150 route de Ferney, P.O. Box 2100 1211 Geneva 2, Switzerland
Tel: 41 22 791 6033 Fax: 41 22 791 6506 E-mail: [email protected] Appeal Coordinating Office Occupied Palestinian Territories
Gaza Crisis – MEPL81 (Revision 2)
Appeal Target: US$ 6,964,830 Contributions/ pledges received: US$ 4,115,241 Balance requested: US$ 2,849,589
Geneva, 4 May 2009
Dear Colleagues,
The Gaza Strip has experienced a devastating war with the attacks by the Israeli army on Gaza between 27 December 2008 and 18 January. The attacks were preceded by 18 months of blockade by Israel and ongoing rocket fire by Hamas militants on Israel. The war has caused 1,430 dead and 5,300 injured according to Palestinian Centre for Human Rights, and about 90,000 homeless amongst the Palestinian population. The majority of causalities have been civilians, many of which women and children.
In addition, 4,100 homes were totally destroyed and another 17,000 structures damaged, eight schools completely destroyed, 179 schools suffered significant damage; 92 mosques were fully or partially destroyed. Already before fighting started, 95 % of the private sector was paralysed, and most of the people laid off. The war inflicted even more damage, destroying factories, workshops and affecting 60% of the agricultural land. After the mutual unilateral ceasefire, the borders remain closed for many vital goods and also basic humanitarian supplies.
The 1.5 million Gazan people continue suffering from acute shortages of fuel, food and medical supplies, more than half of them children. They are living in one of the world's most densely populated areas with no freedom of movement. With access virtually cut off since June 2007, poverty, unemployment, and basic supply shortages remain critical and desperation in Gaza is dire.
ACT members and implementing partner organizations have also been targets of bombardments, resulting in casualties and immense damage. Three mobile health clinics, supported by DCA, were destroyed in an Israeli air strike. A clinic in Shaja’ih in Gaza city, run by DSPR, was also struck by Israeli missiles, the building and medical equipment and supplies entirely destroyed.
ACT is a global alliance of churches and related agencies working to save lives and support communities in emergencies worldwide. The ACT Coordinating Office is based with the World Council of Churches (WCC) and The Lutheran World Federation (LWF) in Switzerland. Gaza Crisis 2 MEPL81, Revision 2
ACT members, DSPR, IOCC, YMCA; NCA, and DCA organized in the ACT Palestine Forum, have been actively supporting the population in Gaza since July 2008 and scaled up their support after the attacks started. ACT Palestine Forum members have been able to deliver emergency relief materials including high energy biscuits, blankets and medicines before the cease fire was in place.
The appeal revision 1 was launched on 16 January to allow members to scale up their response on short notice and before a more detailed planning was arranged. The revision included immediate relief activities for the period of three months including food supplements, medicines, medical supplies and equipment, cash for food and cash for work. Special emphasis was laid on the provision of psychosocial assistance, facilitated by FinnChurchAid (FCA). FCA fielded a psychosocial consultant to assist the members active in Gaza in stepping up their work in community based psychosocial actions, staff care and staff training. Preparation of this work was tedious in the face of the closed border and limited access to Gaza.
This appeal MEPL81 revision 2 takes into account the escalation of violence and its impact on the population. The appeal will be extended until the end of 2009 to continue the support to most vulnerable families. Members will provide job opportunities, income from agriculture, emergency relief, educational and medical supplies. In addition, DSPR proposes to reconstruct the clinic that was bombed for which a detailed project will be worked out. The appeal includes to a limited extent also activities for the West Bank, planned by DSPR.
Coordination: In agreement with members of the forum, NCA has seconded a coordinator for a three month crisis period with the task to strengthen the coordination and communication pertaining to the appeal implementation and support the forum structure in relation to emergency planning. Part-time coordinators in Gaza and Jerusalem will ensure proper coordination between members and other players.
Separate component is planned for Community Based Psychosocial activities to enhance the capacity of members active in the field, as the impact of violence on the daily live of the population is tremendous. A psycho-social consultant is engaged support the members in the implementation of their activities, including staff care meetings and Training of trainers sessions.
Evaluation: an external evaluation is planned given the importance of the appeal both in terms of volume of funding and the challenges of the context and complexity of coordination.
MEMBER ACRONYMS:
DSPR/MECC: Department of Service to Palestinian Refugees of the Middle East Council of Churches IOCC: International Orthodox Christian Charities YMCA: Young Men Christian Association, East Jerusalem NCA: Norwegian Church Aid DCA: DanChurchAid FCA: FinnChurchAid CoS: Church of Sweden
Project Completion Date: DSPR : 17 July 2008 – 31 December 2009 IOCC/YMCA: 17 July 2008 – 31 December 2009 NCA: 1 August 2008 – 31 December 2009 DCA: 7 January, 2009 –31 December, 2009.
Gaza Crisis 3 MEPL81, Revision 2
Reporting as per ACT Guidelines:
Reports due to Interim narrative & financial Final narrative & financial Audit ACT CO reports reports DSPR 31 July 2009 28 February 2010 31 March 2010 IOCC/YMCA 31 July 2009 28 February 2010 31 March 2010 NCA 31 July 2009 28 February 2010 31 March 2010 DCA 31 July 2009 28 February 2010 31 March 2010 COORDINATION 31 July 2009 28 February 2010 31 March 2010
Summary of Appeal Targets, Pledges/Contributions Received and Balance Requested
DSPR IOCC / NCA DCA COORD PSYCOSOCIAL EVAL TOTAL YMCA Appeal Target(s) 1,854,124 3,095,913 1,178,982 496,777 99,362 199,672 40,000 6,964,830 Less: Pledges/Contr. 875,262 2,520,930 420,601 123,553 76,770 98125 0 4,115,241 Balance Requested from ACT Alliance 978,862 574,983 758,381 373,224 22,592 101,547 40,000 2,849,589
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: UBSW CHZH12A
Please also inform the Finance Officer Jessie Kgoroeadira ([email protected]) and the Programme Officer Michael Zschiegner ([email protected]) of all pledges/ contributions and transfers, including funds sent direct to the implementers.
We would appreciate being informed of any intent to submit applications for back-donor funding and the subsequent results. We thank you in advance for your kind cooperation.
For further information please contact: Director, John Nduna (phone +41 22 791 6033 or mobile phone + 41 79 203 6055) or ACT Program Officer, Michael Zschiegner, (phone +41 22 791 6420 or mobile phone +41 79 608 8133) ACT Web Site address: http://www.act-intl.org
John Nduna Director, ACT Co-ordinating Office Gaza Crisis 4 MEPL81, Revision 2
A. DESCRIPTION of the EMERGENCY SITUATION
Impact of the war The Gaza Strip has experienced a devastating war with the attacks by the Israeli army on Gaza between 27 December 2008 and 18 January. The attacks were preceded by 18 months of blockade by Israel and ongoing rocket fire by Hamas militants on Israel. The war has caused 1,430 dead and 5,300 injured (according to Palestinian Centre for Human Rights), and in access of 90,000 homeless amongst the Palestinian population. According to the Palestinian Ministry of Health, 40 % of the casualties estimated to be children and women.
In addition, 4,100 homes had been totally destroyed and another 17,000 structures damaged – more than 14% of the overall number in Gaza. Eight schools, were completely destroyed, 179 schools suffered significant damaged; 92 mosques were fully or partially destroyed. Already before fighting started, 95 % of the private sector was paralysed, most of the people laid off. The war inflicted even more damage, destroying factories, workshops: seven main textile factories and 22 of 29 concrete factories were destroyed, 60% of the agricultural land, was harmed.
After the mutual unilateral ceasefire, the borders remain closed for many goods. The access to goods is restricted to a bare minimum of basic humanitarian supplies, Egypt allows only medicine to enter directly.
Three months after the war, the Gaza is still cut off from important food items. Children lack basic food and serious nutrition deficits for small children, pregnant /lactating women and elderly is a danger. Many Gaza residents are now homeless and without access to temporary shelters and protection from the cold. Community and individual trauma is widespread and will have a long term effect.
Background of the Emergency The Israeli-Palestinian conflict: The conflict is rooted in a long term dispute over land claimed by Jews as their biblical birthright and by the Palestinians, who seek self-determination. This has resulted in factional conflicts and the world’s longest continuing refugee crisis with more than 40 percent (1.7 million) of West Bank and Gaza Palestinians living as refugees, many living in crowded refugee camps. Despite repeated attempts to end the Israeli –Palestinian conflict, there is no peace settlement in sight. Neither side has lived up to commitments outlined in the “2003 roadmap” – which was designed as a phased timetable to lead to a viable Palestinian state alongside Israel. Palestinian militant groups continue their attacks on Israeli soldiers and civilians, while Israel continues building settlements in the West Bank.
In the occupied Palestinian territories (oPt), a power struggle between rival Palestinian factions has led to the establishment of two administrations. Hamas, a militant group controls Gaza, while the Fatah party controls the West Bank. In the last few years conditions in the Palestinian territories have deteriorated due to increased Israeli border closures and checkpoints which have impacted Palestinian free access to public services and work/ trade in Israel. Socio-economic conditions in Gaza, which is subject to the most severe restrictions, have continually worsened and the population has become increasingly reliant on food aid.
Present Overall Situation: Palestinian Gaza Strip & West Bank In the last two years, the occupied Palestinian Territories witnessed a serious deterioration of the economic, political and social situation leading to widespread poverty; however, the agricultural sector has proved to be a shock-absorbing sector in terms of employment creation, income generation, food security and nutrition.
Already since late 2000 the West Bank and Gaza have seen declining incomes and high rates of unemployment and poverty, exacerbated both by violent internal conflict and by restrictions on the movement of people and goods. Basic social services and public infrastructure, including schools, parks, health clinics, roads, and agricultural and water facilities, are urgently in need of repair and rehabilitation throughout the West Bank and Gaza. With the population struggling to survive and having exhausted many of their coping mechanisms, little attention has been given to the maintenance, repair, and construction of basic infrastructure. The impact of the crisis is most severe among the poorest and most disadvantaged Palestinians, including breadwinners formerly employed in Israel who are now unemployed, social hardship cases (households with members who have chronic diseases or disabilities), households headed by women Gaza Crisis 5 MEPL81, Revision 2 and those who rely on petty trade and agriculture. Youth between 18-24 years old are also particularly vulnerable because of their age, pressures of living in a conflict area, and unemployment.
The backbone of Palestinian food security is farming and agricultural production but in many of the rural villages agriculture is confronted with the great challenges of land confiscation, land appropriation and closures and their negative impact on the life and livelihoods of simple farmers. In many of the areas unemployment is as high as 50%, the poverty level is over 60%, and food insecurity is 50%. In addition, many of the West Bank communities are isolated by the separation wall with difficult access and movement of people and merchandise. The Gaza Strip and West Bank continue to experience declining incomes and high rates of unemployment and poverty, exacerbated both by violent internal conflict and by restrictions on the movement of people and goods. This situation is further complicated and worsened by the current escalation of war and conflict in Gaza, economic sanctions or blockade, and increasing isolation by external forces or the separation wall. A large number of vulnerable Palestinian families and institutions are unable to afford or access essential items including food, water, hygiene, sanitation, and education. Large numbers of health clinics and hospitals face critical shortages of essential medical equipment, supplies and essential pharmaceuticals.
Gaza: The continued blockade of Gaza has brought its economy, particularly its private sector, to an almost complete halt with 95% of Gaza’s industrial operations stopped. The unemployment rate of 33% (over 100,000 unemployed) is likely to become higher in 2008 and for the medium term, at least, unemployment in 2009 would be endemic following the end of war. Of the 57% poverty rate among Palestinians, 79% are found in the Gaza Strip with 35% of them in deep poverty. Poverty rates cannot be an indicator in this case as the whole population is now captive and the economic activity has altogether ceased which means that for the overwhelming majority of the population, reliance is on aid coming from outside of the Gaza Strip. According to World Bank, if remittances and food aid are excluded and poverty is based only on household income, the poverty rate in Gaza jumps to almost 67%. This percentage is certainly higher with the war on Gaza.
West Bank: The ongoing construction of the Separation Wall has left over 10,000 Palestinians, mostly in the Northern West Bank, caught in the seam zone between the 1967 border and the course of the Separation Wall. Although the West Bank economy is overall in a better shape than that of the Gaza Strip and has not been touched directly by the ongoing war in Gaza, many of the Palestinians experiencing poverty live in the West Bank. The poverty is mostly a reflection of the unresolved political situation and the continuation of Israeli occupation practices of movement restrictions and separation. The 19% unemployment rate in the West Bank translates into over 150,000 unemployed. In addition, access to quality water and sanitation is increasingly problematic while there is concern that the quality of educational standards together with students’ performance are deteriorating. Movement restriction through the more than 560 Israeli military checkpoints and additional flying checkpoints puts sustainable economic development into question.
Impact on Human Lives in Proposed Response Areas
Palestinian Gaza Strip • The industrial & agricultural economy and infrastructure are devastated and at a complete halt • Educational & healthcare infrastructure is damaged and struggling to survive • Financial institutions are closed, and access to cash is almost non-existent • Employment has been almost completely terminated or suspended in all sectors • Food insecurity is rapidly expanding throughout all segments of the population • There is significant war-related trauma among all segments of the population, which will continue to cause personal, family and societal issues after the current war/conflict ceases.
Palestinian West Bank • Significant economic and social problems continue as a result of movement restrictions, enforced isolation and the ongoing construction of the Separation wall. • Unemployment currently stands at 19%, affecting 150,000 workers. Gaza Crisis 6 MEPL81, Revision 2
• Access to water resources is denied to large parts of the population, particularly in the northern West Bank areas. Families and farmers are increasingly dependent upon water cisterns and rain water catchments systems. • Assessments indicate that 33% of West Bank families face food insecurity. • Schools and essential community infrastructure are in overall need of repairs or renovation.
Description Of Damages In Proposed Areas of Response
Palestinian Gaza Strip • The war has caused 1,430 dead and 5,300 injured (according to Palestinian Centre for Human Rights) • The World Food Program is currently able to access only 50% of their targeted beneficiaries • Extensive and continuing destruction and war damages are inflicted upon essential infrastructure, government buildings, housing, schools, hospitals and clinics through Gaza. • Fuel supplies essential for transportation, electric power generation, water supply, heating and cooking are mostly unavailable – causing widespread electrical blackouts and disruption of critical life-sustaining services. • Medical supplies and medicines are in critically short supply and medical care facilities are overwhelmed by casualties and injuries. Critically injured or chronically ill patients are denied access to treatment outside of Gaza.
Security Situation in Proposed Areas of Response Palestinian Gaza Strip • Gaza remains under siege, and access of goods and people remains restricted. • Access of humanitarian assistance and workers into the Gaza Strip is completely controlled, and possible only through close coordination and cooperation with military and civil authorities, as well as the United Nations and other actors.
Palestinian West Bank • Additional restrictions have been place on movement of residents with additional checkpoints established throughout West Bank areas. • Frequent military operations can occur at any time. • Significant numbers of civil demonstrations and solidarity movement events require close monitoring and precautions to prevent unnecessary exposure of staff to security risks. • Labour strikes and closure of businesses, schools and other institutions are increasingly common. • Access into volatile areas of the West Bank requires advance planning and coordination. Gaza Crisis 7 MEPL81, Revision 2
B. COORDINATION OF THE ACT RESPONSE
I. REQUESTING ACT MEMBERS
Norwegian Church Aid (NCA) will be in charge of accounting and reporting on behalf of the ACT Palestine Forum.
II. REQUESTING ACT MEMBER & IMPLEMENTING PARTNER INFORMATION
The appeal MEPL81 is supported by ACT members DSPR, IOCC-JWBG and EJ-YMCA, NCA and DCA. Coordination of the appeal takes place within the ACT Palestine Forum (APF) which was established in 2008. The APFs since its inception in April 2008 focused on improving the coordination and cooperation between members, needs assessments, emergency preparedness planning, evaluations. To strengthen its operation, the APF has engaged in a strategic planning which is expected to become already effective during the implementation of the appeal.
The APF agreed on a joint consolidated Gaza response and established a “Gaza Emergency Coordination” team to facilitate the procurement and logistics on behalf of the Forum in the immediate emergency phase (January - March). In February, the ACT Palestine Forum initiated a strategic planning process to support the coordination. Two workshops were held with the support of an external consultant. As a result of the planning, the following cross cutting objectives emerged:
• Enhance advocacy and communication system • Develop ACT Palestine Forum and members’ capacities on emergency preparedness and response. • Improve monitoring and evaluation systems
The Gaza Emergency Coordination team was facilitated by an NCA seconded emergency coordinator for a total of 5 weeks and 2 staff persons seconded by APF members until the end of February 2009. The APF is presently chaired by NCA and co-chaired by IOCC until the end of April 2009. Then, IOCC will take over the chair and DSPR the co-chair.
RATIONALE
Coordination
Since 2008 the organizations with a presence in the Palestinian Territories have met in order to join forces in the ACT Palestine Forum. With the acute emergency in Gaza the Forum was forced to act quickly without having a preparedness plan. It has been a big challenge for many organizations moving from individual to collective response. It is a process which requires change in thinking and attitude from individual to collective action and exposure. However difficult this task, the members are determined to move along this path since they believe that they can jointly achieve much more and play a more important role as than what is possible as individual actors. It is realized that requires a lot of time and effort in particular in the initial phase. Therefore it is suggested to engage extra human resources to assist this process. Due to the present division between the West Bank/Jerusalem and Gaza it is seen as crucial that these resources are available in both places.
Capacity building
Following the emergency in Gaza and the joint response by the Forum it is regarded as useful to have an assessment of the Forum and its response prior to establishing an emergency preparedness plan based on the experience. It is further considered necessary to conduct organizational self-assessments and establish a capacity building plan to strengthen the preparedness and response. Ideally the strategic objectives need to be further developed and elaborated and a similar process to be done for the West Bank. Gaza Crisis 8 MEPL81, Revision 2
During the strategic planning meetings, many ACT members expressed a strong need for improved monitoring and evaluation systems. To this effect, members have committed to arrange a joint monitoring trip to Gaza before the interim report is due by 31 July. Joint monitoring mechanisms and joint monitoring visits would contribute to enhancing the exchange of experience and cooperation and mutual learning. A coordinator would have a major responsibility for working on monitoring mechanisms in cooperation with ACT CO and the members as well as planning and facilitating a monitoring visit on the ground.
The APF members are committed to securing integration of the Code of Conduct, participation and protection principles in all activities – both in emergency and post emergency phases. Essential mechanisms will be required throughout the implementation of the response.
APF are committed to the following 9 “basic “participation/protection principles and CoC mechanisms:
• All APF members have signed the Code of Conduct and the staff of all APF members are informed and knowledgeable of the Code of Conduct. • Joint procedures and monitoring mechanisms will be agreed upon by APF members regarding the selection of beneficiaries and monitoring of beneficiary assistance with a specific focus on gender balance. • Supporting female heads of households signing for food rations whenever possible. • Informing recipients about the Code of Conduct and the designated Code of Conduct monitor. Designate CoC monitors (from within the APF members including a female representative). • Reports on all complaints and CoC reports and relevant issues. • Follow up on all complaints and CoC reports and relevant issues. • Reports to APF validating these mechanisms and / or provide explanation if not implemented. • To increase awareness and training on these mechanisms.
Networks and clusters
It is important both in Jerusalem and Gaza to engage in and follow up the coordination mechanisms outside ACT, the NGO network through the Association of International Development Agencies (AIDA) and UN cluster meetings. AIDA is the principle coordination forum for international NGOs operating in the Occupied Palestinian Territories (OPT). It has served and facilitated the work of its NGO members for over 30 years. AIDA's core functions are information provision, policy analysis, linkages with the relief and development assistance community, advocacy, security and training. Participation in AIDA and UN cluster networks both in Jerusalem and Gaza will provide feedback to the ACT members and update the other AIDA network members on the ACT response. Although this task can be delegated to the various members, it is suggested that an ACT coordinator will keep records of the operations and the policy discussion at the network meetings and strengthen the networking.
III. PROPOSED IMPLEMENTION
1. Objectives/Expected results/Activities
Overall goal ACT members have the capacity to respond to emergency and long-term development needs in the OPT in a relevant, effective and coordinated manner, and which enables the Palestinian society to cope effectively.
Specific objective The coordination and effectiveness of the ACT response in the OPT, and between ACT members, has strengthened and improved.
Gaza Crisis 9 MEPL81, Revision 2
Expected results 1. Quarterly newsletters prepared and distributed by email among relevant stakeholders and on ACT members’ web sites.
2. Strategy for addressing the emergency on the West Bank is developed.
3. ACT members trained to provide timely and high quality humanitarian assistance in accordance with international standards
4. An emergency preparedness plan has been established.
Activities
Due to the perceived needs, scope of work and limited capacity of the members, the ACT Forum members agreed on the engagement of a part time local ACT Coordinator for continuous 3-6 months in Jerusalem/West Bank and a part time local coordinator in Gaza (both 50%). Members plan these positions either to combine with a part time position in one of the member organizations or provide the position as a secondment from one of the member organizations.
The coordinator positions are expected to assist the members enhancing the coordination and cooperation and developing the response and capacity of the members. External consultants from ACT members will be involved to assist when needed. The Forum meetings will be chaired by the members on a rotational basis and the decisions will be made by the Forum. The positions will assist in preparing meetings, facilitating and implementing plans according to decisions made by the members.
The main activities include:
1.1 Document the progress of the implementation of the ACT Appeal and share with the ACT and the wider NGO/UN network.
2.1 Facilitate a strategic planning process for the West Bank among ACT members.
3.1 Facilitate a self assessment process based on ACT Capacity Development Organizational Capacity Assessment tool.
3.2 Facilitate the formulation of a plan for capacity building among ACT members so as to meet bench marks agreed upon.
3.3 Facilitate the formulation of a plan for capacity building among ACT members so as to meet bench marks agreed upon.
3.5 Conduct training and/or recruit external trainers and consultants according to plan for capacity building.
4.1 Facilitate and assist a consultant in establishing a draft preparedness plan based on experienced gained through the Gaza crisis and quality indicators as well as ACT members main concerns and needs when moving towards closer coordination and joint planning.
4.2 Present draft to ACT members and include comments/reactions.
5.1 Facilitate discussion on joint monitoring and evaluation systems.
5.2 Prepare draft procedures for monitoring and evaluation
5.3 Conduct and/or facilitate training on monitoring/evaluation and ACT basic principles like participation and protection, Code of Conduct etc.
Gaza Crisis 10 MEPL81, Revision 2 IV. COMMUNICATION AND ADVOCACY
1. Background and rationale
During the war on Gaza, the APF manifested a huge need for information and communication. Various communication officers were engaged, both local and international, in order to meet the needs from international ACT members as well as from media. Although the response was not based on a developed communication and advocacy strategy the information from the field was used to inform and lobby governments on behalf of people in Gaza.
One of the results of the strategic planning process was to enhance the communication and advocacy system. Establishing a strategy on communication and advocacy will increase the effectiveness of the Forum since it will contribute to addressing root causes of both ongoing and acute emergencies in the oPt. Some members have considered employing own human resources for communication and advocacy. Pooling resources and employing a person for the APF for a period of time would be more cost-effective and come out as stronger. Therefore it has been discussed engaging a joint communication and advocacy officer for 6 months. Communication is very important in an emergency phase to serve as the voice of the rights-holders and in order to strengthen advocacy and influence specifically in the home countries of the global partners. Since both the acute as well as the ongoing emergency in the OPT is man-made and of political nature communication and advocacy is even more important for the APF. Engaging a resource person to develop a communication and advocacy strategy, which can be used both during acute emergencies as well as the ongoing emergency, will add positively to the response and the effect of the APF and the overall ACT alliance.
2. Objectives/Expected results/Activities
Overall objective The ACT alliance worldwide as well as responsible authorities/institutions will have a relevant ad true picture of what is happening to people on the ground.
Specific objectives 1. ACT has actively communicated and advocated on behalf of the beneficiaries/rights-holders. 2. ACT Palestine Forum is actively advocating on behalf of rights-holders in the OPT. 3. ACT members have received regular and relevant information from the field.
Expected results 1.1 Relevant and true information from local people and ACT projects have been communicated to donors and duty-bearers locally as well as worldwide through the ACT members. 1.2 A joint advocacy strategy has been developed and agreed upon. 1.3 An implementation plan has been established. 1.4 Training on communication skills has been provided for key staff in the member organisations. 2.1 Updates from Gaza and the West Bank/Jerusalem are provided and shared with the ACT Palestine Forum and CO. 2.2 Reports on activities of the Forum are compiled and shared with the ACT CO who will share it with the wider network.
Gaza Crisis 11 MEPL81, Revision 2
Activities It is proposed to engage a part-time human resource person for a period of 8 months. The position can be shared with one of the members which will contribute to enhancing the capacity of the organization as well as secure sustainability and ownership.
V. MANAGEMENT AND FINANCE
NCA provides its support to the implementation and monitoring of the coordination through its Regional Office in Jerusalem.
The funds are managed by the regional office in coordination with the Head office in Oslo.
Reporting: NCA will report in line with ACT requirements: • Interim report – 31 July 2009 • Final report: 28 February 2010.
Evaluation According to ACT guidelines, are appeals with targets above 5 million US$ subject to an external evaluation. In addition, the appeal is of great importance to the ACT alliance, in particular as the ACT Palestine Forum and its members have engaged in a common response.
ACT CO and the ACT members have agreed that at the end of this appeal, an evaluation should be conducted. The major issues of the evaluation are: What has been the impact of these appeals? Which activities had the greatest impact? What are the lessons learned? What are the recommendations for future appeals in the OPT?
V. BUDGET FOR ACT APPEAL COORDINATION
INCOME Budget USD
1.1. INCOME - Through ACT Geneva Finn Church Aid (20.03.09) 38,418 1.2. INCOME - Cash and In Kind Donations Received Directly Norwegian Church Aid 38,352
TOTAL INCOME received and pledged 76,770
Expenditures Type No. Unit Cost Budget Unit Units USD USD Coordinator and Coordination (January - March) Lump 53,250 Information/ Communication/visibility Lump 8,260 Communication (Telephone, Fax, Mobiles) Lump 852
Coordination West Bank (Part-Time 50%) Mth 8 1,300 10,400 Coordination Gaza (Part-Time 50%) Mth 8 800 6,400 Transportation Mth 8 200 1,600 Communication Mth 8 100 800 Stationary Mth 8 50 400 Laptops (Computers) Unit 2 1,500 3,000 Gaza Crisis 12 MEPL81, Revision 2
Advocacy and Communication (50%) Unit 8 1,300 10,400
ACT CO coordination Travel 2 2,000 4,000
EVALUATION Estimate 40,000 Total 129,362 Contributions received 76,770 Balance requested from ACT 52,592
Gaza Crisis 13 MEPL81, Revision 2 C. PSYCHOSOCIAL SUPPORT
I. REQUESTING MEMBER
Norwegian Church Aid
II. BACKGROUND AND RATIONALE
In emergency situations, assistance often responds to the physical needs of the affected population, at the expense of psychosocial needs. It is important that psychological and social needs are met by supporting psychosocial and mental health programming.
Psychosocial interventions have become increasingly recognized as a valued and important dimension of immediate and long-term disaster response. As Community Based Psychosocial Support adds a mental and social dimension to traditional humanitarian aid, it has assumed considerable significance as a focus for relief efforts along with material support such as food, water and shelter. The foundation of all community based psychosocial support is the belief in the affected community’s capacity for recovery and resilience as all communities and individuals have resources and strategies for dealing with difficulties, illness and distress.
Disasters disrupt the normal support networks, both on the personal and community level. However, experience has shown that individual therapy usually is needed by very few after disasters. Instead people who have a similar experience can support and assist each other to overcome the traumatic experience. There is strong empirical evidence linking mental health outcomes to the presence of social engagement and a strong social network. Hence Community Based Psychosocial Support aims to reintegrate individuals and families within their communities, as well as identify and restore natural community networks and coping strategies. By focusing on strengthening the capacity of the community itself to handle the situation, fewer people will suffer from long lasting psychological problems. The availability of collective coping strategies and social support networks such as supportive families, friends, peer groups, religious and cultural institutions and communities reduce the likelihood of lasting adverse effects after a traumatic event. Thus adopting a community-based approach will enable the project to reach and help a large number of people. In addition, involving the community with its knowledge, resources, experiences, values and practices makes a long lasting culturally appropriate response more likely.
The challenge to the psychosocial worker is to assist the affected people and facilitate their efforts to regain full functioning in their context while building on their strengths. The work must have a rights-based perspective and be clearly gender sensitive. Psychosocial support should be an integrated and always- existing part of the humanitarian assistance without compromising on the material and economic needs and rights of the affected individuals and communities.
One of the foundations of mental health and psychosocial wellbeing is access to basic needs together with a sense of security that comes from living in a safe supportive environment. Safety and security through the protection of the population is one of the cornerstones of mental health and psychosocial wellbeing. Psychosocial wellbeing and mental health require access to the full range of basic needs: food, shelter, livelihood, and health care and education services. Access to humanitarian assistance for the affected population is thus urgently needed. Protection of civilians during hostilities is also crucial. All assistance should be conducted in a way that enhances rather than disrupts psychosocial wellbeing – in this respect, ensuring the dignity and participation of the affected population in any assistance provided is essential.
The following proposal is developed in accordance with the Interagency Statement on Mental Health and Psychosocial Support in Gaza in 2009, to which ACT Palestine Forum is a signatory
Psychosocial support concept The term “psychosocial” refers to the dynamic relationship that exists between psychological and social effects, each continually inter-acting with and influencing the other. “Psychological effects” are those that affect different levels of functioning including cognitive (perception and memory as a basis for thoughts and learning), affective (emotions), and behavioral. “Social effects” pertain to altered relationships, family and Gaza Crisis 14 MEPL81, Revision 2 community networks, and economic status. A person’s thoughts, feelings, physical sensations and behaviour can all be affected by the experience of a traumatic event. These effects are normal reactions to abnormal situations.
A Community-based psychosocial support acknowledge and build on the resilience capacities of the community and not merely on the individuals. Applying an individualistic approach on trauma counselling will only benefit a few while involving the community e.g. through group activities, will benefit more people and will increase the possibilities of building capacities to handle future crisis. The methodology of the intervention should be community-based and participative in itself, to include all stakeholders where the intervention is taking place. Experience has shown that community-based approaches are an effective way of restoring the well-being of individuals affected by emergencies
Description of emergency situation1 The recent violence and ongoing blockade in Gaza poses serious threats to the mental health and psychological and social wellbeing of adults and children. The destruction and suffering caused by more than three weeks of heavy bombardment, shelling and street fighting has followed on top of months and years of occupation, conflict and economic deprivation. Death and injuries to civilians, destruction of homes, schools and other civilian facilities, lack of access to essential humanitarian assistance, and widespread displacement have risen to new levels. With each round of violence and loss, the number of people with mental health and psychosocial problems increases. The violence, losses and living conditions are creating increases in mental disorders, severe mental distress, and diverse social/psychosocial problems in large segments of the population. Despite the resources and capacities of the people in Gaza, enormous effort is needed to help support Gazans to cope with their experiences and rebuild their lives.
The vast majority of members of communities that have been directly exposed to the war will initially display reactions of psychological distress. Immediate reactions can include strong emotions such as fear, a sense of hopelessness and helplessness, great anger and frustration, denial, disbelief, numbness, anxiety, grief and intense sadness. Behavioral and social difficulties, such as sleep problems, restlessness, social withdrawal, uncontrollable crying, intense, intrusive memories, arguing with others are also common.
Among children, there may be additional reactions, such as regression to an earlier developmental stage, for example clinging to parents or stopping to speak altogether, and inability to concentrate in school. These are common and normal reactions to such abnormal events. Experience and research shows that in such circumstances people often exhibit great resiliency, demonstrating personal strength and resourcefulness, and increased solidarity, social support and generosity. Despite strong, extremely distressing emotions, with the right support people often are able find ways of coping when faced with severe adversity, and that initial acute reactions will disappear over time for the vast majority of the affected population. A small percentage of the population people can develop psychiatric disorders, for instance, severe forms of depression and anxiety which can limit basic functioning. The stress and losses that occur in emergencies are a risk factor for a wide range of mental disorders, including mood and anxiety disorders (including PTSD). This small percentage of the population requires more specialized and on-going interventions (e.g., through community mental health services and integration of mental health in primary health care, consistent with oPt’s existing (2004) national mental health strategy).
Longer term impact of the violence and closures The destruction and suffering caused by more than three weeks of heavy bombardment, shelling and street fighting has followed on top of months and years of occupation, conflict and economic deprivation. The situation for the population in Gaza has been characterised in the previous years by ongoing violence, poverty, blockade on basic materials, weakened basic services, almost complete lack of freedom of movement, displacement, political division and weakened social protection and support mechanisms. These stressors lead to problems at the individual, family, community and societal levels and erode the normally protective supports. The risk of diverse problems is increased, and pre-existing problems of social justice and inequality tend to be amplified.
1 Interagency Statement on Mental Health and Psychosocial Support in Gaza in 2009: Principles and Response
Gaza Crisis 15 MEPL81, Revision 2
Difficult living conditions continue to create great stress and anxiety among the population, and this must be dealt with along with the difficulties created by exposure to extreme violence. The psychosocial impact of the conflict goes far beyond the emotional distress caused by direct exposure to violence. The longer the conflict continues, the greater the risks to the populations’ mental health and psychosocial wellbeing.
In response to the above, the Interagency Statement on Mental Health and Psychosocial Support in Gaza in 2009 highlighted the following issues as particularly relevant in relation to the Gaza Crisis:
• Protection is the foundation of Mental Health and Psychosocial wellbeing. • Build on Resilience and Capacities in the Population • Do No Harm. • Provide integrated MHPSS supports and recognize that the way in which humanitarian aid is provided has substantial impact on people’s mental health and psychosocial wellbeing. • Ensure coordinated, interagency, multisectoral response • Promote participation of the population • Provide information to the population • Strengthen children’s support network • Support normalizing, meaningful activities for children and adults • Support psychological first aid • Provide focused support to the most distressed
Potential of ACT members in Gaza A number of the ACT members working in Gaza have valuable experience in psychosocial support from previous and present interventions, but only very limited practice in applying structured psycho-social community based activities. The ACT members work in different ways both to support their staff and beneficiaries of humanitarian programmes.
In order to assist the ACT members, Finn Church Aid and the Church of Sweden seconded psycho-social coordinators in the beginning of February. Due to border closures, the coordinators were allowed access to Gaza only on 12 March 2009. The CoS colleague had concluded her assignment by then. In meetings with the members, the psycho-social coordinator assisted the members in taking stock of their capacity and to identify the immediate needs of psycho-social community based work.
The coordinator made an initial assessment on mental health and psychosocial interventions, and held five workshops on staff care for the staff of the Al Ahli Hospital and the DSPR/NECC clinics. For reference, the NECC runs three mother and child clinics, a mobile dental clinic, an outreach nutrition programme, as well as a vocational training programme. DSPR/NECC employs 16 staff for these operations, among which are 7 social workers: two men in the vocational training programmes and 5 women in the clinics, two doctors and three nurses. Al Ahli Hospital has at the moment 55 beds with the perspective to increase this number to 80 bed. The hospital employs 120 staff and provides free medical mission and outpatient services for many more people.
The coordinator will hold the same form of staff care workshops also for staff of DCA and YMCA/IOCC in Gaza. IOCC employs presently two staff members. The Orthodox Church has a large congregation with very active women groups who provide support to the population. YMCA/ East Jerusalem has 2 staff members and 5 volunteers until the end of may 2009. In addition, YMCA has a number of experienced staff in the West Bank and Jerusalem. DCA has one staff member engaged in support to the population who had to take refuge in a newly established camp. DCA provides psychosocial support in schools with the assistance of a local NGO called Youth Education Center (YEC). (outside the Appeal)
Based on impressions from the workshops for Al Ahli Hospital and DSPR/NECC clinics, the coordinator concluded that the staff have good potential and high motivation. The professionals are well educated and see a high value in group work. Also, the participation of women staff is high .
On the other hand, there is a great need for better understanding of the conditions for staff care and basic psychologicial “first aid” . Staff would benefit from concepts of psychological debriefing, counseling, Gaza Crisis 16 MEPL81, Revision 2 interaction, child psychological development, and community based psychosocial interventions. The staff would also benefit from staff care sessions in order to cope with the dire situation and increase their coping ability.
To this effect, the coordinator plans together with the ACT members staff care sessions and staff training in the form of Training of Trainers. The ToT is envisaged for all ACT members. Detailed planning and roll out of activities will be done on the basis of workshops including staff from YMCA/IOCC and DCA and in full agreement with the members.
Challenges/constraints Major challenges include:
• Limited, coordination among the ACT members as well as with other NGOs and UN clusters • Staff are affected by war events • Little knowledge about the concept of psychosocial and mental health support • Huge need to build up regular the staff care system • Physical access to Gaza is restricted, in particular for Palestinian colleagues with residence in the West Bank • Extremely difficult working conditions in bombed residence quarters, lack of basic medical supplies, and locations.
III. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTION
Objectives/Expected results/activities
Overall objective
Affected people attain stable life and integrated functioning and to restore hope, dignity, mental and social well-being and a sense of normality.
Specific objectives
1. Staff of ACT member organizations have been relieved from anxiety and are enabled to function normally. 2. Selected staff from MECC/NECC, Al Ahli, IOCC, YMCA and DCA are enabled to provide continuous staff care and training for other staff and beneficiaries and thereby ensuring sustainability of the psychosocial activities. 3. ACT member organizations have developed a relevant and effective psychosocial support programme.
Expected results
1.1 Staff of MECC/NECC, Al Ahli, IOCC, YMCA, DCA have participated in defusing and debriefing sessions. 1.2 Staff of MECC/NECC, Al Ahli, IOCC, YMCA, DCA have a good understanding of the concept of self- care. 1.3 Staff of MECC/NECC, Al Ahli, IOCC, YMCA, DCA have raised awareness on and interest for mental health care.
2.1 Training of trainers (ToT) is provided for selected staff from MECC/NECC, Al Ahli, IOCC, YMCA and DCA. 2.2 A curriculum for the TOT has been developed in cooperation with ACT member staff. 2.3 Relevant material has been translated and adapted to the local context in Gaza.
3.1 ACT members organizations are enabled to develop their programmes,
Indicators will be worked out. Gaza Crisis 17 MEPL81, Revision 2
Activities
Support to ACT member organizations
A psychosocial team has been/will be established consisting of one or two expatriate consultants and one local co-worker. The role of the expat psychosocial consultant/s is strictly supportive in relation to the local ACT members. Their functions are to map out the situation of psychosocial activities of ACT members in Gaza, to identify the need for care and for training of ACT member staff, professionals paraprofessionals, volunteers, to provide training for staff and training of trainers, to strengthen the coordination of ACT members in relation to psychosocial care, to liaise and network with psychosocial actors, amongst which health and mental health clusters. They will work in close contact with the ACT members assisting them to develop and strengthen the Psychosocial support programme. The will provide accompaniment and supervision. a. Staff care
The coordinator/s will together with the ACT members identify needs and work out plans for staff care in Gaza. They will further conduct altogether 21 sessions with around 20 persons in each session totaling approximately 150 persons. b. Training of trainers
The ACT members will select the staff whom will be trained as trainers. The coordinator/s will conduct the training in 15 workshops with the duration of 4 hours each. There will be maximum 15 persons in each group. The training will focus on topics such as debriefing, counseling, interaction, child psychological development, psychosocial interventions in view of supporting communities. Training will also include teaching on mental health and psychological theory. This training aims at enabling professionals to work in communities with groups of affected people. The focus of their work is on increasing the resilience of the communities, rather than working with individuals. To increase competence and confidence of staff, the training will be built around participatory and problem solving methods. After the training health professionals will be able to facilitate group counseling with women, men and children integrated into their sessions of health education and staff care.
The training will use practice proven learning and teaching materials that will be translated from English into Arabic and adapted to the local situation. Relevant material like the ACT psychosocial Guidelines, Textbook in Mental Health Nursing will be translated into Arabic by a team in Al Ahli. A CD with Palestinian children’s songs sung by Rim Banna and produced in cooperation with the Cultural Workshop of Churches in Norway (Kirkelig Kulturverksted/KKV) will be used and distributed.
The ACT members and members from the interagency network will cooperate in clusters to share experience and the material. Curriculum development will take place in parallel with the training of trainers with the cooperation of some of the participants. On the longer run, with a year from now, the trainers will have a special curriculum and adapted material in Arabic for both trainings in staff care and staff training. The members will need for this purpose further support, outside this appeal
IV. ADMINISTRATION AND FINANCE
The psycho-social coordination will be run be the consultant hired by Finn Church Aid. She will be assisted for four months by a consultant hired by Norwegian Church Aid. The consultants will work closely together with the ACT members on support activities. Office infrastructure will be provided by NECC in the HQ premises in Gaza.
Funds will be provided by Finn Church Aid and Norwegian Church Aid respectively for salary, social benefits, accommodation, and travel and directly paid to the consultant. No other administration will be required.
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V. MONITORING AND REPORTING
Church of Sweden will support with monitoring and providing inputs to the programme through communication and two visits across the year.
The implementation of activities will be regularly monitored jointly by staff of the members and the consultants on the basis of work plans prepared at the beginning of the roll out of activities. The reporting will be integrated into the reports by the individual members, which will be submitted to ACT CO on the date indicated in the respective components. In addition the Consultant/s will provide two separate reports:
Reporting schedule - An interim report to be received by ACT CO by 31 July 2009. - Final narrative and financial reports to be received by ACT CO by February 28, 2010 within two months of end of project.
VI. BUDGET
Description Type No. Unit Cost Budget Unit Units USD
1.1. INCOME - Through ACT Geneva COS (secondment 1 month) 5,000 US$ 5,000 Finn Church Aid (secondment 6 months) 56,250 € 73,125 NCA - 20,000 US$ 20,000 1.2. INCOME - Cash and In Kind Donations Received Directly TOTAL INCOME received and pledged 98,125
Expenditures Type No. No. Of Unit Cost Budget Unit Units Participants USD USD Human resources Psychosocial Consultant 1 Mth 11 5,467 60,137 Travelling Tickets 867 2,600 Transportation (Gaza-Jlem 1 500 $ + others 649 $) 2,149 Accommodation (Gaza: 20 times 5 days) Mth 11 lump 3,900 Accommodation Mth 11 1,622 17,842 Communication Mth 11 117 1,287 Counseling lump 800 Psychosocial Consultant 2 (salary, insurance, travel, allowance) Mth 4 10,000 40,000 Transportation (Gaza-Jlem + others) Mth 4 781 Accommodation (Gaza: 7 times 5 days) Mth 4 lump 1,360 Accommodation Mth 4 1,622 6,488 Communication Mth 4 117 468 Local co-worker/interpreter Mth 6 800 4,800 Transportation Mth 6 50 300 Communication Mth 6 50 300 Gaza Crisis 19 MEPL81, Revision 2
Total expenditure human resources 143,212
Training of Trainers WorkShops TOT Session 15 30 600 9,000 Total expenditure Training of Trainers 9,000
Staff Care Staff Care (DSPR) Session 3 16 320 960 Staff Care (IOCC, YMCA, DCA) Session 3 20 400 1,200 Staff Care (AL AHLI) Session 15 120 2,400 36,000 Total expenditure Staff Care 38,160
Material - translating and adapting Translation and adapting Lump 300 Production of CDs with Palestinian children's songs 3,000 3 9,000 Total Expenditure Material 9,300 Total Expenditure Psychosocial Support 199,672 Income pledged 98125 Balance requested 101,547
Notes 1. Cost estimated for secondment from FCA. 2. Costs estimated for secondment from NCA. 3. Transportation and accommodation might be less, with 2 expats, this can be shared.
Gaza Crisis 20 MEPL81, Revision 2 D. MIDDLE EAST COUNCIL OF CHURCHES / DEPARTMENT OF SERVICE TO PALESTINE REFUGEES (MECC/DSPR)
I. REQUESTING ACT MEMBER
Middle East Council of Churches / Department of Service to Palestine Refugees
II. REQUESTING ACT MEMBER & IMPLEMENTING PARTNER INFORMATION
DSPR is the Department of Service to Palestine Refugees, founded in 1950, affiliated with the Middle East Council of Churches since 1974. The primary objective of MECC/DSPR is to provide services in the areas of health, education and vocational training, community development and village infrastructure to Palestinian refugees and the poor in the West Bank, Gaza Strip, Jordan, Lebanon and Israel.
DSPR is the primary implementing NGO through the Near East Council of Churches (NECC) Committee for Refugee Work in Gaza and the Near East Council of Churches (NECC)- International Christian Committee (ICC) in the West Bank.
The Near East Council of Churches Committee for Refugee Work (NECCCRW) in Gaza has been operating a service program to Palestine refugees in the Gaza Strip since 1951. This program covers the fields of health primarily through Mother and Child Primary Health Clinics, vocational training, relief and rehabilitation. The NECC/Gaza Area Committee has handled four previous similar emergency appeals.
The Near East Council of Churches - International Christian Committee in the West Bank is a service institution that has been operating since 1949. It undertakes programs in the fields of community service and infrastructure, land reclamation and rehabilitation with refugees.
DSPR and all of DSPR’s local partners uphold the principles of the Code of Conduct of the International Red Cross and Red Crescent Movement / ACT Vision, Mission and Values and to the Code of Conduct on Sexual Violence, Abuse of Power, and Corruptive Behaviour. DSPR also upholds the Humanitarian Charter and Minimum Standards in Disaster Relief (SPHERE) and will follow these standards in implementing all the activities and programs of this emergency appeal.
III. TARGETED BENEFICIARIES
Location
In the Gaza Strip, work will cover all the Governorates of Rafah, Khan Younis, Middle Area, Gaza and the Northern one; whereas in the West Bank, the focus would be the Northern West Bank of Qalqilya, Jenin and Tulkarm. In the Northern West Bank, DSPR plans to support a couple of communities which are affected by chronic food insecurity.
Number of beneficiaries
Phase July – December 2008 • 2,055 families (individuals) in Gaza Strip received cash support. • 43 jobs per day created for up to 3 months each
Crisis Phase (January 2009 – March 2009) • 2,878 families (17,268 individuals) in Gaza Strip received cash support. • 35,110 individuals benefited from the distribution of 98,000 bottles of mineral water in the Gaza Strip. (Beneficiaries are patients at Al Ahli Hospital, patients visiting NECC clinics, and orphan and residential staff at the Hope Orphanage). • A minimum of 9,000 children will benefited from the distribution of 104,000 fortified protein biscuits. • 70 individuals benefited from 2,100 working days through the job-creation support in the Gaza Strip. Gaza Crisis 21 MEPL81, Revision 2
Post Crisis Phase (April 2009 – December 2009) • 4,000 families (24,000 individuals) in Gaza Strip will receive cash support. • A minimum of 10,000 individuals (children, women, and youth) will benefit from psychosocial support in the Gaza Strip; which will be provided in the NECC Health Care Centers and Vocational Training Centers. • 600 children will attend summer camps (100 children per summer camp), which will include going on 4 recreational trips. (Meals and water for children will be covered) • 70 – 100 individuals will benefit from 6,300 working days through the job-creation support in the Gaza Strip. • 80 families (480 individuals) will benefit from the food security program in the West Bank. • 2 site engineers will be employed to assist in the implementation of the food security program in the West Bank.
Criteria used for beneficiary selection The beneficiary selection criteria are based on the premise that beneficiary families and individuals have become further impoverished due to the increased emergency situation.
• Individuals who have been unemployed for at least six months and whose families are dependent on them. • Women heads of households that seek employment and who were unable to do so. • Women graduates of specialized courses or schools and universities that have not yet joined the labor force but are searching for employment. • Families with no source of income and with children in need of elementary provisions, including nutritional and medical attention. • Families experiencing unemployment and with no alternative source of steady income. • Families incapable of meeting the costs of medical attention and the medications required. • Families with one member or members having special needs whether medical, short rehabilitation, access and mobility with no or limited means of public or private help. • Families with chronically ill members that cannot meet the recurring expenses of the chronic illness. • Families on lists of the very needy maintained by municipalities, village and town councils, governorates, charitable organizations and community groups.
IV. PROPOSED EMERGENCY ASSISTANCE
Goal To reduce suffering and improve livelihood of the affected population
Objectives
1. Enable families through cash grants, cash for work and /or food distribution –water-in the Gaza Strip to cope with the ongoing emergency situation of food insecurity. 2. Provide the poorest of patient families to NECCCRW Primary Health Clinics with in part support to cover health care fees and related medical needs. 3. Introduce Psycho-Social mechanisms that would tend to the traumas and stresses of families and children who come to the clinics. 4. Rehabilitate health clinics / facilities. 5. Improve livelihood of vulnerable farmer families.
Activities Phase July – December 2008 In the period July – December 2008, to different types of activities have been carried out in Gaza: 2,055 families (about 12,000 individuals) have been provided with cash support 43 job have been created for contracts up to 3 months each. In addition, in preparation of plans, initial contacts and assessments in the targeted communities in the Northern West funds amounting to $16,000 were budgeted for the West Bank Food Security Program.
Gaza Crisis 22 MEPL81, Revision 2
Activities during Crisis Phase (January 2009 – March 2009)
Objective 1: Cash for food/ food distribution and cash for work
.1 Cash support was provided for an amount of $55 (exchange rate fluctuates) for 2,878 families so that they can cover the purchase of basic food necessities and commodities in the Gaza Strip. .2 104,000 nutritional biscuits and 35,560 small biscuits were distributed for children, in addition to distributing 98,000 bottles of mineral water to poor and vulnerable individuals. .3 Provision of work through the creation of job opportunities for 70 unemployed individuals. All together 6,000 working days were created for the 70 individuals in the Gaza Strip. It is estimated that each individual will work for 90 days for a wage of $15 - $20 per day per individual; however it is important to note that some individuals do not work the whole 90 days, while others continue and could be re-employed.
Objective 2: Health Support
2.1 NECC Primary Health Clinics have covered in partial health care fees and medical needs for 5,000 patients. 2.2 Replenishment of medicines in the NECC clinics, purchase of medicines took place for the amount of $15,000. Altogether 43,000 patients visiting the clinics benefited from medicines.
Objective 3: Psychosocial Support
DSPR in conjunction with the psycho-social team from Finn Church Aid and Church of Sweden conducted a series of activities for affected population in its three Primary Health Clinics and in its Vocational Training Centers. Already preparatory work has been done as the psycho-social consultant has met with DSPR / NECC staff in order that activities and events organized will be part of a consistent plan. NECC staff is receiving training at the hands of mental health professionals in order to be able to detect and to counsel and refer, depending on the cases. NECC is also aiming at enabling therapy group formations, whenever needed whether with women, children or young adults. In order to do so NECC has hired 4 social workers since February and is in search either of hiring mental health professionals or subcontracting them on group and other related activities. On the need for referral it was thought important to train staff on counseling and on detecting problems of psycho social nature.
Activities during Post-Crisis Phase (April2009 – December 2009)
Objective 1: Cash for food/ food distribution and cash for work
1.1. Provision of cash support for an amount of $75 (exchange rate fluctuates) for 4,000 families so that they can cover the purchase of basic food necessities and commodities in the Gaza Strip. NECC will adopt 300NIS equivalent to $75 per family. This increase from $55 to $75 was advised based on the ACT evaluation recommendation and also the recommendation of the Board of NECC Gaza as well as social workers and field staff. The justification for the increase is based also on the fact that each family receives the cash grant for one time and accordingly the sum of $75 stretches more on covering some of the basic needs of families. 1.2. Provision of work through the creation of job opportunities for 70 - 100 unemployed individuals. All together 6,000 working days will be created for the 70 individuals in the Gaza Strip. It is estimated that each individual will work for 90 days for an average wage of $17.5 per day per individual; some individuals do not work the whole 90 days, while others continue and could be re-employed.
Methodology of Implementation for Cash for Food There are over 60 CBO who provide a list of needy families from their communities which are being ratified in the office and accordingly appointments are given to be received by the social workers who prepare a brief social study to each family in the office before authorizing the relief assistance
In the Gaza Strip, the equivalent sum of a food package (USD $75) will be given in cash to the head of the household, irrespective of gender. If married, both spouses are notified of the cash assistance being provided Gaza Crisis 23 MEPL81, Revision 2 for their family. In cases where the head of household is incapacitated for any reason, his wife ONLY will be eligible to receive the relief assistance against a duly signed receipt.
The expected beneficiary is received in the DSPR office by the social workers according to a time-table where a brief social study containing basic information on the family and would include as well a copy of her/his ID and a certificate from the institution which has referred the case testifying that the family is a needy one without having income whatsoever and it complies with the condition that it has been qualified and recommended for assistance on the basis of need.
The beneficiary would then be referred to the cashier with the social study who will verify with the Gaza NECCCRW Executive Director and issue the amount on having her/him duly sign a receipt with the recording of her/his ID number on it.
Methodology of Implementation for Cash for Work In the Gaza Strip, social workers will establish contact with various public and private institutions and organizations to determine the needs for job creation and to specify the skills and qualifications of potential candidates to fill these jobs.
Priority will be given to women and NECC Vocational Training graduates in the fields of carpentry, metal work, secretarial studies, dressmaking, drivers, clerks, accountants, medical, nurses, cleaners, engineers, social workers etc. NECC will also involve its medical committee to determine the job needs in the Primary Health Clinics it runs as well as the Dental Clinic and laboratory and other medical services.
The applications for cash for work are received directly in office or requests from local organizations to assistance in providing workmen in a variety of fields of need. Additionally, there are the social cases referred to NECCCRW for support and the social workers would discover that the person could perform work for a certain period not for one day but usually for an average of two to three months. The workers do not perform public work as this is the responsibility of the authority or municipal councils. NECCC will also involve its medical committee to determine the job needs in the Primary Health Clinics it runs as well as the Dental Clinic and laboratory and other medical services.
Objective 2: Health Support
2.1 In-partial covering of health care fees and medical needs for 20,000 patients visiting the Primary Health Clinics in the Gaza Strip. (In partial medical fees for the amount of $2 per individual). 2.2 Provision of medicines and medical supplies for the NECC Primary Health Care clinics in the Gaza Strip for the amount of $52,695. (list of medicines can be provided) 2.3 Strengthening the capacity of professionals and paraprofessional human resources at the NECC Primary Health Clinics in the Gaza Strip. 2.4 Funding salaries of 2 physicians, 3 assistant nurses, 1 cleaner, 2 drivers, 2 Lab assistants, 2 assistant pharmacists (there are three clinics operating in various geographic locations of the Gaza Strip and accordingly there is need for more than one driver and assistant and physician to cover the various clinics.)
Methodology of Implementation for the Health Support Staff of primary health care centers decides on the eligibility of cases as each family has a record at the centers that can be verified. Four social workers have been contracted but no medical staff as the ones of Shija'ia family health care centre is covering the extra volume of work. There might be a need for extra temporary employment when the Centre in Shija'ia will be rehabilitated and begin functioning fully.
Objective 3: Psychosocial Support (In the Gaza Strip)
3.1 Setting up a medical sub-committee to hold meetings with NECC nurses, Social Workers as well as mental health professional in the Gaza Strip for purposes of determining Psychosocial needs and methods to best meet them. Gaza Crisis 24 MEPL81, Revision 2
3.2 Provision of training of Social Workers including courses by GMH Community Program in order to impart skills needed to detect cases that merit immediate attention and referrals. As well as to be able to decide on group formation and other methods of intervention. 3.3 Mapping out a strategy with the psycho-social consultant form Finn Church Aid and all staff involved in the psychosocial program. 3.4 Development of two questionnaires to mothers and children, and to trainees at the NECC Vocational Training Centres. 3.5 Conducting a set of activities for children, students and their parents that will help them restore social and mental well-being. 3.6 Targeting children and their mothers who visit the health centres with psychosocial support. 3.7 Conducting regular meetings with mothers in the Clinics and students at the VTC to listen to their perspectives, needs and to plan further actions. 3.8 Organizing discussion groups with the mothers about what befell them during the war and how they care coping, through which mothers can share experiences and benefit from coping skills to help other members of the family. 3.9 Conducting 6 summer camps for children during summer vacation; summer camps will include art activities such as painting, field trips, sports, and other extra curricular activities such as strengthening the children in the English or Arabic Languages or other educational topics. 3.10 Conducting regular meetings with local and international partners involved in the Psycho Social field such as UNICEF, GMHCP, OCHA Health Cluster meetings and other undertakings in partnerships.
Methodology of Implementation for the Psychosocial Support The psycho-social support programme will be integrated into the operations of NECC. Since the war has had a very severe effect on the psycho-social state of children in Gaza, there is a grave demand for social workers, psychological specialists, and other human resources in this particular field. The children have experienced scenes of death, blood, demolitions, family loss, injuries, and the general climate of fear and confusion. They face a particular feeling of insecurity, especially when the parents seem to be helpless in easing the fears and concerns of their children, might have a permanent effect on the development of the traumatized child’s personality.
The NECC clinics in Gaza do not have specialists on a permanent basis. It is therefore suggested to hire skilled and well trained specialists for each clinic for a period of 1 year. Previously, the clinics were working in association with other local institutions that specialize in psycho-social intervention and provided lectures, trainings and open sessions to the public. However, today, there is a demand for specialists that can provide support on a daily basis.
To this effect, NECC has hired 4 social workers and in the process of hiring 2 mental-health professionals for a period of 7 months until the end of the appeal. The social workers will receive specific training to enable them to provide others with psychosocial support. They will also be instructed on diagnosing symptoms and signs of mental health disorder and when to refer people to mental health experts. NECC will seek to find qualified full time mental health professionals on a temporary contract. In case this would not be feasible, NECC will subcontract mental health professionals for a specified period of time according to group needs within NECC centres and clinics.
The social workers and mental-health professionals will constitute the psycho-social team, and will start working with children by organizing play-therapy sessions and child friendly space which will include some group games, story-telling, drawing and painting, and recreational field trips. Through these activities, children can express their feelings, fears and reflect about the situation and what went on during the war. During these sessions, the children will be given snacks to eat and juice/water to drink.
Together with the professionals, also the NECC staff will be able to provide psycho-social support within the health education program, primary health care services and vocational training in NECC centres.
Gaza Crisis 25 MEPL81, Revision 2
Objective 4: Rehabilitation of a Primary Health Clinic (In the Gaza Strip)
4.1 Reconstruction and rehabilitation of Primary Health Care Clinic Destroyed by the recent conflict & Delivery of Health Care Services
Methodology of Implementation for Rehabilitation of a Primary Health Clinic
DSPR plans to include activities to reconstruct the Shijai Clinic which was destroyed during conflict once an assessment of the damage will be possible. The present budget includes preliminary estimates
According to a list detailing the damage to the Clinic and the loss of equipment and supplies, the damage amounts to an estimate of US$248,717, made up of equipment and furniture ($203,555); medicines ($13,962); Patients' Files ($15,000); Rent for a year ($4,200) and Preparing new premises for clinic ($12,000). Depending on the report of a consulting firm on the construction of a new clinic and the costs of a feasible plot of land, the overall expenses of building a new clinic could run to 3 times the original estimates of damage. The process is lengthy primarily because the lack of raw materials in the Gaza Strip and the fact that land is very difficult to come by. On the other hand, the argument for constructing a new clinic altogether is placed within the solidarity and support of our partners and ourselves to the needs of the people of the Gaza Strip. Accordingly, DSPR has placed a tentative figure of US$350,000 for the clinic.
Objective 5: Improve livelihood of vulnerable farmer families. (In the West Bank)
5.1 Preparing 7,700 square meters of land. 5.2 Provision of 50 water resources (26 water cisterns and 24 water tanks). 5.3 Provision of feed for 100 sheep for 6 months. 5.4 Provision of 500 chicken and feed for 3 months. 5.5 Provision of 750 fruitful trees for planting. 5.6 Provision of 5,000 diverse seasonal seeds and seedlings for planting. 5.7 Enhancing the capacities of 100 farmers and women.
Methodology of Implementation for Food Security Program
Context The location of the Food Security Program is in the governorates of Qalqilya, Tulkarm and Jenin in the Northern West Bank where 37 percent of all agricultural land in the West Bank is located. A study was conducted by the Palestinian Ministry of Agriculture detailing effects on agriculture caused by the Separation Wall between 2000 and 2003. Amongst its relevant findings, the estimated damage to the agricultural sector in Qalqilya, Tulkarm and Jenin includes the destruction of 83,000 olive and other fruit trees, 615 dunums (1 dunum = 1000 square meters) of irrigated land (including greenhouses). In addition, 238,350 dunums of land have been isolated between the Green Line and the Separation Wall, the Seam Line, of which 57 percent was previously cultivated.
The reality of the Separation Wall and its impact has negatively affected the economy of the farming communities in the three governorates and highlighted figures on poverty which touches a significant population in both the West Bank and the Gaza Strip, in particular.
The agricultural lands of the three governorates have enabled the communities to tend to different sorts of trees, including citrus products, both for export and for local consumption. Beef and dairy products are also locally produced. Agriculture and animal products, as well as other economic activities, have been hampered by mobility restrictions represented by the Separation Wall, the permit system and the more than 600 checkpoints. Many of the affected communities have been forcibly severed from their main sources of income which resulted in induced poverty. This poverty situation was further augmented by the fact that prices of basic commodities have witnessed a dramatic increase reaching up to 90% for wheat.
Agricultural activity is dependent on availability and access to water sources. Historically, agriculture has played an important role in the livelihood of the Palestinian people. The agricultural sector consumes an estimated 175 mm³ (more than 60 percent) of the total water consumption. About 70 percent is from wells Gaza Crisis 26 MEPL81, Revision 2 while the remaining 30 percent originates from springs. Water shortages are aggravated by uneven per capita allocations between the West Bank and Israel, thus negatively affecting agriculture productivity. The construction of water cisterns in the Food Security program would thus help enable farmer households to conduct their agricultural activities without depending on the Israeli authorities to give them access to other water sources.
Accordingly, and given the present conditions, food security in the Occupied Palestinian territories, and in the targeted areas specifically, has been negatively impacted by the various restrictions and impediments of occupation and its separation policies.
The main obstacles to food production can be summarized as follows:
- Frequent closures and curfews - Violence between settlers and Palestinians - Difficulties in selling farm products - High input costs
Target group identification will focus upon families suffering from:
- Acute food insecurity and (Addressing target groups who have people with special needs and are identified as food insecure who have exhausted their traditional coping mechanisms, such as family savings or jewellery, and reliant upon food aid for survival.) - Households’ severely affected by the barrier and isolated from their natural environment, and have lost their sole source of income represented by the loss of their land by confiscation. - Families with dependents not less than 6 persons and children less than 18 years. - Families with no source of income. - Families who have at least a space area of 500 square meters agriculture land. - Prioritize Single headed (women) families with dependants more than 4 and children less than 18 years. - Farmers with farming experience and have been affected by the loss of their sole source of income in agriculture. - Households that are identified as food insecure and are dependant upon food aid and have people with special needs. - DSPR is targeting another group who have skills and resources and are food insecure to escape the poverty trap through livelihood programs and enhancing food production.
NECC-ICC–food security intervention will provide direct and indirect assistance to 80 households in a cluster of at least 4 villages within the target governorates of Jenin and Tulkarm areas. Additionally, actions are labor intensive and require not less than 10,000 job opportunity amongst skilled and unskilled labor throughout the set up phase.
The cluster area will be selected because of the severe economic and social hardships that these communities have undergone during the past years. These areas as well as the activities stated for these villages have been developed in partnership with the partner organizations as well as numerous other local organizations.
First, NECC-ICC identifies underserved or marginalized areas that are below the standard of living relative to other areas in the West Bank. As the northern and the southern West Bank bear a higher percentage of households below the poverty line, NECC-ICC chooses impact areas from these regions. Within these regions, particular attention is made to avoid areas wherein there is a concentration of Palestinian National Authority (PNA) and development agency activity and resources. By avoiding these areas, NECC-ICC averts the likelihood of duplication and needless waste of resources. Also, NECC-ICC is better able to contribute to the creation of a socio-economic balance in the West Bank.
Village-by-village socio-economic profile is conducted in each community within the designated cluster area. This profile charts the socio-economic condition of each village, including the sources and amount of income, the area and status of agricultural lands, the structure of local governance (local village council) and what development projects, if any, have been conducted in recent years. Gaza Crisis 27 MEPL81, Revision 2
Initial information regarding the vital statistics and resources of the village is obtained from relevant PNA Ministries. After the initial evaluation of this information, a detailed needs assessment is obtained through direct contact with the communities. NECC-ICC field workers conduct interviews with the local village council as well as the various target groups ie. women, farmers, etc. In this way, the extent of lack in basic services is assessed as well as a familiarization of those services that are already existent. The individual area profiles are then evaluated and categorized taking into account the ability of the area clusters to share resources and services.
NECC-ICC will be the direct implementer of the “food security” program. It will be responsible for undertaking and completing the activities outlined above.
NECC-ICC’s local partners are community members, village councils and municipalities. Community participation is a major component of the NECC-ICC development strategy and, as mentioned, the community is involved from stage one of the project. Full community participation fosters a sense of ownership over projects and greatly contributes to sustainable human development. In the strategy of NECC- ICC, the target group not only assesses its own needs but is also requested to commit resources to the completion of the project.
The value added element of the NECC-ICC is the nature of relationship with communities. We chose to “accompany” people in setting and prioritizing their needs.
The introduction and strengthening of farming methods is planned to be accomplished by training on: Training on organic farming with appropriate use of chemicals and fertilizers, animal husbandry and dairy processing, farm management, basic marketing and accounting skills, domestic food production. Each of these activities will be undertaken by qualified trainers contracted by NECC.
Commitment to Code of Conduct DSPR/MECC is committed to the SPHERE Code of Conduct and subscribes to the ACT Policy on HIV/AIDS and also adheres to the IASC Gender Handbook which seeks to promote gender equality in humanitarian action. In fact, an overview of people who DSPR intends to hire on short term contracts for this Appeal shows sensitivity to gender. In particular, we are aware of the role that Palestinian women play in their families and hence in humanitarian action they are equally included in delivery and in monitoring, follow up and evaluation activities. The involvement of women is attested by the numbers of previous recipients and beneficiaries by gender and also the follow up visits undertaken by our social workers.
Planning, Assumptions, Constraints and Prioritisation There is need to assess the security situation in the Gaza Strip and to see how best objectives can be accomplished in the face of the situation. In the case of full closure in the Gaza Strip, cash could still flow through bank transfers. The banks operating from headquarters in Ramallah in the West Bank have branches operating all over the Palestinian Territories, including Gaza. Accordingly, if there is no Israeli restriction on transfer of funds then DSPR should not experience any difficulty in transferring the needed funds. In the West Bank, if there are severe restrictions of access, DSPR will network with other organisations in the different localities to provide the help.
If the requested funding is not fully received, first priority will be the implementation of activities in Gaza.
Implementation Time Table
MEPL81 starts July 17 2008 – ends December 31, 2009.
Transition or Exit Strategy As long as the political situation remains the same, there is no prospective for resuming normal economic activities in the Occupied Palestinian Territories. All involved in emergency relief have been painstakingly asking the question of how the intervention relates to sustainable economic activity of beneficiaries. As various studies have pointed out, the economic malaise of the Palestinian Territories is an induced one caused primarily by continuing occupation. Internal political division among Palestinians exacerbates the Gaza Crisis 28 MEPL81, Revision 2 situation yet even if this division is resolved and occupation measures continue as at present, then the dire economic and social conditions affecting a majority of Palestinians will not change, if they do not become worse.
An exit strategy, in the middle of political turmoil and instability, will continue to be the focus of ongoing discussions among NGOs, public institutions and international agencies and partners. The ACT FORUM PALESTINE has proposed a study on intervention strategies that can be tied to some sustainability in terms of individual and family economic independence.
The Food Security Program of DSPR West Bank should be sustainable in that the families and households involved should be able to produce their own fruits and vegetables within the first six months and barter the rest for cash. It is expected that within 14 months these families would also become self sufficient in dairy products. But this example of sufficiency or sustainability is always subject to the macro factors, particularly those military and political factors which remain decisive in constraining the hoped for overall sustainability of intervention strategies to combat induced poverty. Even larger scale proposals for intervention, such as those of UNRWA, are dwelling on how to cater to the medical, food, educational and job creation components of relief. Thus together with offering emergency intervention, there is a need for a strong advocacy program that would insist on the need to end Israeli military occupation and all of its inhibiting measures and obstacles. In Gaza many of our ongoing programs use ACT appeal and the same in the West Bank. But exit strategy also means that the targeted population would be able to sustain what it needs without our long term intervention. This is precisely what is contemplated for the Food Security Program in West Bank but in Gaza we do have the constraints of a continuing occupation but this, however, should not stop us for thinking together with other ACT Forum members on how to enhance our emergency work and contribute to sustainability and development.
All in all, DSPR is keen to link development and sustainability of projects with emergency intervention so that our work will aid people and impact their lives at the same time to become more self-dependent rather than aid-dependent.
VII. ADMINISTRATION & FINANCE
DSPR experience in issuing and implementing ACT Appeals go well before October 2000. The success in DSPR in carrying out multiple appeals is accredited in part to the fact that there is no interference of Area Committees or the Central Committee with the Appeals and their implementation. Usually, it is the Central Office together with the Executive Directors and Staff of Gaza and West Bank who initiate discussion on emergency situation and go on with the work needed to plan for the appeal and its eventual implementation, supervision and evaluation. The AC and CC are informed of the ACT appeals and of the progress done at each stage. Audited Statements together with periodic reports are given to ACs and CC for their comments and observations. The ACT evaluation report and recommendations was also discussed with the CC of DSPR since it remains the highest authority for DSPR and it is empowered to step in case of need or if the situation warrants.
The Area Committees are the boards of DSPR in both the West Bank and the Gaza Strip. They hail from different church families and they are mostly professionals such as medical doctors, teachers, tourist agents, pharmacists, etc…the practice is that each Area Committee would form subcommittees such as project sub- committee, health sub-committee, loan and finance subcommittee which meet more regularly and supervise the activities related to the overall program as well as to specific ACT Appeals. In the Gaza Strip the staff numbers over 70 in various fields of work and hence the organization is structured and the division of labor is spelled out. In the West Bank, the project and other subcommittees work in a supervisory manner and monitors activities and plans of work. Overall there are 9 employees, 5 core and 4 in the field on a part-time basis. The Central Committee of DSPR is the ultimate Board composed of 5 delegates from the various Areas of DSPR and 4 members at large nominated by the four families of Churches. The Central Committee reviews and approves individual budgets, including ACT Appeal budgets, and makes recommendations and binding decisions on planning and implementation.
Gaza Crisis 29 MEPL81, Revision 2
Distribution of Roles and responsibilities: a. Coordinators will consult with the relevant board subcommittees such as medical subcommittee and project subcommittee and staff; make decisions, assign tasks and responsibilities, conduct field visits, and network with other organizations. b. Social workers will have the responsibilities of visiting local community organizations, welfare offices and families at home, check lists of families and ensure the delivery or receipt of food or equivalent. Together with the Medical Subcommittee and the Staff they will decide on localities where eligible families need to receive assistance either in cash or in kind. The social workers will also undertake to assess job creation needs and to form a list of eligible candidates in the various localities, as directed by the administration. Ongoing coordination by the relevant subcommittees and staff in the centres will enable social workers and coordinators to meet regularly and review the needs of the target families. c. New Short Term Employed Personnel will ensure capacity to deal with the community based needs in the various projects, activities and services to which they are attached in short contract employment. d. The Finance Officer of the Central Office; of DSPR-NECC Gaza and of DSPR ICC West Bank will keep separate ACT appeal balance and issue in cooperation with coordinators the proper bids/tenders for food supplies and other materials. The finance officer in each Area and Central Office has also the responsibility of following up all financial transactions and issuing periodic reports. e. Responsibility for the Food Program is the charge of the Executive Secretary, the Engineer, the local part-time staff, including two on sight engineers, who all have been working on food security related issues for at least the last 5 years. f. Executive directors of Gaza and West Bank will have overall responsibility to oversee the process of screening according to criteria of eligibility. He will also authorise dispensing of cash and funds for purchase of food and other commodity supplies and to keep updated financial and narrative records, together with lists of names of families who benefited from this appeal. The final responsibility on the implementation of the Appeal falls within the competency of the executive directors and staff g. DSPR program development officer is the designated person for AFP. The Executive Secretary of Central Office decides who is to fill a function to the best interest of DSPR and AFP. Since we work as a team, the finance officer and program development officer with the executive secretary work in unison over the appeal and related issues. DSPR Central Office, in coordination with AFP is contemplating having a communication officer who will coordinate on reporting on the various activities of AFP as well as DSPR activities and will attend the meetings of AFP and if possible travel also to Gaza to report from the field there.
VIII. MONITORING, REPORTING & EVALUATIONS
The Area Committee together with the Executive Director will have the responsibility to monitor ACT assistance. In the Gaza Strip, the monitoring process involves ensuring that the lists of neediest families and employable individuals that are provided by the governorates and institutions are verified in the offices; to ensure that these families have not received relief assistance within a year. We shall continue to apply the same policy to spread the number of beneficiaries but if enough funds would be made available.
Periodic narrative reports are received by Central Office together with monthly financial reports.
At the end of the appeal period, the external auditor assigned by MECC/DSPR Central Office would verify the process and prepare the report.
DSPR Central Office - The Central Office Finance Director monitors on an ongoing basis all the financial transactions related to the appeal through receiving a monthly backup of the accounting system from both the West bank and Gaza and in reviewing all the internal control procedures in both localities. At the end of the appeal the External Auditor coordinates with the Central Office Finance Director in issuing the Audit Report for the appeal after a series of reviewing and in-depth verification of the accounts.
A special separate external audit will be made for the ACT assistance within the prescribed period of time required by ACT. The DSPR Central Office finance officer together with the Executive Secretaries of both Gaza and the West Bank and their respective accountants will ensure the timely production of this audit report. The Executive Secretary of the Central Office will oversee the process. Gaza Crisis 30 MEPL81, Revision 2
An evaluation is not planned for this appeal. An evaluation was carried for on previous ACT Appeals the results and recommendations of which will help to implement the Appeal MEPL81.
Reporting schedule - An interim report to be received by ACT CO by 31 July 2009. - Final narrative and financial reports to be received by ACT CO by February 28, 2010 within two months of end of project. - Audit report to be received by ACT CO no later than March 31, 2010, i.e. within three months of end of project.
IX. BUDGET
Description Type No. Unit Cost Budget Unit Units USD USD
INCOME ACT/Lutheran World Relief USD (Aug 2008) 1,881.63 ACT/Lutheran World Relief USD (Aug 2008) 31,844.00 ACT/FinnChurch Aid (Oct 2008) 65,971.42 ACT/Christian World Service New Zealand (Own Funds) (Jan 2009) 72.96 ACT/Christian World Service New Zealand (NZ aid Funds) (Jan 2009) 27,702.00 ACT /United Church Of Canada 7,710.00 ACT /FinnChurch Aid (Feb 2009 )(Revised Emergency ) 30,000.00 ACT /Evangelical Lutheran Church Of America (Feb 2009) (Revised Emergency ) 50,000.00 United Methodist Committee on Releif (Revised Appeal ) 50,000.00 ACT for Peace -NCCA (Revised Appeal ) 18,809.00 ICCO&Kerk in Actie, Netherland (Revised Appeal ) 56,212.00 Finnish Evangelical Lutheran Mission , Finland (Revised Apeal) 24,993.97 Church Of Sweden (Revised Appeal) 58,547.32 Diakonie Katastropenhilfe (Revised Appeal) 129,824.50
INCOME - Cash and In Kind Donations Received Directly Christian Aid (Aug 2008) 69,993.00 Norwegian Church Aid (January 2009 50,320.61 Global Ministries of the united Church Of Christ (January 2009) Revised Emergency 14,960.00 Christian Aid (Feb 2009) (Revised Appeal) 29,065.00 Norwegian Church Aid (February 2009) (Revised Appeal) 55,354.67
INCOME PLEDGED - directly for West Bank Food Security Program CFGB 54,000.00 CWS Australia Water Cisterns 20,000.00 Kairos Canada Water Cisterns 20,000.00 Mennonite Netherlands 8,000.00
TOTAL INCOME received and pledged as 5 March 2009 875,262.08
EXPENDITURE
2009 APPEAL ASSISTANCE: 01 Jan - 31 Dec 2009 CRISIS & POST CRISIS PHASE
IMMEDIATE CRISIS PHASE: 3 Months (Jan-Mar 2009) DIRECT ASSISTANCE Gaza Crisis 31 MEPL81, Revision 2
DSPR Gaza - Relief Assistance Cash grant for food to Gaza Strip families Family 2,878 55.00 158,290 Supplemental Nutritional food (Biscuits) for children Lump 11,200
DSPR Gaza - Health Medical Fees Individuals 5,000 2.00 10,000 Medications Lump 15,000 2 Doctor Month 3 1,314.13 4,928 3 Assistant Nurse Month 3 1,478.40 5,544 1 Cleaner Month 3 328.53 1,232 1 Drivers Month 3 591.36 2,218 DSPR Gaza - Emergency Job Creation Working 70 Jobs for 3 month each @ 15 Per day each Days 2,100 15.00 31,500
DSPR Gaza - Health / provision drinking water Drinking water 100,000 bottle with transportation to Gaza Borders Bottle 100,000 0.20 20,000 Transport water to Gaza 8 trucks Truck 8 2,100 16,800 Gaza - Psycho- Social Assistance 4 Social Workers @ 650 Each Month 3 650 7,800 Toys and other items (paints ,paper ,etc) Lump 1,500 Transportation and other related expenses Lump 1,000 P.T.T Lump 1,000 Stationary Lump 500
TOTAL DIRECT ASSISTANCE DSPR Gaza 288,512
Transport , Warehousing & Handling Transport Hire Vehicles and transportation expenses(Warehousing) Lump 1,500 TOTAL TRANSPORT
Indirect Costs: Personnel, Administration, Operations & Support Staff salaries Chief Coordinator - Central Office 25% Month 3 1,013 3,040 Finance Officer- Central Office 25% Month 3 747 2,240 Secretarial & other Support- Central Office (2) 50% Month 3 533 3,198 Chief Coordinator - West Bank 25% Month 3 925 2,775 Finance Officer- West Bank 25% Month 3 613 1,840 Secretarial & other Support- West Bank 50% Month 3 533 1,599 Finance Officer- Gaza 25% Month 3 300 900 Secretarial & other Support- Gaza 50% Month 3 400 1,200 Communication Officer 50% Month 3 1,200 3,600 Telephone, Fax & Postage, Stationary (local calls, banks, internet charges, international calls) LS 2,700 TOTAL PERSONNEL, ADMIN & SUPPORT 23,092
Total Estimated Expenditure 1 January-30 March 2009 313,104
INTERMEDIATE CRISIS PHASE: 9 Months (Apr-Dec 2009) DIRECT ASSISTANCE DSPR Gaza - Relief Assistance Cash grant for food to Gaza Strip families Family 4,000 75.00 300,000 DSPR Gaza - Health Gaza Crisis 32 MEPL81, Revision 2
Medical Fees Family 20,000 2.00 40,000 Medications Lump 52,695 2 Doctors Month 9 821.33 14,784 3 Assistant Nurses Month 9 616.00 16,632 1 Cleaner Month 9 410.67 3,696 2 Drivers Month 9 462.00 8,316 2 Lab assistance Month 9 513.33 9,240 2 Assistant Pharmacist Month 9 513.33 9,240
DSPR Gaza - Emergency Job Creation working 70 Jops for 3 month each @ 17.5 Per day each days 6,300 17.50 110,250 Gaza - Psycho- Social Assistance 4 Social Workers @ 650 Each Month 9 650 23,400 2 Mental Health professionals @ 850 Each Month 9 850 15,300 2 Trainings Lump 5,000 Toys and other items (paints ,paper ,etc) Lump 3,900 Transportation and other related expenses Lump 3,600 P.T.T Lump 3,600 Stationary Lump 1,000 Recreational Trips (Journeys - Sandwiches) Journey 4 1,200 4,800 Meals for 1200 children Child 1,200 5 6,000 12 Community workers for 6 summer camps Individual 12 200 2,400 Supplies and refreshment for summer camps and Meals Lump 9,000 Public liability & workman's insurance Lump 3,000 DSPR - Clinic Reconstruction of DSPR Clinic (Details will follow based on actual losses and expected expenses of reconstruction ) 350,000
Subtotal Gaza 995,853
DSPR West Bank -
West Bank - Food Security Initiatives Project Direct Cost 7,700 m² land prepared(fencing-soil preparation-drip irrigation system-fertilizers) 34,375
Small plastic greenhouse over a space area of 7200m² 91,685
50 water sources (55 m³ capacity) made available , 26 water cisterns(pear shaped) USD 68,750, 24 Plastic tanks of 5 m³ USD 16,500 85,250 100 sheep supplied 26,905 Feed for six months(1.3kg*2*180)*.38/kg=178 9,790 500 chickens supplied 3,850 750 trees supplied 9,075 Diversity of seeds and seedlings(5,000) 2,310 Capacity building 5 modules of 15 hours/module for 200 beneficiaries or 8 groups of 25 EA 3,960 Project Indirect Cost Project Manager Supervision 50% 7,200 2 Site Engineers 10,800 Sub total Food Security Initiatives 285,200
TOTAL DIRECT ASSISTANCE Gaza and West Bank 1,281,053 Gaza Crisis 33 MEPL81, Revision 2
Transport , Warehousing & Handling Transport Truck Hire Vehicles West Bank load 6 1,800 10,800 TOTAL TRANSPORT
INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT Staff salaries Chief Coordinator - Central Office 25% Month 9 1,013 9,120 Finance Officer- Central Office 25% Month 9 747 6,720 Secretarial & other Support- Central Office (2) 50% Month 9 533 9,594 Chief Coordinator - West Bank 25% Month 9 925 8,325 Finance Officer- West Bank 25% Month 9 613 5,520 Secretarial & other Support- West Bank 50% Month 9 533 4,797 Finance Officer- Gaza 25% Month 9 300 2,700 Secretarial & other Support- Gaza 50% Month 9 400 3,600 Communication Officer 50% Month 9 1,200 10,800 Equipment office(Camera and lap top) LS 2,200 Telephone, Fax & Postage, Stationary (Local Calls, Banks, internet Charges, International Calls) LS 8,100 TOTAL PERSONNEL, ADMIN & SUPPORT 71,476
Audit Audit Fees LS 7,500
Total Estimated Expenditure 1 April - December 31st 2009 1,370,829
2008 Original APPEAL ASSISTANCE: 18 July - 31 December 2008 DSPR Gaza and West Bank Original Budget Gaza - Relief Assistance Cash grant to Gaza Strip families Family 2,055 55.00 113,025.00 Gaza - Job Creation 43 jobs for three months with total 1888 working days Day 1,888 15.00 28,320.00 West Bank - Food Security Total Food Security (Committed) Lump 16,000.00 Total Direct Assistance Gaza and West Bank 157,345.00
Indirect Costs: Personnel, Administration, Operations & Support Staff salaries Chief Coordinator - Central Office 10% Month 6 405 2,432 Finance Officer- Central Office 10% Month 6 299 1,793 Secretarial & other Support- Central Office .10% Month 6 167 1,002 Chief Coordinator - West Bank 10% Month 6 370 2,220 Communications TOTAL PERSONNEL, ADMIN & SUPPORT 12,847
Total Estimated Expenditure Original Budget 1 July 2008-31 December 2008 170,192
Total Requested Budget 1July 2008- December 31st 2009 1,854,124
Summary Total Estimated Expenditure original Appeal 1July 2008-Dec 31 st 2008 170,192 Total Estimated Expenditure 1 January 2009-30 March 2009 313,104 Gaza Crisis 34 MEPL81, Revision 2
Total Estimated Expenditure 1 January 2009-30 March 2009 1,370,829 Total Requested Budget DSPR MEPL 81 1,854,124 Income received and pledges as of 5 March 2009 875,262
Balance of funds requested 978,862
Gaza Crisis 35 MEPL81, Revision 2
E. INTERNATIONAL ORTHODOX CHRISTIAN CHARITIES / EAST JERUSALEM YOUNG MEN’S CHRISTIAN ASSOCIATION (IOCC/EJ- YMCA)
I. REQUESTING ACT MEMBERS
• International Orthodox Christian Charities (IOCC) • East Jerusalem Young Men’s Christian Association (EJ-YMCA)
II. REQUESTING ACT MEMBER & IMPLEMENTING PARTNER INFORMATION
ACT Member: IOCC - Jerusalem/West Bank/Gaza Program (IOCC) IOCC was established in 1992 as the official international humanitarian organization of the Standing Conference of Canonical Orthodox Bishops in the Americas (SCOBA). IOCC’s field program office in Jerusalem has been active in Jerusalem and the Palestinian Authority since 1997. With the support of local Christian Orthodox churches and in partnership with many Palestinian NGOs, IOCC has focused its humanitarian assistance on vulnerable communities and groups throughout the West Bank, Jerusalem and Gaza. Primary sectors of IOCC assistance over the past 7 years have emphasized: • Food Security/Agricultural Production • Emergency Employment/Income Generation • Emergency Relief Assistance (health, hygiene, education, school feeding, food security, other) • Improved Infrastructure for Rural Palestinian Villages • Improved Infrastructure for Palestinian Schools & Educational Institutions • Youth Serving Programs (Psycho-Social, Community, other) • Conflict Mitigation, Peace, Reconciliation • Civil Society Programs (Health, Training, Environment, other)
Roughly $10 million (USD) of programs have been implemented by IOCC in past years funded by donors including ACT, USAID, ECHO, Greece MFA, and Private Foundations - as well as IOCC’s private donors and church constituency funding. IOCC has a professional core management /program team with field staff located in Jerusalem and throughout the West Bank and Gaza. All IOCC projects are audited by internationally accredited auditing firms annually, and IOCC programs are additionally evaluated by professional external evaluators. Implementation of all IOCC programs and assistance is in strict compliance with the Humanitarian Code of Conduct, SPHERE Standards and all ACT policies, guidelines and procedures. IOCC fully participates as a member of the ACT-Palestine Forum in order to insure effective, coordinated and collaborative work with other ACT member agencies working in Palestine and worldwide.
ACT Member: East-Jerusalem YMCA (EJ-YMCA) The East-Jerusalem YMCA is a non-profit community based Christian association (founded in 1948) whose mission is to build and empower individuals and communities by offering programs that develop a healthy spirit, mind and body based on Christian principles. Centered on core values of caring, honesty, respect, dignity, justice and responsibility, the East-Jerusalem YMCA strives to identify and assess the needs of the Palestinian community in an effort to develop programs that address identified aspirations of youth and families. Currently, the EJ-YMCA operates a variety of programs and activities that respond directly to the needs of people within all sectors of the Palestinian society, placing special emphasis on young men and women. These EJ-YMCA programs include: • Vocational Training Center (since 1952): Providing training for men and women to enable them to become productive members of their society and support themselves and their families. • Rehabilitation (since 1989): Since 1989, providing comprehensive services (psycho-social, vocational, rehabilitative) to victims of the first Intifada, as well continuing to provide these services to persons affected by injuries, disabilities and trauma today. • Extension Services Unit (since 1992) : Working to stimulate long term, self-sustaining jobs and micro-enterprise development in the vocational/industrial sector of the Palestinian West Bank/Gaza.
Gaza Crisis 36 MEPL81, Revision 2
• Youth Opportunities: Stimulates new educational, recreational and economic opportunities for disadvantaged Palestinian youth through training and sustainable career counseling. • Women’s Training (since 1993): Improving the socio-economic status and involvement of women in the Palestinian society through strengthened decision making and economic productivity.
The EJ-YMCA has operational facilities, programs and staff located in Jerusalem, Ramallah, Aquabat Refugee Camp, Jericho, Beit Sahur, Gaza, Nablus, Hebron, Jenin, Tulkarm, Qalqiliya and Salfit. Implementation of all ACT programs and assistance by the EJ-YMCA will comply with the Humanitarian Code of Conduct, SPHERE Standards and all ACT policies, guidelines and procedures.
III. TARGETED BENEFICIARIES
All beneficiaries receiving ACT appeal assistance will be vulnerable and conflict affected residents of the ACT response areas in the Palestinian Gaza Strip and/or West Bank as follows:
Immediate Crisis Phase Response: 3 Months (Jan-Mar 2009)
Emergency Food and Non Food Assistance Distribution/Provision through: East Jerusalem YMCA Community Network, Gaza Orthodox Church, Union of Agricultural Work Committees, Union of Health Care Committees; Health Clinics; Kindergartens; Schools; Community Centres, Gaza Orthodox Society; Other IOCC/EJ-YMCA Gaza Community Based Organization in Northern/Southern Areas and Gaza City.
• Total Estimated number of Beneficiaries = 86,750 Nutritional Food Supplements and Commodities for 43,750 persons Blankets for 1,000 persons Family Food Parcels for 6,000 Families/42,000 persons Blankets and Hygiene Materials for 6,000 Families/42,000 persons
Emergency Shelter/Home Repairs Provision of small cash grants and/or repair materials to families living in war-damaged homes in Gaza City Az Zaitoun area. Cash grants and/or repair materials will allow families to accomplish self-help repairs of windows, doors, water and sanitary systems in order to meet safety and accepted habitability standards.
• Total Estimated number of Beneficiaries = 875 Cash grants and/or repair materials for 125 families
Intermediate Recovery Phase Response: 9 Months (Apr-Dec 2009)
Emergency Food and Non Food Assistance Distribution/Provision through: East Jerusalem YMCA Community Network, Gaza Orthodox Church, Union of Agricultural Work Committees, Union of Health Care Committees; Health Clinics; Kindergartens; Schools; Community Centres, Gaza Orthodox Society; Other IOCC/EJ-YMCA Gaza Community Based Organization in Northern/Southern Areas and Gaza City.
• Total Estimated number of Beneficiaries = To Be Determined (by Available Back Donor Funding) Family Food and Non-Food Assistance Blankets and Hygiene Materials
Emergency Shelter/Home Repairs Provision of small cash grants and/or repair materials to families living in war-damaged homes in Gaza City. Cash grants and/or repair materials will allow families to accomplish self-help repairs of windows, doors, water and sanitary systems in order to meet safety and habitability standards.
• Total Estimated number of Beneficiaries = 1,750 Cash grants and/or repair materials for 250 families Gaza Crisis 37 MEPL81, Revision 2
Psycho-Social Initiatives and Interventions Will be provided through the established network of EJ-YMCA community centres, youth centres, the Gaza Orthodox School, Gaza Orthodox Church youth/children’s programs, and other community-based partners of the EJ-YMCA/IOCC throughout the Gaza Strip.
• Estimated number of Beneficiaries = 2,200 Community Based Open Days/Joy Day Events: 1,000 Children/Youth Community Based Interventions: 400 Children/Youth Capacity Building for Psychosocial Staff & Workers: 20 Persons School Based Interventions: 600 Students Summer Camp: 200 Children/Youth
Assistance to Severely Disabled Persons Will be provided through Four Homes of Mercy (Arab Orthodox Invalid’s Society), who provides residential care and services for Palestinians with severe disabilities and disorders in Bethany, West Bank. Assistance will include partial support for food, electricity, water and winter heating.
• Estimated number of Beneficiaries = 90 Severely disabled (cognitive and neurological disorders) residential patients: 100 persons
Emergency Job Creation/Employment Will benefit communities, schools, hospitals and other institutions affected by damages from the current war and conflict Gaza, as well as impoverished communities and areas of the West Bank.
• Number of beneficiaries = 850 Emergency Clean-up of War Debris & Damages: 250 persons for 10 work days Emergency Rehabilitation of Community Facilities/Infrastructure: 600 persons for 10 work days
Improved Food Security Will benefit rural farm families and communities/villages impacted by the war/conflict in Gaza, as well as impoverished communities and areas of the West Bank, including rural communities/villages adversely impacted by the separation wall and subsequent restricted movement and enforced isolation.
• Number of beneficiaries = 350 (50 Families) Provision of Seeds, Tools, Drip Irrigation, Home gardens Greenhouses, and Training
Donated Emergency Relief Materials Will be distributed to and benefit the Ahli Arab Hospital; Al-Awda Hospital; Al-Huda Medical Center; Red Crescent Society; Union of Health Care Committees; Health Clinics; Kindergartens; Schools; Gaza Orthodox Society; and other Palestinian social service, schools, hospitals, clinics or health organizations working throughout Gaza and the West Bank communities in partnership with IOCC and YMCA.
• Estimated Number of beneficiaries = 54,500 Personal Hygiene Materials: 22,000 Persons New-Born/Infant Materials: 7,500 Infants Educational Supplies: 15,000 Students Medical Supplies /Equipment/Medicines: 10,000 Patients
Selection of Beneficiaries
All beneficiaries will be selected from the poorest, most vulnerable or isolated, and under-served members of their respective communities, and whose lives have been impacted by the current Gaza war/conflict sanctions, the separation wall, restriction of movement, isolation and other factors. Immediate Crisis and Intermediate Recovery Phase: Beneficiaries will be comprised of families, infants, children, youth, men and women who are considered to be especially vulnerable, isolated, underserved and in need of life-sustaining assistance. Gaza Crisis 38 MEPL81, Revision 2
Emergency Job Creation Beneficiaries: Beneficiaries will be comprised of older youth/young adults, men and women meeting the selection criteria within the ACT appeal targeted areas. Improved Food Security Beneficiaries: Beneficiaries will be comprised of rural family farmers meeting the selection criteria within the ACT appeal area of assistance. Criteria for Beneficiary Selection IOCC and the EJ-YMCA will utilize a beneficiary score card (BSC) index and system which is a proven tool for rapidly verifying the status of specific households. The BSC consists of a small set of easily verifiable variables - each of which is an indicator of a household's or individual’s need and vulnerability status. The beneficiary’s cumulative score against these variables gives an accurate status assessment and will determine eligibility of the household or individual beneficiary. A representative sample of a typical BSC utilized by IOCC and the EJ-YMCA in the OPT has indicators and criteria in the following categories: • Income Sources: Age of primary breadwinner, Employment status, other..... • Assets: Consumer goods, household appliances, vehicle, telephone, other.... • Access to Social Services: Health, Education, other... • Vulnerability status and isolation as a minority group, gender group, other….
IV. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION
GOAL: To provide targeted life-sustaining and recovery assistance to Palestinian families and communities in Gaza and the West Bank in the assistance sectors of: Emergency humanitarian food/non-food aid; Emergency employment/job creation; Emergency home/shelter repairs; Psycho-social services; Food security/agricultural production; and Support to severely disabled persons.
Objectives: Original MEPL81 Appeal Phase (July 2008 – Dec 2008)
• Objective 1: Provide immediate job opportunities for 75 unemployed households
Accomplished Activities and Beneficiaries • Rehabilitation of Beit Jala West Bank Sports Field. Total Direct Beneficiaries = 45 Unemployed Workers for 10 work/days each. Indirect Beneficiaries = 300 Youth/Children • Rehabilitation of Rafah Gaza Youth Facility: Total Direct Beneficiaries = 11 Unemployed Workers for 5 work/days each. Indirect Beneficiaries = 500 youth/children • Rehabilitation of Rafah Gaza Youth Facility: Total Direct Beneficiaries = 9 Unemployed Workers for 5 work/days each. Indirect Beneficiaries = 400 youth/children • Rehabilitation of Bethany Orthodox Girl’s School Electrical Systems: Total Direct Beneficiaries = 10 Unemployed Workers for 10 work/days each. Indirect Beneficiaries = 325 students
• Objective 2: Provide essential emergency relief supplies, materials and support to vulnerable 2,022 persons (Families, individuals, schools, health care institutions).
Accomplished Activities and Beneficiaries • Provision of Emergency Support to Four Homes of Mercy in Bethany for care of severely disabled persons. Provision of cash funding for 50% of total cost over a 6 month period of electricity, water, food supply and heating fuel. Total Direct Beneficiaries = 100 Severely Disabled children, youth & adults • Provision of Emergency Materials and Commodities to West Bank partner organizations assisting women, youth, children, disabled persons, elderly persons and poor/vulnerable families. Commodities provided included hygiene/health kits, school materials, infant materials, blankets and powdered milk.
Objectives: Immediate Crisis Phase (January - March 2009)
• Objective 1: Provision of emergency food and non food assistance to children and mothers affected by the Gaza war/conflict, family food and non food parcels, essential non- food items, blankets and hygiene materials to vulnerable families.
• Objective 2: Provision of small cash grants and/or materials to Muslim and Christian families living in war-damaged homes in Gaza City/Az Zaitoun – to allow war-affected families to accomplish self-help repairs of windows, doors, water and sanitary systems in order to meet safety and habitability standards. Gaza Crisis 39 MEPL81, Revision 2
Overall Implementation Methodology: ACT members IOCC and EJ-YMCA will jointly implement all proposed ACT emergency assistance/interventions through a cooperative partnership which fully utilizes the capacities, knowledge, structures, assets and experience of both members in order to benefit targeted beneficiaries. On a functional level, IOCC-JWBG will ensure overall accountability and compliance to ACT policies for all appeal assistance, as well as additional compliance requirements of any ACT member back- donor entity providing funding to the ACT Appeal. IOCC and EJ-YMCA staff based in Jerusalem and Gaza will jointly implement and manage all appeal assistance/activities through their established structures and offices, and will be supported in all appeal activities by senior management staff of IOCC and EJ-YMCA.
• Objective 1: Provision of Emergency Food and Non-Food Assistance to a total of 86,750 persons
Accomplished Activities and Beneficiaries • Procurement, transport and distribution of 37,040 liters of fortified milk to 18,500 beneficiaries • Procurement, transport and distribution of 1,000 blankets to 1,000 beneficiaries • Procurement, transport and distribution of 9.4 metric tons of food commodities to 2,240 persons • Procurement, transport and distribution of 6,000 family food parcels (42,000 beneficiaries) 35 kg each: - Sugar, rice, macaroni, jam, halva, milk, canned meat, oil, cheese, beans, tomato paste, lentils, tea… • Procurement, transport and distribution of 6,000 family non food parcels (42,000 beneficiaries) each: - 2 blankets, 2 towels, soap, toothbrushes, toothpaste
Activities consisted of procurement, transport and distribution of nutritional food commodities and essential non-food items. Procurement and transport of Crisis phase food and non-food items was accomplished through the established coordination structure and procurement team of the ACT Palestine Forum in addition to back-donor mechanisms. Transport and clearance of ACT crisis phase food and non-food assistance was coordinated through the UN logistics systems. Inside Gaza, EJ-YMCA staff and structures received the crisis phase food and non-food assistance, and arranged for transport and distribution to targeted beneficiaries
• Objective 2: Provision of cash grants and/or materials 125 (875 persons) to vulnerable families for self-help repairs to war-damaged homes.
Accomplished Activities and Beneficiaries • Damage survey, beneficiary identification and provision of small cash grants (average $400/family) enabling their self-help repairs to war damaged homes including windows, doors, water/sanitation. • Follow-up monitoring with family recipients of cash grants
The activity consisted of the provision of small cash grants to vulnerable families living in war-damaged homes. Beneficiary family cash grants averaged $400 USD and were provided by IOCC and the EJ-YMCA to the family head of household following a survey of damaged homes and beneficiary identification and vulnerability determination. Grants allowed for families to accomplish self-help repairs of windows, doors, water and sanitary systems in order to meet safety and habitability standards. If married, both spouses were notified of the cash grant assistance. Beneficiary families were selected on the basis of the beneficiary score card system and assessment which serves for verification by the staff of the IOCC and EJ-YMCA in Gaza communities, as well as inspection and verification of home damages by IOCC and EJ-YMCA staff and local partners. Receipt of cash grant provision was signed by the beneficiary and their ID number recorded. Beneficiary substitution was not allowed, and follow-up monitoring of the recipients of cash grants was performed to ensure that provided funds were utilized for the specified purpose of home repairs
Objectives: Intermediate Recovery Phase (April - December 2009)
• Objective 1: Provision of emergency food and non food assistance to children and mothers affected by the Gaza war/conflict, family food and non food parcels, essential non- food items, blankets and hygiene materials to vulnerable families.
• Objective 2: Provision of small cash grants and/or materials to families living in war-damaged homes in Gaza – to allow war-affected families to accomplish self- help repairs of windows, doors, water and sanitary systems in order to meet safety and habitability standards/norms. Gaza Crisis 40 MEPL81, Revision 2
• Objective 3: Provision of community based psycho-social activities and interventions to war and conflict affected children, parents, families and care givers in Gaza
• Objective 4: Provision of assistance and support to severely disabled persons
• Objective 5: Provision of job opportunities & employment for un-employed households
• Objective 6: Provision of materials inputs and training to improve the food security, agricultural production and economic condition of rural farm families.
• Objective 7: Provision of essential emergency relief supplies, materials and support to vulnerable Palestinian families, individuals, educational and health-care partners
Overall Implementation Methodology: ACT members IOCC and EJ-YMCA will jointly implement all proposed ACT emergency assistance/interventions through a cooperative partnership which fully utilizes the capacities, knowledge, structures, assets and experience of both members in order to benefit targeted beneficiaries. On a functional level, IOCC-JWBG will ensure overall accountability and compliance to ACT policies for all appeal assistance, as well as additional compliance requirements of any ACT member back- donor entity providing funding to the ACT Appeal. IOCC and EJ-YMCA staff based in Jerusalem and Gaza will jointly implement and manage all appeal assistance/activities through their established structures and offices, and will be supported in all appeal activities by senior management staff of IOCC and EJ-YMCA
• Objective 1: Provision of Emergency Food and Non-Food Assistance to 4,325 Families (30,275 persons) living in Northern Gaza and Gaza city.
Activities/Methodology Activities will consist of procurement, transport and distribution of nutritional food supplements, flour and rice, and of essential non-food items. Procurement of food and non food commodities will be accomplished by the IOCC/YMCA management staff/systems. Transport and clearance of ACT intermediate recovery phase food and non-food assistance will be coordinated through the UN and other donor logistics systems. Inside Gaza, EJ-YMCA staff and structures will receive the food and non-food commodities, and arrange for transport and distribution to targeted beneficiaries. Note: This activity is currently NOT budgeted within the IOCC/YMCA revised appeal budget during the Intermediate Recovery Phase. The anticipated ACT assistance to 4,325 families will be funded through an anticipated back-donor grant to IOCC.
• Objective 2: Provision of cash grants and/or materials to 250 vulnerable Muslim and Christian Families (1,750 persons) for self-help repairs to war-damaged homes.
Activities/Methodology The activity will consist of the provision of small cash grants or provision of repair materials to vulnerable families living in war-damaged homes. Beneficiary family cash grants or materials averaging $400 USD will be provided by IOCC and the EJ-YMCA to the family head of household – to allow for the self-help repairs of windows, doors, water and sanitary systems in order to meet safety and habitability standards. If married, both spouses will be notified of the cash grant assistance. Beneficiary families will be selected on the basis of the beneficiary score card system which serves for verification by the staff of the IOCC and EJ-YMCA in Gaza communities, as well as inspection and verification of home damages by IOCC and EJ-YMCA staff and local partners. Receipt of cash grant provision will be signed by the beneficiary and ID number recorded. Beneficiary substitution will not be allowed, and follow-up monitoring of the recipients of cash grants will performed to ensure that provided funds were utilized for the specified home repair purpose.
• Objective 3: Provision of community based psycho-social activities and interventions to 2,200 war and conflict affected children, parents, families and care givers in Gaza
ACT Forum Psychosocial Activities/Methodology • Capacity Building/Training: As provided and coordinated by the ACT Forum psychosocial team experts, the Gaza staff of IOCC and EJ-YMCA will participate and receive staff care and other Gaza Crisis 41 MEPL81, Revision 2
training in psychosocial interventions and approaches. In addition, teachers and staff from the Orthodox School of Gaza (600 male/female students: 85% Muslim/15% Christian), as well as laypersons working with the social outreach ministries of the Gaza Orthodox Church will participate in these same trainings. The result of this ACT Forum psychosocial training will increase the capacity and knowledge of IOCC/EJ-YMCA Gaza staff and Gaza partner staff in order to implement all proposed psychosocial appeal activities and interventions. • Capacity Building/Training: As determined by the ACT Forum psychosocial team experts, selected Gaza staff from IOCC/EJ-YMCA and Gaza partners will participate and receive additional ‘trainer of trainers’ assistance as part of the ACT Forum overall psychosocial program, which will allow continuous staff care and sustainability of psychosocial services to beneficiaries. • Psychosocial Materials: IOCC/EJ-YMCA will participate and contribute to the overall ACT Forum psychosocial team effort to develop and translate relevant psychosocial materials for Gaza.
EJ-YMCA/IOCC Specific Psychosocial Activities • Following staff care training, trainer of trainer’s training, and consultation/coordination with the ACT Forum psychosocial team, EJ-YMCA/IOCC will provide and implement various community- based psychosocial initiatives and interventions including: a) Open Days (Joy Days) throughout Gaza: EJ-YMCA will conduct 30 events to support recovery and overall balance in the psychological status of the children. b) Debriefing Sessions (Community Based Intervention): EJ-YMCA will conduct group sessions throughout Gaza for small groups of targeted children. c) Individual Counseling: EJ-YMCA will target the most impacted children, who be selected in accordance with standard and pre-established criteria set by the counselors. d) Sensitization for Parents & Care Givers: Community based initiatives and sessions which will build awareness of the psychological impact of violence on children. e) Summer Camp for youth/children: EJ-YMCA/IOCC will conduct a summer camp for affected youth and children in partnership with the Gaza Orthodox School and Church social outreach.
Description of Needs: Children comprise 54 per cent of Gaza's population and are extremely vulnerable. During the war, children had nowhere to hide even inside UN-run schools, mosques, or hospitals. Entire families died when their homes were shelled or in cars trying to get away from the conflict areas seeking a safe haven. Having lost a father, mother, brother, sister, uncle, aunt, friend or neighbor, almost every child in the Gaza has been traumatized and will suffer lifelong psychological scars. The Psychological Effects of War on Palestinian Children in Gaza can be found in the unique study of “health and epidemiology researcher John Pringle, which describes the relationships between war trauma and psychological problems in children. According to the study: - Children in Gaza who have suffered a severe head injury has 4 times the risk of emotional disorder. - Children in Gaza who have been severely beaten has 3.9 times the risk of Attention Deficit Disorder - Children in Gaza who have witnessed friends injured or killed have 13 times the risk of PTSD - Children in a Gaza refugee camp have 5 times a greater chance of witnessing traumatic events and 4 times a greater chance of direct physical trauma.
The psychological impact of the war & conflict has affected severely the psychological status of all civilians, and mainly children/youth as a result of collapse of the support system (family, school, community). This has resulted in severe symptoms such as fear and panic, bed-wetting, anxiety and hopelessness among other symptoms. EJ-YMCA/IOCC will start the Psycho-social component and initiatives of the ACT assistance during the period of April – December 2009, and in coordination and conjunction with the ACT Forum plan and objectives for psychosocial assistance. The specific EJ-YMCA/IOCC program and initiatives will provide a variety of services including supportive counseling, insight-oriented psycho-therapy and problem solving to an estimated 2,200 children, youth and care-givers in Gaza. Services will be performed in an individual basis and /or in supportive group sessions for the children and caregivers. The ACT appeal assistance will be implemented by the staff and a team of EJ-YMCA/IOCC field social- workers trained through the ACT Forum psychosocial team, and who will be based throughout Gaza. The EJ-YMCA/IOCC team will be supervised by an experienced and trained coordinator who will follow up and supervise the professional implementation of the activities on the ground and ensure effectiveness and adherence to the goals and objectives of the ACT Forum-led and coordinated psycho-social assistance program. Community-based psycho social activities and interventions will be implemented utilizing the Gaza Crisis 42 MEPL81, Revision 2 increased capacity of the EJ-YMCA and IOCC staff teams in Gaza, and may also be supported by the Psycho-Social team of the EJ-YMCA in Palestine, if Gaza entry permits can be secured for Palestinian staff from Jerusalem/West Bank. All EJ-YMCA/IOCC psycho social activities and interventions will be community based through the existing network of community or local partners and centers/schools in Gaza.
• Objective 4: Provision of assistance and support to 90 severely disabled persons.
Activities/Methodology Cash assistance will be provided to the Four Homes of Mercy (Arab Orthodox Invalid’s Society) an highly regarded and established 60 year old Palestinian organization providing residential care and services for Palestinians with severe disabilities and disorders in Bethany, West Bank. Assistance will include partial support for the costs of food, electricity, water and winter heating for the nursing/care facility for 100 patients from the West Bank and Gaza. Costs will be fully documented by receipts, vouchers, and purchase orders. The financial accounts of the Four Homes of Mercy are audited annually by an internationally accredited auditing firm.
• Objective 5: Provision of job opportunities/employment to 850 unemployed workers (total 5,950 family member beneficiaries).
Activities/Methodology To employ an estimated 250 workers for an average of 10 days each (2,500 person/workdays) for the clean- up of war damages and debris in Gaza; and to employ an estimated 600 workers for an average of 10 days each (6,000 person/workdays) for the improvement and rehabilitation of educational facilities, village/municipal infrastructure, public facilities, community centres, youth centres and recreational facilities - through the employment of unskilled and skilled persons to perform various works.
The IOCC/YMCA hiring process and procedure for beneficiaries of emergency job creation does not discriminate on the basis of religion, nationality or ethnic background of beneficiaries. Local labor laws and internationally-recognized workers’ rights are always adhered to and will be followed under this project. IOCC/YMCA will adhere to the following plan for hiring all skilled and un-skilled laborers, as well as any required technical/engineering partners. Advertisements will be placed in the local media and tender bids in a fair and competitive manner to hire any required engineering firm that will serve as a technical partner. This partner will be tasked with overseeing the design, tendering, management and quality control of all construction, rehabilitation and renovation works at the village level. The Village Committees, NGOs and village leadership will partake in the process of identifying and recruiting the local workers under the supervision of IOCC and YMCA. Village Committees will locally announce and advertise the availability of laborer opportunities.
Based on past successful work experience of emergency employment projects in Gaza and the West Bank, IOCC and YMCA has developed strict selection criteria to help identify direct beneficiaries. When devising mechanisms and criteria for selecting the beneficiaries, all concerns of the local communities were taken into consideration especially those pertaining to possible patronage and nepotism. Furthermore, following several discussions and community feedback, a special form (questionnaire) was designed to collect data for the identification of the beneficiaries. The selection will be verified through the community committees coupled with home visits for verification. The following criteria were agreed upon for the selection process: • The overall monthly income of the family should be less than $USD 350; • Average family size: 6 members and more; • The breadwinner of the household be unemployed for a minimum period of 6 months and/or more; • Absence of other source(s) of income; • Not benefiting from other project(s) and/or social benefit/support; • Families with disabled person(s) will have special consideration
IOCC and YMCA will publicize the program in the targeted villages. The process will be fair and open to all people in the community irrespective of gender. The selection criteria of beneficiaries will be strictly applied. Prior to the final decision, IOCC and YMCA field staff and local community representatives will conduct home visits to the individual beneficiaries’ homes to verify the information provided by the questionnaires. Leaflets, posters and notices in mosques and other public places will be posted in the 9 villages/communities Gaza Crisis 43 MEPL81, Revision 2 to advertise the emergency job creation program. Specific emergency job creation projects will be indentified in the targeted communities through a collaborative process with IOCC, YMCA, village councils/leaders and local organizations to determine the priority needs for water, educational or community infrastructure rehabilitation.
Different tools and forms will be developed and will be applied in monitoring the project implementation. IOCC and YMCA project officers will be present at the project sites daily providing beneficiaries with the needed support, meeting with partner staff and the committees for feedback, recommendations and reporting on project progress and problems encountered. Signed agreements with partners and beneficiaries, tracking records for beneficiaries’ attendance at work site sheets will be developed in addition to documents confirming the salary paid to each beneficiary. The involvement of the beneficiaries in the implementation of the different activities is in adherence to the philosophy of IOCC and YMCA and is deemed necessary for the success of the program. Beneficiaries are the focal point for the implementation of all activities whether during the preparation stage, execution and later follow-up and evaluation. Their involvement, interaction and feedback will determine the degree of success of the different Operation activities.
Construction/Rehabilitation Material Costs Construction and/or Rehabilitation materials necessary for projects targeted in the Emergency Job Creation assistance are budgeted at 40% of the total direct cost, with the remaining 60% allocated for payment of wages to skilled and un-skilled laborers. Exact costs for construction and/or rehabilitation materials utilized in each specific emergency job creation project will vary in accordance with the material needs specified for each water, educational or community project/activity. However, the 40% allowance of the total direct program cost is based upon the past years of IOCC/YMCA experience in Gaza and the West Bank implementing over $6 million USD of emergency employment projects. All construction and/or rehabilitation materials will be procured in accordance with ACT procurement guidelines, as well as stringent IOCC/YMCA procurement guidelines and procedures related to bidding, contracts and payment to suppliers. The total requested ACT appeal budget for construction/rehabilitation materials is $85,000 and will consist of the following:
• Emergency Clean-Up of War Debris & Damages: $ 5,000.00 - Hand tools, wheelbarrows, rakes, shovels, etc • Emergency Rehabilitation Community Facilities/Infrastructure: $ 80,000.00 - Construction/Rehabilitation Materials Inclusive of: plumbing, sanitary, paint, plaster, concrete, timber, roofing, electrical, metalwork, interior finish, doors, windows, etc.\ - Recreational/Sports Facility Materials Inclusive of: Fencing, gravel, topsoil, paint, fixed/stationary equipment, other…
• Objective 6 : Improve the food security, agricultural production and economic security of 50 rural Farm families (350 persons) in Gaza and the West Bank
Activities/Methodology Improvement and proper use of home gardens for 50 family beneficiaries by procurement and provision of needed equipments, tools, seedlings, irrigation materials and other inputs; and improvement of knowledge and skills for 50 family beneficiaries through the provision of theoretical and practical training for increased knowledge in agricultural/garden production, and supplying them with the needed manuals and training kits.
IOCC/ YMCA will advertise the project and assistance in the targeted Gaza and West Bank villages. Selection of beneficiaries will be made according to set criteria. Bid advertisement, local open tender and procurement of the necessary home garden equipments will be accomplished. Distribution of the equipments to 50 selected poor families (350 members) for the development of their 50 home gardens. Training of 50 family members in home gardening skills and techniques
IOCC/YMCA Palestinian partner organizations will conduct theoretical and practical training designed for the management of household gardening, beekeeping, nutrition, food production, marketing and cooperative work for 50 family members at a total of approximately 750 hours. • Each training session will comprise 3 hours Gaza Crisis 44 MEPL81, Revision 2
• Training manuals in 2 subject areas: home gardens; and marketing and cooperative work - will be re- printed and distributed to the beneficiaries and the community • IOCC/YMCA and UAWC will hold regular meetings with trainers for feedback & progress review • IOCC/YMCA and UAWC will conduct regular meetings with the trainees for feedback
IOCC/YMCA will provide technical support, follow-up and supervision of the beneficiaries throughout the life of the project, hold regular meetings with the beneficiaries to review progress, strengths and weaknesses and evaluation the activities and lessons learned.
• Objective 7: Provision of essential emergency relief supplies, materials and support to an estimated 7,500 families (52,500 persons) poor and vulnerable Palestinian families, individuals, educational and health-care partners
Activities/Methodology Provision of personal hygiene kits/materials to vulnerable/poor Palestinian families; Provision of newborn/infant care kits to vulnerable/poor Palestinian mothers/children; Provision of school kits/materials to vulnerable/poor Palestinian students and schools; Provision of blankets; Provision of urgently needed medical supplies, equipment and pharmaceuticals to Palestinian hospitals, clinics and other health-care providers.
Emergency Relief Materials will be donated by IOCC and long-standing partners in the USA. All emergency materials will be coordinated and controlled through IOCC’s material aid donations staff coordinator for global support/materials. IOCC/YMCA will receive emergency materials in Gaza and the West Bank through the long-standing partnership with the American Near East Refugee Committee (ANERA), who has an established mechanism/authority to receive donated materials tax-exempt in Israel. Materials will be received directly by IOCC and stored for distribution in IOCC/YMCA warehouses.
IOCC/YMCA will distribute all emergency materials with and through long-standing Palestinian partner organizations in Gaza and the West Bank, and will cooperatively identify and select beneficiaries with these partner organizations. Proven and capable Palestinian partners will be utilized, as well as new organizations that apply for emergency materials through IOCC/YMCA in accordance with standard criteria. Examples of partner organizations include: NECC-DSPR Clinics & Programs Al Awda Hospital Jabalya Refugee Camp Helen Keller School for the Blind Union of Health Care Youth Clubs/Organizations Al Huda Medical Center Children’s Clubs Palestine Physician’s Syn. Arab Orthodox Clubs Caritas Health Clinics Private Schools/Kinder Red Crescent Society Gaza/West Bank Schools Al Ahli Hospital SOS Children’s Village Lazarus House Abu Dis Home for Aged Gaza/West Bank Community Clinics Gaza/West Bank Hospitals ATTA Services to Aged
Inputs for Project Implementation
Staff: Implementation of appeal assistance will require a percentage of the time of existing professional and technical staff within the operational structures of IOCC-JWBG and EJ-YMCA. The percentage of time required and a detailed list of staff positions is noted in the budget.
Equipment: IOCC-JWBG and the EJ-YMCA will utilize existing equipment and facilities within their operational structures for implementation of appeal assistance. Such equipment and facilities will include vehicles, offices, office equipment, communication equipment, etc.
Transportation: IOCC-JWBG and the EJ-YMCA will utilize existing vehicles within their operational structures for transport of project staff and other transport needs. This will be supplemented by available public transport (bus/taxi) and/or reimbursement to staff employees for personal vehicle use during the course of implementing appeal assistance.
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Planning Constraints, Assumptions, Pre-conditions, Prioritization
Constraints • Security and political situations, military raids, arrests, targeted assassinations and counter attacks • Internal violence and family conflicts • Restricted access to targeted areas and unpredictable closures Assumption: The necessary permits are obtained Constraint • Security and political situations, military raids, arrests , civil disturbances, demonstrations, targeted assassinations and counter attacks Assumption: Stable or Status-Quo political environment, improved security Measures and capable local staff from proposed areas Constraint • Closure and restricted access to the targeted areas and unpredictable closures Assumption: The necessary permits are obtained Constraint • Beneficiaries’ commitment and cooperation Assumption: Strong support and involvement of local committees from the proposed areas during all phases of appeal implementation Constraint • Internal community conflict, tribalism, patronage and nepotism Assumption: High risk - Will require IOCC/EJ-YMCA monitoring to mitigate
Pre-conditions • No delay in funding flow from ACT International • No anticipated problems regarding the identification and selection of the beneficiaries
Prioritization: The IOCC and EJ-YMCA implementation plan calls for implementation of proposed appeal assistance throughout the 12 month revised appeal period. However, in the event of reduced and/or delayed flow of ACT appeal funds, priority will be placed first on Immediate Crisis Phase Assistance (Humanitarian Food & Non Food + Emergency Home/Shelter Repairs); and second on the Intermediate Recovery Phase assistance including Emergency Job Creation/Employment, Emergency Home/Shelter Repairs and the provision of Emergency Humanitarian Aid Materials/Support.
Implementation Timetable
Initial Appeal Immediate Intermediate Description Activities Crisis Phase Recovery Phase (Sep-Dec 2008) (Jan-Mar 2009) (Apr-Dec 2009) Food & Non Food Assistance/Relief To Be Determined Home/Shelter Repair Family Cash Grants Psycho Social Activities/Interventions Emergency Job Creation: Clean-up Emergency Job Creation: Community Infrastructure, Facilities, Other… Improved Food Security/Agriculture Production Provision of Donated Relief Materials Follow-up and Monitoring Mid Term/Final Reporting Evaluation and Impact Assessment
V. ADMINISTRATION AND FINANCE
Day-to-day management of the ACT appeal assistance will be undertaken by the established management, financial, administrative, program and compliance structures of IOCC and EJ-YMCA. The project will be Gaza Crisis 46 MEPL81, Revision 2 managed in the oPt by program managers of IOCC and YMCA, who will devote a percentage of time to the project and will be supervised by the IOCC Representative and the General Secretary of the EJ-YMCA.
Project Managers and Field Officers of IOCC and EJ-YMCA based in Gaza, West Bank and Jerusalem will oversee overall day-to-day project implementation and support staff. These staff will be responsible for monitoring and observing the implementation of the program and the execution of the different program activities on a day-to-day basis. They will also be tasked with collecting the necessary data and follow-up.
The IOCC Finance and Administration department will manage and oversee all financial and administrative controls, and related systems and procedures for the program, including all necessary procurement in compliance with ACT policy/guidelines. In agreement with the EJ-YMCA, IOCC has been designated as the ACT member to receive all ACT appeal funds for implementation of appeal assistance through the IOCC/EJ- YMCA partnership approach. IOCC will also be responsible to maintain all financial and reporting compliance related to ACT funding as per ACT policies, procedures and guidelines.
The full and equal partnership relationship between ACT members IOCC and the EJ-YMCA is specifically defined within a formal MoU developed and signed by both ACT members - which fully details the management, implementation, administration, financial control and compliance tasks or responsibilities assigned to each partner. In addition, all management, financial, logistics and related controls, systems and procedures carried out in the Palestinian territories are governed, reviewed and monitored by IOCC and EJ- YMCA Headquarters Finance, Programs and Administration Departments.
Procedure • The ACT Coordinating Office will notify IOCC and EJ-YMCA concerning appeal funding • ACT appeal funds will be transferred to the designated account at IOCC Headquarters • IOCC will receive ACT funds in a project specific bank account from IOCC Headquarters. • IOCC and EJ-YMCA will document and report all financial expenditures on a monthly basis, • Implementation, management, monitoring and supervision of all ACT appeal assistance and interventions will be carried out by IOCC and EJ-YMCA through a full partnership approach. • According to the host country laws, IOCC and the EJ-YMCA are audited annually by internationally accredited audit firms. • A computer based accounting system will be utilized to document all revenues and expenditures and keep track of the financial status of all project activities. • A specific audit of the ACT appeal funds will be scheduled following the close-out of appeal activities, and will be conducted in accordance with ACT policies and guidelines.
VI. MONITORING, REPORTING, EVALUATION
The purpose of monitoring the ACT appeal assistance will be to ensure that activities are according to the detailed work plan - effectively fulfilling the specific objectives and achieving the desired results within the implementation plan. For all components of the project IOCC and EJ-YMCA will apply standardized monitoring processes and criteria that will facilitate ongoing information gathering and reporting throughout the appeal assistance period and as stipulated by ACT. For all appeal activities, IOCC and the EJ-YMCA will conduct monitoring for a four-fold purpose to: • Ensure that the project is implemented according to the work plan; • Confirm assistance is reaching targeted beneficiaries & achieving desired project objectives; • Record results and impact; • Determine future and continued needs.
Monitoring will help measure progress and results throughout the ACT appeal period and will take the form of formal and informal visits to the beneficiaries during the implementation period. All field monitoring reports of the partners, project officer(s) and supervisors will be based on field observation and interviews with the beneficiaries and will be shared with IOCC and EJ-YMCA management staff to ensure that proper implementation steps are taken.
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Different tools and forms will be developed and will be applied in monitoring the project implementation. IOCC and EJ-YMCA project staff will be present at the project sites on a regular basis, providing beneficiaries with the needed support, participating in meetings for feedback and recommendations – as well as reporting on project progress and problems encountered. Signed agreements with beneficiaries, tracking records for beneficiaries’ work and/or participation will also be utilized. Reporting schedule - An interim report to be received by ACT CO by 31 July 2009. - Final narrative and financial reports to be received by ACT CO by February 28, 2010 within two months of end of project. - Audit report to be received by ACT CO no later than March 31, 2010, i.e. within three months of end of project. IOCC and the EJ-YMCA are aware of and in agreement with ACT membership guidelines and are committed to adherence to the Code of Conduct for the International Red Cross; Sphere Standards; and of the requirement to implement all appeal activities in line with the ACT Gender Policy Principles.
VII. BUDGET
Description Type No. Unit Cost Budget Unit Units USD USD
INCOME - Through ACT Geneva ACT/FinnChurchAid (19 Sep 2008) 71,520.52 ACT/Church of Brethren USA (12 Nov 2008) 15,000.00 ACT/FinnChurchAid (07 Jan 2009) 30,000.00 ACT/FinnChurchAid (07 Jan 2009) 4,270.05 ACT/FinnChurchAid (09 Jan 2009) 32,401.00 ACT/Presbyterian World Service Canada (20 Jan 2009) 41,981.53 ACT/Presbyterian Disaster Assistance (21 Jan 2009) 50,000.00 ACT/ICCO Kerk in Actie (28 Jan 2009) 39,672.00 ACT/Church of Sweden (27 Feb 2009) 29,273.67 ACT/Church World Service (20 April 2009) 5,000.00 Subtotal: 319,118.77 INCOME - Cash and In Kind Donations Received Directly IOCC: Cash Donation-Middle East Crisis (Dec 2008) 10,743.73 IOCC: Cash Donation-Gaza Crisis (Dec 2008) 607.50 IOCC: Cash Donation-Emergency Funds (Jan 2009) 25,000.00 LWR: Cash Donation (08 Jan 2009) 10,000.00 IOCC: Cash Donation-Middle East Crisis (Feb 2009) 15,000.00 IOCC: Cash Donation-Middle East Crisis (Mar 2009) 10,000.00 IOCC: Backdonor Funding (Feb/Mar/Apr 2009) 689,246.00 Subtotal: 760,597.23 INCOME PLEDGED (Cash through ACT Geneva and Received Directly) CWS: Donation (IMA Medicine Box Shipment Costs) 3,000.00 ICCO/KIA: Donation 13,214.00 Subtotal: 16,214.00 MATERIALS PLEDGED (Relief Materials through ACT Geneva and directly) IOCC/LDS: Hygiene, Educational, Blankets, Status: Provided - 31,687.48 Gaza Crisis 48 MEPL81, Revision 2
Description Type No. Unit Cost Budget Unit Units USD USD Milk 2008 Provided - IOCC/LDS: Quilts/Blankets Status: 2009 7,917.00 Provided - IOCC/LDS: Hygiene Status: 2009 6,232.80 Provided - IOCC/LDS: Educational Status: 2009 5,191.20 Provided - IOCC/UAWC: Food & Non Food Status: 2009 45,000.00 Received - IOCC/LDS: Hygiene Kits Status: Mar 2009 15,484.00 Received - Apr IOCC/MTI: Medical Status: 2009 543,243.20 IOCC/LWR: Hygiene, Educational, Infant, Enroute - May Other Status: 2009 191,396.00 Enroute - April IOCC/CWS-IMA: Medicine Boxes Status: 2009 101,096.00 IOCC: Food, Non Food, Educational, Medical, Planned: Jun- Hygiene Status: Dec 2009 477,752.32 Subtotal: 1,425,000.00
TOTAL CASH: INCOME & PLEDGES 1,095,930.00 TOTAL MATERIAL AID: ACTUAL & PLEDGED 1,425,000.00 TOTAL INCOME 2,520,930.00
EXPENDITURE
DIRECT ASSISTANCE
DIRECT ASSISTANCE 2008: 5 Months (18 Jul-31 Dec)
Gaza & West Bank: Support to Four Homes of Mercy Food Supply Total 2008 1 11,300 11,300 Water Supply Total 2008 1 2,000 2,000 Electricity & Heating, Total 2008 1 4,000 4,000
Gaza & West Bank: Emergency Job Creation (EJC) EJC Wages: 80% Unskilled Labor Total 2008 436 16 6,960 EJC Wages: 20% Skilled Labor Total 2008 73 24 1,740 Construction/Rehab Materials: Total 2008 1 5,800 5,800
Direct Programme Related Costs IOCC: Driver/Security Officer (Salary) Total 2008 1 870 870 IOCC: Driver/Security Officer (Benefits) Total 2008 1 240 240 YMCA: Field Officer (Salary) Total 2008 1 468 468 YMCA: Field Officer (Benefits) Total 2008 1 87 87 IOCC: Field Officer Total 2008 1 870 870 IOCC: Field Officer Total 2008 1 166 166 IOCC: Asst. Field Officer Total 2008 1 360 360 IOCC: Asst. Field Officer Total 2008 1 120 120 YMCA: Field Officer Total 2008 1 498 498 Gaza Crisis 49 MEPL81, Revision 2
Description Type No. Unit Cost Budget Unit Units USD USD YMCA: Field Officer Total 2008 1 93 93 YMCA: Asst. Field Officer Total 2008 1 343 343 YMCA: Asst. Field Officer Total 2008 1 64 64
2009 APPEAL ASSISTANCE: 01 Jan - 31 Dec 2009
IMMEDIATE CRISIS PHASE: 3 Months (Jan-Mar 2009)
Ben Supplemental Nutritional Food Lump 1 69,000 69,000 Commodities: 37,040 Litres Fortified Milk, 230,400 Nutritional Biscuits Family Nutritional Food Lump 1 18,957 18,957 Commodities: 9.5 Metric Ton Sugar, Rice, Lentils, Beans, Peas, Oil Family Non Food Items Lump 1 5,773 5,773 Commodities: 1,000 Blankets Family Food Parcels (Back donor Funding) Each 6000 64 381,660 Contents: 35 Kg Rice, Beans, Pasta, Meat, Milk, Sugar, Cheese, Oil, Other) Family Non-Food Parcels (Back donor Funding) Each 6000 39 233,910 Contents: 2 Blankets, 2 Towels, Soap, Toothbrush, Toothpaste
DIRECT ASSISTANCE (Continued…)
Gaza Crisis: Emergency Home/Shelter Repairs Cash Grants and/or Provision of Materials: Self- Help Family 125 400 50,000
Direct Programme Related Costs IOCC: Driver/Security Officer (30% of Monthly Salary) Month 3 372 1,116 IOCC: Driver/Security Officer (30% of Monthly Benefits) Month 3 117 351 YMCA: Field Officer (2 @ 30 % of Monthly Salary) Month 3 950 2,850 YMCA: Field Officer (2 @ 30 % of Monthly Benefits) Month 3 180 540 YMCA: Asst. Field Officer (2 @ 30 % of Monthly Salary) Month 3 700 2,100 YMCA: Asst. Field Officer (2 @ 30 % of Monthly Benefits) Month 3 130 390 IOCC: Driver Security Officer (Backdonor Funding) Month 3 310 929 IOCC: Driver Security Officer (Backdonor Funding) Month 3 98 293 IOCC: Gaza Field Officer #1 (Backdonor Funding) Month 3 800 2,400 IOCC: Gaza Field Officer #2 (Backdonor Funding) Month 3 800 2,400 YMCA: Gaza Coordinator (Backdonor Funding) Month 3 800 2,400 YMCA: Gaza Local Staff (14 Days Each - Backdonor Funding) Staff Pers 43 463 19,890
Gaza Crisis 50 MEPL81, Revision 2
Description Type No. Unit Cost Budget Unit Units USD USD INTERMEDIATE RECOVERY PHASE: 9 Months (Apr-Dec 2009) Gaza Crisis: Food & Non-Food Relief to Vulnerable Families Family Food Parcels (Backdononr Funding Potential) Family 4325 0 0 Contents: To Be Determined After Backdonor Funding Confirmation Family Non-Food Parcels (Backdonor Funding Potential) Family 4325 0 0 Contents: To Be Determined After Backdonor Funding Confirmation
Gaza Crisis: Emergency Home/Shelter Repairs Cash Grants and/or Provision of Materials: Self- Help Family 250 400 100,000
Gaza: Psycho-Social Assistance YMCA: Psycho Social Coordinators (1 @ $ 800/Month) Month 8 800 6,400 YMCA: Psycho Social Workers (6 @ $600/Month) Month 8 3,600 28,800 YMCA/IOCC: Training Courses Course 1 2,000 2,000 YMCA: Open Days Day 30 500 15,000 YMCA: Community Based Information Sessions Session 24 700 16,800 YMCA: Supplies, Toys And Stationary Lump 1 5,000 5,000 IOCC: Community & School Activities/Summer Camp Lump 1 10,000 10,000
Gaza & West Bank: Assistance to Severely Disabled Persons (Four Homes of Mercy) Food Supply (50% of Monthly Cost for 90 Patients) Mo 6 2,825 16,950 Water Supply (50% of Monthly Cost for 90 Patients) Mo 6 500 3,000 Electricity & Heating (50% of Monthly Cost for 90 Patients) Mo 6 1,000 6,000
Gaza & West Bank: Emergency Job Creation/Employment (12 Months: 01 Jan - 31 Dec 2009) EJC Wages: Labor for Cleanup of War Debris, Other Day 2,500 16 40,000 EJC Materials/Tools/Supplies: Debris Clean-up, Other Lump 1 5,000 5,000 EJC Wages 80% Unskilled Labor: Education/Community Day 5,000 16 80,000 EJC Wages 20% Skilled Labor: Educational/Community Day 1,000 24 24,000 Construction/Rehab Mateirals: Educational Projects Lump 1 40,000 40,000 (General Construction/Rehab Materials: plumbing, sanitary, paint, plaster, concrete, timber, roofing, electrical, metalwork, interior, doors, windows) Construction/Rehab Materials: Community Infrastructure Lump 1 40,000 40,000 (General Construction/Rehabi Materials: plumbing, sanitary,fencing, paint, plaster, concrete, timber, electrical, metalwork, interior, doors, windows)
Gaza Crisis 51 MEPL81, Revision 2
Description Type No. Unit Cost Budget Unit Units USD USD Gaza & West Bank: Improved Food Security Home Gardens: Water Tanks & Drip Irrigation Family 50 325 16,250 Home Gardens: Seeds & Seedlings Family 50 175 8,750 Home Gardens: Fertilizer, Tools, Sheeting, Fittings, Other Family 50 500 25,000 Home Gardens: Beneficiary Training Family 50 100 5,000
Direct Programme Related Costs IOCC: Driver/Security Officer (30% of Monthly Salary) Mo 9 372 3,348 IOCC: Driver/Security Officer (30% of Monthly Benefits) Mo 9 117 1,053 IOCC: Field Officer (2 @ 100% of Monthly Salary) Mo 9 1,534 13,806 IOCC: Field Officer (2 @ 100% of Monthly Benefits) Mo 9 194 1,746 YMCA: Field Officer (2 @ 30 % of Monthly Salary) Mo 9 950 8,550 YMCA: Field Officer (2 @ 30 % of Monthly Benefits) Mo 9 180 1,620 YMCA: Asst. Field Officer (2 @ 30 % of Monthly Salary) Mo 9 700 6,300 YMCA: Asst. Field Officer (2 @ 30 % of Monthly Benefits) Mo 9 130 1,170 Sub Total 1,362,479
IMMEDIATE CRISIS & INTERMEDIATE RECOVERY PHASE: 12 Months (Jan-Dec 2009)
Gaza/West Bank: Donated Emergency Relief Materials Medical Supplies, Medicines, Equipment Container 1.5 750,000 1,125,000 Educational, Hygeine, Newborn Materials, Food Container 1.5 200,000 300,000 Sub Total 1,425,000
TOTAL DIRECT ASSISTANCE 2,787,479
TRANSPORT, WAREHOUSING & HANDLING
TRANSPORT, WAREHOUSING & HANDLING 2008: 5 Months (18 Jul - 31 Dec)
Transport IOCC: Vehicle Maintenance Total 2008 1 307 307 IOCC: Vehicle Insurance Total 2008 1 180 180 YMCA: Vehicle Fuel Total 2008 1 360 360 YMCA: Vehicle Maintenance Total 2008 1 150 150 YMCA: Vehicle Insurance Total 2008 1 90 90
Transport, Shipping, Handling Donated Emergency Relief Materials: Warehouse, Trucking Total 2008 1 1,162.0 1,162
TRANSPORT, WAREHOUSING & HANDLING (Continued…) Gaza Crisis 52 MEPL81, Revision 2
Description Type No. Unit Cost Budget Unit Units USD USD
2009 APPEAL ASSISTANCE: 01 Jan - 31 Dec 2009
Transport IOCC: Vehicle Fuel (50% of 2 Vehicles) Mo 12 500 6,000 IOCC: Vehicle Maintenance (50% of 2 Vehicles) Mo 12 250 3,000 IOCC: Vehicle Insurance (50 % of 2 Vehicles) Mo 12 133 1,600 IOCC: Staff Local Travel Costs/Reimbursement Mo 9 100 900 YMCA: Vehicle Fuel Mo 12 500 6,000 YMCA: Vehicle Maintenance Mo 12 250 3,000 YMCA: Vehicle Insurance Mo 12 133 1,596 YMCA: Staff Local Travel Costs/Reimbursement Mo 9 100 900 IOCC: Vehicle Maintenance (Backdonor Funding) Mo 2 150 300 IOCC: Vehicle Insurance (Backdonor Funding) Mo 2 80 159 IOCC: Vehicle Fuel (Backdonor Funding) Mo 2 300 600
Transport, Shipping, Handling Warehouse Rental Month 12 750.0 9,000 Local Transport, Trucking, Distribution Month 12 500.0 6,000 Donated Emergency Relief Materials: Transport, Fees, Etc Lump 1 30,000.0 30,000 Transport of Food/Non-Food to Gaza (Backdonor Funding) Lump 1 10,500 10,500 Loading/Unloading Food/Non Food (Backdonor Funding) Month 3 1,200 3,600 Warehouse Rental in Gaza (Backdonor Funding) Month 3 600 1,800
TOTAL TRANSPORT, WAREHOUSING & HANDLING 87,204
CAPITAL ASSETS ( over US$500)
2009 APPEAL ASSISTANCE: 01 Jan - 31 Dec 2009
Capital Assets: 2009 Appeal Assistance IOCC: Computer/Printer/Accessories/Network Piece 1 1,750 1,750 IOCC: Office Fax, Scanner, Etc + Office Furnishings Lump 1 1,250 1,250 YMCA: Computer/Printer/Accessories/Network Piece 1 1,750 1,750 YMCA: Office Fax, Scanner, Etc + Office Furnishings Lump 1 1,250 1,250
TOTAL CAPITAL ASSETS 6,000
INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT INDIRECT COSTS 2008: 5 Months (18 Jul - 31 Dec) Gaza Crisis 53 MEPL81, Revision 2
Description Type No. Unit Cost Budget Unit Units USD USD
IOCC Staff Salaries Program Manager Total 2008 1 1,296 1,296 Project Manager Total 2008 1 1,920 1,920 Finance Manager Total 2008 1 1,650 1,650 IOCC Staff benefits Program Manager Total 2008 1 276 276 Project Manager Total 2008 1 496 496 Finance Manager Total 2008 1 436 436 IOCC Office Operations Office Rental Total 2008 1 780 780 Office Utilities Total 2008 1 108 108 Office Expendable Supplies Total 2008 1 442 442 Computer Expendable Supplies Total 2008 1 37 37 IOCC Communications Telephones, Mobiles, Internet Total 2008 1 159 159 IOCC Other Equipment Maintenance/Repair Total 2008 1 66 66 Accounting Services Total 2008 1 38 38 Bank Charges Total 2008 1 242 242 YMCA Staff salaries General Secretary Total 2008 1 628 628 Program Director Total 2008 1 504 504 Project Manager Total 2008 1 360 360 Finance Assistant Total 2008 1 234 234 YMCA Staff benefits General Secretary Total 2008 1 117 52 Program Director Total 2008 1 94 94 Project Manager Total 2008 1 67 67 Finance Assistant Total 2008 1 44 104 YMCA Staff Travel Local Travel Costs - Taxi,Parking, Tolls Total 2008 1 24 0 Staff Vehicle Use/Reimbursment Total 2008 1 88 0 YMCA Office Operations Office Rent Including Taxes Total 2008 1 407 500 Office Utilities Total 2008 1 89 89 Office Expendable Supplies Total 2008 1 56 56 Computer Expendable Supplies Total 2008 1 34 34 Postage & Delivery Total 2008 1 22 0 YMCA Communications Telephones, Mobiles, Internet Total 2008 1 123 250 YMCA Other Office Maintenance/Repair Total 2008 1 56 0 Equipment Maintenance/Repair Total 2008 1 34 0 Legal Services Total 2008 1 120 0 Accounting Services Total 2008 1 101 0 Computer/IT Services Total 2008 1 28 0 Office Equipment Services Total 2008 1 22 0 INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT (Continued….)
2009 APPEAL ASSISTANCE: 01 Jan - 31 Dec 2009 Gaza Crisis 54 MEPL81, Revision 2
Description Type No. Unit Cost Budget Unit Units USD USD
IOCC Staff Salaries Country Representative (20% of Monthly Salary) Month 12 1,167 14,004 Program Manager (30% of Monthly Salary) Month 12 1,407 16,884 Project Manager (30% of Monthly Salary) Month 12 830 9,960 Finance Manager (30% of Monthly Salary) Month 12 695 8,340 Finance Assistant (30% of Monthly Salary) Month 12 305 3,660 Office Administrator (30% of Monthly Salary) Month 12 316 3,792 Country Representative (Backdonor Funding) Month 3 1,458 4,375 Program Manager (Backdonor Funding) Month 3 1,875 5,626 Project Manager (Backdonor Funding) Month 3 1,107 3,320 Finance Manager (Backdonor Funding) Month 3 927 2,780 Finance Assistant (Backdonor Funding) Month 3 254 763 Office Administrator (Backdonor Funding) Month 3 238 715 IOCC Staff benefits Country Representative (20% of Monthly Benefits/Housing) Month 12 449 5,388 Program Manager (30% of Monthly Benefits) Month 12 304 3,648 Project Manager (30% of Monthly Benefits) Month 12 213 2,556 Finance Manager (30% of Monthly Benefits) Month 12 182 2,184 Finance Assistant (30% of Monthly Benefits) Month 12 92 1,104 Office Administrator (30% of Monthly Benefits) Month 12 100 1,200 Country Representative (Backdonor Funding) Month 3 605 1,814 Program Manager (Backdonor Funding) Month 3 406 1,217 Project Manager (Backdonor Funding) Month 3 284 851 Finance Manager (Backdonor Funding) Month 3 242 727 Finance Assistant (Backdonor Funding) Month 3 77 231 Office Administrator (Backdonor Funding) Month 3 77 232 IOCC Staff Travel Local Travel Costs - Taxi, Parking, Tolls (30% of Mo Cost) Month 12 30 360 Local Travel Costs - Taxi, Parking, Tolls (Backdonor Funding) Month 2 30 60 IOCC Office Operations Office Rental Jerusalem (30% of Monthly Cost) Month 12 405 4,860 Office Utilities Jerusalem (30% of Monthly Cost) Month 12 75 900 Office Rental Gaza (100% of Monthly Cost) Month 9 200 1,800 Office Utilities Gaza (100% of Monthly Cost) Month 9 50 450 Office Expendable Supplies (30% of Monthly Cost) Month 12 45 540 Computer Expendable Supplies (30% of Monthly Cost) Month 12 30 360 Printing, Publications, ACT Visibility Materials Month 12 100 1,200 Office Rental Jerusalem (Backdonor Funding) Month 3 405 1,215 Office Utilities Jerusalem (Backdonor Funding) Month 3 75 225 Office Expendable Supplies (Backdonor Funding) Month 3 45 135 Computer Expendable Supplies (Backdonor Funding) Month 3 30 90 IOCC Communications Telephones, Mobiles, Internet (30% of Monthly Cost) Month 12 195 2,340 Telephones, Mobiles, Inernet: Gaza (100% of Mo Cost) Month 9 100 900 Gaza Crisis 55 MEPL81, Revision 2
Description Type No. Unit Cost Budget Unit Units USD USD Postage & Delivery (30% of Monthly Cost) Month 12 30 360 Telephones, Mobiles, Internet (Backdonor Funding) Month 2 180 360 Postage & Delivery (Backdonor Funding Month 2 30 60 IOCC Other Office Maintenance/Repair (30% of Monthly Cost) Month 12 53 636 Equipment Maintenance/Repair (30% of Monthly Cost) Month 12 30 360 Legal Services (30% of Monthly Cost) Month 12 225 2,700 Accounting Services (30% of Monthly Cost) Month 12 45 540 Computer/IT Services (30% of Monthly Cost) Month 12 30 360 Office Equipment Services (30% of Monthly Cost) Month 12 30 360 Bank Charges (ACT Appeal + Related Accounts) Month 12 125 1,500 Office Maintenance/Repair (Backdonor Funding) Month 3 45 135 Equipment Maintenance/Repair (Backdonor Funding) Month 3 30 90 Office Equipment Services (Backdonor Funding) Month 3 45 135 Bank Charges (Backdonor Funding) Month 3 250 750 Visibility Materials (Backdonor Funding) Lump 1 2,500 2,500 YMCA Staff salaries General Secretary (20% of Monthly Salary) Month 12 700 8,400 Program Director (30% of Monthly Salary) Month 12 840 10,080 Project Manager (40% of Monthly Salary) Month 12 800 9,600 Finance Assistant (40% of Monthly Salary) Month 12 520 6,240 YMCA Staff benefits General Secretary (20% of Monthly Benefits) Month 12 208 2,500 Program Director (30% of Monthly Benefits) Month 12 154 1,845 Project Manager (40% of Monthly Benefits) Month 12 146 1,757 Finance Assistant (40% of Monthly Benefits) Month 12 193 2,320 YMCA Staff Travel Local Travel Costs - Taxi,Parking, Tolls (40% of Monthly Cost) Month 12 40 480 Staff Vehicle Use/Reimbursement (40% of Monthly Cost) Month 12 200 2,400 YMCA Office Operations Office Rent Including Taxes (40% of Monthly Cost) Month 12 1,124 13,488 Office Utilities (40% of Monthly Cost) Month 12 160 1,920 Office Expendable Supplies (40% of Monthly Cost) Month 12 104 1,252 Computer Expendable Supplies (40% of Monthly Cost) Month 12 200 2,400 Postage & Delivery (40% of Monthly Cost) Month 12 40 480 YMCA Communications Telephones, Mobiles, Internet (40% of Monthly Cost) Month 12 370 4,435 YMCA Other Office Maintenance/Repair (40% of Monthly Cost) Month 12 104 1,248 Equipment Maintenance/Repair (40% of Monthly Cost) Month 12 52 624 Legal Services (40% of Monthly Cost) Month 12 240 2,880 Gaza Crisis 56 MEPL81, Revision 2
Description Type No. Unit Cost Budget Unit Units USD USD Accounting Services (40% of Monthly Cost) Month 12 80 960 Computer/IT Services (40% of Monthly Cost) Month 12 48 576 Office Equipment Services (40% of Monthly Cost) Month 12 48 576 Bank Charges (ACT Appeal + Related Accounts) Month 12 100 1,200
TOTAL PERSONNEL, ADMIN & SUPPORT 210,230
AUDIT & MONITORING
2009 APPEAL ASSISTANCE: 01 Jan - 31 Dec 2009 IOCC/YMCA: Audit of ACT Funds Estimate 1 5,000 5,000
TOTAL AUDIT & MONITORING 5,000
TOTAL EXPENDITURE (Appeal Cash Funding) 1,670,913 TOTAL EXPENDITURE (Donated Emergency Relief Materials) 1,425,000 TOTAL APPEAL TARGET (Cash Funding & Donated Materials) 3,095,913 Income received and pledges 2,520,930 BALANCE OF FUNDS REQUESTESD 574,983 Gaza Crisis 57 MEPL81, Revision 2 F. NORWEGIAN CHURCH AID (NCA)
I. REQUESTING ACT MEMBERS
Norwegian Church Aid
II. REQUESTING ACT MEMBER & IMPLEMENTING PARTNER INFORMATION
ACT Member: Norwegian Church Aid (NCA) NCA is an ecumenical non-governmental organization working to protect and uphold people’s rights. NCA has supported local organizations and institutions since the 1950s and has had an office in Jerusalem since 2005, which covers the Middle East including the Palestinian Territories.
Implementing partner: The Episcopal Diocese in Jerusalem through the Al Ahli Arab Hospital Al Ahli Hospital in Gaza City was founded in 1882 by English missionaries. Al Ahli is now an institution of the Episcopal Diocese in Jerusalem, a church of the worldwide Anglican Communion. Al Ahli is administratively responsible to the Diocese and its Board, which is headed by the Anglican Bishop in Jerusalem.
Al Ahli Hospital provides health care services to refugees and residents. It has responded to the needs of the people as they occur, and in particular during the frequent crises related to the Palestinian-Israeli conflict such as the one occurring in December/January 2008-09.
Al Ahli is a general hospital of 100-bed capacity now operating 50 beds because of limited resources attributable to the exigent circumstances in Gaza. Under normal conditions, Al Ahli cares for 4,000 inpatients and 30,000 outpatients per year. The hospital provides general medical, surgical, and pediatric services, as well as several special programs: care for elderly women, with emphasis on cancer detection and prevention; mobile clinics that provide food and medical care for vulnerable children and women who lack the basic necessities and have no proper access to health services. The hospital also provides clinical education for medical students and special training courses for the new graduate nurses and medical doctors. All of these programs are threatened by the current circumstances.
III. TARGETED BENEFICIARIES
Location, number and type All beneficiaries/rights holders will be from Gaza and in the catchment area of Al Ahli Hospital which is located in Gaza City. The beneficiaries/rights holders are ill and war-injured or war-affected Palestinian women, men and children living in the Gaza Strip who do not have the minimum means for basic medical treatment.
- Up to 3,900 outpatients will be provided free medical care (130 patients (twice a week/ 30 weeks). - 50 children with burns will receive 15 therapy sessions. - 800 malnourished children will be cared for over six months each. - 600 chronically ill women and 100 men will receive treatment against hypertension, diabetes, osteoporosis over a six-month period. - 200 war injured patients will receive treatment and physical rehabilitation for three months over a 12 months period - Psychosocial support and rehabilitation for a number of 600 children, adults and staff members - 600 women will be screened for breast cancer through mammography. - 600 poor chronically ill women and elderly will receive food parcels and commodities. - 60 personnel for new-job training and education of 60 days over a twelve-month period.
- Salaries for extra staff for 12 months
Gaza Crisis 58 MEPL81, Revision 2
Selection criteria Al Ahli Arab Hospital operates on an equal opportunity policy based on Christian faith of serving one another with love. Thus it serves all in need regardless of gender, race, religion or wealth. The targeted beneficiaries/rights holders will be selected through interview and evaluation intakes by the Al Ahli Social Services Department. Selection criteria include financial need based on interview, documentation; social conditions (single, divorced, or widowed women; unemployed head of household with dependents; members of families without source of income). The selection will take account of a medical examination where relevant, in cases of burns, malnourishment, and chronic illness.
The selection will be based on the below criteria:
- Patients with no access medical care, due to transport difficulties. - Patients with no access to other health provider’s services and are financially unable to meet the cost of their health care. - Women heads and unemployed, chronically ill women, families with no source of income with one or more malnourished children. - Deprived women in need of mammogram x-ray examinations for early detection of breast cancer. - Poor children suffering from burns. - Unskilled and unemployed youth who have no place for training.
IV. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION
Goal The overall goal is to secure that poor and vulnerable patients in Gaza have access to adequate health care and psychosocial support.
Specific Objectives (August 2008 – December 2009), revised March 2009 1. Poor and vulnerable patients have access to free medical treatment. 2. War-injured patients, incl. children, with burns have access to treatment and rehabilitation. 3. Psychologically affected patients have access to psycho-social counseling. 4. Underprivileged women who are at high risk of breast cancer have access to diagnostic services. 5. Unemployed youth, graduates and undergraduates have access to employment in medical sector. 6. Vulnerable women and their families have received livelihood support.
Report 2008 These activities have been executed to the extent possible with the funds made available. A report has not been yet due (expected in mid April). The activities are planned to be continued until the end of the planned period. Due to the war on Gaza affecting large parts of the population additional objectives and activities have become necessary. The emergency phase is planned for the months January to March 2009, but is expected to be extended into an intermediate emergency phase from April to the 31st December 2009.
Expected result including indicators • The hospital is operating and enabled to provide quality health services to patients. • Two extra emergency staff has been recruited in addition to some overtime work for present staff. • Free medical mission provided for up 1300 outpatients. • Treatment provided for 800 malnourished children. • Treatment provided for 600 chronically ill women and 100 men. • Treatment and physical rehabilitation provided for 200 war-injured children with burns. • At least one female nurse/doctor/social worker is employed and added to the psychosocial team. • Counseling provided for at least 600 women, children and men. • Mammography screening has been performed for 600 vulnerable women. • Training opportunities for 60 youth, graduate and undergraduate for future employment in health sector. • Livelihood support has been provided for 600 poor families of patients.
Gaza Crisis 59 MEPL81, Revision 2
Sources of verification The key performance indicators will be verified through diligent record keeping. This will include medical records, social service records, accounting and administrative documentation. Records will document those who are admitted to the hospital, their diagnosis, their age and gender, and their medical intervention and treatments.
Assumptions It is assumed that the situation is not getting worse and that the employees and the people can still access the hospital.
Implementation methodology/Activities
1. Purchase of essential supplies and hire of personnel The hospital will purchase fuel and medical supplies to secure the general operations. The Al Ahli management, accounting, and pharmacy staffs will oversee the location, purchase and acquisition of the necessary supplies. Under the conditions of the blockade, it is necessary to identify sources for the needed supplies that understand and can accommodate to the conditions. As a medical institution of long standing, Al Ahli has such contacts.
2. Provision of free medical treatment The Al Ahli Hospital will organize free medical treatment for the most marginalized areas through bringing primary health care services to villages and individuals who lack the basic necessities and cannot access health services. Along with the community-based partners who are women’s organizations, men’s clubs, community support organizations and the local municipality, the Ahli Social Unit will identify the most urgent medical, surgical and rehabilitative needs of the residents. A list will be drawn up by the community representative including the name, age and gender and health complaint of the participants. The Ahli management will assign special week days for the treatment and medical care of the attendants. A medical team will be formed according to the needs of the participants. Generally, this team will consist of consultants in general surgery, general medicine, gynecology, urology, dermatology, orthopedics, pediatrics and psychologist. Through these missions the medical team will offer a full range of essential medical services, including examination, diagnostic, free medications, admission for those in need, transport to and from the hospital as well as lunch for each participant. Moreover, the mission will be associated with a team of psycho- social therapists to work with the participants (children- women and men) who are very much affected by the latest war in Gaza in December 2008.
The programme also, transports patients (adults and children) from a nearby village each week, bringing them to the outpatient clinics at Al Ahli Hospital where they are seen by the social service, medical, and nursing staffs and special departments as needed (e.g. rehabilitation). After reception at the clinic, the patients will be provided lunch and transported back to their homes.
3. Provision of medical care and rehabilitation for war-injured and children with burns The hospital will provide urgent medical care to the injured. Highly specialized doctors and nurses in the management of the casualties will perform the care either in the emergency rooms or at the operating theatre. The Ahli emergency chief doctor will be responsible for the overall clinical management of the injured and he will work together with a team of surgeons, staff nurses and technicians specialized in emergency health care management for injured. Two ambulances with two emergency teams are attached to the emergency department ready to help in transport the injured from the shelled site or the wounded to medical facilities. The hospital physical therapy department will provide the injured with post injuries rehabilitation therapy.
Ahli Arab Hospital will offer proper medical treatments for children with burns whose families are poor and unable to pay for the cost. The Ahli social department will assess each child with burns, who is eligible for the hospital free medical care. The treatments of the children with burns will take place at the Ahli out patient clinics as well as at the unit for burns at the hospital. The Ahli surgical doctor with expertise in the management of patients with burns will be responsible for the patient's overall clinical management. The surgeon will work closely with a team of surgeons, nurse practitioners with expertise on burns and registered nurses, in follow up with the daily medical care. Depending on a patient's individual needs other specialists may be involved in the child's care, including the physical therapy services where a highly qualified physical Gaza Crisis 60 MEPL81, Revision 2 therapist will provide services to children with burns according to a treatment plan that will help the child to restore the highest level of function. Moreover, the hospital will provide social services for the patient, his/her family, and try to solve problems that affect good patient care.
4. Psychosocial support A psychosocial team seconded by FCA and COS has organized debriefing workshops with staff before discussing the development of any psychosocial intervention targeting the community (see Psychosocial general for more details).
A psychosocial team has been established consisting of the four Directors of Nursing at Al Ahli. They are all men and since more than half of the people receiving psychosocial support are women it is proposed to employ at least one female nurse/doctor or social worker to be part of the team and the Training of Trainers (TOT).
A plan for TOT for the members of this team will be planned in order to enhance their capacity and competence and contribute to sustainability (see Psycho-social general for more details). The training will use participatory methods including learning by doing. As part of the training separate groups of women, men and children will be established with maximum 20 participants in each group. The participants will be patients and their families who are affected by the war.
After the TOT is finalized the psychosocial team will continue working with groups for debriefing, defusing and counseling. Ideally the groups should meet three times but this will be considered depending on the transportation possibilities and the access to fuel. Home visitations will be included as part of the counseling. Between 600 to 1000 women, men and children are expected to receive counseling through this programme. As a precondition for children counseling the mothers should first received debriefing and counseling.
5. Diagnostic services with mammography screening With a high rate of breast cancer in Gaza, it is essential to provide screening during a time when health care access is otherwise so severely restricted and when the disease of concern carries such a high societal burden. The hospital has been very fortunate to receive from a generous donor a mammogram x-ray machine suitable to detect and evaluate breast abnormalities, both in women who have or have not breast complaints or symptoms. The hospital has contracted a part time radiologist who is capable to read the mammogram x-rays results, the breast ultrasound examination and initiate diagnosis. A part time x-ray female technician who is trained in safe operation of the mammogram machine will be working in the department. Two experienced part time nurses will be assigned for clinic management as well as providing health education and training for women to do self- examination. The social department at the hospital in cooperation with community-based organizations will identify women at high risk and in need of breast cancer screening.
6. Distribution of food baskets for poor women The distribution of food parcels at Ahli will address the attendants of the Ahli free medical program who are identified by the Ahli medical and social team as vulnerable and in need of food assistance. Attention will be given to women at high risk and have seven or more family members with no source of income.
The Ahli procurement department will call for quotations from different suppliers in Gaza. The department will study all offers and accept the best quotation in terms of quality, price and delivery date. The hospital will employ three daily workers for one week to fill the baskets with food items in accordance with ratios required by the humanitarian aid standards, as stated by the Sphere project; 1kg dry whole milk, 5 kg sugar, 5 kg rice, 3 litres cooking oil, 3 bags of macaroni, 3 cans of tomato paste of 580g each, 2kg white peas, 1 kg tea, 1 kg lentil, 2 cans of corn beef of 700g, 5 cans of tuna fish 275g each and 1 hygiene kit. The social unit at the hospital will distribute the baskets to the beneficiaries/rights-holders. Delivery receipts signed by each beneficiary/rights-holder will be obtained.
Resources (Input) The Hospital contributes to this project with its facilities like the hospital buildings and staff such as the x- ray and laboratory technicians, the pharmacists and the medical support staff such as social workers, medical record staff and other administrative staff. Gaza Crisis 61 MEPL81, Revision 2
Preconditions The preconditions for the implementation are that there is relative peace so that staff and patients can access the hospital. A precondition is also that sufficient resources are available and accessible.
Risks There is a risk that the conflict with Israel will escalate and that incursions and attacks from the IDF will increase. This might hamper the operation of the hospital and the admissions. The continued Israeli siege and tight closures on the borders of Gaza is a significant risk on the implementation of the project and the access of necessary goods into Gaza. The delay in receiving the necessary funds for the project might affect the treatment of the patients and cause a lot of harm. There is also a risk from the internal conflicts between the political factions in Gaza. During the last attack between Hamas and Fatah, it was extremely dangerous and difficult to access or leave the hospital.
Operations on sick and wounded persons in the Gaza Strip are sometimes extremely dangerous and difficult. Many paramedics, doctors, ambulance drivers and nurses have been killed by Israeli troops. During the last 22 days of war against Gaza in December 2008, about 19 ambulances where attacked and 2 hospitals were partially destructed by Israel warplanes and tanks. About 16 medical personnel lost their lives during this war.
Report January – February 2009 Goods were purchased and provided; medicines – specifically for anesthetic and bone fractures, food for providing meals to patients, nutritious supplies, water and blankets. The hospital - provided treatment for 545 inpatients - provided treatment for 3008 outpatients - treated 1722 patients in the Department for Physiotherapy and burns - organized 12 free medical missions totaling 1074 deprived patients
V. ADMINISTRATION AND FINANCE
The ACT member NCA will have the overall responsibility for the project and will supervise and oversee the implementation by the Al Ahli Staff. NCA has a long-standing relationship with the partner, the Diocese of Jerusalem/Al Ahli Arab Hospital, extending over many years and several different support projects. The personnel of both bodies are well known to each other and experienced in collaborating in the implementation of projects. The financial operations and procedures of the institutions are familiar, as are reporting requirements.
NCA will receive the funds from ACT and transfer to the Al Ahli Hospital in installments according to a contract signed between the Diocese of Jerusalem and NCA.
The Al Ahli Hospital Board of Directors, together with the Management Team, Gaza, will supervise the implementation of the administrative functions for this emergency project.
The Director of Ahli Arab Hospital will have overall responsibility for the operation of the hospital and the outreach care program. The Medical Director is responsible for the medical functions of the hospital.
The Ahli Chief Accountant will be responsible to keep separate accounts for the ACT/NCA grant and assure that the funds are spent according to their designated purpose. The Chief Accountant will be responsible for the receipt and expenditure of the funds and also for following up all financial transactions and financial reporting.
Under NCA oversight, the Al Ahli Management Staff will carry primary responsibility for the project. The Ahli Director will authorize the Social Service Department to identify and contact beneficiaries. The Medical Director will supervise delivery of the actual medical services. Under the supervision of the Ahli management the Human Resources will implement the training and job-creation.
Gaza Crisis 62 MEPL81, Revision 2
VI. MONITORING, REPORTING & EVALUATION
The primary responsibility for monitoring the assistance provided by the Appeal, both financial and programmatic, resides with NCA. However, the on-site monitoring will be incumbent upon the Al Ahli management staff. The Al Ahli management will supervise and monitor the hospital’s operations including its departments for Social Services, Human Resources, and Medical treatment. The monitoring will ensure that family and individual beneficiaries meet the criteria for need; that services are delivered as planned; and that no duplication of services from other relief programs takes place.
Financial monitoring accrues to the Al Ahli management and Accounting Departments, but with oversight from three sources: the Accounting Department of the Episcopal Diocese of Jerusalem, the Auditor of the Episcopal Diocese of Jerusalem and ultimately from NCA. The Ahli Chief Accountant also will be responsible to monitor ACT/NCA funds, and assure that they are used for their intended purpose, and that this process is properly documented. At the end of the project, an independent certified auditor will audit the ACT/NCA related statement of revenues and expenditure and issue a separate Audit Report about the project.
Implementation Time Schedule The intervention is planned for a period of 17 months: 1 August 2008 – 31 December 2009.
The reporting will adhere to the requirements of ACT. Primary responsibility for reporting toward ACT will lie with NCA. Al Ahli, backed up by the Episcopal Diocese of Jerusalem, will submit two narrative and financial periodic reports to NCA. A final narrative and financial report will be delivered to ACT CO within 60 days of termination of the project, and a financial audit report will be delivered within 90 days of termination.
VII. COORDINATION
NCA and Al Ahli Arab Hospital have a long history of collaboration and familiarity with their respective procedures and requirements. That co-ordination will continue with this Appeal and both agencies will seek that that the activities will be implemented as proposed. Al Ahli will ensure together with NCA that the relief efforts of this program co-ordinate appropriately with other NCA projects in Gaza to avoid duplication.
The Al Ahli Management staff and Social Services Department will ensure coordination with other local community organizations and agencies to avoid duplication but also to assure that the most needy beneficiaries are identified and served. This includes coordination with the Palestinian Ministry of Health, United Nations (UNRWA), and other non-governmental and charitable organizations. The hospital will work in conjunction with the grassroots and community-based organizations. These organizations will help in identifying the needy for the free medical treatment programs at the hospital
NCA and Al Ahli undertake to co-ordinate and cooperate with other ACT members to maximize the effects and benefits of this Appeal. This Appeal has been coordinated with other ACT members in Gaza. The Ahli Director is a board member of MECC/DSPR and the Executive Secretary of MECC/DSPR is a board member of the Ahli hospital. They exchange information on a regular basis and explore new ideas in an aim to provide the best and most efficient medical care for the vulnerable and marginalised.
Gaza Crisis 63 MEPL81, Revision 2
VIII. BUDGET
Type Budget Description Unit No. Unit Unit Cost US$ USD
INCOME - Through ACT Geneva ACT Fin Church Aid 109,915 United Methodist C. Relief 20,000 Disciples of Christ 10,000 Lutheran World Relief 10,400 Norwegian Church Aid 170,320 United Church of Canada 9,796 Church of Sweden 29,274 Primate's WRDF 23,796
INCOME - Direct contribution Wider Church Ministries 10,000 American Friends Service 27,100
TOTAL INCOME 420,601
EXPENDITURE Essential Supplies Fuel Liter 60,000 1.47 88,235 Medicine and medical supplies According to list 90,000 Linen Lump 3,400 Sub-total Essential material 181,635
Medical Services Free medical missions twice a week for 30 weeks for 130 patients/week Patient / week 3,900 15.88 61,941 Treatment burnt out-patients, 50 Treatment/ 15 children/average of 15 sessions each session 50 600.00 9,044 Treatment of 800 malnourished children/6 Treatment / 6 months month 800 270.00 216,000 Treatment of 600 chronically ill women/4 Treatment / 4 months (100 men) months 700 140.00 98,000 Physical rehabilitation for 200 war-injured Treatment / 12 patients for 12 months including burnt Children months 200 300.00 60,000 Inpatient treatment for poor war-injured patients Treatment/ 3 for 3 months and after war injury repair months 200 540.00 108,000 Psychosocial Support Sessions 200 250.00 50,000 Mammography screening Women 600 50.00 30,000 Sub-total Medical services 632,985
Food baskets/commodities Total food baskets and commodities Women 600 66.66 40,000
Training and Job Creations Training Consultant for one year Months 12 450.00 5,400 Training of three groups of 20 persons for 60 days 31,512 Sub-total training and job creation 36,912
Support for extra emergency personnel Gaza Crisis 64 MEPL81, Revision 2
Medical doctors 1 Chief Surgeon (50% of monthly salary) Month 12 1,400.00 16,800 1 Cardiologist ( 50% monthly salary) Month 12 1,000.00 12,000 1 Part time Pediatric consultant Month 12 300.00 3,600
Emergency Room Team 1 Team leader Month 12 1,200.00 14,400 1 Supervisor Month 12 1,100.00 13,200 2 Senior Ambulance Nurses Month 12 2,100.00 25,200 1 Senior Emergency Staff Nurse (30% of monthly Salary) Month 12 600.00 7,200 1 Emergency Doctor (part time) Month 12 250.00 3,000 1 Ambulance Driver Month 12 870.00 10,440
Clinic Nurses 2 Staff Nurses (30% of monthly salary) Month 12 600.00 7,200 1 Senior Staff Nurse (50% salary) Month 12 500.00 6,000
Operating Theatre Team 1 Surgical Consultant part time (50% of Monthly Salary) Months 12 550.00 6,600 1 Orthopedist Consultant part time Months 12 850.00 10,200 2 Anesthetists part time Month 12 900.00 10,800 1 Operating theatre incharge (30% of monthly salary) Month 12 350.00 4,200 1 Anesthetist Nurse Month 12 1,100.00 13,200
Diagnostic Services 2 Laboratory Technicians ( 30% of monthly salary) Month 12 600.00 7,200 1 X-Ray Technician Month 12 800.00 9,600
Rehabilitation Services 1 Physiotherapist (50% of monthly salary) Month 12 600.00 7,200
Pharmacist 1 Pharmacist ( (50% of monthly salary) Month 12 1,000.00 12,000
Support Staff 1 Social Worker Month 12 1,000.00 12,000 2 Cleaners (average 290.00 monthly) Month 12 580.00 6,960 Sub-total Personnel 219,000
INDIRECT COSTS: ADMINISTRATION, OPERATIONS & SUPPORT 1 Project Accountant (50% of the salary) Month 12 500.00 6,000 1 Accountant Month 12 800.00 9,600 1 Medical Record clerk Month 12 450.00 5,400 Administrative supplies & printings ( 50 % of monthly cost)_ Month 12 667.00 8,000 Telephone, Fax and ADSL Month 12 333.00 4,000 Insurances Malpractice Insurance (30% of the policy) Month 12 150.00 1,800 Fire Policy Month 12 250.00 3,000 Workmen's compensation (40% of the cost) Month 12 207.00 2,480 Gaza Crisis 65 MEPL81, Revision 2
Machinery breakdown Month 12 330.00 3,960 Public Liability Month 12 40.00 480 Ambulance & Car Insurances (30 %of the cost) Month 12 190.00 2,280 Transportation Expenses, Maintenance & fuel others Month 12 500.00 6,000 Hospitality Lump sum 2,000 Sub-total indirect costs 55,000
EXPENDITURE Audit ( 30% of total Audit cost) Lump sum 5,000
NCA monitoring and reporting Project Officer (20% including all costs except transportation) Month 12 600.00 7,200 Travel (5 trips to Gaza) 5 250.00 1,250 Sub total NCA monitoring and reporting 8,450
TOTAL EXPENDITURE 1,178,982 INCOME 420,601 BALANCE REQUESTED 758,381 Gaza Crisis 66 MEPL81, Revision 2 G. DANCHURCHAID (DCA)
I. REQUESTING ACT MEMBER
DanChurchAid
II. REQUESTING ACT MEMBER & IMPLEMENTING PARTNER INFORMATION
DanChurchAid is among the largest Danish NGOs working worldwide. It has been supporting work in the occupied Palestinian territories since 1950. It has a local Palestinian presence with a team of five, with another team of 5 in Gaza. DCA is a member of both the VOICE and Concord NGO networks in Europe and has a Framework Partnership Agreement with ECHO holding a “P” partner status (the highest status).
DanChurchAid has a decentralized office in Palestine with a program officer on the ground in Gaza. The IOCC/YMCA interventions will target a local food bank near the Jabalya Refugee Camp and the central blood bank working in the same area. ¨ DCA Implementing Partners The National Agency for Family Care. (NAFC, also known locally as the Food Bank) The NAFC will be DCA’s implementing partner for the distribution of food, water, and NFIs. NAFC is a community-based organization which provides services for family youth and mothers. They have sufficient human and material resources to carry out the operation, and proved to be a trusted and reliable partner to DCA throughout the war, having sustained a wet feeding program that ensured food supply daily to 1,300 IDPs in Jabalia and a food basket distribution program that sustained food supply to 13,000 war- affected families under extremely difficult circumstances. The NAFC’s operations are coordinated regularly with the Food Cluster through the facilitation of DCA, and it has branches in the south Gaza (Rafah), in Gaza Middle, Deir Al Balah, Gaza and Gaza North.
Youth Enhancement Center YEC empowers the children, teenagers and youth people in the Palestinian Community and to contribute in improving their life conditions. They highly respect the rights for the different target groups. The constituency is students and youth groups. Established in the municipality of Jabalia-Nazla /Gaza in 2004 as the first fruit of their twinning program with a Dutch city, the Youth Enhancement Centre (YEC) the centre was started as a non-profit, and membership-based organisation affiliated to Jabalia Municipality. In 2008 the centre became a fully independent and registered as Non Governmental Organization (NGO).
III. TARGETED BENEFICIARIES
The beneficiaries for this intervention will be 1,800 IDP families living in tents in 7 camps located in Gaza and Gaza North Governorates, and located within the municipalities of 4 municipalities ( Gaza, Jabalia, Beth Lahia and Beth Hanoun). The number of IDP families has dropped dramatically since the early days following the conflict, with the vast majority of the IDPs reported in our first Appeal having found suitable longer-term accommodation. Those remaining in tent camps identified by DCA fall into two categories: • IDPs that have moved to their relatives’ houses. These persons do not feel free as they are in their own houses so they spend the day time inside the camps and move to the tent camps during the night for sleeping only. They are approximately 900 persons. • IDPs who have not managed to find any sort of alternative, so their tents inside the camps are their only house. These are also about 900. These IDPs represent those who have fallen through the gaps. The Gaza Government, Hamas, UNDP, UNRWA and other NGOs have provided many thousands of others who have lost their houses with money or suitable replacement housing. Gaza Crisis 67 MEPL81, Revision 2
Locations for response
The Gaza Strip is the location of the response specifically targeting the densely populated Jabalya Refugee Camp area and influx of IDPs into the area. (see attached map).
The target location for public health interventions will be 7 small, separate tent camps as noted above.
Through coordination with INGOs, UN agencies and local NGOs, DanChurchAid will ensure that its intervention responds only to those individuals who are immediately affected by the war and who are not receiving any other assistance.
IV. PROPOSED EMERGENCY ASSISTANCE
In this Revised Appeal, DanChurchAid (DCA) has developed a short-term (nine month) targeted humanitarian and relief intervention focusing on: 1. Food and non-food item provision; 2. Water, Sanitation, and Hygiene (integrated public health) for a relatively small number of IDPs still living in tent camps DCA has prioritized these interventions according to: The greatest current needs, Coordination with other humanitarian actors’ interventions via the Food Cluster and WASH Cluster, amongst others, and DCA’s and partners’ capacities and core competencies. The programmatic focus will target beneficiaries that have fallen through the existing safety net and are not being addressed by other actors. DCA’s emergency assistance strategy during the current phase of blockade and conflict in Gaza will focus on shorter-term, discrete and flexible interventions that respond to acute needs that are not being met by other larger, higher capacity organizations of the humanitarian community (UN, NGOs, and RC) and government. This is in keeping with our awareness that DCA is a relatively small player in the humanitarian field in Gaza, and our interventions will have the greatest impact when they are highly focused and closely coordinated with others, serving largely as a ‘gap filler’ where others are unable or unwilling to ACT. This will not compromise our longer term focus nor our interventions aimed at addressing the chronic humanitarian crisis. Overall Objective To increase household food security, and reduce morbidity and mortality due to public health-related disease amongst identified target groups in Jabalya camp, Gaza strip, to enable them to cope with and recover from the immediate consequences of military interventions and economic blockade. Specific objectives The activities (including wet feeding for IDPs, as indicated in budget) begin implementation in January and terminate in December. Wet feeding terminated in March. DCA’s objectives for the coming eight months are:
• To increase Household Food Security through providing food and essential non-food items
• To improve the humanitarian situation of targeted IDPs through providing water, sanitation, and hygiene promotion, thereby reducing morbidity and mortality due to public health-related disease
Gaza Crisis 68 MEPL81, Revision 2
Project implementation methodology
1. Providing food and non-food items Activities: 1.1. Supply of 2 wet meals per day for targeted IDP families living in schools during the conflict. 1.2. Distribution of vegetable food baskets to 250 families for a period of 7 months. (as indicated in budget, 250 baskets per week for 28 weeks) 1.3. Distribution of canned food baskets to 250 families for a period of 7 months. (as indicated in budget, 250 baskets per every 2 weeks for 28 weeks) 1.4. Distribution of 250 NFI packages to the neediest IDP families. DCA will provide food and non food items to assist people to cope in the emergency situation. Food is distributed directly via partner NAFC, whilst non-food item provision will be implemented with vouchers to give some sense of self determination and reduce disempowerment among beneficiaries. The voucher system will also support the existing commercial enterprises that have been suffering hard during the 18 months embargo. Goods will be obtained from within Gaza, so as to reduce dependency on the cluster mechanisms in Jerusalem and the dependency of permissions to import products via the borders to Israel and Egypt. The DCA operation to provide food and non-food items through its partner NAFC is ongoing as funded by a 3 million DKK project funded outside of the ACT Appeal. The voucher system is currently being implemented under this ongoing operation. The vouchers are produced by DCA and distributed to various targeted beneficiaries as per established criteria and compared with other humanitarian actors’ beneficiary lists in order to avoid duplication. The distribution of the vouchers is carried out by DCA staffs, and reclamation of the vouchers at the suppliers’ level is also monitored by DCA staffs. Suppliers are also partners in the operation, and have agreed to follow certain rules and procedures, including restricting the reclamation of vouchers to a list of essential items such as kitchen tools and clothing (no tobacco, for example), ensuring that the items obtained correspond to the needs of the targeted beneficiary (no women’s clothing for men, for example), and that they are not resold for cash. Whilst goods were not available in the first month immediately following the conflict, commercial goods and food are now again available in Gaza in sufficient quantity to enable local procurement. Following the wet feeding program for IDPs during the war, DCA has started distributing the above items (vegetable baskets, canned foods, NFIs) to targeted needy beneficiaries in their homes with funding from a 3 million DKK grant from Danida. DCA’s plan is to scale up the operation to include a larger number of needy beneficiaries to include recently identified IDPs in camps as well as other families which were not able to be reached due to resource limitations.
2. Public Health: Water, Sanitation and Hygiene Activities: 2.1. Installation of 2 units of 3 x 2 m3 water tanks with tapstands and fittings in 7 camps approximately for approximately 1,800 persons, providing a minimum of 20 liters of chlorinated water per person, per day 2.2. Installation of 70 cabins of group toilets, including shower cabinets, for approximately 1,800 persons 2.3. Integrated Hygiene Education / Hygiene Promotion 2.3.1. Formation of community volunteers to clean and maintain toilets (2 volunteers per camp, 1 male, 1 female) 2.3.2. Formation of community volunteers to monitor and maintain water tanks (2 volunteers per camp, 1 male, 1 female) 2.3.3. Monthly hygiene promotion training sessions of community members through a variety of methods 2.3.4. Regular weekly monitoring of latrines and water supply facilities Gaza Crisis 69 MEPL81, Revision 2
As noted above, approx. 250 families with 1,800 persons in 7 locations remain homeless and are currently living in tent camps without sanitation and water facilities. DCA proposes to engage in a short term intervention to provide these persons with dignified sources to use restroom facilities and to have access to clean water with provision of water tanks and bathroom facilities. Through continued contact with the WASH cluster and in particular with Oxfam GB, the head of the WASH cluster, DCA has established that there is both consensus at the cluster level that there is a need amongst these 1,800 persons. However, due to the relatively smaller nature of the intervention required, other larger agencies have not prioritised this population or the required intervention. As this intervention will require a certain threshold of funding to be obtained before activities can begin (i.e., 50% of funding will not enable the activity to be implemented), The approach taken for this objective is based on an integrated public health approach which includes water, sanitation, and hygiene, whose ultimate objectives are the improvement of the humanitarian situation but also the reduction in disease. As such, activities will not be engaged in piecemeal or ad hoc. DCA will Actively fundraise for this activity; Continually lobby, through the WASH cluster, for others to undertake this intervention if possible; Fund this activity only once the required threshold is achieved. That is, initial funding for this Appeal will go to distribution of food and NFIs for targeted beneficiaries, as agreements and plans are already in place, and this activity is much more ‘scalable.’ Once resources are mobilised which will enable the integrated public health approach for some of the beneficiaries in identified camps to be implemented, then this aspect of the intervention will start. Initial contact has been established with potential suppliers and contractors to determine availability of the required items and prepare the budget for construction. Final selection of suppliers will follow DCA procurement procedures. DCA Partner YEC will undertake hygiene promotion training of IDP families to focus on key hygiene messages, particularly amongst youth. Hygiene messages will include use of soap, safe household water storage, hygiene, etc., and will take place on a monthly basis through a variety of techniques and campaigns such as theatre, competitions, awareness-raising sessions, etc. The budgets indicated for hygiene training are on a per camp basis, and concrete activity plans per camp will be established at the outset of the operation.
Partner Roles and Responsibilities The action will be implemented by the various partners as follows: Water supply facilities will be installed by a DCA contractor, and supervised by the DCA technical personnel. Water will be supplied on a daily basis by the municipality. A verbal agreement has been made with the municipality, and this will be formalised with an MOU prior to the start of the project. Hygiene promotion will be completed by DCA partner YEC, who is experienced in both public health awareness raising and community outreach. DCA staffs will supervise all implementing partners and inputs and ensure coordination with the WASH cluster. Engineer / watsan coordinator (50%) The engineer will oversee all technical work on the project, including supervising contractors. This is a half time position. Program Officer The program officer will work full time on this project coordinating all technical and non-technical inputs under the supervision of the DCA program coordinator (not on this Appeal budget.) Finance Officer (50%) A finance officer will work half time on this project, and is currently employed. Gaza Crisis 70 MEPL81, Revision 2
4 Hygiene Promoters 1 male and 1 female hygiene promoter will be seconded to partner YEU to coordinate hygiene promotion in the 7 camps. Watsan technician (50%) Whilst the contractors will be responsible for transport and installation of the water supply and latrines, the technician will both assist in the installation, monitor the use of the resources, and make any necessary repairs. Incentives for community toilet volunteers Whilst hygiene promoters will be responsible for motivating the IDP communities to maintain toilets, surface water control, and general camp hygiene, experience has shown that incentives will help for the particularly odious task of cleaning the toilets.
Commitment to Code of Conduct DanChurchAid is committed to the NGO Red Cross and Red Crescent Code of Conduct, Sphere Standards, Humanitarian Accountability Partnership benchmarks, and as an ACT member is a signatory to all relevant ACT standards.
Planning assumptions, constraints and prioritization There is a need to assess the security situation in the Gaza Strip and to see how best we can accomplish the goals, given the new realities. We assume that we can still find the food needed for the next nine months in the local market and that that food can be secured and transported to the food bank near the Jabalya Refugee Camp. We also assume that we will be able to procure fuel informally in Gaza during the next nine months. Another major assumption for the operation has to do with the status of the IDPs. We hope that the IDPs will not be in tent camps indefinitely. However, resettlement is beyond the scope and responsibility of DCA. It’s likely that at least some of the camps will be depopulated before the end of operation, and the operation will have to adjust accordingly. Another fundamental assumption for the operation is that the operation will receive sufficient funding to enable the operation to take place. Our strategy for coping with the uncertainties around funding is described in greater detail above. DCA is currently determining how much of its own funds can be allocated to the operation.
Implementation Time table Activities under the first revision took place from January to March. (MEPL81 (March 2009 Revision 2 - DCA segment) Activities under the current revision start 1 June 2009 and end 31 December, 2009.
Transition or exit strategy Based on the current political and security environment in Gaza and Israel and the continued economic blockade of the Gaza strip, it is anticipated that a new round of incursions from the Israeli army into Gaza is likely. Therefore the nature of the intervention described is very much focused on a continued need for immediate relief assistance that may escalate into an acute need following an Israeli incursion.
Other DCA Activities The operation proposed in this Appeal is part of a larger DCA operation, including completed activities under the last revision of this ACT Appeal (MEPL81), as well as: 1.25 mio. DKK (approx 277,000 USD) operation through NECC focused on addressing child malnutrition; and 3.0 mio. DKK (approx 666,667 USD) operation through partner NAFC focused on immediate food and non-food relief distribution following the latest Gaza conflict. A 2.0 mio. DKK continuation of the operation through NECC focused on addressing child malnutrition will begin upon completion of the first phase.
Gaza Crisis 71 MEPL81, Revision 2
V. ADMINISTRATION & FINANCE
Inputs for project implementation The following items are financed by DCA within its cooperation agreements with its partners in Gaza and the West Bank: DCA Palestine Gaza Program Coordinator will consult with his supervisor; make decisions within an assigned scope of work, assign tasks and responsibilities, conduct field visits, arrange services and goods and coordinate payments to partners in the actions and network with other organizations. DCA Program Officer will assist the Coordinator in every capacity required. The DCA Palestine Country Coordinator seeks, monitors, assesses, directs, decides on and is the accountable person on the ground for the targeted interventions. The DCA short-term Project Officer is a 2 time former DCA Country Representative, and has just been deployed to the DCA office in Ramallah. As soon as possible, he will be deployed to Gaza. The Finance Officer in Ramallah will keep records and assist in processing payments. The DCA Finance Officer in Gaza will be seconded to NAFC full time. DCA staffs in Copenhagen provide additional inputs as needed. These include the relevant Country Coordinator, the Humanitarian Response Coordinator, the Middle East Administrator, and the Program Finance Officer.
The DCA Middle East region Coordinator is the central actor in Denmark regarding the work of the DCA Palestine office. The DCA Palestine office is supervised by the DCA Palestine Country Coordinator who supervises a team of four persons: (1) A Program Officer in Gaza; (2) A Program officer in the West Bank; (3) An administrative assistant; and (4) A Fund Raising Officer. None of these staff members are funded by the Appeal. Finance issues are managed locally by the Administrative Assistant with administrative oversight by the DCA Copenhagen office.
VI. MONITORING, REPORTING & EVALUATIONS
In the Gaza Strip, the monitoring process involves a hand on approach from DCA Program Officer who will ensure that the interventions are undertaken according to plan and are documented accordingly. The DCA Program Coordinator in Gaza has, to date, been present for all food distributions that have taken place.
A register is maintained whereby all beneficiaries sign upon receiving their meals, food baskets, and NFI packages.
Evaluation DCA’s activities under MEPL81 are anticipated to be evaluated as part of the joint ACT Appeal evaluation following ACT guidelines and procedures.
Finance DCA has hired a Finance Officer in Ramallah and is in the process of hiring a Finance Officer for Gaza. This team is complemented by a Finance Officer at DCA HQ in Copenhagen.
Reporting Schedule
- An interim report on activities and expenditures to date will be submitted by 31 July 2009. - Final narrative and financial reports will be submitted to the ACT CO by 20 February 2010 - Audit 31 March 2010.
Gaza Crisis 72 MEPL81, Revision 2 VII. CO-ORDINATION
Co-ordination within the project DCA will continue its coordination with the Food and WASH clusters, other INGOs, and the relevant PNA ministries and private individuals to ensure that the assistance offered adheres to internationally recognized standards (such as Sphere standards, where relevant) and is continually meeting the assessed need. DCA is an active participant in the health, logistics, and food clusters. Co-ordination with other ACT members DCA will cooperate with other ACT members and is an active participant of the Jerusalem ACT forum and coordinates with other ACT members in Gaza.
VIII. BUDGET
Description Type No. Unit Cost Budget Unit Units USD USD INCOME - Cash and In Kind Donations Received Directly Dan Church Aid 13,000.00 Norwegian Church Aid 25,000.00 Church of Sweden Aid 35,553.00 Presbyterian Development Ass. 50,000.00
TOTAL INCOME 123,553
EXPENDITURE DIRECT ASSISTANCE Food Relief Assistance Hot Meal, 2 per day (from Revision 1 - discontinued activity) Meals 61,776 2 123,552 Vegetable baskets (28 weeks x 250 families x week) Basket 7,000 11 77,000 Canned food basket (28 weeks x 250 families x bi-weekly) Basket 3,500 40 140,000
Non-Food Items Water tanks + superstructure (3 x 2m3 x 2 units x 7 camps) Unit 42 360 15,120 Mobile toilet, shower, and plumbing unit (5 toilets x 14) Unit 14 2,900 40,600 Personal hygiene education (materials, training, soap) per camp Session 7 750 5,250 Hygiene materials (boots, cleaning, etc.) per camp Kit 7 60 420 Family NFI kit (clothing, household water storage, kitchen utensils) Kit 250 42 10,500
Direct Programme Related Costs Salaries & benefits for staff (e.g nutritionist, engineers, logistician) Engineer / Wat San coordinator (50%) Month 7 900 6,300 Program Officer Month 7 1,800 12,600 Finance Officer (50%) Month 7 900 6,300 Hygiene Promoters (two) Month 14 1,700 23,800 Wat San technician (50%) month 7 900 6,300 Incentives for community toilet volunteers Person/month 98 40 3,920 Sub Total 471,662
TOTAL DIRECT ASSISTANCE 471,662 Gaza Crisis 73 MEPL81, Revision 2
Transport truck rental Hire/ Rental of Vehicles (incl driver) day 20 120 2,400 Local transport project staffs staff / day 420 5.0 2,100 Wages for daily labourers loading / offloading Person/day 240 20.0 4,800
TOTAL TRANSPORT, WAREHOUSING & HANDLING 9,300
Laptop computer Piece 1 1,500 1,500 Printers Piece 1 300 300 Office Furniture Lump 1 300 300 Mobile phone Piece 3 120 360 Tools Lump 1 200 200
TOTAL CAPITAL ASSETS 2,660
Office Operations Office rent Month 7 750 5,250 Office Utilities Month 7 50 350 Office stationery Month 7 45 315 Communications Telephone and fax Month 7 120 840 Other Insurance Month 7 200 1,400
TOTAL PERSONNEL, ADMIN & SUPPORT 8,155
Audit of ACT Funds Estimate 5,000
TOTAL AUDIT & MONITORING 5,000
Total Requested Budget DSPR MEPL 81 496,777 Income received and pledges as of 5 March 2009 123,553 Balance requested 373,224
Comments to the budget:
The budget does not include operation costs for DCA staff at HQ, Gaza staff, Jerusalem Regional Office, which cover costs towards implementation support, monitoring and evaluation. Warehousing costs are included in the costs of of purchases. Incentives for cleaning toilets are on a daily basis. The original Appeal target for line ‘hot meals, 2 per day’ has been revised downward to account for the fact that this activity is now completed. A total of 61,776 hot meals were distributed. Transport for project staffs are for use of local taxis. All transportation for project items and distributions will take place via partner vehicles.