150 route de Ferney, P.O. Box 2100 1211 Geneva 2, Switzerland

Appeal Tel: 41 22 791 6033 Fax: 41 22 791 6506 E-mail: [email protected]

Lebanon Coordinating Office LEBANON HUMANITARIAN CRISIS – MELB61 (Revision 1) Appeal Target: US$ 8,026,328 Balance Requested from ACT Alliance: US$ 4,279,092

Geneva, 14 November 2006

Dear Colleagues,

On 12 July, Israel launched an offensive against Lebanon following the capture of two of its soldiers by the Lebanese militant group Hezbollah. Israel attacked Hezbollah positions along the border with heavy artillery, tank fire and aerial assaults. For 34 days, the Israeli military operations targeted all regions of Lebanon focusing on the South of Lebanon and the Southern Suburbs of Beirut, a populous, popular and highly populated area. These regions were already considered in the Lebanese context as very poor.

According to the official figures there were 1,287 persons killed, 4,054 injured and 1,200,000 uprooted (25% of the total Lebanese population). 15,000 houses and apartment buildings were completely destroyed and thousands of shops and other constructions severely damaged or destroyed. Basic services such as roads, bridges, energy plants and water were also severely affected. The entire agriculture sector was affected as transport of goods became impossible, export has stopped and most foreign labor escaped because of the shelling. To this should be added the ecological disaster due to the shelling and leakage of around 15,000 tons of fuel oil to the Mediterranean Sea leaving fishermen jobless and without any source of income.

On 27 July 2006 an ACT preliminary appeal, comprising the ACT/Middle East Council of Church es (MECC), was issued to respond to this emergency, followed on 13 September 2006, by the complete ACT appeal comprising a revision of the MECC proposal, including food and non food aid and health, psychosocial and immediate economic recovery activities, as well as, in cooperation with the Norwegian Church Aid (NCA), water and sanitation activities. The complete appeal also included the proposal of the International Orthodox Christian Charities (IOCC), to provide non food assistance, develop immediate economic recovery activities and rebuild schools and water systems. The present revision is being issued to include the proposal of Christian Aid (CAID) , whose post crisis response aims at supporting communities through livelihood rehabilitation projects, with special focus on the most vulnerable groups, such as disabled, small farmers and small businesses. ACT is a global alliance of churches and related agencies working to save lives and support This appeal replaces the two previous versions of the MELB61 communities in emergencies worldwide. appeal. The ACT Coordinating Office is based with the World Council of Churches (WCC) and The Lutheran World Federation (LWF) in Switzerland. Lebanon Humanitarian Crisis 2 MELB61 (Revision 1)

Project Completion Date : CAID: October 2006 – October 2007 IOCC: October 2006 – March 2007 MECC/ICNDR: August 2006 – July 2007 MECC/ICNDR/NCA: August 2006 – January 2007

Reporting Schedule Reports due ACT CO CAID IOCC MECC/ ICNDR MECC/ICNDR/ NCA Interim narrative & financial 30 June 2007 N/A 28 February 2007 N/A Final narrative & financial 31 December 2007 31 May 2007 30 September 2007 31 March 2007 Audit 31 January 2008 30 June 2007 31 October 2007 30 April 2007

Summary of Appeal Targets, Pledges/Contributions Received and Balance Requested (US$) CAID IOCC MECC/ MECC/ ACT Total Target ICNDR ICNDR/NCA Coordination US$ Appeal Targets 1,819,795 1,041,612 3,272,111 1,797,000 95,810 8,026,328 Less: Pledges/Contr Recd 1,089,004 189,942 1,219,374 1,178,416 70,500 3,747,236 Balance Requested from ACT 730,791 851,670 2,052,737 618,584 25,310 4,279,092 Alliance

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 Assistant Geneviève Cyvoct ([email protected]) of all pledges/contributions and transfers, including funds sent direct to the implementers, now that the Pledge Form is no longer attached to the Appeal. We would appreciate being informed of any intent to submit applications for EU, USAID and/or other back donor funding and the subsequent results. We thank you in advance for your kind cooperation.

For further information please contact: Director, John Nduna (phone +41 22 791 6033 or mobile phone + 41 79 203 6055) Program Assistant, Geneviève Cyvoct (phone +41 22 791 6334)

ACT Web Site address: http://www.act-intl.org

John Nduna Director, ACT Co-ordinating Office Lebanon Humanitarian Crisis 3 MELB61 (Revision 1)

BACKGROUND

On 12 July, Israel launched an offensive against Lebanon following the capture of two of its soldiers by the Lebanese militant group Hezbollah. Israel attacked Hezbollah positions along the border with heavy artillery, tank fire and aerial assaults. For 34 days, the Israeli military operations targeted all regions of Lebanon, but mostly focusing on the South of Lebanon and the Southern Suburbs of Beirut, a populous, popular and overpopulated area. Villages and towns in South Lebanon were bombarded, in addition to parts of the Beqaa, especially Middle and Western Beqaa and Baalbeck, the North of the country, Hermel and Beirut southern suburb. These regions were already considered poor, a poverty rate ranging between 13 and 27%.

Military operations and shelling targeted the Beirut International Airport and port, along with other infrastructures such as roads and bridges making the access to and from the South to Beirut and other areas almost impossible. Other targets include civilians, factories, electric power plants, fuel stations and reservoirs, hospitals and vehicles.

According to the High Relief Committee there were 1,287 persons killed, 4,054 injured and 1,200,000 uprooted (25% of the total Lebanese population).

It is estimated that 15,000 (30,000 according to the EU) houses and apartment buildings were completely destroyed, thousands of shops and other constructions were severely damaged or destroyed.

According to many experts, economic damages and losses go beyond several billion US dollars. In agricultural fertile villages, especially those subject to Israeli attacks (in the South and Bekaa), farmers lost the harvest season, representing all their annual income because they could not irrigate and harvest. The entire agriculture sector is affected as transport of goods is impossible, export has stopped and most foreign labor escaped because of the shelling. Similarly, among those directly affected are the Lebanese daily paid workers.

Infrastructure loss is estimated at 3.6 billion US dollars, daily direct economic loss 15 million US dollars, daily export loss 8 million US dollars, daily indirect loss of the State 100 million US dollars, daily cost for the displaced, over and above all losses above mentioned is 50 million US dollars. Over all cost estimated at 10 billion dollars to date.

Since the cessation of hostilities on 14 th August, the challenge has been ensuring the safe return of those displaced, whilst ensuring that shelter, food and medical supplies can continue to be provided to those unable to return due to irreparable damage to their homes and villages. Currently the country is progressing toward a sustainable peace, the deployment of UN and Lebanese troops to South Lebanon are positive steps toward peace in the southern border. However peace and stability in Lebanon is still fragile, with deep political divisions and huge humanitarian needs that will take the country long time to recover even with the support of the International community.

Most of the international governments have been providing assistance through the Lebanese government, who has been concentrating on the role of the Lebanese army at the border, and repair to infrastructure. However, the huge task of supporting those affected, through recovery, psychosocial and livelihood support is falling predominantly on the local and international NGOs to provide. Lebanon Humanitarian Crisis 4 MELB61 (Revision 1)

CHRISTIAN AID (CAID)

I. REQUESTING ACT MEMBER INFORMATION

Name of the organization: Christian Aid

II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION

Christian Aid Christian Aid has more than 50 years of experience working in the Middle East. Their partners in Lebanon, Israel and the Occupied Palestinian Territories are very well placed to identify the long- term needs of those affected by the recent crisis. Their work in the Middle East ranges from health provision, rehabilitation for farmers, skills training for employment, micro-credit projects, peace- building between communities, and monitoring of human rights abuses.

In Lebanon Christian Aid long-term work provides support to the most vulnerable, in particular, Palestinian refugees, disabled people, disadvantaged young people and marginalized farmers. Their partners have been working in the country for over 20 years; they are well established and respected by the communities they work to support. In the past 30 years these partners have been providing support to help communities rebuild their lives and to help them return to the areas they fled from during Lebanon’s civil war in the 1980s. These are some of the same communities affected today.

Christian Aid is committed, through its Humanitarian Division, to strengthen partners’ awareness of and commitment to adhering to ACT principles and guidelines, the Code of Conduct and willingness to work according to the SPHERE standards and will support them in their work towards this.

Christian Aid has substantial experience in emergency response. Apart from the Middle East crisis, Christian Aid currently responds through its partners to emergencies in East Africa, West Africa, Pakistan, Sri Lanka and Indonesia, Malawi, Zimbabwe, Central America and Sudan.

Christian Aid’s implementing partners

Association Najdeh CA has been working with Najdeh for 20 years. Najdeh was founded in 1977 and is registered in Lebanon as an NGO according to the Law of Association, with headquarters in Beirut. Najdeh is a Lebanese NGO that works in and around the Palestinian refugee camps in Lebanon, targeting primarily, but not exclusively, women and children. Najdeh has operations in 10 of the 12 refugee camps in Lebanon (exceptions are the two predominantly Christian camps of Mar Elias and Dbayeh), and most of the staff live in the camps and are part of the local community.

Najdeh has a long experience in emergency and relief work. Najdeh worked during the Israeli invasion in 1982 distributing relief for displaced and injured people. During the 1975-89 war Najdeh provided different kind of emergency assistance, such as reconstruction materials, relief item for displaced families and medical and first aid assistance for injured people. Najdeh has around 65-70 trained staff in emergency work.

Lebanon Humanitarian Crisis 5 MELB61 (Revision 1)

Mouvement Social CA has been working with Mouvement Social for 10 years. It was founded in 1960 and is a leading, predominantly youth focused NGO in Lebanon. Mouvement Social began as a literacy program in rural areas over 40 years ago, but quickly became a volunteer movement of young people, undertaking social service amongst Lebanon's poorer and isolated communities. Mouvement Social has seen itself as a youth movement and is focused on the mobilization of youth through the community work of its centers throughout Lebanon. After the war in 1991, Mouvement Social restated its vision of development through piloting vocational training and micro credit schemes.

The Lebanese Physical Handicapped Union (LPHU) CA has been working with LPHU for 7 years. LPHU was founded in 1981. It is a non-profit NGO working for and with people with physical disabilities. LPHU is a grassroots organization with 5 branches spread throughout Lebanon, working as a national, non-sectarian organization that involves people from different religious groups and with various forms of disability. They are a voluntary based organization with around 1,200 members. LPHU is one of few organizations that work to defend the rights of disabled people in Lebanon with a successful track record of influencing government policy on this issue.

Developing Processes Lebanon (DPL) CA has been working with DPL for four years. DLP are involved in addressing the issues of vocational training provided by NGO sector in Lebanon as a way of serving the underprivileged and marginalized communities in Lebanon. They are also involved in capacity building, training and evaluation work with CA’s Middle East partners. Recently, DPL were responsible for providing the local evaluation of Najdeh’s core program.

III. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE

During the crisis phase Christian Aid and its partners has been assisting people affected by the conflict accommodated in centers and schools in Beirut, Saida, Tripoli, Tyre and Beqaa with special focused to most vulnerable groups.

Christian Aid’s post crisis response:

Location of proposed response

Christian Aid’s programme post-crisis will be focusing on the following areas: Beirut suburbs, South Lebanon (including Saida, Nabatieh and its surrounding areas) and Bekaa. These locations have been identified by partners, Mouvement Social and the Lebanese Physically Handicapped Union (LPHU), as the areas of greatest needs. Both partners have permanent offices in each of these areas, and have been operating from these locations for many years. Mouvement Social has regional offices in Beirut, Zahle, Saida and Nabatieh, and LPHU has offices in Beirut, Saida, Nabatieh and Mar Elias, therefore access and support to those in need will be locally available.

There are a number of organizations that are likely to be working in these areas; however, both Mouvement Social and LPHU will be working with their own constituencies through their networks. Both Mouvement Social and LPHU have a long history of working together and with Lebanon Humanitarian Crisis 6 MELB61 (Revision 1) other NGOs, as part of various networks, through which they ensure that their activities do not duplicate the work of other NGOs operating in the area.

Current situation – including description of the damages & impact on lives - in the area of response

Since the cessation of hostilities, the main concerns for CA (following its assessment visit in August this year) and it’s partners within the areas of proposed response (Beirut suburbs, South Lebanon and Bekaa) have been: the extent of destruction caused by the conflict on housing, businesses and infrastructure in these (and other) areas, the logistical and security implications of returning (in particular the dangers of unexploded ordinance) and how best to support the social, physical, psychological and economic needs of those affected by the war.

The need for reconstruction in the affected areas is huge; however, the Lebanese government has been concentrating on army deployment to the border, slowing down reconstruction work. In addition, the trends within the state budget are towards reducing the social medical expenditure and focusing only on the reconstruction. Christian Aid partner, DPL, recently carried out a village assessment survey in Zahle, in coordination with the local municipality and with support from CA, to assess the extent of the damage on infrastructure, businesses and housing. DPL’s assessment indicated that over 500 homes and businesses in Zahle had been damaged by the conflict and were in need of repair, at a cost of $739 per home/ business. DPL outlines that the government have insufficient funds for the repair, and whilst Hezbollah has provided resources for some rebuilding this does not go far enough. CA partner, Mouvement Social is particularly concerned about the affect that the crisis has had on small businesses, farmers and unemployed young people living in the suburbs of Beirut, south Lebanon and the Bekaa. Many returning to their homes are discovering their livelihoods have been completely destroyed – crops, farmlands and businesses severely damaged. Mouvement Social will be working with these people to help them rebuild their lives. In addition, Mouvement Social and LPHU have identified gaps in support for those disabled, and those injured as a result of the crisis. There are numerous children that have been disabled by the war or unexploded ordinance and are now in wheelchairs. UN and human rights groups reported that unexploded Israeli cluster bombs are exacting an increasing toll on Lebanese civilians returning home. Hundreds of Israeli artillery shells containing nearly 200 explosive rounds each were fired into southern Lebanon during the fighting, landing in villages and towns dozens of kilometers beyond the border and each time a shell landed, hundreds of bomblets burst from it, creating a huge area ridden with dangerous shrapnel. Situated on a hillside in the Hezbollah heartland, Srifa was one of the most heavily bombed villages during the conflict and an estimated 70 percent of its buildings were leveled. Mouvement Social has responded by improving accessibility for those disabled, for example, by converting the school toilets into disabled access toilets and adding wheelchair ramps to enable disabled children to enter the school. The Lebanese government says around 50 schools were totally destroyed and 300 damaged by the conflict, with reconstruction costs estimated at over 70 million dollars. LPHU has highlighted the lack of sufficient medical supplies and artificial body parts for amputees. LPHU has a waiting list of over a hundred people and with Christian Aid support are doing all they Lebanon Humanitarian Crisis 7 MELB61 (Revision 1) can to provide for those in urgent need. A number of specific needs facing displaced disabled people during the post-conflict phase have been identified by CA partner LPHU field teams in the south, Bekaa and Beirut: - Physical rehabilitation, psychosocial and vocational support for those injured during the crisis. This would involve carrying out an assessment of individual needs, including medical, occupational and social support to enable those affected to reintegrate into everyday life. - Provision of technical and physical aids to those affected. These include items such as wheelchairs and prosthetics. Whilst these should be provided by the ministry of health or the social insurance for those who are registered, the support is either inadequately provided or insufficient to cover the whole cost of the person. - Livelihood support for disabled people and their families. People with disabilities often come from poor families who earn their living from seasonal jobs or informal jobs, or who have small land. These families have suffered from the loss of their livelihoods, and have particular difficulties in rehabilitating their livelihoods. - Many people with disabilities who were self-employed lost their tools, equipment or markets and need immediate support for their livelihood until they can again earn living.

Security situation in the area of proposed response Although the bulk of Israeli troops have withdrawn from Lebanon, and with 5,000 UN forces and 15,000 Lebanese soldiers deployed on a peacekeeping mission in the south of the country, the situation remains fragile. UN resolution 1501 calls for the disarming of Hezbollah - which the militant group has resisted, whilst Hezbollah is still holding two Israeli soldiers whose abduction sparked off the conflict. The UN has appointed a mediator to try to win the captured soldiers' freedom, most likely through a prisoner swap with Israel. However, the lifting of the blockade and the improvement of transportation has made relief efforts to the southern and Eastern areas easier and market supplies have improved. (Source MECC).

IV. TARGETED BENEFICIARIES

Beneficiaries are identified on the basis of needs and based on criteria developed by each partner.

Crisis

The following reflects activities supported by CA and implemented by CA partners during the period, 12 July – 20 September 2006.

Association Najdeh : 38,084 displaced Palestinian and Lebanese affected people (9521 families) in all five provinces of Lebanon: 65% Lebanese IDPs and 35% most vulnerable Palestinian cases. (CA was funding only part of this project).

Mouvement Social : 4,214 IDPs, in Beirut, Beyt Miri, Tripoli, Saida and Akkar.

LPHU : 650 displaced disabled people and their families (total beneficiaries 2600)

DLP: 2000 displaced people in 5 centers in Zalhe, Bekaa Lebanon Humanitarian Crisis 8 MELB61 (Revision 1)

Post crisis

Christian Aid is focusing its post crisis response in aiming at supporting communities to recover from the crisis and rehabilitation of livelihood, with special focus on the most vulnerable groups. At the moment the main projects identified for this post crisis phase are Mouvement Social and LPHU’s projects.

Mouvement Social (MS)

The project aims to reach 300 small farmers, small shop owners, craftsmen and craftswomen living in South Lebanon (in particularly Saida and Nabatieh) and Bekaa. Indirect beneficiaries will be the families of the beneficiaries (approximately 1,500 people), and those that may work with or benefit from the income generating activities.

30% of the targeted beneficiaries are women (at least 90). This is a relatively high percentage in regions where many women traditionally do not work. Most of those who work participate in running family business. Among the women beneficiaries Mouvement Social will give priority to widows and women on whose income the family partially or completely relies upon.

Priority will be given to men who have to support their families. Priority will also be given to senior farmers or owners of small business (at least 30) . This represents almost 10 % of MS’s beneficiaries.

Priority will also be given to disabled people, victims of the war (at least 15).

1. Small farmers: Age Group Male Female Total

18-59 62 43 105 60 and > 10 5 15 Total: 72 48 120

2. Owners of small shops (mini market/ clothes): Age Group Male Female Total

18-59 69 36 105 60 and > 10 5 15 Total: 74 36 120

3.Small handicrafts: Age Group Male Female Total

18-59 43 9 52 60 and > 5 3 8 Total: 48 12 60

Lebanon Humanitarian Crisis 9 MELB61 (Revision 1)

Identifying the beneficiaries & participation of beneficiaries

The manager of the regional center and social worker will contact the small farmers and owners of workshop / handicrafts that are in Mouvement Social’s network, and whose livelihoods have been adversely affected by the conflict. They will need to provide a business outline, including its objectives and expected benefits. A file is compiled for each farmer / owner of small business that wishes to benefit from the project.

Necessary participatory approaches will be adopted in order to engage affected people and the local community in the response. The workshops and expert support are means to develop skills of the beneficiaries that will allow them to better run their business and become self-sufficient.

The families of the beneficiaries are also taken into account. They benefit from a social follow up. They will thus provide small farmers, craftsmen and owners of small shops with an alternative support. The volunteers participating in the project are men and women from the local community that will ensure follow up of the beneficiaries and monitor / support implementation of skills acquired by the beneficiaries in the workshops.

Lebanese Physically Handicapped Union (LPHU)

The project aims to support 485 beneficiaries and their families from South Lebanon, Bekaa and Beirut who were affected by the conflict, particularly:

- People who become disabled as a result of the conflict - Women with disabilities - Children with disabilities - Elderly people with disabilities - Families with a disabled family member

The project will provide support for disabled people within the following main areas: health and medical support and livelihood rehabilitation.

Identifying the beneficiaries & participation of beneficiaries

The Head of LPHU, the Emergency/ Recovery Response Co-ordinator and the local regional co- ordinator will identify those beneficiaries that are in greatest need, within their network and through contact with local hospitals within the affected areas. LPHU will use existing systems for assessing need, and selecting beneficiaries which are currently used throughout their job creation and livelihood programs. LPHU is working closely with Handicapped International to ensure that there is no duplication of activities, and works closely with the municipality and local businesses to promote the mainstreaming of disability in public places and in society as a whole.

V. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

- Crisis

Christina Aid’s presence in Lebanon thought its long standing partners allowed them to provide assistance to affected population immediately. During the first weeks of the crisis several relief Lebanon Humanitarian Crisis 10 MELB61 (Revision 1) initiatives that were mean to address basic immediate needs of the displaced population (included in this appeal) were approved. Christian Aid’s team visited the region in August with the objective of obtaining an overview of the humanitarian situation and assessing partner capacity and needs. Since July, Middle East team and the Humanitarian Division have been in regular contact with partners to assess how the situation evolves and support their response programs.

The support provided during the crisis phase was:

Association Najdeh During the emergency phase, Najdeh has been supporting more than 9000 Palestinian refugees and Lebanese IDP families with food and non-food item as well as emergency first aid supplies in 10 camps and 6 gatherings in Beirut, Tripoli, Saida, Tyre and Bekaa.

According to partner’s report this activities were completed in 20 th September, during the two months, 4091 families were assisted in 5 camps in North, Sidon, Beqaa, Beirut and Tyre. Additional 5430 families received assistance in IDPs villages

Mouvement Social During the emergency phase, Mouvement Social has been assisting over 4,000 IDPs temporally accommodated in 11 schools in Beirut, Metn, Tripoli, Saida and Akkar with provision of basic food and non food items.

According to partner’s report from the crisis phase, Mouvement Social reached with Christian Aid support 4214 beneficiaries in the displacement camps/schools, mainly with non food items and medicine during 2 weeks. Mouvement Social also supported food inputs and kitchen utensils for community cooking in the camps for 4214 persons (1710 children). The camps/schools covered during this period were: 11 in Beirut, 1 in Metn, 5 in Tripoli, 2 in Akkar and 4 in Saida.

LPHU LPHU was one of the first disability organizations in Lebanon to respond to the emergency crisis on the 12 July. Through its six centers located throughout Lebanon, and with support from over 100 volunteers, it was able to provide emergency food and non-food items to over 1,900 people including both displaced disabled people and their families. Through contact with its existing 1,500+ beneficiaries, and by co-ordinating its activities with civil society NGOs and the High Saving Commission, LPHU worked quickly to establish 23 IDP centers in Beirut, Byblos, Alaih (Mount Lebanon) and Saida providing food, medical support and shelter. In addition, LPHU reached out to over 45 families that were trapped within their homes in the south or had fled to stay with host families in the towns and villages.

According to partner’s report on the crisis phase, a total of 650 disabled people and their families were targeted during the period. - 80 people with disability and their families in Beirut hosted in relief centers - 50 people with disability and their families in Beirut staying with hosting families - 100 families of disable and non disable people in Byblos staying both in centers and with families - 50 people with disability and their families staying in relief centers in Syden

Lebanon Humanitarian Crisis 11 MELB61 (Revision 1)

DPL DLP has concentrated its relief operation in the Bekaa valley, which is one of the regions affected by the recent Israel attacks. The local government in the region set up 5 centers for displaced people in Zahle housing 2000 persons. DLP has been providing medical supplies to these displaced families and also doing some assessments in their home villages, so to provide accurate information to the displaced people in their condition for return as well as government and possible agencies working on reconstruction.

The assessments aim at: a) Providing accurate information of the level of damage to home and business owner, so to facilitate the return process. b) Providing information about needs to local authorities and agencies working in reconstruction in the area. The assessments were one of the priorities expresses by the local government in order to facilitate the return and reconstruction process in Beqaa valley

According to partner’s report, DLP identified 303 homes which should be rehabilitated to make them habitable before the coming winter; 200 small businesses in need of minor repairs and also identified 36 farms where crops were destroyed. DLP recommendations have been submitted to the local government and home and business owners have been informed about the level of damages and estimated costs for the repairs.

- Post crisis

CA’s post crisis work will build upon CA’s and its partners achievements and assessments during the conflict phase, and seek to enable the most vulnerable to continue to receive the support they need. In addition, it will seek to strengthen CA’s partners, through capacity building and advocacy support that will enhance the effectiveness of partners work for the long term.

Goal To support the recovery process and ensure that livelihood conditions of the most affected, especially young people, the disabled, small farmers and small businesses, are supported and that the ground for longer-term sustainable development is prepared.

Objectives 1. Over a six month period, with LPHU, to ensure recovery and protection for 485 disabled people and their families and promote social and economic inclusion for the most vulnerab le. 2. Over a twelve month period, with Mouvement Social, to provide 300 small farmers / craftsmen/ shop owners and their families with a recovery response comprising the necessary work equipment, expert advice and social support. 3. To provide local assistance to partners in developing their recovery response programs, through capacity building (e.g. logistical support, training) and PME support, specific to the post conflict context. 4. To work with partners to strengthen their advocacy activities during the post conflict phase and beyond (e.g. protecting the rights of disabled, Palestinians, young people and the other vulnerable groups).

Lebanon Humanitarian Crisis 12 MELB61 (Revision 1)

Activities

1.1. Health and medical support - Provide medical assessments for people who were mostly affected by war and are with host families, or came back to their village but have neither resources nor capacity to cover their basics. - Provide prosthetics for those who are injured as a result of the conflict. - Support medical rehabilitation of people made disabled by the conflict. - Provide medicines and medical supplies for chronic cases. - Provide psychosocial support to disabled people and their families who were mostly affected by war in the damaged villages and the ones that were heavily rained by rockets and bombs.

1.2. Livelihoods rehabilitation - Respond to the needs arising from assessments aiming at enabling people to regain their normal living conditions - Support for repair or purchase of tools and equipment for self-employed disabled people - Support to rebuild income generation projects of disabled people. - Provide vocational and management training and guidance for those with few or no income- generation skills.

2.1. Support to farmers - Recover small farmers’ livelihoods - Modernize agriculture - Replace loss of equipment and crops. - Avoid desertification of rural areas and its negative impact on the environment

2.2. Support to shop owners - Replace equipment of displaced trade owners, victims of war - Meet the consumer demand on the local market (in the 3 target regions) - Develop job opportunities in areas of return - Develop managerial skills of micro-enterprise

2.3. Support to craftsmen - Develop new technical and managerial skills - Develop job opportunities - Replace the loss of income generating assets. - Prevent emigration of skilled workers or their fleeing to cities.

3.1. local assistance to partners - To provide training and technical support through workshops/ training in areas such as SPHERE, emergency preparedness and PME as needed.

Project Implementation Methodology

CA will work with its partners to develop and manage their programs. CA partners will be responsible for implementing the projects, whilst CA, in particular the Emergency Program Manager, CA Representative in Lebanon and Emergency Advocacy Capacity Building Officer, Lebanon Humanitarian Crisis 13 MELB61 (Revision 1) will provide technical, capacity building, advocacy support and networking to partners as illustrated above. Other program staff from Christian Aid’s disaster preparedness teams and the Asia Middle East Division, as necessary, will provide additional support.

The capacity of partners will be enhanced through emergency response training (including SPHERE and UXO awareness) both for staff and volunteers. Sphere Standards will be adopted in the proposed response especially with regards to health services. Health Information System (HIS) will be used to gather and analyze relevant public health data. In addition, other useful standards will be implemented with regards to hygiene promotion, non-food items for the reintegration of affected people in the areas of return.

Mouvement Social : Participatory approaches have been adopted in order to engage the affected population in the programme.

Mouvement Social’s social worker meets with every identified small farmers / craftsmen/ shop owners on an individual basis. After assessing the needs of every one of them, the social worker and beneficiary will pick one of the experts whose advice is most needed and who could help set the beneficiaries work running again

The nature of the support provided will be:

Target groups Nature of expert support that will be provided Small farmers Agricultural / farming engineer Shop owners Expert in accounting Owners of small handicraft Quality adviser

After discussing their individual situation with the expert the beneficiaries will determine the aid in equipment required to set their business back on track.

The equipment proposed could be for example:

Farmers Mini-markets Craftsmen - Micro- Irrigation -Refrigerators - Tool box material. - Machines to slice - Raw material - Spare parts cheese/ ham - Packaging material (machines) - Shelves - Tents / green - Window shop house - New plants - Fertilizers

Workshops are organized to provide every one of three sectors targeted by the project with specific training that will enhance their business 2 times a year in each of the 3 regions). Topics will be adapted to the needs of each of the three targeted sectors (i.e. Preparing feasibility study; Bookkeeping; Marketing; Quality control)

Lebanon Humanitarian Crisis 14 MELB61 (Revision 1)

Experts will animate the workshops. They will take into account the information gathered by the experts that are individually supporting the beneficiaries of the program.

The municipalities will provide us in every region with a room to organize these workshops. They will also suggest issues to be discussed during the training programs or ask experts to focus on specific topics they consider would have positive outputs on the development of their region.

Municipalities will send agents / employees to attend the training programs, voice the opinion of the municipalities on the issues debated and report to adequate public institutions the requests of the beneficiaries.

The workshops will also provide the beneficiaries with an opportunity to share their experience and exchange strategies that have enabled them to achieve positive results. The volunteers will ensure follow up of the beneficiaries living in their village and its surroundings.

Once every month the beneficiaries and their families will gather around the Mouvement center manager and volunteers. A gathering will be organized once every month in every region and for every one of the three-targeted sectors. The municipality will provide us with a room to hold these meetings.

The meetings will allow the families of the beneficiaries to discuss the problems they are facing and the impact of the project on their family. They will define collective strategies to deal with these difficulties.

The Mouvement Social team for this project is composed of: 1. 3 centre managers. 2. 3 social workers 3. 6 experts consultants for individual expert support 4. 4 expert consultants for the workshops 5. 15 volunteers

LPHU Implementation is coordinated by the President of LPHU, and undertaken through LPHU Field Offices in the project areas.

During the first days after the crisis, LPHU created groups of its staff and volunteers in five areas of Lebanon (Beirut, Byblos, Beqaa, Alaih and Saida). These groups will continue to operate during the post crisis phase, and according to an organized structure and mechanism. These groups were responsible for achieving the program goals, selecting beneficiaries together with local communities, and coordinating with civil society and other agencies at the local level.

Inputs for project implementation: Material and human resources needed for implementation:
Staff: Professional, technical and auxiliary staff needed and role

Lebanon Humanitarian Crisis 15 MELB61 (Revision 1)

The LPHU Project team will consist of: General coordinator; Livelihoods rehabilitation manager; Health and medical support manager; one occupational therapist; two social workers; one secretary; two drivers

Equipment needed and use
Five laptops with internet connection (one per center) to improve the management, co- ordination and response of the relief and rehabilitation effort.

Transportation: means of transportation of commodities and staff
2 second hand cars.

Regarding Objectives 3 and 4 of the post crisis program, Christian Aid will be supporting partners through capacity building and training. The Emergency Program Manager and the CA Representative will identify capacity needs and accompany the partners in the process of developing their post crisis and recovery programs (not only LPHU and MS but also Najdeh and DLP).

In terms of local advocacy work, Christian Aid Advocacy Officer for Middle East crisis are taking a role in supporting partners in local advocacy initiatives and building advocacy capacity as well as linking with the UK-based CA actions. An example of advocacy work is training and capacity support for partners that were wanting to ensure that the government’s recovery work took into account the needs of the most vulnerable. For instance, by ensuring accessibility in any rebuilding work for disabled people / wheelchair users and taking into account the extra government support that may be required for small farmers/businesses (e.g. in terms of improving farm access roads to enable livelihood recovery etc) where these had been affected during the crisis. Christian Aid is already funding the local advocacy work.

Challenges and Assumptions

CA recognizes some challenges for its partners to be able to response. CA is already providing support to its partners to overcome these challenges.

- Pressure of managing the relief and rehabilitation phase, alongside ongoing programme work - Potential for the conflict, and its adverse impact on the economic situation of Palestinians refugees in Lebanon (target group for Najdeh), to increase greater dissatisfaction amongst those living in the camps, possibly leading to a rise in extremism (especially amongst the youth) - Ensuring that implementing partners have the technical capacity to be able to scale up to the extent to which they would like

CA is aware of the changing context where it operates in Lebanon. CA aims to respond to additional population needs as they evolve during the process of return and rehabilitation, and is assuming that the cease fire hold but is also having a look at the possibility of renewal of hostilities. In that case CA program will change substantially.

Implementation Timetable and Transition or Exit strategy

The current post crisis program has a duration of 12 months (20 October 2006 – 19 October 2007). However Christian Aid will continue working with its partners in the rehabilitation of livelihoods Lebanon Humanitarian Crisis 16 MELB61 (Revision 1) beyond this period. CA will work with its partners in linking the emergency program with their long term activities.

CA and it’s partners strategies works to create a positive dynamic within local communities so as to produce long-term outputs. Partners associate their projects with local municipalities in order to encourage support of small farmers / craftsmen/ shop owners by the local public institutions. The workshops and collective social follow up of beneficiaries and their families will be organized in collaboration with the municipalities. This will guarantee long-term impact to the project. It will also promote exchange between the public institutions and the small private sector.

VI. ADMINISTRATION & FINANCE

Christian Aid will be responsible for the overall implementation of the program. CA will also adhere to the guidelines of ACT in the disbursement and utilization of funds. The Emergency Program Manager for Middle East, CA Representative in Lebanon and Emergency Capacity Building Officer recruited for this program, along with other staff in Middle East team will make sure that appropriate utilization certificate along with the audited statements are received from each implementing partner.

VII. MONITORING, REPORTING & EVALUATIONS

The CA Humanitarian Division and the Middle East Team are working along side in the response to this emergency. The Middle East Regional Manager is responsible for the overall management of the emergency/ recovery program in Lebanon, with support from the Emergency Program Manager and the CA Representative in Lebanon. The Middle East Emergency Program Manager will manage, develop and co-ordinate CA’s response in Lebanon and Israel and the Occupied Palestinian Territories, working alongside the Senior Program Officer for the Middle East and the Program Officer for Israel and the Occupied Palestinian Territories to ensure cohesion with CA’s Middle East and Country strategies. The CA Representative in Lebanon will provide ongoing technical support to partners, guiding them in their planning and monitoring of projects, and providing logistical support where needed

Christian Aid will have the responsibility for providing timely reports to ACT on the basis of the information provided after three months (interim) and one at the end by the implementing partners, and also from its own experience from the monitoring taken by the Emergency Program Manager and CA Representative in Lebanon, this emergency team will work together with the Middle East team in London.

CA will report to ACT on the funds requested and received from ACT alliance. CA will not report on funds received from other donors; however CA will regularly update ACT network on the development of its activities in Lebanon.

Each CA partner, with support from CA, will be responsible for the project implementation and necessary monitoring and evaluation will be conducted in order to make sure the project is reaching its objectives and outputs are achieved. An interim review will be conducted after 6 months. The volunteers and the experts involved in the projects will make one final evaluation. This final report will cover project activities and outputs within the framework of ACT’s reporting format. Lebanon Humanitarian Crisis 17 MELB61 (Revision 1)

VIII. CO-ORDINATION

CA will continue to co-ordinate its activities (both emergency and program related) with other INGOs (especially UK and Europe based INGOs with which it currently works) working in the Middle East. CA will support the establishment of an ACT Forum in Lebanon. The CA Representative in Lebanon will play an important role in ensuring coordination of CA program with ACT members as well as other stakeholders. This staff person will be line managed by the Middle East Emergency Program Manager based in London (with frequent travel to the region).

ME partners are well connected, and since the start of the emergency have been part of a Emergency relief committee to co-ordinate activities with other NGOs in conjunction with the Lebanese Relief Committee, part of the Ministry of Social Affairs. Since the beginning of the crisis, the civil society in Lebanon immediately started to coordinate efforts through forming relevant coalitions. These coalitions have been monitoring operations to provide services for displaced people who have been hosted by families or in relief centers. Many institutes have been running transportation services for people who are in need to leave their unsafe areas. Many organizations were trying to ensure that people receive meals and essential health care services.

LPHU has been collaborating with local institutes in order to provide aids to people with disabilities. In order to implement its activities, LPHU created groups of staff and volunteers in different locations who will coordinate with the relevant actors in the area.

In order to ensure coordination, Association Najdeh has coordinated a collective with other NGOs working among the Palestinian Community in Lebanon. In addition Najdeh is working in close cooperation with UNRWA at many levels, including sharing information on displaced families and individuals.

DLP is part of local municipality coordination committees in Bekaa area. This coordination committees aims to coordinate activities in that municipality and avoid duplication.

CA partners are also liaising with WFP for the provision of supplies. As part of the support trip, the CA program team have supported partners in coordination efforts with national and international humanitarian organizations in Lebanon.

Lebanon Humanitarian Crisis 18 MELB61 (Revision 1)

IX. BUDGET

Unit No. Unit Cost Budget Budget Type Units LL LL USD INCOME - Cash and In Kind Donations Received Directly

Crisis Phase CA appeal 193,000 Other donors direct funding to Najdeh (Diakonia, Cafod, Heks, Novib) 343,685 Other donors direct funding to LPHU (SC+Oxfam) 46,095 Irish Government (to CA for Najdeh project) 187,760

Post Crisis CA own appeal 318,464

TOTAL INCOME 1,633,506,000 1,089,004

EXPENDITURE Type No. Unit Cost Budget LL Budget USD Unit Units LL DIRECT ASSISTANCE Crisis Phase Association Najdeh Food Supplies Beneficiaries 38,084 10,314 392,779,715 261,853 Mattress Beneficiaries 38,084 1,299 49,481,018 32,987 Blanket Beneficiaries 38,084 385 14,650,153 9,767 Pillow Beneficiaries 38,084 347 13,223,907 8,816 Stationery Beneficiaries 28,563 3,667 104,745,948 69,831 Educational Materials Beneficiaries 19,042 368 7,004,600 4,670 Cloth for children Beneficiaries 19,042 33 630,290 420 Cloth for Youth Beneficiaries 19,042 103 1,956,946 1,305 Diaper Beneficiaries 19,0 42 110 2,098,619 1,399 Pads Beneficiaries 9,521 70 663,899 443 Towels Beneficiaries 38,084 51 1,956,756 1,305 Underwear Beneficiaries 38,084 98 3,747,466 2,498 Hygeine Kits Beneficiaries 38,084 1,681 64,011,206 42,674 Abaia & women cloths Beneficiaries 9,521 127 1,212,880 809 Pyjama for men Beneficiaries 9,521 186 1,771,572 1,181 Medicine Beneficiaries 38,084 985 37,497,126 24,998 Sweet for children Beneficiaries 19,042 676 12,869,726 8,580 Coolers Units 7 150,000 1,050,000 700

Transportation Days 60 80,467 4,828,020 3,219 Communication Days 60 94,613 5,676,780 3,785

Volunteers' fees Days 60 192,550 11,553,000 7,702 Daily Meal for volunteers Days 60 18,383 1,102,980 735

Center Utilities Days 60 4,167 250,020 167 Center Maintenance Days 60 833 49,980 33 Machinery and equipment Days 60 18,750 1,125,000 750 Office Supplies Days 60 19,275 1,156,500 771 Essentail staff fees/ extra hours Days 60 28,104 1,686,240 1,124 Lebanon Humanitarian Crisis 19 MELB61 (Revision 1)

Trans/Goods Days 60 38,233 2,293,980 1,529 Center maintenance Sidon and Tyre Days 60 999,700 59,982,000 39,988 Association Najdeh - total 801,056,328 534,038

LPHU Food parcels Families 650 82,500 53,625,000 35,750

Non Food Relief Assistance Medical supplies for disable person* Families 650 364,500 236,925,000 157,950 Family medical supplies Families 650 84,000 54,600,000 36,400

Direct Programme Related Costs Fuel days 15 517,500 7,762,500 5,175 Volunteer expenses (52 volunteers) days 15 780,000 11,700,000 7,800 Communication expenses days 15 500,000 7,500,000 5,000 PHLU - total 372,112,500 248,075

Mouvement social Relief Action Kitchen sets Beneficiaries 4,214 2,641 11,129,595 7,420 Food Products Beneficiaries 4,2 14 2,511 10,581,354 7,054 Stationery Beneficiaries 4,214 6 26,970 18 Detergent Beneficiaries 4,214 669 2,819,587 1,880 Under wear Beneficiaries 4,214 1,727 7,275,471 4,850 Mattresses, pillows and covers Beneficiaries 4,214 2,269 9,562,830 6,375 Towels and diapars Beneficiaries 4,214 1,700 7,162,536 4,775 Medicine Beneficiaries 4,214 4,984 21,000,469 14,000

Administration Volunteer pier diems Days 15 50,000 750,000 500 Transportation Days 15 200,000 3,000,000 2,000 Calls Days 15 135,000 2,025,000 1,350 Maintenance Days 15 115,000 1,725,000 1,150 Mouvement Social - total 77,058,812 51,373

DLP Food parcels Non Food Relief Assistance Medicines distribution beneficiaries 2,000 16,650 33,300,000 22,200 Villages assessments village 35 1,366 71,700,000 47,800 DLP - total 105,000,000 70,000

Sub Total Crisis Phase 1,355,227,640 903,485

Post Crisis Phase

LPHU Health and Medical support Driver (x2) Months 6 1,500,000 9,000,000 6,000 Health Manager Months 6 1,800,000 10,800,000 7,200 Medication Families 100 375,000 37,500,000 25,000 Occupational therapist Months 6 1,500,000 9,000,000 6,000 Prosthetics Families 20 3,000,000 60,000,000 40,000 Psychosocial support Families 125 420,000 52,500,000 35,000 Rehabilitation Families 35 900,000 31,500,000 21,000 Social worker (x2) Months 6 2,250,000 13,500,000 9,000 Lebanon Humanitarian Crisis 20 MELB61 (Revision 1)

Livelihoods rehabilitation Rehabilitation manager Months 6 1,500,000 9,000,000 6,000 Secretary Months 6 1,200,000 7,200,000 4,800 Tools and equipment for self- Families 30 7,500,000 225,000,000 150,000 employment Income generation projects Families 75 3,000,000 225,000,000 150,000 Vocational and management training Families 100 375,000 37,500,000 25,000

Equipment Second hand cars Units 2 13,125,000 26,250,000 17,500 Laptop Units 5 2,100,000 10,500,000 7,000 Stationary Months 6 500,000 3,000,000 2,000 Communication Months 6 625,000 3,750,000 2,500 Office supplies Months 6 750,000 4,500,000 3,000 LPHU - total 775,500,000 517,000

Mouvement Social Reintegration and income generating Small farmers Individuals 120 1,500,000 180,000,000 120,000 Shop owners Individuals 120 1,125,000 135,000,000 90,000 Small handicraft owners Individuals 60 1,125,000 67,500,000 45,000

Personnel Salaries for Centre Managers (x3) Months 12 2,553,750 30,645,000 20,430 Salaries for Social Workers (x3) Months 12 3,690,000 44,280,000 29,520 Salaries for Financial person Months 12 412,500 4,950,000 3,300 Trainer fees Workshops 24 450,000 10,800,000 7,200 Consultancy Sessions 594 60,000 35,640,000 23,760

Transport Months 12 675,000 8,100,000 5,400 Administration Months 12 1,237,500 14,850,000 9,900

Transport and per-diem for volunteers Months 12 900,000 10,800,000 7,200 Perdiems for beneficiaries Workshops 24 225,000 5,400,000 3,600 Mouvement Social - total 547,965,000 365,310

AUDIT 30,000 Trainings to partners Workshops 2 3,000,000 6,000,000 4,000

Sub Total Post Crisis Phase 1,323,465,000 916,310

TOTAL EXPENDITURE 2,678,692,640 1,819,795

Less Income 1,633,506,000 1,089,004

BALANCE REQUESTED 730,791

Exchange rate: local currency to 1 USD = 1,500.00 L.L.

Lebanon Humanitarian Crisis 21 MELB61 (Revision 1)

INTERNATIONAL ORTHODOX CHRISTIAN CHARITIES (IOCC)

I. REQUESTING ACT MEMBER INFORMATION

International Orthodox Christian Charities (IOCC)

II. IMPLEMENTING IOCC & PARTNER INFORMATION

IOCC was founded in 1992 by the Standing Conference of Canonical Orthodox Bishops in America (SCOBA) as a response to emergency relief and development issues around the globe. IOCC is a non-profit, non-sectarian humanitarian relief organization working for the survival and well being of refugees, displaced persons and those at risk. Central to all its programs are capacity building and self-reliance initiatives. In order to provide maximum sustainability for development initiatives, IOCC creates community-based partnerships incorporating beneficiaries, community groups and leaders and local businesses. IOCC assumes the highest professional standards and is fully accountable to the public and its donors. Since the inception of IOCC in 1992, its teams have worked to:
Provide emergency relief to the victims of natural disasters, civil unrest and war;
Help displaced persons return to their communities to rebuild their homes, communities and lives;
Train and educate grass roots organizations and local non-governmental organizations; and
Support sustainable self-help initiatives that empower individuals and communities to provide for themselves.

IOCC implements small and large projects as well as simple and complex programs in various settings: emergencies, transitional and developmental. IOCC is experienced in market development schemes for monetization of commodities and the development of agricultural and rural rehabilitation and micro-credit activities. From its food distribution programs, its tracking systems benefited all its programs in instituting and tracking all program resources, both cash and in-kind. Given IOCC’s solid reputation and credibility, especially in safeguarding project integrity and stressing donor fulfillment and accountability, various donors continued not only to fund its projects but to progressively increase assistance levels.

IOCC has programs in the following localities: Bosnia-Herzegovina, Serbia, Montenegro, Georgia, Lebanon, Iraq, Jordan, Russia, Romania, Jerusalem/West Bank, Ethiopia, Indonesia and Thailand. In Lebanon, IOCC has been implementing a school feeding and education program for the past five years. IOCC is currently active in various parts in Lebanon, including the southern Cazas of Marjeyoun, Hasbaya, Tyre and Bint Jbeil, serving a total of 242 schools and more than 45,500 direct beneficiaries and almost 135,000 indirect beneficiaries. The program is funded by the United States Department of Agriculture (USDA). The program includes a feeding component through which meals are provided to about 45,500 students; an infrastructure rehabilitation component to upgrade the physical structures in schools; an educational component that aims at engaging students and families and mobilizing local leadership and communities in support of the educational system; a capacity building component to upgrade the performance of teachers and school administrators and a child health component to upgrade the system for screening, reporting, and follow-up for ailments affecting school children that must be addressed appropriately to ensure proper growth and development. Lebanon Humanitarian Crisis 22 MELB61 (Revision 1)

Having implemented numerous emergency relief projects, IOCC has an established commodity procurement and international / local logistics system that can be activated with little advance notice. To respond effectively to an emergency, IOCC engages all lines of management (e.g., Operations, Finance, Human Resources, etc.) to maximize effectiveness. IOCC has created an emergency response tool box necessary for start-up of an emergency program in any location and/or setting, including all necessary forms, protocols, financial administration, logistics and procurement procedures, personnel policies and program planning instruments. In order to rapidly initiate emergency activities in a complex refugee / IDP crisis, IOCC also has the ability to commit reserve funds quickly.

Literally overnight, IOCC staff in Beirut converted the IOCC development program into an emergency relief effort using trucks that normally distributed public school meals to reach distressed families. Staff was also able to use their network of food suppliers to procure food and hygiene items, a task that was very difficult in view of the security situation. IOCC staff has been able to purchase supplies locally and use their well-developed network of government contacts, Orthodox Church clerics, local government and public school contacts for coordination and communication.

Pursuant to the current crisis in Lebanon, IOCC has so far delivered more than $200,000 worth of direct relief assistance (family food and family hygiene parcels, and two WHO Emergency Health Kits).

IOCC staff is coordinating efforts with the United Nations Office for the Coordination of Humanitarian Affairs, the U.S. Office of Foreign Disaster Assistance , the Ministry of Social Affairs, and with the Orthodox Church in the area that IOCC distribution of supplies is taking place.

IOCC's implementing partners IOCC will be directly involved in the implementation and the management of the project. IOCC will coordinate and cooperate with the Greek Orthodox Church of Antioch and all the East, through the Marjeyoun Diocese. Coordination and cooperation will involve the Ministry of Education, the Ministry of water resources, local communities, municipalities and other local and international NGOs and UN agencies working in the same regions.

III. DESCRIPTION OF THE SITUATION IN THE AREA OF PROPOSED RESPONSE

Current situation Thousands of displaced are converging on southern Lebanon, despite the fragile truce. Many of the displaced fled with few possessions and do not know what they are returning to. Orphans, elderly, people with disabilities, large families with limited economical means - in addition to the families of the victims of this war - remain the most vulnerable among the whole population and are in utmost need for assistance to re-establish their lives in their villages and towns of origin.

The extent of destruction in villages and towns across the Lebanese – Israeli boarder is beyond any imagination. Most of the houses and public buildings have suffered extensive damage as a result of the fierce fighting that engulfed the whole area. Some of the villages remain out of reach due to the remaining presence of Israeli troops.

Lebanon Humanitarian Crisis 23 MELB61 (Revision 1)

Impact on human lives People returning to villages in Marjeyoun, Bint Jbeil, Hasbayya and Tyre are facing a big challenge due to the presence of unexploded ordinance that litter the area and due to the absence of basic human needs like water, electricity and communication. About 350,000 people live in these areas.

People are going back to their villages despite the warnings of international NGOs, UN agencies and the government of Lebanon about the dangers that they may face. People are determined to get back to their places of origin and to resume their normal lives. Humanitarian agencies have responded to this emergency situation promptly and persistently. Convoys of humanitarian aid started pouring into the regions as soon as people started to return. However, the need is immense and the people of southern Lebanon will need assistance for some time to come.

Description of the damages Reports indicate that more than half of the houses in southern Lebanon have been completely destroyed or have suffered extensive un-repairable damage. All over Lebanon, about 15,000 houses have been destroyed. Public buildings like schools or city halls have been targeted, taking heavy artillery and air strikes. Power girds, water installations and communication relays have experienced extensive damage. Communities do not have running water, power or telephone connections. It will take the Lebanese authorities some time to restore these services to pre-war level. Most of the farmland has been burned and various harvests have been lost. At least 200 agricultural nurseries have been destroyed or lost because they were abandoned and due to the unavailability of water.

Security situation Since the cessation of hostilities, the situation has generally remained; people are optimistic about the deployment of the Lebanese army to the south and are hopeful that this will diffuse the tense situation.

Clearing mines and unexploded ammunition remains to be the biggest challenge. UN sources estimate that about 10% of the shell rounds and missiles fired (estimated rate of 3,000 to 6,000 per day) remain unexploded. It is feared that children will be the softest targets of such dangerous material, especially cluster bombs.

Roads are being restored and temporary bridges are being installed in various places to facilitate access to various villages and towns. Local communities and municipalities are deploying heavy equipment to clear the rubble from the streets.

Location for Proposed Response IOCC will address the needs of vulnerable people returning to villages and towns in the Cazas of Bint Jbeil, Marjeyoun, Hasbayya including 7 villages in Tyre where IOCC is well established and has been implementing its school feeding and education program during the past five years. This area is across the Israeli – Lebanese boarder and remained for more than 20 years under occupation prior to the withdrawal of the Israeli forces in 2004.

IOCC field officers concluded their initial needs assessment in these selected areas that included discussions with grassroots leadership, Church hierarchs, school directors, municipalities and officials at the Ministry of Water Resources, the Ministry of Education and the High Relief Council. Accordingly, it became obvious that the extent of damage in these villages is immense and immediate response to assist the most vulnerable is urgent. IOCC accompanied the returnees to Lebanon Humanitarian Crisis 24 MELB61 (Revision 1)

Marjeyoun and used its own resources to distribute food and Hygiene parcels. IOCC keeps working on getting additional funding and supplies to support the returnees. IOCC coordinates with local and international NGOs and UN agencies.

There is a great need for hygiene parcels, infant formula and diapers, cooking and kitchen utensils, heaters, repairs of schools and water mains to help families prepare for the coming winter months.

IV. TARGETED BENEFICIARIES

Number and Type • 1,000 families of victims (deceased & injured), people with disabilities, orphans, elderly and large extended families. • 1,000 students of ages 5 to 11 in 5 schools • 15,000 families through water and sanitation projects in 5 villages. • 300 farmers and small businesses.

Location and Criteria for the selection This project will assist an estimated 1,000 families who belong to the following vulnerable categories in the above-mentioned areas. These families will receive relief supplies. - Families of victims (deceased or injured) - Families of people with disabilities - Families caring for orphans - Elderly people living alone

The project will also attend to the immediate needs of communities at large by implementing the following: - Repairs to 5 schools - Repairing water mains, village communal water tanks and water pumps in 5 villages - Providing 300 grants to affected farmers and small businessmen

Number of targeted beneficiaries according to proposed assistance The following table is a description of the estimated number of returnee families that will be targeted in each Caza based on IOCC criteria.

Location Number of family Number of individual Number of People beneficiaries (relief Beneficiaries living in the regions supplies) (relief supplies) Bint Jbeil 400 2,400 115,000 Marjeyoun 280 1,680 125,000 Hasbayya 160 960 70,000 Tyre (7 villages) 160 960 40,000 Total 1,000 6,000 350,000

IOCC will consult with local communities, municipalities, church hierarchs and officials to select beneficiaries based on the criteria mentioned above and projects in various villages and towns that prove to be most urgent and beneficial to community members. In doing this, IOCC will ensure the feeling of ownership among various community members and will secure sustainability.

Lebanon Humanitarian Crisis 25 MELB61 (Revision 1)

V. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

Goals To assist the most vulnerable families and individuals who returned to their villages and provide for a healthy and safe environment, with special emphasis on supporting the needs of mothers and children.

Objectives 1. To support the well-being of returnee families by providing monthly provisions of non- food material and supplies needed for basic and decent survivorship for a period of four months. 2. To provide for a healthy and safe environment through essential repairs to water installations in the areas that have suffered extensive damage. 3. To support returnees re-establish their livelihood by providing grants to small farmers and businesses to enable them recreate a source for income.

Activities

1. Relief Supplies Responding to the needs of returnees, IOCC will supply families with basic hygiene kits, cooking and kitchen utensils, heaters, sleeping aids, and infant kits based on sphere standards. Annex 1 presents a description of the items included in these kits.

2. Repairs This intervention will include: - Repairs to 5 public schools - Repairs to water installations in 5 villages

3. Small Grants This intervention will provide 100 grants for small farmers or businessmen.

Project implementation methodology

1. Relief supplies IOCC will procure all materials and supplies in the local market and will use two warehouses in Marjeyoun and Bint Jbeil in southern Lebanon to store the commodities destined for distribution. IOCC will follow its standard procurement procedure and all supplies will be easily tracked. All villages will be visited by IOCC staff in coordination with the local Caza Administrator and local municipalities. This will avoid duplication of assistance that may be offered by other local or international NGOs working in the same areas. Reports about supplies in stock and distribution activities will be compiled and provided to ACT as needed. Comprehensive lists of beneficiaries indicating names, family information and assistance provided will be compiled and kept on file.

2. Repairs Public Schools: IOCC has a long existing procedure of fixing public schools in cooperation with the Ministry of Education. IOCC prepares an assessment about the repairs that are needed in schools in coordination with school directors and presents that assessment to the Director General of Lebanon Humanitarian Crisis 26 MELB61 (Revision 1)

Education including an estimate of the cost of repairs that each school needs. After receiving the approval of the Ministry, IOCC places an ad in local newspapers inviting qualified construction companies to submit their bids based on a detailed bill of quantity that is prepared for each and every school including all specifications. IOCC signs agreements with the winners and monitors their progress based on a clear schedule.

Water Installations: IOCC will coordinate with the Ministry of Energy and Water and with municipalities and local administrators to select the most needed project that each community needs. Assessments will be prepared by local authorities and the approval of the ministry will be sought. Accordingly, IOCC will announce for a tender and will invite qualified companies to present their offers based on a detailed study of what needs to be done. IOCC will sign agreements with the winners and will monitor the progress of work until completion. IOCC will seek the consent of the local authority as an acknowledgment of satisfaction about the work that was undertaken.

IOCC will be compiling data and submitting progress reports as required by ACT.

3. Small grants IOCC will provide small grants to farmers and small businesses who belong to the same categories that IOCC will be targeting. Grants of up to $1,500 will be provided to farmers to procure seeds, seedlings, fertilizers and small machinery. Grants of the same ceiling will be provided to small businesses to rehabilitate their locations, procure machinery, restocking and other needs that are essential to be back in business. IOCC will establish a system to screen applicants and will check their backgrounds thoroughly before accepting to release a grant. To ensure that the funds will not be used for other purposes, IOCC will arrange to pay for the supplies or items that the small farmers and/or small businessmen would need instead of providing cash.

Inputs for project implementation Staff: IOCC will hire the following staff to implement the project: • Program Manager (1): Based in Beirut. Oversees all programmatic operations, including administrative and financial aspects of program implementation. Responsible for reporting and supervision. FTE for project is 100% for 6 months. • Project Officer (1): Based in Marjeyoun. Responsible for coordinating all project field activities as instructed by the Program Manger. FTE for project is 100% for 6 months. • Construction Specialist (1): Based in Marjeyoun / South Lebanon. Responsible for needs assessment, plan design, executing agreements for the installations and follows up on the implementation of the project in the respective area. FTE for project is 100% for 6 months. • Monitor (2): Based in Marjeyoun and Bint Jbeil. Responsible for coordinating with governmental and non-governmental entities as well as grassroots leadership and overseeing the implementation of the project in their respective regions. FTE for project is 100% for 6 months. • Administrative Assistant (1): Based in Marjeyoun. Responsible for overall administrative management in support of project staff based in Marjeyoun. FTE for project = 100% for 6 months.

IOCC will share the time of its existing staff of the following positions: • Finance/Personnel Manager (1): Based in Beirut. Responsible for bookkeeping and tracking project expenses. FTE for project is 50% for 6 months. Lebanon Humanitarian Crisis 27 MELB61 (Revision 1)

• Logistics Manager (1): Based in Beirut. Responsible for procurement, warehousing, repacking and coordinating distribution plans. FTE for project is 50% for 6 months. • Information / Reporting Officer (1): Based in Beirut. Responsible for compiling data and reports as needed by the Program Manager and staff and as required by donor. FTE for project is 50% for 6 months.

Equipment for the office in Marjeyoun • Two computers. • Two printers. • One Fax and one Photocopier. • Office Furniture.

Transportation IOCC will not procure vehicles. Staff working on this project will use their personal vehicles and will be compensated for travel expenses on the basis of a fee per kilometer traveled. Transportation of commodities will be arranged by hiring trucks. Payments will be made on the basis of distance and load basis.

Planning assumptions, constraints and prioritisation Assumptions: 1. Funds are received on time to allow for much needed time to start the rehabilitation process prior to the approaching winter season. 2. Cooperation and coordination between Public Departments, UN agencies and various local and International NGOs are efficient and effective. 3. Lebanese Government Officials deliver on promises made to facilitate the selection and implementation of projects.

Constraints: 1. Pursuant to the adoption of UN resolution 1701, the security situation in the country has improved, but remains to be a significant factor given the debate that is being encountered with regard to the different interpretations of certain clauses of the resolution. 2. The continuation of the blockade imposed on Lebanon, may exacerbate the problem of availability of commodities that will adversely impact the distribution of supplies to beneficiaries, as well as the attendant costs.

Prioritisation: IOCC will use the funds that will be made available proportionally among various project components unless it feels that the well-being of the targeted families is at an alarming risk. In this case priority will be given to providing relief supplies and basic necessities of life.

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Implementation Timetable

Activity Month Month Month Month Month Month 1 2 3 4 5 6 Relief supplies - Procurement X X X - Repacking X X X - Distribution X X X Repairs Project Selection X X X Contracts awarded X X X X X Implementation X X X X X Small Grants Selection of Beneficiaries X X X X X Provision of Grants X X X X X Monitoring X X X X X X Reporting X X X X X X

Transition or Exit Strategy IOCC will be working closely with the Ministry of Education and the Ministry of Energy and Water and will be engaging them in all the details of implementing the repair projects. Once the repairs work is completed, IOCC will officially turn over the projects’ sites to the respective Ministries. Both ministries and in coordination with local municipalities expressed readiness to take over the day-to-day operation and maintenance of the schools and water installations that will be repaired through this project. With respect to the distribution of non-food supplies, IOCC expects that by the end of the fourth month of the life of the project, beneficiaries would be in a position that enables them to get help if they still need it through the programs of the Ministry of Social Affairs. IOCC will make all efforts needed to help its beneficiaries to link up with other assistance programs. Small farmers and businesses should be able to expand their operation once they are provided with the seed money through the IOCC/ACT project.

VI. ADMINISTRATION and FINANCE

Administration & Finance IOCC program supervision is directed from IOCC headquarters in Baltimore, Maryland, where the Interim Director of Operations oversees the Middle East Regional Director in Beirut, Lebanon. The Regional Director supervises all IOCC operations in Lebanon, Syria, Jordan and Iraq.

Day-to-day management of the IOCC program will be undertaken from IOCC’s Lebanon field office and supervised by IOCC’s Program Manager. The Regional Director, Program Manager and the Chief Accountant are responsible for all aspects of program implementation, management, and supervision and monitoring. All financial, logistics and related controls, systems and procedures carried out in field operations are governed and reviewed by IOCC’s international headquarters in Baltimore, Maryland.

Lebanon Humanitarian Crisis 29 MELB61 (Revision 1)

Appeal funds are received at IOCC headquarters in Baltimore and will be transferred to the field office in Lebanon on a monthly basis in accordance with the system of monthly cash requests procedure that all IOCC field offices follow.

IOCC Lebanon will open a separate bank account to receive ACT funding. Monthly bank statements as well as monthly financial reports will be submitted to IOCC headquarters in accordance with IOCC financial procedures applied in all field offices.

VII. MONITORING , REPORTING & EVALUATIONS

For all the components of the project, IOCC will apply standardized monitoring processes and criteria that will facilitate ongoing information gathering and reporting. IOCC conducts monitoring for a three-fold purpose:

1. To ensure that the project is implemented according to plan; 2. To confirm that assistance is reaching the targeted beneficiaries and achieving the desired project objectives; and 3. To determine future needs.

Monitoring and reporting will be the responsibility of the project staff, supervised by the Program Manager. Field monitoring reports will be based on field observations and interviews with beneficiaries.

VIII. CO-ORDINATION

Coordination within the project: IOCC staff will involve grassroots leadership, municipalities, church leaders and local communities’ representatives in the selection of projects and later in monitoring the implementation to give them a sense of ownership and to make sure that the project attains the highest level of satisfaction within the communities.

Coordination with other ACT members: IOCC staff met with the Middle East Council of Churches (MECC) staff in Beirut and agreed on the broad guidelines that will be followed in preparing for this appeal. Accordingly, IOCC and MECC agreed on dividing the area of south Lebanon into two main regions in order to avoid overlap. Coordination will resume as soon as the funds become available and all through the life of the project to ensure compatibility and utmost cooperation to address the needs.

Coordination with other organizations in the area of intervention IOCC will coordinate all its activities and will be working alongside the existing international NGOs and local NGO networks. IOCC strategy has been designed in order not to duplicate the efforts of other humanitarian agencies but rather as complementary activities to on-going efforts.

Periodical meetings will be held with Lebanese officials, local communities, other NGOs and ACT members to assess the situation and to ensure the effectiveness of appropriate interventions

Lebanon Humanitarian Crisis 30 MELB61 (Revision 1)

IX. BUDGET Unit No. Unit Cost Budget Type Units USD USD INCOME IOCC

Funds received directly IOCC 149,942 Presbyterian Disaster Assistance 40,000 TOTAL INCOME IOCC 189,942

EXPECTED EXPENDITURE

Description Unit No. Unit Cost Budget Type Units USD USD EXPENDITURE DIRECT ASSISTANCE Crisis Phase Non Food Relief Assistance Hygiene parcels (1000 per month for 3 months) Parcel 3,000 42 126,000 Infant kit(formula milk, diapers) 500 per mth for 3 mths Parcel 1,500 15 22,500 Bedding (bed linen) one set of 3 items Set 1,000 14 14,000 Kitchen and eating utnesils (one set) Set 1,000 67 67,000 Stoves / Heaters (once) Each 1,000 60 60,000

Direct Programme Related Costs Logistics Manager (50%) Month 6 980 5,880 Monitor Month 6 860 5,160 Sub Total 300,540

Description

Post Crisis Phase Rehabilitation - food Security, livelihood, Grants to small farmers and businesses Each 300 1,500 450,000 Reconstruction Schools Each 5 20,000 100,000 Water installations Each 5 15,000 75,000

Direct Programme Related Costs Construction Specialist Month 6 1,650 9,900 Monitor Month 6 860 5,160

Sub Total 640,060

TOTAL DIRECT ASSISTANCE 940,600

TRANSPORT, WAREHOUSING & HANDLING Hire/ Rental of Vehicles (hygiene parcels, Kitchen sets, stoves) Lump 10,000

Warehousing & Repacking Rental of warehouse Months 3 1,500 4,500 Lebanon Humanitarian Crisis 31 MELB61 (Revision 1)

Repacking cost (3,000 hygiene parcel and 1000 kitchen sets) Lump 8,000

Handling Wages for labourers Lump 2,500

TOTAL TRANSPORT, WAREHOUSING & HANDLING 25,000

Description Unit No. Unit Cost Budget Type Units USD USD

CAPITAL ASSETS ( over US$500) Computers and accessories Unit 2 1,500 3,000 Printers Unit 2 350 700 Fax & Photocopier Unit 2 1,500 3,000 Office Furniture Unit 1 3,000 3,000

TOTAL CAPITAL ASSETS 9,700

INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT Staff salaries Program Manager Month 6 1,800 10,800 Finance / Personnel Manager (50%) Month 6 500 3,000 Project Officer Month 6 1,500 9,000 Information / Reporting Officer (50%) Month 6 450 2,700 Administrative Assistant Month 6 600 3,600 Staff benefits Social security and other benefits required by labor law Month 6 677 4,062 Staff Travel Travel expenses (Fuel, car depreciation, etc…) Month 6 1,800 10,800 Office Operations Office rent Month 6 750 4,500 Office Utilities Month 6 400 2,400 Office stationery Month 6 300 1,800

Communications Telephone and fax Month 6 800 4,800

Insurance Month 6 150 900

TOTAL PERSONNEL, ADMIN & SUPPORT 58,362

AUDIT & MONITORING Audit of ACT Funds Estimate 1 6,000 6,000 Legal & Financial Advice Estimate 6 325 1,950

TOTAL AUDIT & MONITORING 7,950

TOTAL EXPENDITURE 1,041,612

TOTAL REQUESTED IOCC 851,670 Lebanon Humanitarian Crisis 32 MELB61 (Revision 1)

MIDDLE EAST COUNCIL OF CHURCHES INTER-CHURCH NETWORK FOR DEVELOPMENT AND RELIEF IN LEBANON (MECC/ICNDR)

I. REQUESTING ACT MEMBER INFORMATION

The Middle East Council of Churches (MECC) is the regional ecumenical organization that brings all the churches of the region together. The MECC's mandate is to work for church unity and to promote ecumenical spirit and cooperation in the areas of Inter-Church and Christian-Muslim dialogue, diakonia and development, emergency relief and rehabilitation, Christian education as well as ecumenical formation.

The MECC has had a long experience in the area of emergency response as a result of the volatile situation in the Middle East region. These responses were provided through the Emergency Relief Rehabilitation and Reconstruction program in Lebanon (ERR, 1975-1990), Ecumenical Relief Services and the Iraq Relief and Rehabilitation Programs in Iraq and neighboring countries (1990- 2006) as well as in Syria and Iran, following dam collapse and earthquakes.

The MECC is fully aware of and committed to adhering to ACT principles and guidelines, to the Humanitarian Code of Conduct and is more than willing to work according to the Sphere Standards.

II. II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION

The 15 years of war in Lebanon have created a wide network of local private voluntary organizations working on the field and with whom the MECC/ERR worked in close collaboration during the different phases of the emergency relief and rehabilitation. ERR became the Inter-Church Network for Development and Relief in Lebanon (ICNDR), which will be the body in charge of the implementation of this appeal. ICNDR works with a network of grassroots organizations that include churches, church-related and other organizations.

III. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE

During 34 days of bombings and displacement of civilians, MECC/ACT took the initiative in providing basic needs for the displaced in their refuge centers where food and non-food rations, mattresses, health and sanitary facilities were distributed.

Since the declaration of cessation of hostilities and the implementation of UN Resolution 1701, around 400,000 displaced returned to their towns and villages, living in difficult circumstances in partially or completely demolished homes, without water and electricity. Electricity power is completely cut and will need months to be repaired. Water is cut by 95% as a result of the destruction of infrastructures and lack of electricity for wells functioning in villages. Furniture, basic house utensils, beds etc. were also destroyed.

At the economic level, there are more than 40,000 workers in the industrial field (out of 130,000) threatened to lose their jobs due to the destruction of factories, interrupted production, and lack of transportation for manufactured goods for more than five weeks. Similarly, there are big losses in the agricultural sector where shelling and military battles were waged in the fields and orchards in Lebanon Humanitarian Crisis 33 MELB61 (Revision 1) the South and Beqaa. The losses estimated for the summer seasonal produce (vegetables, Tobacco, perishable fruits, vineyards) touched 90% of total production and 40% in other irrigated agricultural produce (citrus, flowers and plants, potatoes and onions) because the irrigation system destruction and transportation made impossible. Similarly, some beehives and herds of sheep, goats and cows died.

The war zone areas suffer from pollution as many of the dead bodies of humans and animals under the rubbles are rotting as they wait to be collected and buried. Also shrapnel of bombs and uncollected garbage heaped in streets for weeks under the sun contribute significantly to spread of germs, epidemics that could affect the health of the people.

Impact on human lives in the area of proposed response Over 80% of the displaced people were living in very bad humanitarian conditions as forced to flee unexpectedly, leaving everything behind, and taking refuge in unprepared centers, without basic necessities such as medication, clothing and other supplies. The displaced and returnees have great needs in relation to food supplies, mattresses, clothing, cleaning supplies, medicines, water and sanitary facilities, and other basic daily needs.

In spite of the fact that the response to this emergency falls under two basic categories, the Crisis and Post Crisis phases, it is necessary that relief work be continuous and uninterrupted because of the quick changing dynamics that occur and the unstable and unpredictable conditions, regarding numbers of newly identified displaced people, or threatened to be displaced again in case their basic needs are not met with the approaching winter season. The start of the school year bring additional needs.

Location for proposed response The MECC/ICNDR will operate in the following regions in cooperation and coordination with all other organizations/churches working in the field: Beirut & Mount Lebanon, North Lebanon, Beqaa, and the South of Lebanon, provided that access is permitted . Localities that will be covered are: 1- Beirut : Regional Coordinator: Mr. Elie Ajouz * Southern Suburbs, Nabaa, Jnah, Ras Beirut-Sanayeh, Achrafieh 2- Mount Lebanon : Regional Coordinator: Mr. Elie Ajouz * Aley, Bhamdoun, Souk el Gharb, Bikfaya, Dhour Choueir, Mrouj, Baabda, Jbeil 3- North Lebanon : Regional Coordinator: Mrs. Foutine Nehmeh * Mina, Tripoli * Koura: Amioun, Dedde, Kfar Hazir, Kousba, Kfarakka, Anfeh * Akkar: Halba, Cheikh Taba, Meniara, Rahbe 4-Beqaa : Regional Coordinator: Mr. Tanios Keyrouz * Baalbeck: Deir Al Ahmar, Bechweit, Baalbek town, Boudey * Zahle * Sehmor and Yehmor 5- South Lebanon : South Lebanon I: Regional Coordinator: Mr. Robert Nicholas *Saida: Ghazie, Saida town, Zahrani, Jbeih, Arabsalim, Ain Bouswar *Nabatieh: Ansar, Zawtar, Yehmor, Harouf, Jebchit, Adchit, Kfar Remmane, Kfar Tebnit *Jezzine : Rihane, Aramta, Soujod, Aichiyeh, Kfarhouna Lebanon Humanitarian Crisis 34 MELB61 (Revision 1)

* Tyre (Sour) : Qana, Yater South Lebanon II: Regional Coordinator: Mr. Ghaith Maalouf * Marjeyoun: Khiam, Koleyaa, Bourj el Moulouk, Blat, Debbine, Deir Mimas, Kafarkila * Hasbaya: Kafarshouba, Rachaya el Fekhar, Al Meri, Hebbariye, Fardis * Bint Jbeil: Rmeish, Alma Al Chaab, Debel, Ayn Ebel, Aouzah, Aita al Cha’ab, Aitaroun

IV. TARGETED BENEFICIARIES

Crisis Phase - Food rations to 15,250 families, an average of 91,500 persons and Supplementary food for 1,000 infants and children Beirut and Mount Lebanon : 3,965 families North Lebanon : 2,135 families Beqaa : 3,355 families South Lebanon I & II : 5,795 families

- Mattresses/blankets to 1,400 families and Cleaning supplies to 8,000 families Beirut and Mount Lebanon : 2,444 families North Lebanon : 1,316 families Beqaa: 2,068 families South Lebanon I & II: 3,572 families

- Material for psychosocial rehabilitation activities targeting 2,000 persons. Beirut and Mount Lebanon : 520 persons North Lebanon : 280 persons Beqaa: 440 persons South Lebanon I & II : 760 persons

- Support and re-establish water supply for 150,000 to 200,000 person

Post Crisis Phase - Food rations to 7,000 families, an average of 42,000 persons and Supplementary food for 10,000 infants and children Beirut and Mount Lebanon : 13,520 persons North Lebanon : 7,280 persons Beqaa : 11,440 persons South Lebanon I & II : 19,760 persons

- Mattresses/blankets to 2,000 families, Cleaning supplies to 5,000 families every month, Diapers to 10,000 babies (same targeted children mentioned above). Heaters to 2,000 families Beirut and Mount Lebanon : 16,640 persons North Lebanon : 8,960 persons Beqaa: 14, 080 persons South Lebanon I & II : 24,320 persons

- Material for psychosocial rehabilitation activities targeting 4,500 persons. Beirut and Mount Lebanon : 1,170 persons North Lebanon : 630 persons Lebanon Humanitarian Crisis 35 MELB61 (Revision 1)

Beqaa: 990 persons South Lebanon I & II: 1,710 persons

- Assistance to Farmers and Artisans targeting 9,625 persons Beirut and Mount Lebanon : 2,503 persons North Lebanon : 1,347 persons Beqaa : 2,118 persons South Lebanon I & II : 3,657 persons

- Medical care and equipment to 10, 250 persons Beirut and Mount Lebanon : 2,665 persons North Lebanon : 1,435 persons Beqaa: 2,255 persons South Lebanon I & II : 3,895 persons

The majority of the returnee families are large with an average between 5 to 8 members (considered 6 in this appeal), mostly children, women and elderly dependents.

The number of beneficiaries per locality/region is defined according to needs and emergencies, with the following percentage by region: 14% in the North, 26% in Beirut & Mount Lebanon, 22% in the Beqaa, and 38% in the South of Lebanon.

Type of Beneficiaries - Returnees in urgent need for necessary items for sustaining life like food, water, electricity, non-food items, psychosocial care and shelter. It is worth noticing that certain groups have started distributing funds to families that lost their houses to rent for a year. - Displaced families living in dire need. - Those who lost their seasonal, part time or full time jobs in need for assistance in food and non-food rations, and small grants to help them secure or restart their daily source of income. As winter is coming, all those unemployed will need to secure heating and shelter.

Criteria for Selection The selection criteria will be the following: (not prioritized order, beneficiaries can meet either one or several of these criteria). - Large and poor families with many children and dependents, with priority to families whose bread winner is dead or lost source of income - Whose homes have been totally or partially damaged - Who are referred by local organizations/churches/mosques and whose story is validated

Beneficiaries will be selected by churches, church-related organizations and other community based organizations. They will in turn review and discuss with the ICNDR team the lists of needy families for assistance in order to avoid duplication and be more effective. The ICNDR team will finalize the selection taking into consideration the established criteria. The procedure will also consider those not receiving enough aid or no aid at all.

Lebanon Humanitarian Crisis 36 MELB61 (Revision 1)

V. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

CRISIS PHASE

Goal To contribute to sustain lives of the Lebanese population affected by the conflict.

Objectives - Securing sustainability of lives by sharing food supplies and supplementary nutrition for 15,250 displaced and returning families, and those who lost sources of income. - Contributing to basic shelter by providing mattresses and blankets 1,400 families in need. - Ensuring healthy surroundings through the provision of: cleaning supplies to 8,000 families. - Ensuring a qualitative and reassuring psychosocial care to 2,000 traumatized children. - Providing support to establish sufficient water supply.

Activities Food and Non Food Relief Items Aid will be provided through the preparation of relief packages to be delivered by MECC/ACT and its local partners, church and non church related, to respond to the immediate needs during this war in order to save, preserve and sustain human lives. Packages will be distributed through co- ordination with NGOs and PVOs, local municipal councils, social welfare offices and church related institutions.

The quantity of the various items to be included in each package is specified as such: 1. Food rations: 1 box per family containing 2 kg rice, 2 kg sugar, 400g luncheon meat, 480g canned cheese, 2 kg beans, 2 kg cracked wheat, 2 Lit. cooking oil, 900g tin powdered milk for cooking, 1 kg salt, 1/2 kg tea, 5 packs of pasta, 1kg of jam and 3 cans of tuna. 2. Supplementary nutrition for infants: 2 packs of infant and baby supplementary powdered formulas and cookies. 3. Mattresses and blankets: Pack of one mattress and 2 blankets per family member. 4. Cleaning supplies: 1 box per family containing 6 bars of soap, one bag of detergents, one bottle of disinfectant, 4 sponges, garbage collection bags, mosquito coils and a bag of candles.

Psychosocial Intervention Proposed activities respond to physical, psychological and social needs of affected children ranging between the ages of 3 and 15. In order to help the targeted children regain self-confidence, learn to work and communicate with a group, and mostly be able to assume his/her role of being a child, act, feel, imagine and create, activities will be divided into: - Physical activities and sports supplies: Balls, balloons, ropes, etc. - Art activities and material supplies: crayons, pens, paint, brushes, glue, scissors, paper sheets, play dough, stickers, etc. - Theatre & rhythm activities: CDs, radios, puppets, materiel for disguise, electricity supplies, etc.

Groups will be formed according to ages: 3 to 6, 6 to10, 10 to 12 and 12 to 15. Lebanon Humanitarian Crisis 37 MELB61 (Revision 1)

The selection of the children will be done by churches, church-related and community based organization, as in the selection of other groups of target beneficiaries.

Water and Sanitation (CRISIS AND POST CRISIS) Through coordination with ICNDR, NCA will contribute particularly to the water, sanitation and hygiene elements of the program, applying its emergency roster staff, supported by administrative staff, and locally hired technical staff. The water and Sanitation program will be implemented in the crisis phase, and in the four first months of the post-crisis phase

Re-establishing water supply and sanitation facilities are an important contribution to make it possible for IDPs to return home, and for rebuilding towns, villages and communities.

Areas of operation The South The bulk of the program will be in South Lebanon. NCA water program will aim at reaching 50 towns/villages in this region. The program is aiming at supporting 150,000 to 200,000 persons by: • Providing immediate basic water supply, including drinking water. • Re-establishing permanent water supply. • Providing basic hygiene articles to hardship families. Beirut The NCA Water Program will financially assists Beirut Water Authority in the repair of two main water supply lines into the heavily bombed suburbs of South Beirut, where 7,000 flats were destroyed. Other Areas On request, when there are great needs, a limited number of locations anywhere in the country might be supported.

The water and sanitation program will apply the following criteria for support: • The support will have an immediate effect. • The needs have occurred as a result of the last war. • The intervention can be done through local municipalities, or in close contact and dialogue with the municipality. • The assistance will benefit a high number of persons. • The assistance gives both immediate relief, and at the same time contributes to a long-term improved water and hygiene situation. • Distribute the support on an equal level. (Normally not exceeding 100 USD for a family or 20 USD per person, as average for a village/town).

1. Water supply: a. Provide household water reservoirs as replacement for destroyed ones. b. Provide electricity supply for pumping of water c. Provide clean drinking water when required d. Provide support for the repair of water supply systems, damaged by war. e. Provide support for temporary water supply by transporting water with trucks if required Lebanon Humanitarian Crisis 38 MELB61 (Revision 1)

2. Sanitation: a. Support safe waste disposal b. Provide temporary sanitation facilities related to reconstruction work.

3. Hygiene: a. Distribution of basic hygiene articles. b. Strengthen hygiene awareness when there are identified special needs.

POST CRISIS PHASE

Goal To support affected population reintegration to their environment, earn an immediate income and return to normal life.

Objectives
Securing sustainability of lives by providing food aid and supplementary nutrition to 10,000 children and 7,000 displaced , returnee families and people that lost their source of income.
Contributing to recover of basic shelter providing mattresses, blankets and heaters to 2,000 families in need.
Ensuring healthy surroundings through the provision of cleaning supplies to 5,000 families and sanitary supplies for 10,000 children.
Ensuring psychosocial care of 4,500 traumatized children.
Providing financial support to 500 persons from the most vulnerable population (women, orphans, and elderly).
Securing school transportation cost to 500 displaced students to go to neighboring schools.
Providing financial support to 275 artisans and craftsmen to restart their lost source of income.
Providing financial support to farmers to restart their activities.
Providing basic medical equipment to 20 dispensaries and medico-social centers that were damaged or directly affected.
Contribute to immediate medical treatment cost to 250 impoverished patients.

Activities

Food and Non Food Relief Items: Responsible staff: Ms. Rana Rizk, Relief Coordinator The planned activities will be the same as in the crisis phase, with the exception of kitchen supplies that will be distributed to destitute families in the first 2 months only.

Psychosocial Intervention : Responsible staff: Ms. Mounia Sawaya, Psycho-Social Coordinator Church of Sweden Psycho-Social deployed a team whose are being finalized at the time of writing this proposal. Therefore, ICNDR will develop further the psychosocial component based on Church of Sweden recommendations.

The proposal will include the details requested regarding the training, grants, and psycho-social activities for children and others including trips and recreational outings. Some of the activities foresee in the post-crisis phase are: Lebanon Humanitarian Crisis 39 MELB61 (Revision 1)

- Trips and recreational outings. Both the elderly and children will be targeted to help them overcome the traumas of the difficult days they have witnessed. - Financial assistance to the most vulnerable population: elderly, women and orphans that are identified as socially marginalized and require immediate financial assistance. An average of 300 USD will be provided per person to meet the basic immediate needs of 500 neglected people affected by war. - As schools will be open on October 9, 2006, intervention is urgently needed in villages where displaced families return, and where the schools are destroyed. The expressed needs showed the necessity to secure transport for the school children to the neighboring villages. The Ministry of Education is foreseeing a 2 shifts schedule in order to accommodate the students that loss their schools.

Immediate Economic Intervention: A Coordinator will be hired at the end of the crisis phase. In addition to the detailed assistance mentioned here below, farmers and artisans are part of the total targeted beneficiaries whose needs will addressed in a holistic way. Therefore, they may fulfill criteria to receive relief, psycho-social, water/sanitation and health care. - Provide small grants ranging between 500 and 1,000 USD to 275 artisans, craftsmen and small factory owners to replace or repair their damaged or burned equipments. These will be referred by the social services of churches, church-related and community based organizations, after ensuring the feasibility of their project. Social workers will follow up on the progress of the work. These grants will have an immediate impact on the lives of many people, as it will allow them to work again, start to earn a living and eventually sustain their families. - Rehabilitate and construct nearly 3 Km of irrigation canals that are ruined as a result of shelling and military operations. This will provide immediate re-cultivation of neglected orchards of 1,000 farmers. This will be implemented through the agricultural cooperatives or cooperative farmers’ societies when existing in the villages. Any subcontractor involved will be under the direct supervision of the cooperative farmers’ society and the ICNDR Regional Coordinator. Payments will be effected either through the cooperative or directly to the subcontractor. - Rehabilitate 50 side and agricultural roads where bridges need to be rebuilt and holes need to be refilled, reaching 3,000 farmers. - Provide assistance to 1,500 farmers in securing the fertilizers cost to half a hectare of land for each. - Assist 1,500 farmers to re-cultivate and plough their land, less than one hectare per farmer. - Distribute seeds and seedlings to almost 1,500 affected farmers. - Assist 150 beehive keepers to buy new boxes, replacing the damaged ones. - Provide small amounts of feed and veterinary drugs to 150 affected sheepherders to enable them meet the high costs of feed in the coming winter season. - Assist 10 agriculture cooperatives that lost part of their equipments by offering 50% of the cost of the new ones, benefiting 400 farmers. - Assist 150 owners of damaged plastic tunnels (green houses) with part of the plastic costs and water pipes.

Health Rehabilitation: Coordinator in charge will be appointed at later stage. Basic medical equipment to 20 health centers will be provided to replace the destroyed ones or increase the capacity of existing centers. This will be immediately implemented in affected villages Lebanon Humanitarian Crisis 40 MELB61 (Revision 1) and towns, early in the post crisis phase. It is estimated that a mapping of these centers will be finalized by the end of September. Centers benefiting from this assistance are those that: 1- Were damaged during the war and should be assisted and reequipped to reopen. 2- Were servicing people using all available resources and continue to do so and need support. 3- Are helping returnees from other neighboring villages as centers there were completely demolished.

Contribution with a grant of a maximum of 400 USD to medical treatment cost to 250 needy patients. These are impoverished people that have no medical insurance and are forced to seek medical treatment or surgeries unpaid by the Ministry of Health.

Project implementation methodology Local Community Organizations including churches were and will continue to be involved in the process of identifying needs and targeted beneficiaries. Ongoing consultations and cooperation are maintained to upgrade data and related information.

The method of implementation is based on a participatory approach, where beneficiaries are also consulted on what is most needed, guiding them to identify and express their needs.

Through out the post crisis intervention, the methodology of work focuses on an integrated holistic approach, where the immediate needs related to economic stability, social reintegration sanitation and health are met.

In relation to the water and sanitation program, MECC and NCA have signed a MoU as follows:
MECC/ICNDR will have the overall responsibility for implementation of the appeal, but NCA will be responsible for implementation of the water and sanitation program.
The program will be managed, monitored, supervised and verified by the Water Coordinator and the technical team consisting of expatriates as well as local staff, based on a participatory approach.
The program will be closely coordinated with ICNDR’s regional coordinators making use of their local knowledge, network and support services.
The program will be coordinate closely with other NGOs, under the lead of UNICEF.
The program will as far as possible, make use of local purchases, contractors and staff.
Accounting, financial reporting, logistics, security and other support services will be provided by MECC according to the agreed upon structure for the implementation.
NCA will provide all services in accordance with local needs and in a gender sensitive and non- discriminatory way.
The program will be developed in co-ordination with all relevant national, municipal and international actors, including the UN agencies.

Inputs for project implementation

Human Resources ICNDR staff :
The director's basic function is to direct and supervise the whole emergency operation and work in all regions of Lebanon, to provide leadership to all staff involved in the emergency operation Lebanon Humanitarian Crisis 41 MELB61 (Revision 1)

and to distribute tasks making sure that all adhere to the working policy of MECC/ACT. The director will sign all payment and distribution vouchers for execution, be responsible for the reporting on the emergency operation to ACT and other donor agencies, and for the coordination with UN and government agencies.
The regional coordinators' basic functions are to assess, propose and secure implementation and follow up of projects in relief (including warehousing), psychosocial, water sanitation, agriculture/economic intervention and health sectors mandated in his/her designated region.
The sectorial/technical coordinators' (hired on a monthly basis as freelancers) basic functions are to provide consultancy to the regional coordinators and the director in their field of specialization (psycho-social coordinator, water/sanitation coordinator, relief/food & non-food coordinator, agriculture/economic coordinator, health coordinator etc..) and follow up on technical progress of work. All the team Members are involved in the assessment, monitoring and evaluation phases of the work. (Chart attached).
The social/field workers (also hired on a monthly basis) will have the responsibility of carrying out field tasks as assigned by the regional coordinators, involving the beneficiaries in the implementation, follow up and evaluation of the work. Detailed job descriptions are available upon request.
Volunteers from the churches and community are mobilized for this effort. As the experience from previous relief work has accumulated, ICNDR and its local partners have the know-how to reach out to most needy families, to contact community-based organizations, public and private organizations of the civil society. The coordinating staff of ICNDR has had both the experience and the expertise in carrying out emergency work.

Norwegian Church Aid staff Will implement the water and sanitation activities. The staff will be recruited by NCA from their emergency roster. The staffs having substantial experience from works on water and sanitation issues in complex emergencies in other countries, including Iraq.

Other ACT members staff Other ACT members such as Church of Sweden and Danchurchaid might provide support with staff in their specific areas of expertise. Church of Sweden will provide expertise on psychosocial activities training MECC/ICNDR staff on planning and implementing the psychosocial component. Danchurchaid will provide support in mine awareness campaigns as well as accessing ECHO funds. In each case a MoU between MECC/INCDR and the ACT member will be signed to define responsibilities.

ACT staff According to the CAT’s recommendation, the ACT Coordinating office will deploy an ACT coordinator and an ACT finance officer to support the MECC/INCDR work in this emergency. The ToR for these two persons have been agreed with MECC/ICNDR and are part of a separated component in this appeal.

Transportation Transportation expenses will be needed for: - The distribution of relief items, - Relief/Field workers and staff as they visit the various areas, - Transportation/Taxis costs, Lebanon Humanitarian Crisis 42 MELB61 (Revision 1)

- Other travel purposes related to the ACT appeal, NCA will provide 4 land cruisers to facilitate all project work in the field of water and sanitation. The Land cruisers will be leased to the program.

Planning Assumptions, Constraints and Prioritization In the case of full closure and siege, cash could still flow in as our experience in the past has shown. If there are severe restrictions of access and movement, then it will be necessary to network with various organizations in the different localities to be able to provide the help at the regional level.

If the requested funding is not fully received, then the priorities will have to be redefined. For the MECC/ICNDR all areas of intervention are equally important. In case the Appeal is not fully funded, the MECC/ICNDR would then prefer to reduce the number of beneficiaries to be able to maintain the integrated approach adopted-especially in the post-crisis phase of rehabilitation- and address the needs in a holistic way. On this subject, it will be important for ACT to alert ICNDR on the rate of funding available.

Implementation Timetable MECC/ICNDR Crisis phase : 2 months starting August 1 st , 2006 – ending September 30, 2006 Post Crisis phase : 10 months starting October 1 st , 2006 – ending July 31 st , 2007

MECC/ICNDR/NCA Six months from August 1, 2006 to January 31, 2007.

Transition or Exit Strategy Once this 12 months intervention is over, and hopefully successful, it is expected to revise and reassess the needs in the coming year. It is expected that activities would focus on reconstruction, socio-economic rehabilitation and agriculture rehabilitation.The ICNDR exit strategy goes in line with our endeavors to ensure the relief-rehabilitation development continuum. The MECC/ICNDR will encourage the rehabilitation and development of small businesses and rural income generating activities, especially to those living in remote deprived areas hit by the conflict. CA is also committed to continue networking with its local and international partners, similar organizations and public bodies in order to propose programs of development, empowerment and capacity building particularly for children, youth and women.

VI. ADMINISTRATION & FINANCE

The MECC is responding to the situation through their program the Inter-Church Network for Development and Relief in Lebanon (ICNDR).

The MECC newly formed Emergency Committee lead by the MECC General Secretary will supervise the process of implementation of this Emergency Appeal in coordination with the ICNDR Central and Regional Committees. The Emergency Committee comprises: MECC General Secretary, MECC Director of International Ecumenical Relations, ICNDR director, ICNDR Relief coordinator, WCC representative in Lebanon, MECC Finance Officer, ACT Coordinator and Communicator. This committee will support and supervise ICNDR relief activities.

Lebanon Humanitarian Crisis 43 MELB61 (Revision 1)

The director of ICNDR will have overall responsibility to oversee the process of screening according to eligibility criteria. She/he will also authorize dispensing of cash and funds to keep financial and narrative records updated, together with lists of beneficiary families.

VII. MONITORING, REPORTING & EVALUATION

The MECC Emergency Committee will have the responsibility to monitor the ACT assistance.

MECC/ICNDR Director will be responsible for the narrative, progress and final reports.

The MECC finance department will be responsible for producing monthly statements and periodic reports detailing all transactions. For the first two months, the accounting of the appeal will be carried out by an accounting firm (KPMG). In the meantime, an accountant for the ACT appeal will be hired. The ACT International Finance Officer will participate in the selection and training process.

A separate bank account has been opened for the funds of the appeal.

A separate external audit will be made for the ACT assistance within the prescribed period of time required by ACT. The MECC Finance Officer together with the Accountant will ensure the timely production of this audit report.

VIII. COORDINATION

Coordination within the project In order to ensure this coordination, an emergency committee was formed to supervise the work carried during the emergency. An organizational chart was developed to clarify the lines of authority and coordination within the project.

Coordination with other ACT members MECC/ICNDR is ready to coordinate with other ACT members and work together to maximize the impact of the appeal. A Memorandum of Understanding (MoU) will be developed with any ACT partner requesting it. Coordination meetings started with IOCC in order to complement efforts and avoid duplication.

Coordination with other organizations in the area of intervention MECC/ICNDR plans to implement the emergency appeal through full cooperation and coordination with local and international civil society organizations (Christian, Muslim and secular), government offices, UN agencies (WHO, UNICEF, UNHCR, UNDP,OCHA), municipalities and concerned ministries and bodies such as the High Relief Committee, Civil Defense groups and others as required. The MECC is also a member of the NGO Collective that counts around 17 organizations. It works with other grassroots organizations as well.

The coordination with local partners and other organizations aims at sharing information and assessment of the situation in any of the localities and to distribute tasks to avoid duplication. With the different actors in the wide emergency relief operation in the country, this coordination is essential so that the real needs are met and partners/actors complement and supplement each other. Lebanon Humanitarian Crisis 44 MELB61 (Revision 1)

IX. BUDGET

Category/Description Type of No. of Unit Cost Budget Budget Unit Units L.L. L.L. USD

Income MECC/ICNDR

Funds Received through ACT UMCOR - USA 5,000 Primate's WRDF Canada 21,930 Evangelical Lutheran Church in America 30,000 Icelandic Church Aid/ Icelandic Govt 28,000 Church of Sweden 138,769 Church of Sweden/SIDA 138,769 Finchurchaid 38,469 Council for World Mission, UK 18,321 Lutheran World Relief 92,633 United Church of Canada 7,124 Disciples of Christ, USA 25,000 Wider Church Ministries 50,000 Presbyterian World Service and Development 17,727 Diakonisches Werk 52,628 Kerkinactie, Netherlands 38,454 Diakonisches Werk 125,960 CEPAD Nicaragua 606 HEKS 39,927 Presbyterian Disaster Assistance 30,000 DanChurchaid 24,074 Eglise Reformée D’Alsace 513 Funds received Directly Norwegian Church Aid 46,000 Danchurchaid 125,000 Presbyterian Disaster Assistance 50,000 Pledges National Council of Churches in Australia 2,369 Church of Sweden (earmarked for 72,101 psychosocial) TOTAL INCOME MECC/ICNDR 1,219,374

INCOME NCA Finnchurchaid 128,360 Norwegian Church Aid 1,050,056 TOTAL INCOME NCA 1,178,416

TOTAL INCOME MECC/ICNDR+NCA 2,397,863

EXPENSES

MECC/ICNDR CRISIS PHASE AUG. 1st - SEP. 30th

Lebanon Humanitarian Crisis 45 MELB61 (Revision 1)

Category/Description Type of No. of Unit Cost Budget Budget Unit Units L.L. L.L. USD DIRECT ASSISTANCE Assessment / Coordination (12-31/7/2006) Assessment Team Lumpsum 1 7,500,000 7,500,000 5,000 Fuel for travel Lumpsum 1 1,000,000 1,000,000 667 Telephone, Faxes & E-mails Lumpsum 1 3,000,000 3,000,000 2,000 Subtotal Assessment / Coordination 11,500,000 7,667

Food Relief Assistance Food Ration Box 15,250 30,000 457,500,000 305,000 Infant Supplements 2 Tins 1,000 10,000 10,000,000 6,667 Subtotal Food Relief Assistance 467,500,000 311,667

Non food Relief Assistance Blankets Piece 7,000 10,000 70,000,000 46,667 Mattresses Piece 1,000 20,000 20,000,000 13,333 Cleaning Supplies Box 8,000 10,000 80,000,000 53,333 Subtotal Non food Relief Assistance 170,000,000 113,333

Psychosocial Intervention Sports Tools Lumpsum 1 12,000,000 12,000,000 8,000 Art Tools Lumpsum 1 22,500,000 22,500,000 15,000 Theater Tools Lumpsum 1 15,000,000 15,000,000 10,000 Training of Trainers Lumpsum 1 7,500,000 7,500,000 5,000 Subtotal Psychosocial Intervention 57,000,000 38,000

Crisis Direct Program Related Costs Regional Coordinators (5) Month 2 11,800,000 23,600,000 15,733 Wages / Field Workers (6) Month 2 5,400,000 10,800,000 7,200 Wages / Social Workers (6) Month 2 7,200,000 14,400,000 9,600 Relief Coordinator Month 1 1,350,000 1,350,000 900 Psycho Social Coordinator Month 1 1,350,000 1,350,000 900 Psycho Social Workers (10) Month 1 9,000,000 9,000,000 6,000 Program Director Month 2 3,950,000 7,900,000 5,267 Secretaries (2) Month 2 3,931,000 7,862,000 5,241 Driver Month 2 1,500,000 3,000,000 2,000 KPMG Accountant Month 1 3,000,000 3,000,000 2,000 MECC overhead Lumpsum 1 12,000,000 12,000,000 8,000 Travel / Accommodation Lumpsum 1 1,500,000 1,500,000 1,000 Car Rentals (6) Month 1 13,500,000 13,500,000 9,000 Transport, Fuel & Related Costs Month 2 9,000,000 18,000,000 12,000 Telephone, Faxes, E-mails Month 2 4,500,000 9,000,000 6,000 Subtotal Crisis Direct Program Related Costs 136,262,000 90,841

SUBTOTAL DIRECT ASSISTANCE 842,262,000 561,508

WAREHOUSING & HANDLING Rental of Warehouse (5) Month 2 9,000,000 18,000,000 12,000 Wages for Labourers / Porters Day 60 300,000 18,000,000 12,000 Lebanon Humanitarian Crisis 46 MELB61 (Revision 1)

Category/Description Type of No. of Unit Cost Budget Budget Unit Units L.L. L.L. USD Drivers / Trucking Month 2 15,000,000 30,000,000 20,000 Warehouse Keepers (5) Month 2 3,750,000 7,500,000 5,000 Food for Volunteers Month 2 7,500,000 15,000,000 10,000 Packing (boxes,bags,etc..) Lumpsum 2 13,500,000 27,000,000 18,000 SUBTOTAL WAREHOUSING & HANDLING 115,500,000 77,000

OFFICE OPERATIONS Office Rent Month 2 750,000 1,500,000 1,000 Office Utilities Month 2 750,000 1,500,000 1,000 Office Stationery / Printing Month 2 1,000,000 2,000,000 1,333 Hospitality / Food Month 2 675,000 1,350,000 900 Translation/Reporting Lumpsum 2 2,437,500 4,875,000 3,250 SUBTOTAL OFFICE OPERATIONS 11,225,000 7,483

TOTAL CRISIS PHASE 968,987,000 645,991

POST CRISIS PHASE OCT. 1st, 2006- JULY 31st, 2007

DIRECT ASSISTANCE Food Relief Assistance Food Ration Box 7,000 36,000 252,000,000 168,000 Infant Supplements 2 Tins 10,000 10,000 100,000,000 66,667 Subtotal Food Relief Assistance 352,000,000 234,667

Non Food Relief Assistance Blankets Piece 5,000 10,000 50,000,000 33,333 Mattresses Piece 2,000 20,000 40,000,000 26,667 Cleaning Supplies Box 5,000 20,000 100,000,000 66,667 Diapers 2 packs 10,000 11,000 110,000,000 73,333 Heaters Piece 2,000 90,000 180,000,000 120,000 Subtotal Non Food Relief Assistance 480,000,000 320,000

Psychosocial Intervention Sports Tools Month 10 2,330,000 23,300,000 15,533 Art Tools Month 10 5,830,000 58,300,000 38,867 Theater Tools Month 10 4,500,000 45,000,000 30,000 Training of Trainers Month 10 835,000 8,350,000 5,567 Trips/Children Month 10 835,000 8,350,000 5,567 Trips/Elderly Month 10 835,000 8,350,000 5,567 Marginalized Person 500 450,000 225,000,000 150,000 School Transport Month 10 3,000,000 30,000,000 20,000 Subtotal Psychosocial Intervention 406,650,000 271,100

Health Intervention Basic Medical Equipment Center 20 4,500,000 90,000,000 60,000 Hardship Medical Cases Person 250 600,000 150,000,000 100,000 Subtotal Health Intervention 240,000,000 160,000

Lebanon Humanitarian Crisis 47 MELB61 (Revision 1)

Category/Description Type of No. of Unit Cost Budget Budget Unit Units L.L. L.L. USD Immediate Economic Intervention Artisans/Craftsmen Person 275 1,200,000 330,000,000 220,000 Repairs of Irrigation Canals Meters 3,000 12,000 36,000,000 24,000 Repairs of Agr Roads Roads 50 3,750,000 187,500,000 125,000 Fertilizers 0.5 hectars 1,500 120,000 180,000,000 120,000 Land Reclamation/Ploughing 1 hectar 1,500 120,000 180,000,000 120,000 Seeds/Seedlings Farmer 1,500 120,000 180,000,000 120,000 Beehive Boxes 20 boxes 150 600,000 90,000,000 60,000 Support to Sheepherders Farmers 150 300,000 45,000,000 30,000 Tools & Equipments to Farmers coop. 10 15,000,000 150,000,000 100,000 Repair of Plastic Tunnels Farmers 150 450,000 67,500,000 45,000 Subtotal Immediate Economic Intervention 1,446,000,000 964,000

Direct Program Related Costs Regional Coordinators (5 persons - 50%) Month 10 5,900,000 59,000,000 39,333 Wages / Field Workers (6) Month 10 5,400,000 54,000,000 36,000 Wages / Social Workers (6) Month 10 7,200,000 72,000,000 48,000 Relief Coordinator Month 10 1,350,000 13,500,000 9,000 Psycho Social Coordinator Month 10 1,350,000 13,500,000 9,000 Psycho Social Workers (10) Month 10 9,000,000 90,000,000 60,000 Economic/Agricultural Coordinator Month 10 1,350,000 13,500,000 9,000 Program Director (50%) Month 10 1,975,000 19,750,000 13,167 Travel / Accommodation Lumpsum 1 9,000,000 9,000,000 6,000 Subtotal Direct Program Related Costs 344,250,000 229,500

SUBTOTAL DIRECT ASSISTANCE 3,268,900,000 2,179,267

TRANSPORT, WAREHOUSING & HANDLING Car Rentals (6) Month 10 13,500,000 135,000,000 90,000 Transport, Fuel & Related Costs Month 10 6,000,000 60,000,000 40,000 Drivers / Trucking Month 5 10,500,000 52,500,000 35,000 Rental of Warehouse (5) Month 5 9,000,000 45,000,000 30,000 Wages for Labourers / Porters Day 60 300,000 18,000,000 12,000 Warehouse Keepers (5) Month 5 3,750,000 18,750,000 12,500 Food for Volunteers Month 5 6,000,000 30,000,000 20,000 Packing (boxes,bags,etc..) Lumpsum 5 13,500,000 67,500,000 45,000 SUBTOTAL TRANSPORT, WAREHOUSING & HANDLING 426,750,000 284,500

CAPITAL ASSETS Computer / Printer and Accessories Piece 1 3,000,000 3,000,000 2,000 Cameras Piece 5 600,000 3,000,000 2,000 Warehouse Equipment Piece 5 300,000 1,500,000 1,000 GIT Software Lumpsum 1 2,250,000 2,250,000 1,500 SUBTOTAL CAPITAL ASSETS 9,750,000 6,500

INDIRECT COSTS: personnel, administration, operations & support Staff Salaries Secretaries (2 persons - 50%) Month 10 1,965,500 19,655,000 13,103 Driver Month 10 1,500,000 15,000,000 10,000 Lebanon Humanitarian Crisis 48 MELB61 (Revision 1)

Category/Description Type of No. of Unit Cost Budget Budget Unit Units L.L. L.L. USD KPMG Accountant Month 2 3,000,000 6,000,000 4,000 MECC overhead Lumpsum 1 30,000,000 30,000,000 20,000 Translation/Reporting Lumpsum 10 2,437,500 24,375,000 16,250 Subtotal Staff Salaries 95,030,000 63,353

Office Operations Office Rent Month 10 750,000 7,500,000 5,000 Office Utilities Month 10 750,000 7,500,000 5,000 Office Stationery / Printing Month 10 1,000,000 10,000,000 6,667 Hospitality / Food Month 10 675,000 6,750,000 4,500 Subtotal Office Operations 31,750,000 21,167

Communications Telephone, Faxes, E-mails Month 10 4,500,000 45,000,000 30,000 T-Shirts and Caps Piece 250 38,000 9,500,000 6,333 Subtotal Communications 54,500,000 36,333

SUBTOTAL INDIRECT COSTS 181,280,000 120,853

AUDIT, MONITORING & EVALUATION Audit Report Lumpsum 1 45,000,000 45,000,000 30,000 Monitoring & Evaluation MECC Lumpsum 1 7,500,000 7,500,000 5,000 SUBTOTAL AUDIT, MONITORING & EVALUATION 52,500,000 35,000

TOTAL POST CRISIS 3,939,180,000 2,626,120

TOTAL MECC 4,908,167,000 3,272,111

NCA

DIRECT ASSISTANCE

Support to IDP Centers/Locations Maintenance of Water and Sewage Systems Lumpsum 10 2,250,000 22,500,000 15,000 Establishing Temporary Water & Sanitary Lumpsum 3 7,500,000 22,500,000 15,000 Install. Tools Lumpsum 1 1,500,000 1,500,000 1,000 Subtotal Support to IDP Centers/Locations 46,500,000 31,000

Hygiene and Sanitation Provision of Basic Hygiene Articles for Centers Family 1,000 30,000 30,000,000 20,000 Provision of Basic Hygiene Articles to hardship Family 7,000 30,000 210,000,000 140,000 Families and Returnees support for Safe Waste Removal Village 10 4,500,000 45,000,000 30,000 Subtotal Hygiene and Sanitation 285,000,000 190,000

Support to Secure Immediate Sufficient Basic Water Supply, and Re-Establishing Water Supply System Damaged by War Water - Trucking in 20 Locations m3 8 33,750,000 270,000,000 180,000 Lebanon Humanitarian Crisis 49 MELB61 (Revision 1)

Category/Description Type of No. of Unit Cost Budget Budget Unit Units L.L. L.L. USD Support Municipalities on Hire and fuel for Generators, Pumps etc.. Village 25 6,000,000 150,000,000 100,000 Provision of Household water Reservoirs Family 5,000 105,000 525,000,000 350,000 Support for Provision of Water and Sanitation including Generators and Pumps for 20 Villages Lumpsum 1 300,000,000 300,000,000 200,000 Repair & Maintenance of Water Supply and Sewage systems for 25 Villages Lumpsum 1 225,000,000 225,000,000 150,000 Repair Main Waterlines in Beirut Southern Suburbs Lumpsum Lumpsum 1 75,000,000 75,000,000 50,000 Temporary Sanitation Systems for Reconstruction workers - Beirut Lumpsum 1 34,500,000 34,500,000 23,000 Subtotal support for Water Supply 1,579,500,000 1,053,000

Warehousing and Handling Rental of warehouse Month 6 1,500,000 9,000,000 6,000 Wages for security / guard work Month 5 900,000 4,500,000 3,000 Subtotal Warehousing and Handling 13,500,000 9,000

Project National Staff National staff salary, 10 staffs Month 50 1,500,000 75,000,000 50,000 Wages for drivers MECC / NCA Month 18 1,350,000 24,300,000 16,200 Daily labour including warehouse Day 400 37,500 15,000,000 10,000 Wages for security/guard work Month 5 900,000 4,500,000 3,000 Subtotal Project National Staff 118,800,000 79,200

Project International Staff Program Coordinator Salary Month 6 10,000,000 60,000,000 40,000 3 Int'l WatSan Engineers Salary Month 15 10,000,000 150,000,000 100,000 1 Hygiene Promotion Expert Salary Month 2 7,500,000 15,000,000 10,000 1 Finance Officer Month 6 7,500,000 45,000,000 30,000 Diem for International Staff Month 20 3,000,000 60,000,000 40,000 Int. Travel Oslo-Beirut-Oslo Piece 10 1,800,000 18,000,000 12,000 Accommodation & Other Personal Expenses Lumpsum 1 45,000,000 45,000,000 30,000 Subtotal Project International Staff 393,000,000 262,000

Transport and Freight Freight Charges for WatSan Equipment Lumpsum 1 30,000,000 30,000,000 20,000 Land Cruisers 4WD, second hand from NCA Piece 4 15,000,000 60,000,000 40,000 Vehicle Running Costs & Maintenance Piece 4 11,250,000 45,000,000 30,000 Hiring of tocal transport and taxes Lumpsum 1 18,000,000 18,000,000 12,000 Subtotal Transport and Freight 153,000,000 102,000

Other Administrative Expenses 5 Int'l Staff Accommodation Month 22 1,704,545 37,499,990 25,000 Office Rent and Overhead Month 3 7,500,000 22,500,000 15,000 Office Equipment Laptops Lumpsum 1 18,900,000 18,900,000 12,600 Copy Machine etc. Lumpsum 2 7,500,000 15,000,000 10,000 Stationery Lumpsum 2 1,650,000 3,300,000 2,200 Communication Equip./Internet & Telephones Month 6 1,500,000 9,000,000 6,000 Subtotal Administrative Expenses 106,199,990 70,800 Lebanon Humanitarian Crisis 50 MELB61 (Revision 1)

Category/Description Type of No. of Unit Cost Budget Budget Unit Units L.L. L.L. USD

TOTAL NCA 2,695,499,990 1,797,000

GRAND TOTAL 7,603,666,990 5,069,111 Exchange rate: 1 US$ = L.L. 1,500

BALANCE REQUESTED MECC/ICNDR 2,052,737 NCA 618,584 TOTAL BALANCE REQUESTED 2,671,321

* * * * *

ACT COORDINATION

The ACT CO, in consultation with the Middle East Council of Churches (MECC), deployed a Coordination Assessment Team (CAT) to assist MECC to respond to the crisis in Lebanon. The team was sent for two week from July 31 to September 11, 2006. However, due to security reasons, they had to leave one week before schedule. The team consisted of three persons: A team leader (an external consultant), a communicator (seconded by CAID) and a finance officer (seconded by Church of Sweden).

The overarching goal of the Team was to provide and facilitate timely and accurate information and coordination in this emergency by assisting implementing members with field-based coordination, information flow and coordination of the ACT appeal process.

Before to leave, the team proposed various recommendations that were discussed and agreed with MECC staff. These recommendations were presented to the ACT Coordinating Office and to the funding agencies in a meeting held on September 11, 2006 in Geneva.

Part of these recommendations were:
To provide additional managerial support to MECC/ICNDR for the implementation of the emergency activities and to provide additional capacity to support and assist the Emergency Director, the CAT recommends the secondment of an ACT Coordinator to MECC/ICNDR.
ACT seconds an international Finance Officer to the MECC/ACT emergency operation

The ACT CO and the funding agencies agreed to these recommendations and decided to deploy an ACT coordinator and an International Finance Officer to support the ACT response in Lebanon.

ACT Coordinator Role and responsibilities:
Represent the interests of ACT International (globally) and ACT members present in Lebanon on the MECC-ACT Emergency Committee; Lebanon Humanitarian Crisis 51 MELB61 (Revision 1)

Serve as a member of any ad hoc committee that may be established by the MECC-ACT Emergency Committee, as is appropriate and relevant;
Coordinate the work of all ACT members in Lebanon for the implementation of the MELB61 appeal;
Ensure overall implementation of ACT MELB61 appeal against agreed-upon activities and budget.
Ensure that ACT policies and procedures are understood and followed by ACT members;
Support and assist the MECC-ACT Emergency Director in the management and implementation of the MELB61 appeal;
Facilitate coordination between ACT members through the establishment of an ACT Forum in Lebanon;
Ensure the overall safety and well-being of personnel (national and international) engaged in the implementation of the MELB61 appeal in Lebanon;
Attend relevant donor agency, UN and NGO meetings within Lebanon, represent ACT and its members, if required and ensure information is circulated to the appropriate ACT implementing members;
Assist and support ACT members and partners to find ways and systems to get access to the UN – system in order for them to be recognised and their voices heard.
Facilitate visibility and solidarity visits from ACT members;
Work closely with the ACT Communicator assigned to ensure the flow of news and information to the ACT Alliance pertaining to the situation in the country and the implementation of the MELB61 appeal; and
Ensure an appropriate follow-up on the CAT report.

Responsibility and Reporting The MECC-ACT Coordinator will be directly responsible to the Director of ACT International in Geneva through the ACT Program Officer for the Middle East region.

The MECC-ACT Coordinator will work in consultation and coordination with the MECC General- Secretary.

The MECC-ACT Coordinator has no direct authority with regards to the ACT implementing members and partners in Lebanon.

Timeline The assignment will be for a period of six (6) months. At the end of this period the ACT CO, together with MECC, will review to ascertain whether the need still exist or not. The ToR may be revised by the ACT CO / Director, but only after consultations with the MECC-ACT Coordinator, the MECC-ACT Emergency Committee and the ACT members involved in the implementation of the MELB61 appeal.

MECC support Lebanon Humanitarian Crisis 52 MELB61 (Revision 1)

MECC will facilitate necessary office space and other infrastructure for the work of the ACT- MECC Coordinator. MECC will ensure that an estimate of the cost that may be carried by them in relation to the secondment is included in the appeal budget.

ACT International Finance Officer

While the MECC has the main responsibility for the proper accounting and good finance management of the appeal funds, the ACT Alliance will second an International Finance Officer under the following ToR: Lebanon Humanitarian Crisis 53 MELB61 (Revision 1)

Role and responsibilities
work closely with and under the supervision of the MECC Acting Finance Secretary.
ensure a clear understanding of the ACT requirements for all through a liaison function with the ACT Geneva Finance Officer.
assist the MECC Finance Secretary in ensuring that the systems and internal controls for accounting and reporting are in place and are in line with the recommendations made by Price Waterhouse Coopers in the 2004 systems audit to meet the requirements of ACT International.
ensure that the terms of the ACT funding agency and back donor requirements are communicated to, clearly understood and followed by the relevant responsible persons.
identify possible blockages within the MECC systems that may impede the successful implementation of the appeal activities and assist in finding solutions.
assist the Finance Secretary in monitoring actual expenditure against the approved budget and available funding.
assist the MECC in identifying and the selection process of a suitable additional finance person as well as defining her/his responsibilities.
provide the necessary training/capacity-building and support to the MECC staff in accounting systems, procedures and reporting requirements.
assist with the preparation of the appeal financial reports according to ACT Reporting Guidelines and ensure that these are in agreement to the narrative report.

Responsibility and Reporting The MECC-ACT Finance Officer will work in consultation and coordination with the MECC Finance Director.

The MECC – ACT Finance Officer will liaise with the ACT Coordinating Office for any issue related to his/her assignment.

Timeline The assignment will be for a period of three (3) months. At the end of this period the ACT CO, together with MECC, will review to ascertain whether the need still exists or not.

MECC Support The MECC will facilitate the necessary office space and other infrastructure for the work of the Finance Officer.

Timeframe Three (3) months

ADMINISTRATION The team will be seconded by ACT member agencies. The Agency who seconds the staff will assume all the contractual responsibilities in relation to the staff deployed. In case a full secondment is not possible, the ACT CO will reimburse the expenses to the agency that will second the staff, charging them to the MELB61. Travel, lodging and transportation expenses will be covered through the MELB61. Lebanon Humanitarian Crisis 54 MELB61 (Revision 1)

BUDGET

INCOME Budget USD Funds received through ACT Lutheran World Relief 6,000 Presbyterian Disaster Assistance 30,000 Danchurchaid 10,000 Pledges Norwegian Church Aid 24,500 Total income Coordination 70,500

EXPENDITURE Type of No. of Unit Original Budget Unit Units Cost USD

ACT Coordinator Fees Month 6 6,385 38,310 Insurance Lump sum 500 Travel Nairobi - Geneva - Lebanon - Geneva - Travel 1 3,000 3,000 Nairobi Lebanon - Nairobi - Lebanon Travel 1 2,500 2,500 Accomodation Month 6 1,500 9,000 Equipment 3,000 Local transportation Month 6 1,500 9,000 Subtotal 65,310 Financer Officer Fees Month 3 5,500 16,500 Insurance Lump sum 500 Kigali - Geneva - Lebanon - Geneva - Travel 1 3,000 3,000 Kigali Accomodation Month 3 1,500 4,500 Subtotal 24,500

ACT CO visits Visits visits 3 2,000 6,000 Subtotal 6,000

TOTAL 95,810

Balance requested 25,310