 20 1,500,000 30,000,000 3,409

Fuel for long boad/speed boad month 12 2,500,000 30,000,000 3,409

Long boat/speed boad driver month 12 1,500,000 18,000,000 2,045

Long boat/speed boad rental month 12 8,000,000 96,000,000 10,909

Warehouse Rent (in Pagai Selatan) Years 1 25,000,000 25,000,000 2,841

Gasoline and motorbike maintenance month 12 2,000,000 24,000,000 2,727

TOTAL-TRANSPORT, WAREHOUSING & HANDLING 248,000,000 28,182

INDIRECT COSTS

OVERHEAD COSTS

YTBI-Jakarta Headquarters

Office running costs

Office utilities month 12 1,000,000 12,000,000 1,364

Utilities (water & electricity) month 12 1,000,000 12,000,000 1,364

Information and Communications 0

Publication & information month 12 3,000,000 36,000,000 4,091

Communication (telephone, fax, email) month 12 1,000,000 12,000,000 1,364

Personnel- salaries and benefits 0

Programme Officer (YTBI) month 12 4,000,000 48,000,000 5,455

Finance Officer (YTBI) month 12 3,500,000 42,000,000 4,773

Information and communications Officer (YTBI)

month 12 3,500,000 42,000,000 4,773

Health insurance (250.000/person/month) month 12 750,000 9,000,000 1,023

Sub-total indirect (YTBI) 213,000,000 24,205

TOTAL PERSONNEL, ADMIN, OPERATIONAL & SUPPORT 213,000,000 24,205

MONITORING, EVALUATION AND AUDIT

Monitoring (HQ staff quarterly travel & meetings with partners)

Transportation Jakarta - Mentawai vv (ticket, airport tax, local transport)

Package 4 6,000,000 24,000,000 2,727


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Boarding & Loadging (acommodation, meals, etc for YTBI staff)

Package 4 10,300,000 41,200,000 4,682

sub-sub total 65,200,000 7,409

Evaluation (PO, Finance staff, Internal audit)

Transportation Jakarta - Padang vv (ticket, airport tax, local transport)

Package 1 9,000,000 9,000,000 1,023

Boarding & Loadging (acommodation, meals, etc for YTBI staff)

Package 1 15,450,000 15,450,000 1,756

Transport for local community who involve as evaluator team

Package 1 900,000 900,000 102

25,350,000 2,881

Sub total Monitoring and evaluation 90,550,000 10,290

External Audit Package 1 100,000,000

100,000,000 11,364

TOTAL MONITORING, EVALUATION & AUDIT 190,550,000 21,653

TOTAL PROJECT BUDGET 3,366,675,042 382,577

International coordination fee (3%) 101,000,251 11,477

TOTAL REQUESTED 3,467,675,293 394,054


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CHURCH WORLD SERVICE (CWS)

V. TARGETED BENEFICIARIES CWS is targeting villages located in 3 Sub districts in Mentawai District. The table below shows the total number of population in each village targeted:

District Subdistri

ct Village

Sub-village # of Fam

# of people

# of Men

# of Wome

n

# of U-5

children

Sikakap Bakat Monga 21 109 63 46 27

Cempungan 47 219 122 97 32

Makukuet 28 102 53 49 28

Sionpanatarat 24 111 56 55 19

Tunang 143 492 263 229 63

Sikakap Matobe

Sarere 82 313 165 148 47 Bere 78 304 157 147 52 Mapoupou 120 519 290 229 79 Makalo Talopulei 49 213 113 100 23

Pagai Selatan

Malakopa Eruparaboat 62 236 130 106 15

Baru-baru 21 88 42 46 18

Mentawai

Pagai Utara

Betumonga Muntei 47 167 100 67 12

Total 722 2873 1,554 1,319 415

CWS is targeting 500 households in the targeted villages, with the following criteria:

• Most vulnerable and severely affected people/ households; • Households with children under the age of five, pregnant and lactating women and the elderly; • Affected households who have not received any assistance from the government or humanitarian

organizations; • Households having lost their houses due to the earthquake and tsunamis

VI. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION GOAL

CWS is proposing a 12-month program with the goal of saving the lives and livelihoods of the earthquake and tsunami affected families in Mentawai Islands.

OBJECTIVES, ACTIVITIES AND EXPECTED RESULTS

CRISIS PHASE (3 MONTHS)

Objective 1: Provide emergency water, sanitation and hygiene (WASH) facilities to 1,500 people, in three Sub-districts, displaced due to the earthquake and the tsunami.


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Activities Expected Results Indicators 1. to conduct detailed assessment on

WASH 2. to protect or rehabilitate existing

water sources 3. to construct 25 emergency

communal latrines & supporting facilities

4. to provide solid waste disposal facilities at 25 IDP sites

Output: • Identified and prioritized WASH

needs of the affected population. • 1,500 affected people having access to

rehabilitated water sources • 25 emergency communal latrines are

constructed • Waste management facilities in 25

IDP points are provided

• # and types of water sources

rehabilitated • # of communal emergency latrines

built • # of waste facilities available

Outcome: 1,500 people have improved access to safe WASH facilities meeting Sphere Standards on water supply, sanitation and hygiene promotion; (Water supply standard 1, 2 & 3; Excreta Disposal standard 1 & 2; Solid waste management standard 1).

• 100% of target affected people have access to safe water sources.

• 100% of target affected people get access to & use sanitation facilities during the crisis phase

• %of women & men getting access to clean water

• # of emergency communal latrines used & maintained

Objective 2: To provide baby kits, NFI and emergency shelter packages/kits to 200 households, having lost the shelters during the earthquake and the tsunami.

Activities Expected Results Indicators 1. Conduct detailed assessment on the NFI and emergency shelters kits needs 2. Procure baby kits (baby clothing, blankets, diapers), NFI (blankets, plastic mats, cooking and eating utensils) packages and emergency shelter kits (tarpaulins, ropes, and nails) for 200 households 3. Distribute NFI emergency shelters kits to 1,000 affected people (200 households).

Output • Identification of NFI and emergency

shelters needs • 226 baby kits, 200 packages of NFI &

emergency shelter kits are distributed • 226 babies receive baby kits and 1,000

people (200 HHs) receive NFI & emergency shelter packages

• # of emergency tool kits distributed

• # of affected people receiving baby kits, NFI and emergency shelter packages

• Sphere Standards are upheld

Outcome: 226 babies received baby kits & 1,000 affected people (200 households) are able to cope with the needs of NFI & shelters that meet Sphere Standards; Shelter, Settlement and Non Food Items; Shelter & settlement standard 3; Non food items standard 1 & 3.

100% of targeted affected people use NFI and shelter materials

POST-CRISIS PHASE (9 MONTHS)

Objective 1: To provide earthquake resistant transitional shelters to 500 earthquake and tsunami affected people (100 households) in the three target Sub- districts


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Activities Expected Results Indicators

1. Conduct detailed assessment on the needs of transitional shelters

2. Procure t- shelter materials (zinc roof, woods, fibre cement boards, nails, doors, windows) for 100 households (500 people)

3. Conduct construction training for 100 people (representatives of target households or local craftsmen)

4. Construct transitional shelters for 100 households

Output: • 3 training sessions on transitional

shelter construction are conducted for a total of 100 people (representatives of target households or local craftsmen)

• 100 transitional shelters are built • 500 people (100 households)

receive t-shelters

• #of training conducted • # of people (women and men)

trained on transitional shelter construction

• # of households/people receiving transitional shelters

• # of transitional shelters built • Sphere Standards are upheld

Outcome: 500 people (100 households) are living in transitional shelters1, measuring 4x6 meters, following Sphere standards.

% of target affected people used transitional shelters

Objective 2: 1,000 earthquake and tsunami affected people (200 households) from the target Sub-Districts have improved access to WASH facilities.

Activities Expected Results Indicators

1. Conduct detailed assessment on WASH

2. Improve/rehabilitate community water supply sources (wells, boreholes, spring water) benefiting 1,000 people

3. Construct communal latrines, benefiting 1,000 people

4. Conduct hygiene promotion on water-borne diseases for mothers, health cadres & other relevant stakeholders in 3 sub-districts

Output: • 10 wells are newly constructed • 5 boreholes are newly constructed • 10 spring water sources are newly

constructed • 25 communal latrines are built • 3 trainings on water borne

diseases and hygiene and sanitation practices are conducted each for one sub-district

• #of wells rehabilitated • #of boreholes rehabilitated • #of spring water units rehabilitated • # of communal latrines built • # of trainings on water-borne

diseases and hygiene & sanitation conducted, using Community-Led Total Sanitation (CLTS) approach

• # of training participants (women & men)

• Sphere Standards upheld

Outcome: • Improved access of target affected people to WASH facilities • improved knowledge and practices of target affected people on hygiene &

sanitation

• # of people (women, men, girls and boys) benefiting from the rehabilitated water supplies

• 90 % of target people have improved access to WASH facilities (pre-post survey)

• 90 % of target people use the communal latrines

• 80% of target people having better knowledge on water borne disease, hygiene & sanitation (pre – post test)

1 Transitional Shelter is any of a range of shelter options that help a person or population displaced by conflict or natural disaster until they return to permanent accommodation. In Indonesia, in many cases it takes 6 months to 2 years, or sometimes longer, for the affected population to have a safe permanent homes. This includes the time to get grants from the Government and the time it takes to rebuild safe houses with increased demand on local labour. During this time affected families need to have safe and healthy environment.


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Objective 3: To strengthen capacity of program staff, especially of partner organization on Emergency Programme Cycle Management (EPCM).

Activities Expected Results Indicators 1. To collect & validate data on

participants’ profile & capacity 2. Conduct knowledge & skills

training on Sphere Standards, Disaster Management Preparedness, CBDRM, Psychosocial Training, CO/CD & project management

Output: • A series of trainings

(covering the said 6 topics) are conducted for CWS program staff & staff members of local partners (approx. 30 participants)

• # of training conducted • # of participants (women and men)

taking part in the training • At least 30% of participants are

women

Outcome: • Strengthened capacity of participants that support program

implementation & sustainability

• 90% of participants (male & female)

improved knowledge & skills on Sphere Standards, DMP, CBDRM, Psychosocial, CO/CD & Project Management

• 90% of participants applied the knowledge and skills throughout the program implementation

IMPLEMENTATION METHODOLOGY

Emergency and Transitional Shelter Emergency and temporary or transitional shelter (T-shelter) provision is critical in providing the displaced people with security, personal safety, protection against climate and other threats to health, structural hazards and disease vectors. CWS will firstly prioritize emergency shelter distribution. The distributed materials will support the make shift tents which the displaced people have already built, using the salvaged materials from the rubble. The materials CWS will distribute will consist of tarpaulins, ropes and other bedding materials such as blankets and plastic mats. Transitional Shelter will help the target population, to live in a relatively safer condition, until they return to their permanent shelters. In Indonesia, it may take six months to two years, or sometimes even longer to the affected population to have safe permanent homes. This includes the times to take grants from the Government to be transferred and the time it takes to rebuild safe houses with increased demand of local labours. During this time affected families need to have safe and healthy environment, which will be provided to them through the transitional shelter. The T-shelter will be designed to have a life span of around two years. The government is committed to give cash donation to the communities to build back their houses, and on the basis of past experience, it could be safely predicted that the affected families would have their permanent dwelling units within a period of two years. The project will target those families, who have been excluded from the government assistance. The government will not assist the communities, who are not willing to move to the site of relocation. There are families who would want In-Situ construction for their livelihoods reasons. Such families would be assisted through the Appeal.

CWSI will involve the target communities, particularly women and girls, in all stages of implementation. The design of shelter will be the most important aspect to consult with women groups for the issues of security and privacy. CWS will develop shelter construction guidelines/ checklists to ensure gender equality in the programming, and will share the checklist with all implementing staff in shelter


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construction. Such guidelines should lay out, among others, the demographic profile of target population, community practices and the cultural patterns for household and care arrangements, cultural and community practices concerning shelter/houses and gender division of labour. WASH Intervention Throughout the intervention in clean water provision, CWS will be closely working with the local Church (GKPM) and other organizations with capacity in water distribution and management. Community members will be the key actors in WASH management. During the crisis phase, village community members and CWS staff will directly monitor clean water distribution to the affected families. During the rehabilitation phase, CWS will provide prior training to people who would be formed into village working-teams. These teams will then provide rehabilitation services to the affected households. As for as latrine construction is concerned, CWS will recruit skilled local labourers, including from the beneficiaries groups, and provide them required materials. CWS will consult with community members before deciding on the location for the latrines, which must be in a conveniently accessed area for all the affected people, particularly for the women and the people with special needs. The approaches CWS uses in WASH interventions are Sphere Standards, MPA-PHAST (Methodology for Participatory Assessment - Participatory Hygiene and Sanitation Transformation) as well as Community-Led Total Sanitation (CLTS). The first two approaches are important to assess the real local needs and find out the most appropriate facilities to build, while the latter focuses on improving people’s hygiene and sanitation behaviour. CWS will assist the community in forming a water and sanitation committee in each village. Prior to managing all concerns related to WASH in their respective village, CWS will provide training on technical issues of water and sanitation facilities management. This committee will be responsible of managing community-based WASH activities. The hygiene promotion program will involve the role of health cadres from local Health Centres to disseminate hygiene and sanitation related knowledge. The involvement of health cadres is vital in a way that the issues can be promoted in a contextualized manner (by using the local language and taking into account customary practices). Capacity Building for Staff and Partners in Emergency Response During the implementation period, CWS will provide technical assistance and support in administration, logistical and finance areas. In addition, we will conduct a series of trainings to build up and strengthen capacity of partner’s program staff and admin/finance staff in managing emergency response program. Because of the low capacity of GKPM in terms of project management and also programmatic, the partnership model with GKPM will not be a full partnership model, where all the project management will be handled by GKPM. The strategy would be a semi-partnership model where CWS staff will assist GKMP staff on daily basis on all project management and programmatic issues. This will in turn have a knowledge transfer from CWS to the GKPM staff, which would strengthen their capacity in managing program in future. CWS will organize training sessions on Sphere Standards, Disaster Preparedness, Community Based Disaster Risk Management (CBDRM), Psychosocial Training, Community Organizing/ Community Development and Project Management. CWS aims to have capable staff (both CWS and local partners), which would ensure the success of the program implementation. CWS will also take this approach as an exit strategy to ensure the sustainability of the program after CWS ends its activities in the area and hands over the program to local partners.


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Involvement of local communities During the crisis phase CWS will directly support local partner in delivering the assistance. In the post-crisis phase, CWS will enhance the involvement of the beneficiaries during all stages of the implementation and improve partnership quality with local partners. Furthermore, CWS will involve members of the target group in identifying families who will receive the relief packages. The assistance of the local community will also be solicited during the actual distribution of the relief materials. Government and local representatives will be invited to witness the distribution wherever possible. The beneficiaries themselves will be involved in building all facilities, with technical assistance from CWS and GKPM, thereby reducing cost and creating a sense of ownership, crucial for the sustainability of the project. Participatory Assessments CWS and the local partner have already identified needs and priorities for assistance. However, in each target area a deeper participatory needs assessment will be conducted to validate whether the proposed activities address the needs of displaced women and men and whether adjustments are necessary. In selecting target beneficiaries, CWS will coordinate with other ACT members, the local government and other organizations operating in the target intervention areas. Procurement Standards CWS in co-ordination and collaboration with GKPM and volunteers as well as other key stakeholders will conduct the processes of purchasing, procurement and distribution of aid. The standards of CWS procurement will apply in accordance with matrixes and plans of program activities. Some important steps in procurement that CWS will apply:

• Choice of suppliers is based on their ability to meet deadlines and follow CWS procurement procedures. CWS selects suppliers through Cost and Price Analysis (CPA);

• CWS will establish and sign a working contract with the suppliers; • CWS will develop Request for Quotation; • CWS will distribute materials to the closest points to the intervention area

Under certain circumstances, CWS may issue a specific procurement memo in order to accommodate with local operational issues and flexibility during emergency, yet upholding procurement quality.

Application of cross-cutting issues:

Humanitarian Protection: CWS and local partners will ensure that protection principles are incorporated into humanitarian programming. The level of involvement in protection is to be understood as expanding the focus on material needs to encompass questions of safety. CWS has recognized, notably after the 3-year assistance in Aceh and Nias that the overwhelming direct threat to the civilians in the regions was not all about material assistance but also lack of safety. With the protection approach CWS and local partners will ensure that the humanitarian assistance will not cause harm to local values or human rights. CWS will take immediate action in connection with any emerging or established pattern of violation to prevent its recurrence, put a stop to or mitigate it. This program will not negate the fact that women, children and the elderly are a large part of the target population and are also the most vulnerable to violence and abuse. Assessments in this project will require both quantitative and qualitative methods to find out about the living conditions of women, children and elderly, be they direct or indirect beneficiaries. In doing so, the design of intervention can maximize the role of these vulnerable population segments in providing a quick recovery in the affected areas.


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Code of Conduct: in the overall disaster response, CWS will adhere to the Humanitarian Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief. CWS will implement the program by using community-based approaches from which they solicit and use actual needs of the communities to design interventions. The community-based approach is based on the Code of Conduct core principles: humanitarian imperative, impartiality, independence, and stresses that humanitarian response must be based on needs of the community. Adopting this approach would allow the program to be inclusive in nature and respect the local condition within the communities targeted, especially the vulnerable groups.

Throughout the program implementation CWS will also adopt ACT Code of Conduct on Sexual Exploitation and Abuse of Power. The principles of ACT Code of Conduct are reflected in the vision and core values of the CWS organization. Such principles have been incorporated into Company Regulations and staff and organizational operations are obliged to adhere to the principles. Elements of ACT Code of Conduct are also incorporated into partnership agreements (MoU or LoA) with local partners. CWS requires that the partners use the MoU or LoA as the organizational legal guidelines for program implementation technically, administratively and financially. Gender: CWS will make special efforts to ensure the participation of a balanced representation of people within the program. The participation of the disaster affected people, especially women, in decision making throughout the project cycle helps to ensure that the program is equitable and effective. In the distribution of non-food items, CWS and partners will discuss the distribution system with the affected people. The system can be through group leadership — male and female leaders, or through groups of household heads or through individual heads of households — and ensure that the affected population is continuously informed of any changes in the system. CWS and partners will also assess the distribution sites, identifying the most easily accessible and safest points. These should be convenient for women and men of different age groups and backgrounds. CWS will appoint crowd controllers to make sure that queues are monitored, and we will provide a separate queue for specific persons and groups (such as those not able to stand in line for various reasons, e.g. elderly persons, persons with disabilities or pregnant women and other specific groups requiring assistance). CWS staff, local partner staff and representatives of the target displaced people will conduct further monitoring of distribution of NFIs.

In providing shelter assistance, CWS will make every effort to ensure that the design will take into account adequate separation from potential threats to the personal safety of women, girls and boys. Within individual shelters, there will be possibilities for internal subdivisions. CWS will use construction training to maximize participation during construction, particularly for individuals lacking the required building skills or experience, including women. Single women, female-headed households and women with disabilities are at risk from sexual exploitation in seeking assistance for the construction of their shelter. Therefore, the provision of assistance from volunteer community labour teams could complement any beneficiary contributions.

In conducting Water, Sanitation and Hygiene (WASH) interventions, the program will ensure that no one group is overburdened with the responsibility for hygiene promotional activities or management of facilities and that each group has equitable influence and benefits. Not all groups, women or men have the same needs and interests and the program will recognize that the participation of women should not lead to men, or other groups within the population, not taking responsibility.

Inputs Main staff required for this program:

Position # of person Emergency Response Coordinator/ Program Manager 1 S/Program Officers 2 Field Coordinator (partner’s staff members) 1 Field Officers (partner’s staff members) 2


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Information Officer (part time 50%) 1 Senior Logistics Officer 1 Logistics Assistants (partner’s staff members) 2 Admin Assistant 1 Accountant 1 TOTAL 13 persons

Main equipment needed for this program

Assets # of assets DSLR camera 1

Assumptions and Risks There are several assumptions and risks concerning the planned program which may affect the implementation and its outcome:

Assumptions:

• No continuous and major transportation concerns to the target islands that deter the overall intervention efforts;

• The necessary supplies can be procured in a timely manner; • CWS is able to generate the much needed funds and that the funds will arrive in timely fashion to

implement the full project; • CWS can access targeted beneficiaries, and communities welcome and positively respond to the

assistance we provide; • The traumatic event does not undermine the individual and collective’s will to respond.

Risks:

• As the post-disaster phase will only cover a period of nine months, it may not give the time to note any significant positive behavioural changes in hygiene and sanitation practices;

• Limited supplies of materials and local labourers during the post-crisis phase may delay the process of construction and increase the prices of materials and labour costs;

• A more intemperate weather during the implementation of relief operations and rehabilitation assistance provision in the targeted area may inhibit the full implementation;

• Should there be inadequate funding, there will be scaling down in the number of beneficiaries and prioritization applies;

Prioritisation of activities

If funding is limited, CWS will prioritize delivering NFI, Emergency Shelter and Water, Hygiene and Sanitation during the emergency phase. On account of this, transitional shelters will also be the first on the priority list in post-crisis intervention. The order of priorities is as below:

1. Water, Sanitation. 2. Capacity Building. (CO/CD Project Management Training, Psycho-social & Sphere Standards

will be prioritized. 3. Transitional Shelter.


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Implementation Timetable

Planned duration of activities is 12 months with the following schedule:

Months No. Activities

1 2 3 4 5 6 7 8 9 10 11 12 Crisis Phase (3 months) 1. NFI & Emergency

Shelter X X X

2. Water, Hygiene and Sanitation

X X X

3. Rapid Assessment & Response

X X X

Post Crisis (9 months) 1 Transitional Shelter X X X X X 2 Water and Sanitation X X X X X X X X X 3 Capacity Building for

Staff and Local Partner

X X X X X

4 Monitoring X X X X X X X X X X X X 5 Evaluation X X

VII. ADMINISTRATION & FINANCE CWS will be responsible for managing the overall program administration and financial issues. The programme will be implemented through an office based in Mentawai under the supervision of a Program Manager (PM). The office will support the implementing partner, the local church, GKPM. This church will be the main implementing partner. CWS will assist and support GKPM staff in the implementation of program, administration and finance. The PM will coordinate the work of implementing team in the field and receive regular reporting from the field staff. Based on such reporting, the PM will make decision and share program’s progress and problems with the management team of CWS Jakarta Office. There will be a finance team in Mentawai which will manage all financial transactions in the field and support and assist GKPM finance team. The field finance team will administer all field financial records of the program and then report to Financial Coordinator in CWS Jakarta office for review and analysis. CWS has established administration and finance Standard Operating Procedures (SoP) which apply for both emergency- and development-setting programs. In some circumstances during the program implementation, exception to the SoP may apply upon the approval of the Management. VIII. MONITORING, REPORTING & EVALUATIONS CWS will be responsible for the monitoring and evaluation of the program. Program accountability and transparency will be ensured through monitoring and evaluation systems in emergency and relief contexts. Upon program completion, CWS will prepare the required reports, taking into account the details of its monitoring and evaluation reports along with field reports. CWS will submit reports to ACT as per schedule and in the prescribed format. At the implementation level, field officers and program officers will monitor programs daily and weekly respectively. The Field and Program Officers conduct program monitoring and reporting based on a monitoring framework built for this program. Such a framework refers to the overall work plan and implementation matrixes which lay out progress and achievement indicators.


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Program Officers together with the staff of local partners will conduct one-on-one site visits, follow-up activities and provide necessary technical assistance to beneficiaries on a regular basis. CWS will regularly conduct a meeting with the beneficiaries and relevant stakeholders to discuss the progress of the program based on the monitoring results. CWS will introduce simple monitoring tools to them. The Program Manager will compile the overall monitoring reports and share them with the management for further review and evaluation as well as the basis for reporting to ACT. Any major issues found in the monitoring results will serve as the basis for modifying the program strategies or approaches.

Accountability, quality assurance and learning

CWS will adhere to relevant codes, policies and principles that ACT has enacted for its humanitarian intervention. Compliance with such standards will be ensured through program achievement indicators, regular monitoring and evaluation, field observation as well as program and financial audits.

The process of accountability will be implemented as a cycle with four main stages: 1. agreement of clear roles and responsibilities of CWS as an organization and its staff/ individuals; 2. taking action, for which CWS and its staff are responsible; 3. reporting on and accounting for those actions; 4. responding to and complying with agreed standards of performance and the views and needs of

stakeholders 5. Past experiences in Aceh, Nias, Yogyakarta and the recent Padang earthquake responses will be

the basis on which CWS preserves learning lessons on all implementation aspects of emergency responses.

At the end of the program year, internal evaluators will conduct a program evaluation. The evaluation aims at analyzing the relevance of the overall intervention for the target beneficiaries, program effectiveness, sustainability, and the incorporation of cross cutting issues including gender and protection issues. CWS will employ a sectoral-based approach to measure achievements in each sector: NFIs, shelters, WASH, psychosocial support and capacity building. The evaluation will also lay out lessons learnt and recommendation for future intervention. We will share the overall result of the evaluation with all relevant stakeholders including the donors, local government, beneficiaries and host communities.

IX. CO-ORDINATION

CWS’ objective is to complement, not to duplicate, programs run by the government, INGOs, local NGOs and charitable organizations, and especially by other ACT members. CWS works mainly through local NGOs or CBOs, and helps them to help the local communities and the disaster 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 to deal with sudden crises. In the field, CWS works and coordinates with both emerging and established civil society groups which have good ideas and understanding of the local situation. During the implementation, CWS will partner with a local partner, Gereja Kristen Protestan Mentawai (GKPM). Through the partnership throughout the intervention course the partner will directly learn the processes of emergency responses. At operational level, CWS will consult with and inform the Kemensos (Ministry of Social Welfare), BPBD (Local Coordinating Body of Disaster Relief) Education and Health Departments, Local Development and Planning Board, District Water Department, Agriculture and Animal Husbandry and Fishery Departments.


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Beneficiaries will be selected in co-ordination with the local government, other humanitarian organizations and local organisations. To the widest possible extent CWS will refer to the local pro-poor policies and complement its programs into the existing government’s social programs. CWS will take part in the regular coordination meetings on the Mentawai Earthquake and Tsunami to acquire updated information on joint responses already implemented by other agencies in order to establish and maintain appropriate humanitarian coordination mechanisms. Needs assessments and analysis conducted by CWS and local partners team will be shared with relevant existing humanitarian agencies and other stakeholders involved in this response to elevate assistance outreach. Different UN agencies are leading different Cluster meetings, per their mandate. There are weekly clusters meetings in Mentawai and one bi-weekly general coordination meeting in Padang. There are three clusters, namely Watsan, health and psychosocial and logistic cluster. CWS is attending the meetings of WATSAN cluster and general coordination meetings. The local government is very weak in Mentawai. Coordination in the government is not functioning which is the biggest constraint at this moment. Communication Inter-agency communication has been adequately put in place. CWS updates and relays Situation Reports on a daily basis through various humanitarian forums as well as the CWS Website. CWS Communication and Program Units are participating intensively in relevant meetings conducted by the UN Agencies, particularly by UN-OCHA. Key results of such meetings are shared with the implementing staff already in the intervention areas. CWS will document the progress of program, success stories and program results through program reporting to ACT, CWS website, newsletters and the above-said inter-agency communication forums. Security The transportation from Padang to Mentawai is extremely difficult because of frequent bad weather. However, the province government had organized several ships to mobilize assistance and volunteers to Mentawai. The weather in the Mentawai Islands is generally poor with heavy rains and high winds. This situation hampers the distribution process and human resources mobilization. Most of the disaster-affected areas are remote and isolated. Small boats are the only means of transport to these areas. So far, there have been no major security issues reported in the intervention areas. However, CWS is part of the large humanitarian network assistance in Disaster Response in Indonesia and will use such a facility to coordinate with each other in various issues, including those of security.


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X. CWSI BUDGET

Description Type of Nos of

Unit Cost Budget Budget

Unit Units IDR IDR US$

DIRECT ASSISTANCE

Crisis Phase (3 months)

NFI & Emergency Shelter

Tarpaulins 5x4 meter sheet 133 95,000 12,635,000 1,436

Tarpaulins 5x7 meter sheet 133 166,250 22,111,250 2,513

Plastic ropes @ 20 meters bundle 133 25,000 3,325,000 378

Plastic mats sheet 434 45,000 19,530,000 2,219

Blankets pieces 900 30,000 27,000,000 3,068

Eating utensils (5 plates, 5 glass and 5 spoon set)

package 200 45,000 9,000,000 1,023

Cooking utensils (1 rice steamer & 1 wok) package 200 75,000 15,000,000 1,705

Baby kits package 226 50,000 11,300,000 1,284

sub total 119,901,250 13,625

Water, Hygiene and Sanitation

Provide clean water (water trucking, protect/improve water sources such as springs & open water/ground water)

units 25 10,000,000 250,000,000 28,409

Communal emergency latrines (communal pit latriness & washing place)

units 25 15,000,000 375,000,000 42,614

sub total 625,000,000 71,023

Rapid Assessment & Response

CWS Staff Accomodation months 3 10,000,000 30,000,000 3,409

CWS Staff transportation (airplane tickets to Padang, boat tickets to Mentawai, staff perdiem)

months 3 15,000,000 45,000,000 5,114

CWS Staff Operation ( communication,stationery and supplies)

months 3 5,000,000 15,000,000 1,705

Transportation for distribution ( trucking, hire boats, fuel, boat operators) will also support other ACT members

months 3 10,000,000 30,000,000 3,409

sub total 120,000,000 13,636

TOTAL CRISIS PHASE 864,901,250 98,284

Post Crisis Phase (9 months)

Transitional Shelters

Transitional Shelters units 100 5,000,000 500,000,000 56,818

Construction training packages 3 25,000,000 75,000,000 8,523

sub total 575,000,000 65,341


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Water, Sanitation & Hygiene

Improvement of Community Based Water supply

Wells units 10 8,000,000 80,000,000 9,091

Boreholes units 5 10,000,000 50,000,000 5,682

Spring Water units 10 15,000,000 150,000,000 17,045

Communal Latrine units 25 25,000,000 625,000,000 71,023

Hygiene promotion subdistricts

3 15,000,000 45,000,000 5,114

sub total 950,000,000 107,955

Capacity Building for Staff & Partners

Training (Sphere, DMPT, CBDRM, Psychosocial Training, CO/CD, Project Management)

unit 6 40,000,000 240,000,000 27,273

Partnership with GKMP ( Staff, Operational etc)

months 10 22,300,000 223,000,000 25,341

Support for coordination with ACT members and other stakeholders

months 10 5,000,000 50,000,000 5,682

sub total 513,000,000 58,295

Direct Programme Related Costs

Personnel

Program Manager (1 person) Month 10 22,620,000 226,200,000 25,705

S/Program Officer (2 person) Month 10 23,280,000 232,800,000 26,455

Information Officer (1 person/50%) Month 10 3,957,600 39,576,000 4,497

Senior Logistic Officer (1 person) Month 10 11,640,000 116,400,000 13,227

Techical Advisors (3 months / 20% ) Month 3 0 0 0

Personnel benefit

Housing allowance (5 persons) months 10 1,250,000 12,500,000 1,420

Insurance & Medical (5 persons) months 10 5,239,000 52,390,000 5,953

sub total 679,866,000 77,258

TOTAL- DIRECT ASSISTANCE 3,582,767,250 407,133

TRANSPORTATION, WAREHOUSING & HANDLING

Local transportation of distribution and shipping

months 9 5,000,000 45,000,000 5,114

Rent car / truck for distribution material months 9 15,000,000 135,000,000 15,341

Warehouse rent months 6 5,000,000 30,000,000 3,409

Wages for security / guards months 6 2,000,000 12,000,000 1,364

Warehouse maintenance (terpal, plastic, woods, nail, fencing etc)

months 6 1,000,000 6,000,000 682

Loading-unloading cost months 6 3,500,000 21,000,000 2,386


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Wages of labor months 6 1,500,000 9,000,000 1,023

TOTAL- TRANSPORT, WAREHOUSING & HANDLING 258,000,000 29,318

CAPITAL ASSETS

DSLR Camera unit 1 14,000,000 14,000,000 1,591

TOTAL CAPITAL ASSETS 14,000,000 1,591

INDIRECT COST: PERSONNEL, ADMIN., OPERATIONAL SUPPORT COSTS

Personnel

1 Admin staff months 10 4,656,000 46,560,000 5,291

1 Accounting/ Finance staff months 10 8,148,000 81,480,000 9,259

Personnel benefit

Housing allowance months 10 2,000,000 20,000,000 2,273

Insurance & Medical months 10 1,700,000 17,000,000 1,932

165,040,000 18,755

CWS Staff Travel

Travel ( Assistance, Monitoring)

Airplane Tickets 2 - 3 persons/every 3 month months 3 24,000,000 72,000,000 8,182

Perdiem, Accommod. 2 - 3 pers/ every 3 month

months 3 10,000,000 30,000,000 3,409

sub total 102,000,000 11,591

Office Operation ( supplies, stationery etc) month 10 3,000,000 30,000,000 3,409

sub total 30,000,000 3,409

Communications

Telephone, Internet and Fax months 10 5,000,000 50,000,000 5,682

sub total 50,000,000 5,682

Vehicle

Maintenance for 1 car ( service, fuel, insurances )

months 10 3,000,000 30,000,000 3,409

Maintenance for 3 motorcycles ( service, fuel, insurances )

months 10 1,500,000 15,000,000 1,705

sub total 45,000,000 5,114

TOTAL INDIRECT COSTS 392,040,000 44,550

Audit and Evaluation

Audit of ACT Funds unit 1 150,000,000 150,000,000 11,364

Internal evaluation (travel, per diems, transport) unit 1 40,000,000 40,000,000 4,545

TOTAL AUDIT & INTERNAL EVALUATION 190,000,000 15,909


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TOTAL BUDGET PROJECT 4,436,807,250 498,501

International Coordination Fee 3% 133,104,218 14,955

TOTAL ESTIMATED EXPENDITURE REQUESTED 4,569,911,468 513,456

Exchange Rate (Local Currency : 1 USD ) 8,800

* * * * *

YAKKUM -YAYASAN KRISTEN UNTUK KESEHATAN UMUM - CHRI STIAN FOUNDATION FOR PUBLIC HEALTH- EMERGENCY UNIT (YEU)

V. TARGETED BENEFICIARIES

Number, type and location

Sub-district No. Village Male (in

the village) Female (in the village)

Total Population

Sub-village*

Panaiuruk Pasapuat Pututukat Bae Bukku

1 Saumanganyak 1392 1683 3075

Mapinang Utara Muntai Baru-baru Sabeugukgung

Pagai Utara

2 Betumonga 600 592 1,192

Betumonga Muara Taikako Sikautek Bulakmonga Rua Monga

Sikakap 3 Taikako 1,541 1,441 2,982

Silaoinan Total Beneficiaries (directly and/or indirectly)

3533 3716 7249

*Sub-village data would be triangulated during the detailed assessment process. Criteria for the selection:

- People, seriously impacted by the 25 October 2010 tsunami in Mentawai district.

- Population displaced by the tsunami and the communities hosting them

- The affected areas, where people have inadequate or no access to health system

VI. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

Goal: The severely affected population has improved access to health facilities and capacity building measures on disaster risk reduction and thereby improved preparedness from future risks. Objectives: a. Improved health facilities in three target villages ensuring prevention of post-disaster

epidemics/endemics, and improved health behaviour and practices.


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b. Three health centres and schools in the target villages have improved preparedness and capability to deal with future disasters.

Crisis Phase (3 months)

Objective 1 Improved health facilities in three target villages ensuring prevention of post-disaster epidemics/endemics, and improved health behaviour and practices.

Planned Activity Expected Outcome Expected Output Indicator (output) 1.1. Mobile clinic in 3 villages for 3 months.

The affected population, in three villages have improved access to life saving and necessary health facilities Improved medical care for the injured people, accessible within the village. Prevention of post-disaster epidemics.

800 patients are treated through mobile clinics in 3 villages for 3 (three) months.

� 800 patients sustain a good level of health.

� Health status

analysis.

1.2. To improve efficiency of three health centers through provision of equipments, medicines, etc.

Improved and efficient outreach of the three health centres

Three sets of medicine & medical equipments (medical first aid box, weight scale, sterilizator, blood pressure meter, midwifery set) provided to the health centers. All families of the target villages, living with perpetual health vulnerability, have better access to quality health services.

� List of items distributed

� List of beneficiaries � Physical verification

1.3. Provision of hygiene kits to the displaced people in the three target villages

Improved health status in the villages, which had to health system before the disaster

500 sets of hygiene kits, containing toiletries, talc powder, laundry soap, mosquito net, bucket, tampon, and baby tampon, distributed among the displaced people. Improved hygienic practices

Distribution record List of beneficiaries

1.4. Render necessary psychosocial health care to the adult affected people in the three target villages.

Reduced signs of anxiety and restlessness among the adult population. Revival of outlined activities in the target villages

Sharing sessions conducted in each village. 520 individuals (52 groups from all assisted villages) are facilitated with psychosocial care by the trained staff Availability of relevant tool kits to the group members

Meeting records and minutes Trauma management analysis.

1.5. Media campaign to advocate on disaster related health vulnerabilities, necessity of DP and rights and entitlements

Improved information dissemination system within the communities. Increased knowledge on DP and DRR measures and rights and entitlements of the disaster survivors.

Various audio-visual tools developed as means of communication & are available in potential places. Basic information on relevant subjects shared through the developed tools

The audio-visual tools The records of the campaign


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Post-crisis Phase (9 months)

Project implementation methodology YEU/ACT Alliance have conducted rapid assessment in three villages, namely; Saumanganyak, Betumonga and Taikako. The assessment was in conjunction with the mobile clinic activity which often takes place in the evacuation areas. YEU/ACT plans to carry out detailed assessment to validate and update the information, gathered through the rapid assessment. This will be carried out in collaboration with GKPM - one of the main stakeholders, actively engaged in disaster response and well-versed on the local contexts. Like the rapid assessment process, detailed assessment team would also have adequate gender representation and would accommodate members from the community to keep the process participatory and inclusive.

With the aim of strengthening Disaster Risk Reduction (DRR) at the community level, YEU/ACT sees the importance of supporting the capacity building efforts of GKPM personnel. Therefore, YEU/ACT would mainly provide technical assistance to GKPM personnel in dealing with health-related issues during emergencies, building network with the existing health institutions and taking up relevant advocacy issues. As part of ACT Indonesia forum work plan, YEU, YTBI and CWS are encouraged to conduct organizational capacity assessment at national forum level, as well as to organize disaster risk analysis workshop. As decided by the governing level of ACT Indonesia Forum, the response in Mentawai has to be exercised as pilot joint project in which the forum members would strengthen the collaborated work to have better impact, while facing the challenging situation in the field (with all kinds of shortages such as funds, transportation, logistics and weather). The forum has decided to work comprehensively (all sectors by CWS YTBI and YEU) in same villages where other NGOs have not due to geographic challenges, despite the massive needs as all these villages were extensively damaged by the tsunami. The adopted approach would ensure linkage between relief- rehabilitation and advocacy (also mainstreaming of DRR principles and practices).

Objective 2 Three health centres and schools in the target villages have improved preparedness and capability to deal with future disasters.

Planned Activity Expected Outcome Expected Output Indicator (output) 2.1. Rehabilitation of three health centres in the Sub-Districts of Pagai Utara, Pagai Selatan and Sikakap

Improved DRR features in the buildings and improved capacity to cater to the health needs of the catchments population.

Three health centers are reinforced and retrofitted to meet the standard/building code.

Physical verification Records and receipts

2.2. To build capacity of schools and health centres on DP and DRR, as identified in the assessment

Improved knowledge and capacity of the schools and health centres on:

• psychosocial care • barrack management,

Participatory Vulnerability Capacity assessment, water purification methods, etc.

The target health centres and schools are adept at dealing with potential hazards.

- 60% of the participants are adept with the specific issues presented (pre-test, post-test, evaluation form)

� Training records � List of participants

2.3. Simulation on disaster preparedness planning in health and school settings in collaboration with YTBI.

Strengthen capacity of health and school communities on responding to potential hazards, particularly on earthquakes and tsunamis.

Capacity of the health and school communities is improved in responding to potential hazards.

� 70% of the health and school communities participate in the simulation.

� Evaluation sheet.


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Prior to the implementation of the project, a workshop for GKPM personnel will take place to introduce the overall project; the implementation objectives, the approach to the target groups, the methodology of implementation and the basic principles as performed by humanitarian workers.

Mentawai is the youngest district in West Sumatra province with limited human resources and a very limited district budget, which has caused serious impediments in development including health related issues. There are total six doctors deployed on the Mentawai Island to address the health needs of 70,174 people. Most of the areas of the Island are difficult to access and the problem gets exacerbated because of limited medical staffs & equipments and increased number of patients in a post-disaster scenario. Many families, living alongside the coastal lines, have moved temporarily to safer places, and given the poor hygiene and sanitary practices are extremely vulnerable to diseases and also becoming a source of diseases. The health component of the project will have two major interventions, i.e. 1) provision of mobile health clinic, directly by the YEU/ACT teams, primarily for the remote and inaccessible areas, and, 2) mobile health services through the Government Community Health Centres by repairing the building and providing the medicine and health equipments as they are very poorly equipped. The provision of equipments to the health centres are expected to make them self-sufficient for the future while the YEU health team would play a complimentary role. This approach has already been agreed upon with the Head of the Community Health Centre & Health Division.

As described earlier, the displaced people are vulnerable to health risks due to poor hygiene and sanitary practices. Therefore, they will be provided with a hygiene kit, containing necessary items. Prior to the distribution the beneficiaries will be imparted awareness on the necessity of hygienic and sanitary practices and the proper usage of the distribution items. The selection of the beneficiaries for the component will be done in partnership with the community representatives to ensure quality and accountability.

Psychosocial health care activities will be carried out by YEU/ACT trained staffs in the target villages. The intervention aims at recuperating trauma on affected adults by organizing them in effective sharing groups. YEU/ACT will coordinate with existing religious groups that have significant roles in the communities. With the help from them, four sharing groups – two for males and two for females, will be established in each sub-village. These groups would become a forum for affected adults (male and female) to share their difficulties, hopes, experiences and challenges post the tsunami. The sharing session will be integrated in the existing community activities and conducted twice a week. Relevant tool kits (masonry, harrow, hoe, short machete, long knife) will be given to support the process of strengthening coping mechanism after such disasters.

According to Mentawai local health center in Sikakap sub-district, there are seven fully damaged health centers. Based on the rapid assessment, YEU proposes to rebuild three health centres in its three of the selected villages. Given the high seismicity of the area, the rebuilding/repairing of the buildings will be earthquake resistant with incorporation of all other DRR features. The National Action Plan for Mentawai, hiighlights the rehabilitation needs of the health sector but makes no budgetary provision to do so. Therefore, rehabilitation of the three health centers will contribute in achieving the National Plan. YEU/ACT will involve local stakeholders including local communities in planning, implementation and evaluation phases of the project. In the spirit of providing humanitarian assistance, YEU/ACT pledges to abide by the humanitarian code of conduct, ACT code of conduct on sexual exploitation, abuse of power and corruption. In addition, YEU/ACT ensures that issues of gender, the need of vulnerable groups and environment are taken into consideration on recruitment process, mentioned and signed in contract letter and simplified into practical guideline (in YEU it was called SOP, cocsist of; code of conduct, gender policies and consideration of vulnerable group, local wisdom and fraud) and these SOP are coached to staff.


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As part of HAP membership, YEU/ACT are undertaking measures to benchmarks as follows:

� Participation: ensures the maximum involvement of the community or the target groups in the program.

� Project information is publicly available to intended beneficiaries, disaster-affected communities, YEU/ACT staffs and other specified stakeholders.

� Establish and implement the complaint-handling procedures that are effective, accessible and safe for intended beneficiaries, disaster-affected communities, YEU/ACT staff, humanitarian partners, and other specified bodies. As part of YEU accountability work plan, every project team has to build complaint handling procedures under consultation with assisted community to ensure local context considered. As organization YEU is obligated to internalize HAP principles in any activities at field level.

Inputs for project implementation

Human Resources Kind of Positions Number of staff Period of work Notes Project manager 1 12 months Full time Field staffs (5 CO and 1 driver) 6 12 months Full time Field Cashier 1 12 months Full time Field Accounting 1 12 months Full time Staff on monitoring and evaluation (from the headquarter)

2 12 months Full time

Field Infocom 1 12 months Full time Supporting staffs; Logistician, Purchasing, Finance and Accounting

4 persons 12 months Full time with percentage

4 persons are necessary due to segregated duties among supporting within accounting and finance desk as agreed system to avoid fraud (the system was developed by YEU and Ernst and Young following theACT guideline)

Equipment Car 1 unit For operational activities (rental basis) Motorcycle 2 units For operational activities (rental basis) Computer 4 units For health, logistic & information officer In focus 1unit For health promotion sessions, trainings, and

awareness sessions programme Camera 1 unit For documentation purposes Generator Set 1 unit For power source

Planning assumptions, constraints and prioritization There are several assumptions and risks concerning the planned program which may affect the implementation and its outcome:

Assumptions:

- Transportation and communication between the locations in the islands and between the islands and the mainland is running well.

- Information and coordination system are functioning effectively so that possible problems in the field such as overlap of aid distribution can be avoided


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Risks: - As the post-disaster phase will only cover the period of nine months, we might not be able to

notice significant positive behavioural changes in disaster preparedness and health awareness promotion during such a short duration;

- Lack of reliable data of IDPs and affected population (who are not displaced) can create problem of duplication and conflict

- More extreme weather during the implementation of relief operations and rehabilitation assistance provision in the targeted area may inhibit the full implementation;

- Should insufficient financial support be received, the number of villages will be reduced, and prioritize on capacity building activities on disaster risk reduction in the villages.

- Rehabilitation and Reconstructions process: currently public initiative to relief response is very high, but the post earthquake rehabilitation and reconstruction process is going on a very slow progress, hence the people are forced to live under uncertainty.

Implementation Timetable

Month No. Activities 1 2 3 4 5 6 7 8 9 10 11 12

CRISIS PHASE (6 months) 1.1. Mobile clinic in 3 villages for 6

months. ��

��

1.2. Provision of medical support to 3 health centres

��

1.3. Provision of hygiene kits to survivors in the camps in 3 affected villages (Saumanganyak, Betumonga, Taikako,)

��

1.4. Psychosocial activities (mental health initiative) for adults in 3 affected villages by facilitating sharing session (in conjunction with mobile clinic)

��

1.5. Media campaign production to deliver the information on health & DRR-related initiatives (book, posters, leaflet, bulletin, information board)

��

POST-CRISIS PHASE (9 months)

2.1. Rehabilitation of 3 health centres

��

2.2. Facilitate the capacity building initiatives as identified in the assessment & the disaster preparedness planning in each health institution & school (the capacity building initiatives are Psychosocial First Aid training, barrack management, Participatory Vulnerability Capacity assessment training, simple water purification methods training, healthy living habits training)

��


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Transition or Exit strategy Requesting ACT members (YEU, YTBI and CWS) have agreed to build capacity of GKPM (Mentawai Protestant church), while implementing the recovery and rehabilitation activities. This approach has more potential of a continuum and sustainability. It is hoped that the selection of areas and prioritized components are in line with the needs of the affected population served by GKPM. By focusing our joined rehabilitation program through GKPM we hope, the impact of the program would be wider and more sustainable. Moreover, the approach is likely to strengthen capacity of GKPM to be a far better actor during disasters in the future. YEU/ACT will inform and coordinate with the local authorities and local stakeholders of YEU/ACT implementation arrangements; hence there will be a clear understanding of YEU/ACT presence and activities planned. Materials and knowledge as the result of the activities will be used in regular awareness sessions by the village government and health personnel. Before phasing out from the villages, YEU/ACT will take up discussion with the government on the funding mechanism through the government mechanism, for necessary follow-up and consolidation of the project activities. As of now YEU has no other ongoing development programme in the area to provide continuum support to this relief project. YEU is however in close communication with BNPB (National Disaster Management Agency-directly under Indonesian President) to monitor the progress of HFA (Hyogo Framework for Action) implementation in field level. Based on our workshop with BNPB last December, YEU strongly recommends BNPB to include Mentawai as priority for Disaster preparedness area.

VII. ADMINISTRATION & FINANCE YEU/ACT will be responsible for the distribution of funds which will be received and managed by the YEU/ACT Office in Yogyakarta. YEU/ACT will be responsible for the project administration and implementation, including advice, control and monitoring, reporting and evaluation of the project. 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/ACT. An audited financial report is included in the annual audit report of YEU/ACT except separately requested by the donor. ACT Coordinating Office 3% appeal fee As approved by the ACT Executive Committee, from 1 January 2009 an appeal fee of 3% is to be levied on all appeals that the ACT CO issues. This fee is budgeted against the target amount, while the actual appeal fee is levied against the actual cash contributions either received through the ACT CO or directly by requesting members towards programmes included in an appeal. On reporting, the implementing member will reflect the income full amount, inclusive of the fee and will register the amount deducted by the ACT CO as an expense item, under appeal fee. For more information, please see “Procedures for implementing the appeal fee”, in the ACT manual. VIII. MONITORING AND REPORTING � Monitoring will be carried out monthly by the Project Manager through field visits and discussions. � YEU-ACT field staff will organize Focus Group Discussions (FGD) with affected communities to

gauge if the program benefits the communities. The FGD will be held once every three months.


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� 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 Co-ordination within the project The activities will be coordinated by the Project Manager and implemented by the field staffs in coordination with local stakeholders; women group, health personnel, youth groups, religious leaders and teachers and the government. Local community organizations will have the role on selection of direct beneficiaries on trainings, and coordinating the implementation arrangement with YEU/ACT staff. Co-ordination with other ACT members YEU/ACT coordinates closely with YTBI and CWS, both at managerial and field levels. ACT Forum Indonesia members are in regular coordination through emails and phone in submitting appeals, and situation reports. There are two levels of coordination meetings of the ACT members planned in this appeal:

- Strategic meeting at national level, i.e. workshop for ensuring program sustainability in which GKPM and ACT members Indonesia agree upon conceptual framework of Mentawai emergency response and rehabilitation program.

- Operational meetings at field level, i.e. regular coordination meetings to agree upon technical issues such as warehousing/logistic, communication, etc.

Co-ordination with other organisations in the area of intervention YEU/ACT are actively involved in the NGO/INGO coordination meeting established by UN OCHA since the first week. Information is also shared within the forum via coordination meetings and mailing list. Communication Monthly and final report of the project will be accompanied by photographs and feature article which illustrate the activities of YEU/ACT. Information about YEU/ACT activities will be shared among the UN OCHA forum on meetings and mailing list, including the potentials of collaboration and cooperation in the same field of response and or areas. ACT visibility material will be produced; such as banners for specific trainings, posters and leaflets for information dissemination, stickers and staff’s identification items (cards and vest)


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X. YEU BUDGET Description Type of No. of Unit Cost Budget Budget

Unit Units IDR IDR USD

DIRECT ASSISTANCE

Crisis Phase

Mobile clinic in 5 villages 800 patients x 3 (three months)

patients 800 25,000 20,000,000 2,273

Provision of medical support to 5 health centres (50% of the total target assuming the rest would have been covered by public donation)

Medicine Patients 800 25,000 20,000,000 2,273

Medical equipment lumpsum 5 10,000,000 50,000,000 5,682

Travel, Accommodation and Meals (crisis phase)

lumpsum 1 15,000,000 15,000,000 1,705

Hygiene Kits distribution package 500 150,000 75,000,000 8,523

Psychosocial activities for affected people 3 villages (in conjunction with mobile clinic)

Sharing group monthly meeting for 52 groups (4 groups in 13 sub villages)

Month 6 13,000,000 78,000,000 8,864

Provision of tool kits - (13 sub villages, 4 sharing groups in each sub village)

Group 52 2,500,000 130,000,000 14,773

Media campaign production to deliver the information on health and DRR-related initiatives

lumpsum 1 100,000,000 100,000,000 11,364

Sub-total crisis phase 488,000,000 55,455

Post Crisis Phase

Rehabilitation of 3 health centres (30m 2 per centre) 3 100,793,000 302,379,000 34,361

Facilitate capacity building initiatives as identified in the assessment & the disaster preparedness planning:

* basic psychosocial first aid training areas 5 23,000,000 115,000,000 13,068

* CBDRM - Community Based Disaster Risk Management (Participatory Vulnerability and Capacity Assessment)

areas 5 23,000,000 115,000,000 13,068

* Barrack Management areas 5 23,000,000 115,000,000 13,068

* Waste Management Training areas 5 23,000,000 115,000,000 13,068

* Healthy Living Habits Training areas 5 23,000,000 115,000,000 13,068

Sub total 575,000,000 65,341

Sub Total Post Crisis Phase 877,379,000 99,702

Direct Programme Related Costs

Staff salaries and benefits

Program Manager person/month

13 6,500,000 84,500,000 9,602

Field officers (6 field staff with specific background on health x 6 months

Doctor Month 6 7,000,000 42,000,000 4,773

Nurse (2) Month 6 11,000,000 66,000,000 7,500

Psychosocial (2) Month 13 11,000,000 143,000,000 16,250

Driver (1) Month 13 2,800,000 36,400,000 4,136

Architect (1) Month 6 6,000,000 36,000,000 4,091

Accounting and Field Cashier (2) Month 13 7,600,000 98,800,000 11,227


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Info/communications staff (1) Month 13 5,500,000 71,500,000

Logistician, Procurement staff (2) Month 13 6,500,000 84,500,000 9,602

Insurance 12 persons Month 12 1,750,000 21,000,000 2,386

Project Staff travel 0 0

Vehicle Operation (Maintenance, Gasoline, etc)

months 12 8,000,000 96,000,000 10,909

Travel for staffs months 12 6,000,000 72,000,000 8,182

Field office/staff accommodation 0 0

House rental for office and staff Month 12 2,500,000 30,000,000 3,409

Rent Cars Month 12 7,500,000 90,000,000 10,227

Rent Motorcycles (2 motorcycles) Month 12 0 0

Subtotal Direct Programme Related Costs 648,300,000 102,295

TOTAL DIRECT ASSISTANCE 2,013,679,000 257,452

TRANSPORT, WAREHOUSING and HANDLING

Transport, warehousing & distribution lumpsum 1 50,000,000 50,000,000 5,682

TOTAL: TRANSPORT, WAREHOUSING & HANDLING 50,000,000 5,682

CAPITAL ASSETS ( over US$500)

Computers and supporting device (stabiliser)

units 2 10,000,000 20,000,000 2,273

Satelite Phone units 1 5,000,000 5,000,000 568

Camera Digital and recorder units 1 0 0

Infocus units 1 0 0

Office Furniture (furniture for office and household tools)

lumpsum 1 10,000,000 10,000,000 1,136

Generator set units 1 9,000,000 9,000,000 1,023

Motorcycles (Trail type) units 2 23,000,000 46,000,000 5,227

TOTAL CAPITAL ASSETS 90,000,000 10,227

INDIRECT COST: PERSONNEL, ADMIN & OPERATIONAL SUPPORT COSTS

Staff salaries and benefits

Director (HQ Office) - 20% Month 12 3,200,000 38,400,000 4,364

HR staff (HQ Office) - 35% x 1 Month 12 2,100,000 25,200,000 2,864

Finance and Accounting staff x 2 (HQ Office) - 25%

Month 12 6,000,000 72,000,000 8,182

Monitoring and evaluation officer x 2 (from HQ)- 50%

Month 13 6,500,000 84,500,000 9,602

Insurance (6 persons x 12 months) lump sum 1 10,500,000 10,500,000 1,193

Admin and Operational support 0 0

Stationery months 12 3,750,000 45,000,000 5,114

Board level coordination & monitoring (board member & staff travel, board & lodging)

month 12 5,000,000 60,000,000 6,818

Communications 0 0

Reporting, Emails, Telephone, Documentation

months 12 5,000,000 60,000,000 6,818

Visibility lump sum 1 25,000,000 25,000,000 2,841

TOTAL PERSONNEL, ADMIN & SUPPORT 420,600,000 47,795

AUDIT

Internal Monitoring and Evaluation activity 2 20,000,000 40,000,000 4,545

External Audit activity 1 100,000,000 100,000,000 11,364

TOTAL AUDIT 140,000,000 15,909


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TOTAL ESTIMATED EXPENDITURE 2,714,279,000 337,066

International Coordination Fee 3% 81,428,370 10,112

TOTAL REQUESTED 2,795,707,370 347,178

Exchange Rate (Local Currency : 1USD) 8,800

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