150 route de ferney, P.O. BOX 2100 1211 Geneva 2, Switzerland
Tel: 41 22 791 6033 Fax: 41 22 791 6506 E-mail: [email protected]
Appeal Coordinating Office
Asia Regional
Asia Earthquake & Tsunamis–ASRE51 (Revision 2) Appeal Target: 120,801,096 US$ Balance Requested: 43,803,694 US$
Geneva, 31 January 2006
Dear Colleagues,
Herewith we share with you the complete and final Revision 2 of the Tsunami Appeal ASRE51. This Revision includes the revised proposals from the ACT partners in Indonesia, India, Sri Lanka and Somalia. It also includes ACT Co- ordination components and the ACT evaluation efforts.
The total amount requested for Sri Lanka has decreased since Revision 1 in line with revised plans and capacities. ACT CO has an expressed concern over the reporting capacities of the partner JDCSI but has chosen to incorporate its revised proposal due to its comprehensive background material on housing and its limitation in scope.
The total amount for India has substantially increased, mainly due to the implementer CASA and its program in the Andaman and Nicobar islands. In the compilation process of this second revision a slight adjustment for LWSI’s housing component has been included.
The total amount for Indonesia has also substantially increased. In the compilation process of this revision an adjustment has been included for the financial monitoring and assistance provided by Ernst and Young. The Indonesian partners have clearly expressed a conviction of their capacities to successfully implement programs of this size.
Project Completion Date: Due to the magnitude of the disaster, longer term assistance to the affected will be necessary. To ensure the appropriate time for planning and implementation, this Appeal will be for the period of two years to 31 December 2006 and this may be extended to December 2007 for some implementers, and with donor approval.
ACT is a global alliance of churches and related agencies working to save lives and support communities in emergencies worldwide. The ACT Coordinating Office is based with the World Council of Churches (WCC) and The Lutheran World Federation (LWF) in Switzerland. Asia Earthquake & Tsunamis 2 ASRE 51 (Revision 2)
Summary of Appeal targets, pledges/ contributions received and balance requested in US dollar COUNTRY ACT MEMBER TARGETS INCOME, US$ BALANCE US$ PLEDGES, ETC REQUESTED INDONESIA (REV. 2) CWS 21,053,267 TOTAL 48,209,777 USD YEU 13,715,043 28,452,656 19,757,121 YTB 12,569,860 ACT Coord & CB 871,607 SRI LANKA (REV. 2) NCCSL 8,286,731 TOTAL 9,445,914 USD JDCSI 979,223 8,754,466 691,448 ACT Coord & CB 179,960 CASA 47,657,184 INDIA (REV. 2) LWSI 5,439,757 34,966,866 26,124,221 TOTAL 61,091,087 USD UELCI 7,994,146 THAILAND (REV. 2) CCT (taken out of 31,500 56,500 0 the appeal) (31,500+25,000) SOMALIA (REV. 2) NCA 1,095,318 1,015,946 79,372 EVALUATION (REV. 2) 289,500 175,121 114,379 ACT CO CO-ORD & COMMUNICATION 638,000 495,748 142,252 (REV.2) GENERAL Unallocated 3,105,099 -3,105,099 TOTALS 120,801,096 77,022,402 43,803,694 (target–income+25,000) The table above shows the current funding status of this appeal. In order to ensure that all implementing partners are covered we ask that wherever possible you contribute un-earmarked funding to the appeal. Where this is not possible we ask that you consult with the ACT Co-ordinating Office in advance about earmarking requirements so that we can attempt to accommodate such requirements.
Please kindly send your contributions to one of the following ACT bank accounts: US dollar Euro Account Number - 240-432629.60A Euro Bank Account Number - 240-432629.50Z IBAN No: CH46 0024 0240 4326 2960A 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 (direct tel. +4122/791.60.38, e-mail address jkg@act- intl.org) or Finance Assistant Beatrice Mayanja Kalumba (direct tel. +4122/2279160.07, e-mail address bmk@act- intl.org) of all pledges/contributions and transfers, including funds sent direct to the implementers.
Please inform us in advance 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 co-operation.
For further information please contact: ACT Interim Director, Jenny Borden (tel. +41 22 791 6033 or mobile + 41 79 203 6055) or ACT Program Officer, Mieke Weeda (tel. +41 22 791 6035 or mobile +41 79 285 2916) Assistant Program Officer, Peter Svensson (tel. +41 22 791 6230)
ACT Web Site address: http://www.act-intl.org
Jenny Borden Interim Director, ACT Co-ordinating Office
Asia Earthquake & Tsunamis 3 ASRE 51 (Revision 2)
TABLE OF CONTENTS
INDONESIA Proposals of implementing ACT members: • Church World Service in Indonesia (CWS) 4 • Budget 20 • YAKKUM Emergency Unit (YEU) 26 • Budget 42 • Yayasan Tanggul Bencana (YTB) 61 • Budget 79
• ACT Co-ordination in Indonesia 82 • Budget 83
SRI LANKA Proposals of implementing ACT partners: • National Council of Churches in Sri Lanka (NCCSL) 86 • Budget 103 • Jaffna Diocese of the Church of South India (JDCSI) 111 • Budget 117
• ACT Co-ordination in Sri Lanka 120 • Budget 121
INDIA Introduction 123 Proposals of implementing ACT members: • Church’s Auxiliary for Social Action (CASA) 126 • Budget 142 • Lutheran World Services India (LWSI) 149 • Budget 156 • United Evangelical Lutheran Churches in India (UELCI) 159 • Budget 169
THAILAND 174
SOMALIA Proposals of implementing ACT members: • Norwegian Church Aid Eastern Africa Region (NCA) 175 • Budget 181
EVALUATION 185 • Budget 187
ACT CO-ORDINATION & COMMUNICATION 189 • Budget 190
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REQUESTING ACT MEMBER INFORMATION
• Church World Service (CWS), Indonesia
I. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION
CHURCH WORLD SERVICE (CWS) Indonesia has been operational with relief and development programs in Indonesia since 1964. CWS works through and with both faith-based and secular organisations in the areas of disaster response, capacity building and social development, enhancing access to basic needs for the poorest. CWS has offices in Jakarta, Makassar, Palu, Tentena, Poso, Manado and Soe. CWS has recently opened offices in Banda Aceh, Nias and Meulaboh as well as Medan (ACT co-ordination office).
CWS has a history of assisting thousands of the most vulnerable internally displaced (IDP) families and conflict affected people with food, shelter, health (including psycho-social mental health and HIV/AIDS interventions), water, sanitation as well as non-food items in different areas of Indonesia.
Implementing Partners Non-governmental Organisations/Community-based Organisations CWS works through and with local partners, both Non-governmental Organisations (NGOs) and Community-based Organisations (CBOs). CWS tries to use local resources as much as possible - this means hiring local field staff and partnering with local organisations wherever possible. CWS always signs a Memorandum of Understanding (MOU) with a local partner, and the Humanitarian Code of Conduct and the ACT principles and guidelines form a part of this agreement. CWS partners are therefore aware of and committed to adhering to these principles. The SPHERE standards are disseminated (in English as well as Indonesian) as part of CWS’ capacity building program for local partners, and are followed by our partners in their work.
CWS has signed MOUs with local NGOs MAMAMIA (Masyarakat Makmur Mitra Adil or Prosperous and Just Society through Partnership), Yayasan Dian Desa and Harapan Bangsa School of Higher Education in Banda Aceh, Yayasan Paska in Pidie, and Yayasan PAPAN (Pembela Petani dan Nelayan or Defenders of Farmers and Fishermen) in Meulaboh, among others, as well as several CBOs such as KPBBS (Kelompok Bengkel Becak Sepeda, a group of 22 becak or rickshaw workshops), KUMPU (Kupulan Mejahit Pakaian Umum, a group 25 tailors, most of them women), and PPBA (Persatuan Pengrajin Batu Akik, a group of 14 semi-precious stone artisans), all in Meulaboh.
International Non-governmental Organisations Norwegian Church Aid/FinnChurchAid: NCA and FCA are providing assistance to CWS Indonesia in the field of water and sanitation. CWS works mainly through local partner organisations, providing financial as well as programmatic and institutional assistance, bearing in mind that ultimately the local organisations will need to have the capacity to ensure sustainable programming. The CWS/NCA/FCA relationship is based on the same basic premise. As ACT members CWS, NCA and FCA will adhere to the Code of Conduct.
Helen Keller International (HKI): HKI works with CWS to implement the Supplementation with Micronutrients (SUM) program which provides adults and children with vitamins and minerals to save lives, prevent diseases, and improve health and wellbeing. CWS is distributing Vitalita (a multi- micronutrient sprinkle) and fortified soy-sauce.
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UN Organisations: UNICEF: Collaboration in the field of water and sanitation in Nias.
WFP: Collaboration with WFP for the distribution of fortified biscuits and noodles.
II. DESCRIPTION of the EMERGENCY SITUATION
Background Long after the tsunami hit the northern coast of Sumatra on 26 December 2004, the scale of damage and of human tragedy remains incomprehensible. The human toll for the disaster currently stands at some 150,000 people dead or missing, around a third of which are children. Around 500,000 are homeless.
On 28 March 2005 another earthquake struck about 120 kilometres north of the island of Nias. The earthquake measured 8.7 on the Richter scale, killed almost 1,000 people and left over 100,000 homeless on the island of Nias. While Nias and the other islands off the Northwest coast of Sumatra suffered relatively fewer casualties they actually bore the greatest economic brunt of the disasters. The destruction of housing, fishing boats and gear, cropland and plantations, and even fresh water supply, was most widespread. It also struck particularly impoverished and isolated populations, with little access to outside relief and reconstruction supplies. These islands and their people remain critically vulnerable and isolated.
III. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE
The earthquake and tsunami destroyed around 127,000 houses in Aceh and Nias. Around 150,000 survivors continue to live in tents. Clearly there is an urgent need to provide both temporary shelter as well as permanent housing. It seems unlikely that IDPs will be able to start rebuilding their lives and livelihoods while still living in camps and barracks.
Signs of mental distress and disturbance are widespread and suicides in camps have been reported. Children survivors of the tsunami experienced an emotionally painful event in which they have lost one or both parents and in some cases separated from siblings or other family members. The shock of the event, the sudden flight from their homes and the distress of having routines disrupted in addition to living in overcrowded IDP camps is taking its toll. It is believed that the more direct the exposure to the traumatic event, the higher the risk for emotional harm.
The security situation has improved. However, the long running conflict between the military and the separatist Free Aceh Movement (GAM) could be a factor contributing to insecurity in the future. This depends very much on the implementation of the peace accord between the Government of Indonesia and GAM.
Fisheries, agriculture and small enterprise were the most heavily affected sectors of the economy, and also its key driving forces. Moving out of the relief phase, restoring livelihoods is the most important immediate challenge. In Nias and Simeulue, according to an IOM damage assessment, 57% of markets and/or kiosks in Nias were destroyed and an additional 20% rendered unusable. Prior to the tsunami and earthquake the main income sources for the people of Sirombu sub-district in Nias (which comprises Sirombu on Nias proper as well as the Hinako islands off the west coast of Nias),
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based on a CWS assessment, were fishing, coconuts, rubber, and cacao. The two disasters have severely impacted local livelihoods and not surprisingly left survivors reeling under the impact. Many fishermen have lost their boats and fishing gear while farmers have also lost out as transactions decreased – petty traders who buy farm produce have been hampered by the destruction of roads, ports and shops which has driven down prices for rubber and coconuts. Poultry and animal husbandry (pigs) have also been affected.
A recent survey of Helen Keller International published in September 2005 finds that the prevalence of wasting (too low weight for height, which indicates recent weight loss, due to an inadequate intake of food often combined with illness that causes further weight loss) among 6 – 23 month old children affected by the tsunami warrants additional efforts such as therapeutic feeding and provision of complementary food. According to this study, not only is the prevalence of wasting (in particular severe wasting) among children affected by the tsunami very high, but the prevalence of wasting has increased over the past eight months (see: http://www.hkiasiapacific.org/tsunami/tsunami_wasting.htm)
Response to the earthquake in Nias (new) CWS, together with ACT implementing members YTB and YEU, immediately responded to the earthquake in Nias. Staff were mobilised immediately and the morning after the quake the first relief shipments were organised together with YTB and YEU, using the logistics facilities in Medan, in particular the ACT warehouse where relief supplies were available. Nevertheless it took several days for the first relief shipments to reach Nias as the remote location and the destruction to roads and infrastructure severely hampered the relief efforts.
Target areas are Sirombu, Gunung Sitoli, Mandrehe, Lotu and Tuhemberua. CWS carry out interventions in several villages in Gunung Sitoli, namely Madula, Bawadesolo and Sifalete Tabaloho. There are plans to construct public latrines and provide permanent water supply or rehabilitation of the piping system if possible from natural water resources. The reason CWS has selected these villages in Gunung Sitoli is that CWS has integrated activities in those areas, such as in Madula village where CWS is implementing its “build a village” integrated recovery and reconstruction program. In connection with this program water supply and sanitation needs to be provided as well. CWS is at the moment finalising an agreement with UNICEF on plans to install two water purification plants in Sirombu sub-district in October, one from UNICEF and one from CWS/NCA. The two plants will fill critical gaps in the provision of water as Sirombu has been identified as one of the gaps in this regard by UNICEF, particularly as Sirombu is the fourth most populous sub-district in Nias.
IV. TARGETED BENEFICIARIES
Target beneficiaries are Tsunami and earthquake-affected people, the latter particularly in Nias. Rather than artificially creating IDPs, tsunami/earthquake-affected people might be a more appropriate term as it includes host communities as well as those who were not displaced but live among the ruins of their destroyed houses.
Location Banda Aceh, Aceh Besar, Aceh Barat, Nagan Raya, Aceh Jaya, Pidie, Nias. NEW: In this second revision of the appeal Nagan Raya, Aceh Jaya, Pidie and Nias have been included.
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Criteria for the selection The target beneficiaries are the most vulnerable among the Tsunami and earthquake affected in Aceh and Nias, especially the poor, women, as well as children under five. The beneficiary selection is based on the following criteria: • People living with host families or in makeshift shelters and camps without adequate shelter and/or water and sanitation facilities; • People without access to labour markets and/or depending on outside assistance, especially those in remote rural areas; • families with children under five; • vulnerable families: female headed households, widows, children; and • marginalised groups and communities.
CWS involves both local organisations and all stakeholders in the beneficiary selection process: primary stakeholders (the target beneficiaries), secondary stakeholders such as local NGOs, and key stakeholders such as host communities and local government.
V. PROPOSED ASSISTANCE & IMPLEMENTATION
Goal: to save the lives and rebuild the livelihoods of Tsunami/earthquake-affected people in Banda Aceh municipality and the districts of Aceh Besar, Aceh Barat, Aceh Jaya, Pidie, and Nagan Raya in Aceh as well as Nias Island in North Sumatra.
Objectives:
Banda Aceh Office
Objectives of the Banda Aceh Office (Banda Aceh municipality, Aceh Besar and Pidie (new)) for a timeframe of 24 months (except where otherwise indicated) 1. To improve the health and nutritional status of 1,000 children under the age of five and provide health services to 1,500 people, as well as reproductive health services to 1,000 women and men and 1,000 adolescents.
2. To provide psycho-social support for 3,500 traumatised survivors, particularly children. NEW: number of beneficiaries increases from 2,500 to 3,500
3. To provide permanent housing for 326 families as well as emergency shelter (family tents) to 860 families. NEW: change from shelter materials and tools to permanent housing, number of beneficiaries changes from 1,000 to 326.
4. To provide assistance to re-establish rural livelihoods for 1,500 households New: number of households increases from 1,000 to 1,500.
5. To provide capacity building for CWS staff and local partners (NGOs/CBOs).
6. To provide emergency food and non-food items to 4,452 families Timeframe: 12 months
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NEW: number of beneficiaries increases from 3,000 to 4,452 and timeframe increases from 2 months to 12 months.
7. To provide access to water supply and sanitation facilities for 1,000 households Timeframe: 12 months NEW: Number of households increases from 800 to 1,000.
Reason for change in objective 3: initially CWS was planning to build semi-permanent houses for a budgeted cost of around USD 1,000 per house. However, according to the government blueprint, tsunami survivors are entitled to a permanent house worth around USD 3,000 and a size of 36m². In addition, semi-permanent or transitional shelter options were often rejected by the community. While temporary shelter remains an urgent need, CWS decided to provide permanent housing according to government standards as well.
Reason for new objective 6: Implemented together with MAMAMIA. Change from 3,000 to 4,452 due to higher needs, timeframe changed from 2 to 12 months as more time was needed to procure and distribute the additional NFI packages. Assessments by CWS and MAMAMIA in Lamno and Sampoinet in Aceh Jaya as well as Pidie have revealed additional needs for NFIs as there are still tsunami survivors in remote areas that haven’t been reached with NFIs yet.
Reason for objective 4 and 7: target increased to 1,500 households as MAMAMIA is providing housing to around 1,000 households in Lhoong, Aceh Besar. CWS is providing clean water supply and sanitation to the same area in collaboration with Yayasan Dian Desa. The increased number of targeted households will allow for an integrated and co-ordinated program with housing, WatSan and livelihood interventions by MAMAMIA, CWS and Yayasan Dian Desa.
Meulaboh Office
Objectives of the Meulaboh Office (Aceh Barat, Aceh Jaya (new) and Nagan Raya) 1. To provide emergency food and non-food items to 1,300 families Timeframe: 12 months NEW: increase from 1,000 to 1,300 families to cover beneficiaries in housing program and extend timeframe to 12 months.
2. To provide emergency shelter (family tents) to 940 beneficiaries and permanent housing to 295 beneficiaries Timeframe: 24 months NEW: provide permanent housing, increase number of beneficiaries and extend timeframe to 24 months
3. To provide psycho-social support for 1,500 traumatised survivors, particularly children. Timeframe: 24 months NEW: number of beneficiaries increases from 500 to 1,500
4. To provide access to water supply and sanitation facilities for 50,000 IDPs. Timeframe: 24 months Note: CWS is assisted by NCA for this objective. NCA is providing equipment and technical support.
5. To provide assistance to re-establish livelihoods for 1,200 households Timeframe: 24 months
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NEW: increase from 200 to 1,200 households
6. To provide capacity building for CWS staff and local partners (NGOs/CBOs) Timeframe: 24 months
Reason for change in objective 2: Kuala Tadu and Lhok villages are two villages in Kuala sub- district, Nagan Raya district. Most inhabitants are farmers and fishermen. CWS is implementing livelihood recovery interventions together with our local partner Papan in Lhok village. Further needs assessments by CWS found a need for 93 houses in Lhok and 202 in Kuala Tadu. Currently the villagers are living in temporary living centres (TLCs) or barracks and are desperate to return to their villages.
Reason for change in objective 5: CWS provides livelihood assistance to 226 households. CWS is planning to assist a further 800 households of farmers and fishermen in Aceh Jaya as well as 100 urban poor in Meulaboh, as well as 100 households in Kuala Tadu and Lhok as part of the housing intervention.
Nias Office
Objectives of the Nias Office (for a timeframe of 21 months from April 2005) 1. To provide emergency non-food items to 3,000 families.
2. To improve the health and nutritional status of 1,000 children under the age of five as well as provide reproductive health services to 1,000 women and men and 1,000 adolescents.
3. To provide access to water supply and sanitation facilities for 20,000 people. Note: CWS is assisted by NCA for this objective. NCA is providing equipment and technical support.
4. To provide psycho-social support for 1,000 traumatised survivors, particularly children.
5. To provide emergency shelter (family tents) to 1,000 families and repair / construct 300 permanent houses
6. To provide assistance of livelihood recovery for 1,000 households
7. To provide capacity building for CWS staff and local partners (NGOs / CBOs)
Activities:
Banda Aceh Office (Banda Aceh municipality, Aceh Besar and Pidie (new))
1. Health and Nutrition Supplementary feeding: Community feeding centres will be set up providing wet feeding using local food. CWS will also provide multi-micronutrient supplementation (initially iron syrup and zinc tablets, and at a later stage multi-micronutrient sprinkles in collaboration with Helen Keller International as well as fortified biscuits and fortified dry noodles in collaboration with WFP).
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Cooking/food preparation demonstrations: Mothers of 1,000 under-five children will be shown how to prepare nutritious food when feeding their children. Each mother will take part in food preparation on a scheduled basis. The importance of micronutrients will be explained.
Early childhood development: Different psychomotor stimulation activities for children will be linked to the feeding session to stimulate psychomotor development and reduce trauma after the disaster in collaboration with PMH core working group
Growth monitoring: Weight and height measurements of the under-five children will be taken for surveillance and monitoring purposes. The weight will be plotted in a growth monitoring card for feedback purposes.
Health & nutrition education: Health and nutrition education will be provided to the mothers of under-five children to improve their health and nutrition knowledge so as to prevent their children from falling into a state of malnutrition. CWS will use IEC materials already developed that will be revised and tailored to the local context.
Hygiene & sanitation education: CWS will provide health and sanitation education to the beneficiaries to improve their knowledge about essential hygiene behaviours and raise awareness on health and sanitation. CWS will use IEC materials already developed that will be revised and tailored to the local context.
Training of cadres: CWS will conduct a training of cadres to improve their health and nutrition knowledge and to ensure that the program is implemented properly.
Health post rehabilitation: Physical rehabilitation of health posts and provision of essential equipment such as scales, antenatal care (ANC) tools, tables, chairs, and IEC materials (posters, leaflets).
Health services: Health services, including reproductive health (family planning information and services, STIs including HIV/AIDS, adolescent health, sexual and gender-based violence). CWS will provide direct services in areas not served by other health provider, such as NGOs and government agencies. CWS will focus on working with the government and communities to identify and treat several common illnesses of children such as fevers and diarrhoea. For reproductive health services CWS will collaborate with local midwives and will address concerns that have arisen from the massive displacement and high mobility of people in Aceh and associated risks for women and girls – lack of access to reproductive health services, sexual and gender-based violence, and STIs including HIV/AIDS.
Distribution: Non-food items, baby kits, health kits and relief kits.
2. Psycho-social Support • Training partner staff and volunteers in the community on basic psycho-social knowledge and skills to enable them to facilitate psycho-social activities for children. • Early child development (ECD) and Fun and Educational Activities in Tents (FEAT) • Support Group • Creating safe spaces for children / child centres
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Social, recreational and cultural activities to promote normalcy and social connections in the lives of the affected children and as an element of the overall care provision. For example drawing, sports, play, spiritual healing, theatre, story telling, support group, etc.
3. Shelter and Housing Besides distributing family tents CWS will also construct permanent houses. As part of the housing program, CWS will build or rehabilitate water supply and sanitation infrastructure.
Due to the recent developments in Aceh, the concept of shelter has changed to permanent housing. According to the government blueprint for the reconstruction of Aceh and Nias, the minimum size for a house is 36 m2, with a minimum budget of Rp. 28.8 million (around US$ 3,000). After designing the house and building a prototype, CWS estimates that each house will cost around Rp. 31 – 35 million. This price includes the cost of local craftsmen and local labour as well as materials and transportation costs. Due to recent inflationary pressure in Aceh, transportation bottlenecks, and soaring construction material prices (including wood which will be sourced from a certified supplier) this is a best estimate – the final costs will only be known after construction is completed. There is an initiative by BRR (Badan Rehabilitasi dan Rekonstruksi Aceh & Nias or Rehabilitation and Reconstruction Agency for Aceh & Nias) and the UN to import timber from abroad – CWS in Nias has recently signed on to this effort and is hoping to receive, in due time, free timber. However, similar plans in Aceh haven’t progressed that far as yet and it remains to be seen how long it will take for the timber to arrive in Nias (the current estimate is several weeks). In the meantime CWS (and other organisations) is proceeding with locally procured (legal) timber.
4. Livelihood Recovery To initiate rehabilitation and reconstruction programmes for the tsunami affected communities, enabling them to rebuild their livelihoods.
This includes: • Income-generation activities • Communal infrastructure • Assistance and Capacity building
The program will focus on agriculture and rural livelihoods providing seeds, tools, fishing gear and boats, and training. Special attention will be paid to the needs of diffables (people with different abilities) through a Community-based Rehabilitation (CBR) program.
5. Capacity building Capacity building is integral to CWS’ work in partnership with local NGOs and CBOs (see ‘Implementation Methodology – working in partnership’ below). Capacity building is aimed at individual and institutional capacity building and therefore CWS will provide training for both CWS staff and local partners and their staff in the areas of: • Project design • Community organising and community development • Monitoring and Evaluation (M&E) • Disaster management and preparedness training (DMPT) • Finance and administration • Information and communication
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The specific needs of CWS staff as well as each NGO or CBO will be assessed through a Training Needs Assessment (TNA) before any training is conducted to ensure that the training is appropriate and needed.
Capacity building also means giving administrative support to local partners, for example in the form of computer equipment. As the goal is to ‘build back better’ local NGOs and CBOs must be strengthened.
6. Distribution of Food and Non-Food Items CWS, together with our local partner MAMAMIA, will distribute non-food item (NFI) packages as well as other material aid such as relief kits, health kits, baby kits and kids kits. Distribution of food aid only took place in the initial phase of the emergency response and has since been discontinued as food aid is being distributed in Banda Aceh and Aceh Besar by the World Food Programme.
7. Water Supply and Sanitation MAMAMIA is constructing 1,000 houses in Lhoong sub-district with funding from CARITAS. CWS, together with Yayasan Dian Desa, an Indonesia NGO with wide experience in the WatSan sector, will provide water supply and sanitation facilities to the MAMAMIA project, using a gravity fed system with tanks and public taps or house connections, depending on user needs and preferences. The intervention of CWS and Yayasan Dian Desa includes operation and management training as well as hygiene and sanitation education. MAMAMIA, CWS and Yayasan Dian Desa will provide a comprehensive WatSan package to all households in the Lhoong project.
Meulaboh Office (Aceh Barat, Aceh Jaya (new) and Nagan Raya)
1. Psycho-social support Activities are the same as described under the Banda Aceh office.
2. Water Supply & Sanitation (with support from NCA) The intervention focus on the following activities: • Water production and water distribution • Construction of sanitation facilities • Construction or rehabilitation of community water supply – dug wells, boreholes, protected springs • Hygiene and sanitation education focusing on key hygiene behaviours such as washing hands with soap.
After the initial emergency response the focus is now on finding sustainable solutions to the water supply and sanitation needs of tsunami survivors. CWS continues to truck water from our water purification unit in Rantau Panjang but in the medium to long term other solutions need to be found, for example repairing or replacing water pipes damaged during the earthquake(s). At the moment CWS is already using some of the remaining network to distribute water in Meulaboh. At the same time there is an urgent need to address the water and sanitation need further north of Meulaboh, along the west coast of Aceh, as well as the needs of IDPs and camps/barracks who often depend on the water distributed by CWS truck. Similarly for people returning to their villages – many housing projects make only inadequate provision for water supply and sanitation or none at all, relying instead on other organisations to provide WatSan facilities.
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Possibilities for improving water supply and sanitation need to be carefully assessed, however. The uncoordinated drilling of boreholes by many different aid agencies is threatening to affect the groundwater table and might lead to saltwater intrusion. The Ministry of Mines and Energy has therefore taken over the co-ordination of all drilling activities and comprehensive assessments of the geological situation along the west coast post-tsunami are under way.
CWS will be supported in this effort by NCA who will second a WatSan Advisor to the program for the duration of 12 months after several NCA staff had been working already with CWS during the initial emergency response.
3. Shelter & Housing CWS will provide 940 family tents and permanent housing to 295 beneficiaries in Kuala Tadu and Lhok villages, Kuala sub-district, Nagan Raya district. The beneficiaries are currently living in government barracks of TLCs.
4. Livelihood Recovery The CWS livelihood recovery program’s aim is to empower the tsunami-affected people and increase their livelihood security through small income generating activities such as fishing, Pedi-cabs, bicycle workshops, as well as tailoring. The income generation program will be targeting 1,200 farmers, fishermen and small entrepreneurs and their families and will be conducted through partnerships with local NGOs and CBOs. CWS will provide small grants to NGOs / CBOs as well as capacity building.
5. Non-Food Items Basic emergency non-food items such as mats, blankets, kitchen utensils, mosquito nets, school kits, and hygiene kits.
6. Capacity building Activities are the same as described under the Banda Aceh office.
Nias Office
1. Non-Food Items Distribution Provide 3,000 families with basic emergency non-food items such as mats, blankets, kitchen utensils, mosquito nets, school kits, health kits, baby kits, and hygiene kits.
Non Food Items Mosquito Nets 6000 Health Kits 4500 Baby Kits 1000 School Kits 2000 Blankets 2000
2. Health and Nutrition Activities are the same as described under the Banda Aceh office, except there will be no distribution of non-food items, baby kits, health kits and relief kits.
Malaria is however a great concern on Nias and CWS will, in addition to the above, distribute 6,000 mosquito nets to prevent further spread of Malaria, especially among the displaced populations sleeping outside either out of necessity or fear and living in makeshift shelters and tents, exposing them to Malaria.
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3. Water Supply & Sanitation (with support from NCA) One of the sectors that need to be prioritised is clean water supply and sanitation (WSS), especially in Sirombu sub-district as well as Gunung Sitoli where the quake has badly damaged water and sanitation infrastructure and where the water supply and sanitation conditions were far from ideal even before the earthquake.
The results of the assessments in Sirombu and a few villages in Gunung Sitoli sub-district, in relation with the WSS, can be summarised as follows: • Too little support to re-build and rehabilitate WSS facilities; • Before the tsunami and earthquake in Nias, the community obtained water for consumption from springs, rivers and dug wells near their residences. As a result of the earthquake, access to clean water in Nias has been difficult, wells in Sirombu and Gunung Sitoli which were the sources of water are damaged; • The supply of water is still far from sufficient and there are some remaining gaps in the provision of clean water; • There is a need to find sustainable, long-term solutions to meet the water and sanitation needs of both earthquake survivors and the host communities.
The key objective of water and sanitation facility is to provide water supply and sanitation facilities to 20,000 people in Nias Island. The activities will focus on:
• Improve access to an improved water source Access to an improved water source means that the home or compound is connected directly to a piped system or that a public well or standpipe is located within 200 meters of the home. Activities include water production and water distribution, dug well construction, construction of piped water systems and water supply connections. Piped water is crucial to improve hygiene and sanitation. This will lead to an increase in water quantity. It is not just the quality but also the quantity of water that is critical: improvements in health associated with better water quality seem to be smaller than those obtained through increases in the quantity of water. More water allows better personal and domestic hygiene practices (hand washing, food washing, and household cleaning). Hand washing is a powerful health practice, but it requires sufficient quantities of water. This is critical in the context of Nias where many of the rural poor have access to running water only from dug wells.
• Improve access to sanitation. Activities include the construction of latrines and public washing facilities (locally known as MCKs). • Hygiene and sanitation education focusing on hygiene behaviours. • Forming and strengthening user group (operation and maintenance of WATSAN facilities). • Promote the benefits of regular piped water supply (better health and hygiene) in a social marketing campaign. Right now beneficiaries in Sirombu use dug wells made by CWS.
4. Psycho-social Support Activities are the same as described under the Banda Aceh office except there will be no FEAT.
5. Shelter CWS will provide family tents as well as materials for housing repair and construction. For rehabilitation CWS will focus on distribution of tools and materials, while at the same time constructing permanent houses in the areas of Gunung Sitoli and Sirombu. Permanent houses constructed by CWS and the community (using local craftsmen and community members who
Asia Earthquake & Tsunamis 15 ASRE 51 (Revision 2)
receive training in housing construction) are designed by CWS Indonesia and approved by Badan Reconstruction and Rehabilitation (BRR) Aceh and Nias. The design has been thoroughly discussed with the target community, the potential beneficiaries and the village authorities, taking into consideration minimum standards of housing and local social-cultural aspects of Nias.
6. Livelihood Recovery CWS will provide assistance for livelihood recovery to 1,000 households, including income- generation activities, capacity building, and repair/construction of communal infrastructure such as markets.
Interventions include: • group formation • training, including vocational training for women • distribution of seeds, tools, fishing boats
Assistance and capacity building are divided into two: capacity building for families with a family member as a member of a community based organisation and capacity building for local partners such as internships and training of trainers. So far several local NGOs/CBOs have submitted their profile to CWS. Selection of partners is still ongoing as CWS is selecting partners based on the background, capability and performance.
7. Capacity building Activities are the same as described under the Banda Aceh office.
Project implementation methodology
Working in partnership CWS works mainly through local NGOs or CBOs and helps them to help the local communities and IDPs, taking into consideration both the principles of the Code of Conduct and the SPHERE standards. This will strengthen local NGOs/CBOs and support local coping mechanisms which traditionally rely on local organisations such as NGOs or churches and mosques to deal with sudden crises.
In an emergency, however, CWS goes in first and then looks for a local partner – an approach called RANTAI. If a local partner has been identified, and after training/capacity building of this partner has taken place, the activities are gradually handed over. If no local NGO with sufficient capacity can be identified, CWS has two options: capacity building of local Yayasans/CBOs so they can take over the activities later, or implementation by CWS itself. CWS will use its RANTAI concept of not only providing the materials but also giving institutional support. CWS is also closely collaborating with GOI agencies, especially DepSos (Ministry of Social Welfare) and Satkorlak.
The CWS partners will implement the project with their staff. CWS staff will closely monitor all activities. CWS aims to work with emerging civil society groups in Indonesia who may not have the institutional capacity yet to carry out programs on their own, but who have many good ideas and a better understanding of the local situation.
Involvement of local communities CWS aims to implement a program that treats the target beneficiaries with respect and dignity, builds confidence and improves people’s self-esteem. The people affected by the tsunami and the earthquake have experienced much trauma and loss. Re-building peoples livelihoods is more than
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just providing them with emergency shelter and or a health kit. It also involves livelihood recovery as well as trauma counselling. Training and outreach is necessary to improve sanitation and health behaviour.
Stakeholder Meetings/Focus Group Discussions CWS has already discussed the proposed programs with some of the key stakeholders involved, such as beneficiaries, local government representatives, village heads and local NGOs. The outcome of these discussions was used in preparation of this appeal. CWS will continue its stakeholder meetings in each target area to communicate the nature of the program to the key stakeholders involved. The issue of IDPs and assistance to IDPs will involve all stakeholders, not least the host communities. Involvement of the host families is necessary to avoid conflicts about the assistance program between IDPs and the local communities and to speed up the distribution of goods (lessons learned from West Timor).
Participatory Assessments CWS has already identified needs and priorities for assistance. However, in each target area CWS and its local partners will conduct another participatory needs assessment to validate whether the proposed activities addresses the felt needs of displaced men and women and we will make adjustments where necessary.
The beneficiaries themselves will be involved in building all shelter or sanitation facilities, with technical assistance from CWS and its partners, thereby reducing cost and creating a sense of ownership, crucial for the sustainability of the project.
The objective is to complement programs run by the government, INGOs, local NGOs and charitable organisations, not to duplicate them. The target beneficiaries will be selected in co-ordination with the local government and local organisations.
Special Concerns CWS will implement two activities as part of its health interventions specifically addressing HIV/AIDS and gender: • A program on prevention of STIs, including reducing the transmission of HIV, targeting 1,000 IDPs; • Staff education program on HIV/AIDS for staff and partners; and • A program to prevent sexual and gender-based violence, training 500 people on gender and sexual violence through 10 women’s groups.
SPHERE standards CWS always takes the SPHERE standards into consideration in emergency response – examples include participatory processes for the identification of appropriate shelter solutions (floor space per person etc.) as well as minimum standards in service provision such as water (litre/person/day) and sanitation.
Care for caregivers and staff/partner development CWS staff and partners need to work under very difficult and stressful circumstances, so CWS decided to organise regular “care for caregivers” workshops to keep staff moral high, team building and keep staff healthy in body as well as mind. As usual, CWS will also continue to seek for opportunities to ensure that staff can strengthen their knowledge on a regular basis.
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Inputs for project implementation Capital assets in excess of US$ 500
Items Number Office furniture Packages 3 Generator Unit 7 Computers / notebook Unit 40 Printers Unit 10 Communication tools Unit 6 Projector / LCD Unit 3 Handy cam Unit 4 Vehicles (4WD) Unit 9 Vehicles (2WD) Unit 2 Motorcycle Unit 45 Radio Communication Package 3
From Norwegian Church Aid (NCA):
No. Items Unit Received 1 Erectable warehouses 6 units (4 in the Meulaboh area and 2 in Banda Aceh) 2 4 WD Vehicles 5 units 4-WD mini-truck and 5 units trucks ( 8 are in Meulaboh and 2 in Banda Aceh) 3. Family tents 800 units 4. Communication Equipment 2 Satellite phones 5. Emergency food ration 30 Metric Tons 6. Blankets 1.000 units 7. Water equipment 2 units, each caters 25,000 IDPs 8. Personnel to operate the water equipment 5 persons
Upon completion of the project these assets will be donated to CWS’ local partners or the Indonesian government, in accordance with prevailing Indonesian regulations on foreign donations. This also applies to all equipment and vehicles donated by NCA to the CWS/NCA program, unless otherwise renegotiated between CWS and the Government of Indonesia.
Nias
Capital assets in excess of US$ 500 Items Number Office furniture Unit 2 Generator Unit 5 Computers / notebook Unit 20 Printers Unit 4 Communication tools Unit 4 Projector / LCD Unit 1 Handy cam Unit 4 Vehicles (4WD) Unit 5 Motorcycle Unit 15 Radio Communication Packages 3
Asia Earthquake & Tsunamis 18 ASRE 51 (Revision 2)
Planning assumptions and constraints
Assumptions: • The necessary supplies will be procured in a timely manner. • CWS will continue to be able to operate in Aceh without constraint • Security situation does not deteriorate and does not hamper operations. • The target population will not be displaced again or prevented from returning. • Access to shelter and improved WSS facilities will enable IDPs to re-build their livelihoods. • Provision of basic emergency non-food items such as mats, blankets, cooking utensils, and mosquito nets will meet critical needs.
Constraints • High mobility of displaced population • Access to some areas still poor and likely to remain so for months and possibly years to come, for example along the west coast of Aceh, on Nias, particularly the west coast of Nias, and Simeulue and the Banyak islands.
Transition/Exit Strategy By working with local partners, CWS will build local capacity through training and grants for a wide variety of programs. This approach builds institutional knowledge and puts structures in place, which will ensure that local NGOs have the capacity to carry on without the support of CWS.
CWS assistance will transit from RANTAI to PILAR, meaning a transition from direct implementation together with local partners (NGOs and CBOs) to a handing-over of the activities to local partners. Under its PILAR program, CWS has supported more than 50 local NGO partners in Indonesia since 1999 by not only providing grants but also through technical assistance and capacity building.
VI. ADMINISTRATION AND FINANCE
The project will be implemented by four teams based in four offices located strategically in the three geographical target areas (Banda Aceh, Nias and Meulaboh) as well as in Medan (co-ordination), supported by sector specialists who will provide technical assistance across geographical areas (TA for shelter, PMH, Water Supply and Sanitation, and Health & Nutrition). The sector specialists will be based either in one of the four offices in Aceh and Nias or in the CWS head office in Jakarta.
In association with the implementing partners, CWS Indonesia will be responsible for this program. CWS will ensure that the program is run with efficiency, transparency and accountability in all aspects. CWS will ensure that the project is following its objectives effectively. CWS will also assist the partners as needed for on-the-ground or administrative support.
The implementing partners will be required to report to CWS Indonesia on a regular basis. After completion of the program, CWS Indonesia will prepare the required reports, taking into account the details of its monitoring and evaluation reports and partner reports.
Finance The Finance and Administration divisions of the CWS Indonesia will make sure that financial and management aspects are dealt with according to established ACT budgetary guidelines and reporting
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procedures. All payments will need the approval of the Program Manager and regular financial updates will be provided to donors as required. At the end of the project, the Co-ordinator Finance and Administration (F&A) will collect the supporting documents from the partners and carry out an internal audit. An external audit will also be carried out upon completion of the project. Reports will be submitted to ACT CO as per schedule.
Besides the external audit, CWS will together with the other two Indonesian members of the ACT International Alliance, participate in a process of monitoring and training organised by Ernst and Young. The monitoring and training will include monitoring (every four months, at the levels of the accounts in Jakarta and Medan) and training workshops (every four months together with the other ACT members).
Procurement Categories of procurement are as follows: - Materials for office purposes (such as office supplies, office furniture, computer, printer, etc); - Materials for program purposes (such as IEC materials, aid materials, etc);
• In procurement greater than USD 1,000 bids are required (at least 3 bids); • Procurement with special terms and conditions needs to be attached with an agreement. The agreement will include the information for special terms of delivery, special specification/condition, terms of payment and penalty; • Good quality and reasonable price is required; • Cash, in-kind, gifts for goods and services are not permitted; • Procurement below USD 50 (equal to Rp 400,000) can be paid by petty cash funds approval by accountant or Office Manager); • Procurement greater than USD 50 need approval from Program Manager/Team Leader (if procurement for program purposes) or Co-ordinator Finance and Administration (if procurement for office purposes); • Procurement greater than USD 5,000 need approval from Program Manager/Team Leader AND Co-ordinator Finance and Administration OR CWS Representative; • Office Manager or Custodian is responsible to get quotations and to purchase office equipment and furniture; • Office Manager or Custodian has responsibility for equipment maintenance.
VII. MONITORING, REPORTING & EVALUATIONS
CWS Indonesia will be responsible for the administration of the program, implemented in conjunction with local NGOs as well as CBOs, as partner agencies. CWS will run the program with efficiency, transparency and accountability in all aspects. CWS will ensure that the project is following its objectives effectively. CWS will also assist the partner agencies, NGOs and CBOs, as needed for on-the-ground or administrative support. These implementing partners will report to CWS Indonesia. During and after completion of the program, CWS Indonesia will prepare the required reports, taking into account the details of its monitoring and evaluation reports and partner reports. CWS will have an external audit conducted upon completion of the project. CWS will submit reports to ACT as per schedule and in the prescribed formats.
Reporting Schedule • Relief Phase narrative and financial reports as of 31st March 2005 received by ACT CO by 31st May 2005
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• Interim narrative and financial reports as of 31st August 2005 received by ACT CO 30th September 2005 • Interim narrative and financial reports as of 31st March 2006 to be received by ACT CO 30th April 2006 • Interim narrative and financial reports as of 30th September 2006 to be received by ACT CO 31st October 2006 • Final narrative and financial reports as of 31st December 2006 to be received by ACT CO three months after the closing date of the appeal - by 31 March 2007
VIII. CO-ORDINATION
CWS Indonesia is working through and with both faith-based and secular, local NGOs. CWS is also working closely with the Ministries of Health and Social Welfare, both at the national as well as the local level (provincial/municipal/district and sub-district agencies).
CWS has set up offices in Banda Aceh, Meulaboh, Gunung Sitoli (Nias) and Medan, working with ACT members Yakkum Emergency Unit (YEU) and YTB (Yayasan Tanggul Bencana). CWS is working closely with BRR, the National Disaster Relief Agency of the Provinces of North Sumatra and Nanggroe Aceh Darussalam (Badan Penanggulangan Bencana Nasional Sumatra Utara dan NAD), district (Kabupaten), sub-district (Kecamatan) and village (Desa) level authorities, as well as with international and national organisations.
As an international NGO in Jakarta, CWS is registered and co-ordinates closely with the Department of Social Affairs (Depsos) of the Republic of Indonesia and the United Nations system in Indonesia. For Psycho-social and Mental Health activities, CWS is co-ordinating with the UNICEF Working Group as well as other international and national organisations.
IX. BUDGET
CHURCH WORLD SERVICE, INDONESIA
Appeal Reference Number: ASRE51 (Revision 2) Appeal Name: Asia Earthquake and Tsunamis
Implementing Period: January 2005 - December 2006
Type of No. of Unit Cost Budget Budget Proposed Budget Proposed Rev.1 Budget Units Units IDR IDR USD Revision 2 Revision 2 18-Feb-05 18-Feb-05 IDR USD
TOTAL INCOME 9,999,549
EXPENDITURE -TSUNAMI
DIRECT ASSISTANCE BANDA ACEH (Aceh Besar, Banda Aceh) Health & Nutrition Supplementary Feeding Program package 1,000 1,750,000 1,750,000,000 194,444 1,750,000,000 170,898 Health post rehabilitation infrastructure package 80 13,500,000 680,000,000 75,556 1,080,000,000 105,469 Health and Nutrition education months 12 30,000,000 360,000,000 40,000 360,000,000 35,156 Hygiene and Sanitation Education package 12 10,000,000 120,000,000 13,333 120,000,000 11,719 Training cadres months 12 20,000,000 240,000,000 26,667 240,000,000 23,438 Reproductive Health (incl. HIV/AIDS see detail program 4,402,000,000 489,111 2,641,200,000 257,930 prevention)
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Health Service package 1,500 50,000 75,000,000 8,333 75,000,000 7,324 IMA Medicine box package 110 32,400,000 3,564,000,000 396,000 3,564,000,000 348,047 Emergency food ration package 1,700 50,000 85,000,000 9,444 85,000,000 8,301 Dry Foods package 3 12,600,000 37,800,000 4,200 37,800,000 3,691 Baby Kits package 5,000 542,049 2,710,242,792 301,138 2,710,242,792 264,672 Health kits package 50,000 109,536 5,476,799,942 608,533 5,476,799,942 534,844 Relief Kits package 1,512 360,000 544,320,000 60,480 544,320,000 53,156
Psychosocial Support Support Group - Training location 12 20,000,000 240,000,000 26,667 240,000,000 23,438 - Materials and activities package 12 20,000,000 240,000,000 26,667 240,000,000 23,438 Early Child Development & Fun and Education Activities - Training location 12 20,000,000 240,000,000 26,667 240,000,000 23,438 - Materials & Activities package 2,000 300,000 1,170,000,000 130,000 600,000,000 58,594 - School Supplies package 10,000 144,834 1,448,336,088 160,926 1,448,336,088 141,439 - Kid kits package 952 216,000 205,632,000 22,848 205,632,000 20,081 Safe spaces for children / Child Centers package 9 75,000,000 675,000,000 75,000 675,000,000 65,918
Shelter Shelter, Incl. Family, warehouse, meeting & package 392 36,000,000 10,000,000,000 1,111,111 14,112,000,000 1,378,125 sleeping tents, beds, sheets,chairs, tables. Blankets package 18,665 37,481 699,577,093 77,731 699,577,093 68,318
Livelihood Recovery Communal infrastructure package 5 200,000,000 1,000,000,000 111,111 1,000,000,000 97,656 Income generation activities Household 1,500 4,500,000 5,000,000,000 555,556 6,750,000,000 659,180 Assistance and capacity building package 5 50,000,000 250,000,000 27,778 250,000,000 24,414
Capacity Building Capacity Building Local Partners Package 6 50,000,000 300,000,000 33,333 300,000,000 29,297 Capacity building for staffs Package 8 75,000,000 - 0 600,000,000 58,594
Direct Program Related Cost Salaries for staff (Aceh & Medan) (see detail personnel) 2,183,600,000 242,622 8,728,600,000 852,402 Staff Benefit month 24 54,500,000 172,800,000 19,200 1,308,000,000 127,734
Non Food Item 221,675 Non Food Package package 6,000 300,000 1,800,000,000 200,000 1,800,000,000 175,781 Kitchen utensils package 3,000 300,000 900,000,000 100,000 900,000,000 87,891 Clothes package 3,000 300,000 900,000,000 100,000 900,000,000 87,891 Livelihood Recovery Income generating activities package 1 77,274,363 1,000,000,000 111,111 77,274,363 7,546 Water Supply Clean Water Supply Unit 1,000 3,250,000 1,600,000,000 177,778 3,250,000,000 317,383 Direct Program Related Cost Salaries for staff package 1 35,669,700 447,500,000 49,722 35,669,700 3,483 Capacity building / Admin support package 1 171,002,367 326,600,000 36,289 171,002,367 16,699
MEULABOH (Nagan Raya & Aceh Barat) Psychosocial Support Trauma counseling Training for volunteers package 1 149,000 60,000,000 6,667 149,000 15 Counseling materials package 1 6,351,750 30,000,000 3,333 6,351,750 620 Early Child Development & Fun and Education Activities Training 60,000,000 6,667 210,000,000 20,508 Materials and Activities 122,850,000 13,650 570,850,000 55,747 Safe spaces for children / Child Centers & package 7 75,000,000 225,000,000 25,000 525,000,000 51,270 Community Multi Center
Support Groups (Women, Mothers month 14 15,000,000 0 210,000,000 20,508 and Teenagers Activity) - Assistance and Capacity Building package 6 50,000,000 0 300,000,000 29,297 local partners -
Water Supply & Sanitation Hygiene and Sanitation Education package 36 10,000,000 120,000,000 13,333 360,000,000 35,156 Sanitation fasilities package 2,000 3,750,000 3,000,000,000 333,333 7,500,000,000 732,422 Improve drinking water supply & sanitation package 1 11,250,000,00 11,250,000,000 1,250,000 16,453,505,904 1,606,788 facilities (NCA) 0 Community based water supply fasilities package 1 10,000,000,00 0 10,000,000,000 976,563
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0 - Clean Water Production and Distribution package 1 5,360,000,000 0 5,360,000,000 523,438 -
Housing Provide Housing unit 295 37,000,000 10,915,000,000 1,065,918
Livelihood Recovery Income generating activities Household 1,200 6,250,000 1,000,000,000 111,111 7,500,000,000 732,422 Assistance and capacity building package 14 50,000,000 100,000,000 11,111 700,000,000 68,359 Non Food Item Non Food package package 3,000 300,000 900,000,000 100,000 900,000,000 87,891 Mosquito nets package 3,000 50,000 150,000,000 16,667 150,000,000 14,648 Mats package 5,000 30,000 150,000,000 16,667 150,000,000 14,648 Kitchen utensils package 1,000 300,000 300,000,000 33,333 300,000,000 29,297 School Kits package 3,000 144,834 434,500,826 48,278 434,500,826 42,432 Blankets package 10,000 37,481 374,806,907 41,645 374,806,907 36,602 Hygiene Kits package 1,000 200,000 200,000,000 22,222 200,000,000 19,531 Capacity Building of Local Partners Capacity Building of Local Partners (CBOs Package 12 50,000,000 300,000,000 33,333 600,000,000 58,594 & NGOs)
Direct Program Related Cost Salaries for staff: (see detail personnel) 1,130,600,000 125,622 4,458,600,000 435,410 Staff Benefit months 24 30,500,000 79,200,000 8,800 732,000,000 71,484 Personnel and experts from Norway (NCA) package 1 1,395,000,000 1,395,000,000 155,000 1,395,000,000 136,230 Water supply and sanitation advisor (NCA) package 1 1,126,400,000 - 0 1,126,400,000 110,000
TOTAL DIRECT ASSISTANCE 72,226,165,649 8,025,130 134,647,618,733 13,149,182
TRANSPORT, STORAGE, HANDLING & RELATED COSTS Transport Transporting Medan - Aceh months 24 24,000,000 576,000,000 64,000 576,000,000 56,250 Transporting Medan - Meulaboh months 24 24,000,000 576,000,000 64,000 576,000,000 56,250 Local distribution months 24 28,000,000 672,000,000 74,667 672,000,000 65,625 Rent car months 10 11,600,000 84,000,000 9,333 116,000,000 11,328 Vehicle operation months 24 25,000,000 336,000,000 37,333 600,000,000 58,594 Storage Warehouse in Medan & Banda Aceh month 24 28,000,000 480,000,000 53,333 672,000,000 65,625 Warehouse labor months 26 9,000,000 234,000,000 26,000 234,000,000 22,852 Warehouse security months 26 12,000,000 312,000,000 34,667 312,000,000 30,469
Handling - loading /offloading month 24 20,000,000 480,000,000 53,333 480,000,000 46,875
TOTAL TRANSPORT, STORAGE & 3,750,000,000 416,667 4,238,000,000 413,867 HANDLING
CAPITAL ASSETS Office Furniture & Equipement Office furniture package 3 80,000,000 90,000,000 10,000 240,000,000 23,438 Generator unit 725,000,000 75,000,000 8,333 175,000,000 17,090 Computers / notebook unit 40 12,500,000 200,000,000 22,222 500,000,000 48,828 Printers unit 105,800,000 18,000,000 2,000 58,000,000 5,664 Communication tools unit 6 10,000,000 10,000,000 1,111 60,000,000 5,859 Projector / LCD unit 3 15,000,000 30,000,000 3,333 45,000,000 4,395 Handy cam unit 4 10,000,000 20,000,000 2,222 40,000,000 3,906 Vehicles (4WD) unit 9 250,000,000 1,000,000,000 111,111 2,250,000,000 219,727 Vehicles (2WD) unit 2 150,000,000 - 0 300,000,000 29,297 Motorcycle unit 4510,000,000 200,000,000 22,222 450,000,000 43,945 Radio Communication package 3 70,000,000 120,000,000 13,333 210,000,000 20,508
1,763,000,000 195,889 4,328,000,000 422,656
INDIRECT COST: PERSONNEL, ADMINISTRATION, OPERATIONS & OTHER SUPPORT COSTS BANDA ACEH Staff salaries Salaries for staff: (see detail personnel) Lump sum 583,700,000 64,856 1,203,200,000 117,500 Staff benefits
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Insurance & medical allowance month 24 14,500,000 72,000,000 8,000 348,000,000 33,984 Housing allowance month 24 35,000,000 600,000,000 66,667 840,000,000 82,031 Travel Airplane ticket month 24 15,000,000 360,000,000 40,000 360,000,000 35,156 Per diem month 24 15,000,000 360,000,000 40,000 360,000,000 35,156 Office operations Office rent in Banda Aceh Month 24 20,000,000 240,000,000 26,667 480,000,000 46,875 Office utilities in Banda Aceh Month 24 20,000,000 120,000,000 13,333 480,000,000 46,875 Office stationery in Banda Aceh Month 24 7,000,000 96,000,000 10,667 168,000,000 16,406 Communications Telephone & fax Month 24 15,000,000 360,000,000 40,000 360,000,000 35,156 Mailing Package 241,000,000 24,000,000 2,667 24,000,000 2,344
MEULABOH: Staff salaries Salaries for staff: ( see detail Personnel) Lump sum 292,500,000 32,500 1,431,400,000 139,785 Staff benefits Insurance & medical allowance month 24 16,500,000 57,600,000 6,400 396,000,000 38,672 Housing allowance month 24 35,000,000 600,000,000 66,667 840,000,000 82,031 Travel Airplane ticket month 24 15,000,000 360,000,000 40,000 360,000,000 35,156 Per diem month 24 15,000,000 360,000,000 40,000 360,000,000 35,156 Office operations Office rent in Meulaboh Month 24 10,000,000 240,000,000 26,667 240,000,000 23,438 Base camp in other area Package 1 300,000,000 - 0 300,000,000 29,297 Office utilities in Meulaboh Month 24 8,000,000 120,000,000 13,333 192,000,000 18,750 Office stationery in Meulaboh Month 24 7,000,000 48,000,000 5,333 168,000,000 16,406 Communications Telephone & fax Month 24 28,000,000 360,000,000 40,000 672,000,000 65,625 Mailing Package 241,000,000 24,000,000 2,667 24,000,000 2,344
MEDAN: Staff salaries Salaries for staff: ( see detail personnel) Lump sum 390,000,000 43,333 1,089,600,000 106,406 Staff benefits Insurance & medical allowance month 24 6,500,000 28,800,000 3,200 156,000,000 15,234 Housing allowance month 24 25,000,000 600,000,000 66,667 600,000,000 58,594 Travel Airplane ticket month 24 30,000,000 720,000,000 80,000 720,000,000 70,313 Accommodation month 2410,000,000 240,000,000 26,667 240,000,000 23,438 Perdiem month 2410,000,000 240,000,000 26,667 240,000,000 23,438 Office operations Office stationery and utilities Month 24 10,000,000 96,000,000 10,667 240,000,000 23,438 Communications Telephone & fax Month 24 20,000,000 480,000,000 53,333 480,000,000 46,875 Mailing Package 242,000,000 24,000,000 2,667 48,000,000 4,688
JAKARTA Staff salaries Salaries for staff ( See detail personnel) 221,000,000 24,556 2,537,752,000 247,827 Staff benefits Insurance & medical allowance lump sum 4,800,000 533 1,452,640,000 141,859 Travel Airplane ticket month 24 30,000,000 720,000,000 80,000 720,000,000 70,313 Accommodation month 2410,000,000 240,000,000 26,667 240,000,000 23,438 Perdiem month 2410,000,000 240,000,000 26,667 240,000,000 23,438 Communications Telephone & fax Month 24 15,000,000 360,000,000 40,000 360,000,000 35,156 Mailing Package 242,000,000 24,000,000 2,667 48,000,000 4,688
TOTAL: 9,906,400,000 1,100,711 19,018,592,000 1,857,284
AUDIT, MONITORING, TRAINING & EVALUATION Monitoring and training (Ernst and Young year 1 599,400,000 66,600 738,816,000 72,150 auditor) year 2 719,280,000 79,920 1,022,976,000 99,900 Audit of ACT Funds (Ernst & Young package 2 250,000,000 500,000,000 55,556 568,893,440 55,556 auditor) Joint evaluation of program in the field package 2 20,000,000 40,000,000 4,444 39,997,440 3,906
TOTAL 1,858,680,000 206,520 2,370,682,880 231,512
Asia Earthquake & Tsunamis 24 ASRE 51 (Revision 2)
CAPITAL ASSETS
TOTAL -- --
TOTAL EXPENDITURE - TSUNAMI 89,504,245,649 9,944,916 164,602,890,240 16,074,501
EXPENDITURE - NIAS DIRECT ASSISTANCE 1. NON FOOD ITEM Non-food items package 3,000 600,000 0 0 1,800,000,000 175,781 Mosquito nets unit 6,000 50,000 0 0 300,000,000 29,297 Baby Kits (In-kind) package 1,000 542,049 0 0 542,048,558 52,934 Health kits (In-kind) package 4,500 109,536 0 0 492,911,995 48,136 Blankets (In-kind) package 2,000 37,481 0 0 74,961,381 7,320 Relief Kits (In-kind) package 1,512 360,000 0 0 544,320,000 53,156
2. HEALTH AND NUTRITION Supplementary Feeding Program package 630 3,000,000 0 0 1,890,000,000 184,570 Health post rehabilitation infrastructure package 34 20,000,000 0 0 680,000,000 66,406 Health and Nutrition education package 15 30,000,000 0 0 450,000,000 43,945 Hygiene and Sanitation Education package 9 20,000,000 0 0 180,000,000 17,578 Training cadres package 12 20,000,000 0 0 240,000,000 23,438 Reproductive Health (including HIV/AIDS) package 19 40,000,000 0 0 760,000,000 74,219 IMA Medicine box (In-kind) package 29 32,400,000 0 0 939,600,000 91,758
3. WATER SANITATION Hygiene and Sanitation Education package 17 10,000,000 0 0 170,000,000 16,602 Water & Sanitation Facilities package 2,150 0 0 6,450,000,000 629,883 3,000,000 Clean Water Production and Distribution package 1 3,320,000,000 0 3,320,000,000 324,219
4. Psychosocial Support Early Child Development & Fun and Education Activities - Training location 12 40,000,000 0 0 480,000,000 46,875 - Materials & Activities package 24 58,500,000 0 0 1,404,000,000 137,109 - School Supplies (In kind) package 2,000 144,834 0 0 289,668,000 28,288 Safe spaces for children / Child Centers & package 10 40,000,000 0 0 400,000,000 39,063 Community Multi Center Support Groups (Women, Mothers and package 4,000 50,000 0 0 200,000,000 19,531 Teenagers Activity) 5. Shelter Shelter rehabilitation & Housing Unit 300 30,000,000 0 0 9,000,000,000 878,906
6. Livelihood Recovery Communal infrastructure package 5 200,000,000 0 0 1,000,000,000 97,656 Income generation activities Household 1,000 5,000,000 0 0 5,000,000,000 488,281 Assistance and capacity building package 5 50,000,000 0 0 250,000,000 24,414 7. Capacity Building for Local partners Capacity Building of CBOs and NGOs Package 6 50,000,000 0 0 300,000,000 29,297
Direct Program Related Cost Salary for staff: Salary for staff 4,189,600,000 409,141 Staff Benefits month 24 9,800,000 0 0 235,200,000 22,969
TOTAL : DIRECT ASSISTANCE 0 0 41,582,309,935 4,060,772
II: TRANSPORT, STORAGE, HANDLING & RELATED COSTS Transport Transporting Medan - Nias months 21 45,000,000 0 0 945,000,000 92,285 Transporting Local Nias months 21 20,000,000 0 0 420,000,000 41,016 Local distribution months 21 15,000,000 0 0 315,000,000 30,762 Rent car months 6 14,000,000 0 0 84,000,000 8,203 Vehicle operation months 21 14,000,000 0 0 294,000,000 28,711 Storage 0 Warehouse month 21 25,000,000 0 0 525,000,000 51,270 Warehouse labor months 26 9,000,000 0 0 234,000,000 22,852 Warehouse security months 26 10,000,000 0 0 260,000,000 25,391 Handling 0 - loading /offloading month 21 20,000,000 0 0 420,000,000 41,016
Asia Earthquake & Tsunamis 25 ASRE 51 (Revision 2)
TOTAL: TRANSPORT, STORAGE/ 00 3,497,000,000 HANDLING 341,504
III: CAPITAL EQUIPMENTS (over US$ 500) Office furniture unit 2 100,000,000 0 0 200,000,000 19,531 Generator unit 525,000,000 00 125,000,000 12,207 Computers / notebook unit 20 10,000,000 0 0 200,000,000 19,531 Printers unit 45,000,000 00 20,000,000 1,953 Communication tools unit 4 10,000,000 0 0 40,000,000 3,906 Projector / LCD unit 1 15,000,000 0 0 15,000,000 1,465 Handy cam unit 4 5,000,000 0 0 20,000,000 1,953 Radio Communication packages 3 75,000,000 0 0 225,000,000 21,973 Vehicles (4WD) unit 5 250,000,000 0 0 1,250,000,000 122,070 Motorcycle unit 1510,000,000 00 150,000,000 14,648
TOTAL: CAPITAL ASSETS 0 0 2,245,000,000 219,238
IV: INDIRECT COST: PERSONNEL, ADMINISTRATION, OPERATIONS & OTHER SUPPORT COSTS Staff salaries Staff salary (see detail personnel) 0 0 1,457,250,000 142,310 Staff benefits 0 Insurance & medical allowance month 24 6,000,000 0 0 144,000,000 14,063 Housing allowance month 24 20,000,000 0 0 480,000,000 46,875 Travel 0 Airplane ticket month 22 15,000,000 0 0 330,000,000 32,227 Perdiem month 2215,000,000 00 330,000,000 32,227 Office operations 0 Office rent Month 21 15,000,000 0 0 315,000,000 30,762 Office utilities Month 21 5,000,000 0 0 105,000,000 10,254 Office stationery Month 21 5,000,000 0 0 105,000,000 10,254 Communications 0 Telephone & fax Month 22 15,000,000 0 0 330,000,000 32,227 Mailing Package 221,000,000 00 22,000,000 2,148
TOTAL : INDIRECT COSTS 0 0 3,618,250,000 353,345
V: AUDIT & EVALUATION Joint evaluation of program in the field package 2 20,000,000 0 0 40,000,000 3,906
TOTAL BUDGET - NIAS 0 0 50,982,559,935 4,978,766
TOTAL BUDGET TSUNAMI + NIAS 89,504,245,649 9,944,916 215,585,454,080 21,053,267
AMOUNT REQUESTED 11,053,718
Exchange Rate for Rev 1 Budget: 9,000 Exchange Rate for Rev 2 Budget: 10,240
Asia Earthquake & Tsunamis 26 ASRE 51 (Revision 2)
I. REQUESTING ACT MEMBER INFORMATION
• Yakkum Emergency Unit (YEU)
II. IMPLEMENTING ACT MEMBERS & PARTNER INFORMATION
YAKKUM EMERGENCY UNIT (YEU): YAKKUM (Yayasan Kristen untuk Kesehatan Umum – Christian Foundation for Public Health) Emergency Unit was established in 2001. It was founded in the wake of a wide-ranging external evaluation by international stakeholders of the development programs carried out by CD Bethesda (Community Development of Bethesda Hospital). Commencing January 2001, the rapid relief response unit - named YAKKUM Emergency Unit or YEU - was launched with the purpose of providing an adequate response to humanitarian needs.
YEU understands and is committed to ACT’s Principles and Guidelines, Humanitarian Code of Conduct and Sphere Standards.
III. DESCRIPTION of the SITUATION in the AREAS of RESPONSE
On 15 August 2005, the Indonesian government and the Free Aceh Movement (GAM) signed a Peace Agreement. Due to confusions in Aceh, minor firing and fighting continued in the days following the signing of the agreement, but the situation soon stabilised.
YEU’s programs ran as scheduled in all four areas of intervention; Banda Aceh, Lhoksumawe, Meulaboh, and Nias. Activities and approaches are adjusted to different local contexts according to their character and cultural diversities.
Banda Aceh: Hundreds of NGOs and INGOs work in Banda Aceh. The tsunami killed 60,000 people in the area and damages were enormous. The scale of the disaster made co-ordination among NGOs very hard and it caused a lot of overlapping. The UN initiated co-ordination meetings in different sectors and these have been attended by NGOs. The YEU housing program has been started since the first revision of the appeal. Livelihood recovery program has been initiated in the form of ‘Seed Funds’. In addition, YEU’s mental health teams run their activities to reduce trauma among IDPs.
Lhokseumawe: Conditions in Lhoksumawe were slightly different from those in other areas. GAM had numerous strongholds in the area. The local government along with Satkorlak co-ordinated the relief work. As a consequence, only a small number of NGOs worked in this area. These are factors why YEU, as a neutral organisation, kept working in the area. Before the peace agreement, in April- July, there was high tension in the area among civilians, military and GAM members. YEU’s livelihood recovery program in this area is well-developed because of the significant role taken by the beneficiaries.
Meulaboh: This was one of the areas hardest hit by the tsunami. A total of 17 villages were devastated. Infrastructure to and from, as well as within the city was almost completely destroyed. Aid distribution encountered huge challenges because of limited access.
YEU runs a health program by having established a fixed clinic and mini hospital in Nagan Raya, to complement the work conducted by mobile clinics. There is no other hospital in the district.
Asia Earthquake & Tsunamis 27 ASRE 51 (Revision 2)
Nias: On March 28, an earthquake of 8.7 on the Richter-scale hit Nias and surrounding islands. More than 500 people died and local authorities reported there are 74.300 IDPs. The earthquake rendered large-scale destruction to buildings and infrastructure. YEU substantially increased its activities on Nias as a consequence of the earthquake.
IV. TARGETED BENEFICIARIES
The following criteria are used in selecting beneficiaries through rapid assessments and data collection:
1. Those who have been rendered homeless and consequently displaced due to the disasters, either they stay at relatives’ houses or in the camps/tents. 2. Vulnerable families among the IDPs: female headed households, widows, children, elderly, and unemployed families with little other means of support. 3. People or families who have not received any assistance.
YEU target 4,605 households in Aceh Besar district (co-ordinated from Banda Aceh), 2,545 households in Aceh Utara district (co-ordinated from Lhoksumawe), 1785 households in Aceh Barat and Nagan Raya districts (co-ordinated from Meulaboh), and 1,793 households in Nias. Details on location, number and type of beneficiaries for overall activities as per sub-district and villages can be requested from ACT CO. Information can also be found in the second interim report.
V. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION
From lesson learnt after 9 months of implementation, ongoing assessments and feedback from the external evaluation by ACT, the goals, objectives and activities are defined below. For a description of achievements during the crisis and post-crisis phases, please consult YEU’s interim reports.
Goals:
The crisis and post crisis phase: To alleviate the suffering of the survivors within the IDP communities by providing medical services and health-related necessities such as water and sanitation, mental health and healthy shelter followed by livelihood recovery programs and capacity building for the affected community so that IDPs are able to survive, deaths are prevented, and a mentality of dependence is decreased.
The reconstruction, rehabilitation and development phase: IDPs return to their home areas, operate their vision of a well prepared and developed village into a plan of action, rehabilitate and reconstruct their own village based on an agreed risk management plan, to transform new structures and social systems that are open, peaceful, gender-sensitive, prepared, and characterised by interfaith co-operation, using the lessons learned from the tsunami.
Objectives:
Health Sector Curative: To improve access to health, enhance the health status of the IDPs and optimise health services. The need for improving access to health is still high due to many locations not being covered by existing health centres (puskesmas) and other health facilities.
Asia Earthquake & Tsunamis 28 ASRE 51 (Revision 2)
Preventive: To change attitudes into a healthier life
Clean Water and Sanitation (Watsan) Sector To meet the needs of clean water and sanitation facilities for affected communities over 2 years in selected areas, for selected beneficiaries (as per activities).
Psychosocial Sector To provide mental health and psychosocial assistance to traumatised people through trauma counselling, cultural based projects, events and competitions over 2 years in selected areas for selected targeted beneficiaries (as per activities).
Livelihood Recovery The Livelihood recovery program is intended to strengthen the economic capacity of the IDPs within 2 years in selected areas for selected targeted beneficiaries (as per activities).
Housing To meet the needs of housing for IDPs. This includes the establishment of quality housing completed with standard quality of clean water and sanitation, public space for praying & gathering, playgrounds, vegetable-gardening for each camp on existing land and temporary space for studying/schooling, over 2 years in selected areas for selected targeted beneficiaries (as per activities).
Capacity Building in Disaster Management and Preparedness for CBOs, local cadres and YEU’s network To provide support for CBOs, local key actors and organisations in YEU’s network for capacity building purposes in different areas, needed for project management (Disaster Management, medical rapid response training, Community-based preparedness, mitigation, SPHERE) and organisational management (logistics, MIS, finance, advocacy).
Networking and Liaison Sector – Information Management To provide and manage the information needed to voice the needs of IDPs and to meet the standards of accountability from funding partners.
Activities:
Projects in Aceh and Nias are divided into 7 sectors (Health & Nutrition, Watsan, Psychosocial, Livelihood Recovery, Housing, Capacity Building on Disaster Management and Lobbying & networking), and described as follows:
Banda Aceh Rehabilitation Phase Health Program (I.10) Mobile Clinic (I.10.1): Comprehensive Mobile clinic services in barracks and villages (14 locations in total). YEU will reduce the number of visits to one per week in each camp/barrack/village. The service will focus on under-five-year children, pregnant women, and breastfeeding mothers. YEU’s target is 20,160 consultations. To achieve this the mobile clinic will be set up in two locations per day and will see an average of 20 patients per locations (in total, 40 consultations per day). The needs for ensuring access to health by these means are high as many locations are still not covered by public health centres (puskesmas) or other health facilities.
Asia Earthquake & Tsunamis 29 ASRE 51 (Revision 2)
Village Health Post Management: 14 health posts in 14 camps. The activities include training of health staff and evaluations, supplementary feeding program for babies and breastfeeding mothers. YEU hope to maintain access to health for IDPs and to build the local health cadres capacity in order to create a sustainable situation for the future. (I.10.2)
Supplementary feeding and Health Campaign: Providing nutritious local food, through women groups and through the mobile clinic in order to maintain the nutrition status in areas served by YEU. Health campaign on immunisation (providing information and, in some places, assist local health authorities with HR in immunisation campaigns), breastfeeding and food hygiene. Many health problems are caused by unhealthy attitudes, for instance, drinking of water that has not been boiled, never washing hands before eating, wear dirty clothes (I.10.3)
Clean Water and Sanitation Program (I.11) Provision of Clean Water: In the rehabilitation phase, in order to meet the needs of clean water and sanitation facilities for affected communities in selected areas in Banda Aceh and Aceh Besar, this activity will be integrated with the health program at village level. (I.11.1)
Latrines’ Establishment: In the rehabilitation phase, YEU plan to construct 150 latrines in 6 villages: Lamreh, Menasah Moon, Menasah Kulam, Berandeh, Menasah Gede, and Ruyung. The aim is to obtain a conducive sanitary situation in the villages where the IDPs are returning to build their new houses (I.11.2)
Garbage Processing Place: Construction of a comprehensive garbage processing place (separating organic waste from inorganic) in 6 villages (Lamreh, Menasah Moon, Menasah Kulam, Berandeh, Menasah Gede, and Ruyung), to improve the sanitary situation in each village. (I.11.3)
Capacity Building for Community Based Organisations and Local Cadres (I.12) Environmental Management: This is a crucial aspect of primary health care (PHC) and therefore cadres and CBOs need training.
Capacity Building for health cadres and personnel: It is conducted by holding trainings for health cadres on PHC, TB, alternative medicines, and nutrition. Special attention will be paid to promoting awareness of drug addiction and HIV/Aids, considering increasing hazards in the local health context. This capacity building will ensure the sustainability within the local community.
Community Based Primary Health Care (PHC) Program Reproductive Health Program: To develop the skills and knowledge of women and health personnel in the camps about reproductive health. Regular training for cadres and health personnel on reproductive health and sexually transmitted diseases to enhance and refresh the capacity and the knowledge of the cadres is needed.
Program for Alternative Medicine: Supporting basic alternative-medicine clinic (acupuncture, icn & herb) and also provide scholarships for training on intensive acupressure & traditional medicine. The cost of medicines are high, therefore knowledge of how to use herbs proven not to cause negative side-effects is needed.
Six Monthly Capacity Building Reflection/Training/Meetings: Regular reflections’ meetings are needed to maintain the value based work of our staff so that the quality of their work will be assured, besides it will be used also for sharing experiences in order to support their capacity building.
Asia Earthquake & Tsunamis 30 ASRE 51 (Revision 2)
Psychosocial Program (I.13) Trauma Counselling: Individual and Group Counselling. Event and Competition for Different Groups of Survivors: to decrease their trauma by playing (especially for children) and sports’ competition in camps, barracks or villages.
Cultural Based Project for Different Groups of Survivors: To decrease trauma by cultural activities. Cultural aspects form an important part of Acehnese society.
Training volunteers & medical personnel: To enhance the capacity of the counsellors (psychosocial cadres) and to improve the quality of counselling.
Housing (I.14) In order to assist IDPs in fulfilling their basic needs, YEU plan to build another 58 houses, after completing the 65 houses (32 have been built and 33 houses are under construction), together with public facilities as part of the mitigation plan. The housing project is mainly targeting vulnerable sections of the society, such as widows and unregistered IDPs’ households. YEU will also continue the establishment of temporary shelters completed with quality provisions of clean water and sanitation, public space for praying & gathering, playing ground, vegetables-gardening for each camp on existing land and temporary space for education.
House/Store: To assist IDPs who are joining the Credit Union (CU) program, the house/store is basically a house that will function also as store and/or food stall (rumah warung).
Livelihood Recovery (I.15) Seed Fund: This is a continuation and extension of the activities initiated during the post-crisis phase. 50 groups with each group consisting of 17 persons will receive this assistance. With the seed funds it is expected that the beneficiaries will gradually break free from dependence of aid and become self-supporting.
Comprehensive Disaster Management Program (I.16) Standard Training on Disaster Management: To build the capacity of community-based organisations on health-related issues using participatory methods. Empowering the communities (especially local cadres) is an important tool to ensure the capacity of the community to respond quickly and appropriately to future disasters. Trainings: • General Basic Disaster Management Training • Medical Rapid Response Training • Community Based Disaster Preparedness Training • Technical Disaster Mitigation/Evacuation Training • SPHERE training • Special Trainings: Logistic, MIS, Finance and Risk Management, Buildings, Advocacy (I.16.1)
Community Based Disaster Preparedness Consists of 3 steps: 1. Village Mapping The indicators used in this mapping are vulnerability, hazard, and capacity analysis. Analyses by the communities themselves form the basis when developing preparedness plans and when assisting in the enhancing of the capacity of people at village level in organising themselves.
2. Trainings for CBOs on community organisation and related issues
Asia Earthquake & Tsunamis 31 ASRE 51 (Revision 2)
To organise and complete various trainings based on needs’ assessments made with the communities. YEU focus on information systems in disaster preparedness (who do what). With these trainings CBOs are enabled to develop specific planning for reducing vulnerabilities and increasing capacities in connection to disasters.
3. Facilitating preparation of Action Plans in Disaster preparedness YEU provides personnel with knowledge of early warning systems. It is important to ensure that the action plans related to early warning systems and disaster preparedness are adapted to local contexts involving the communities themselves. (I.16.2)
Networking and Liaison Sector – Information Management YEU shall collect, provide and manage the information to identify and voice the needs of IDPs and, at the same time, meet the needs of accountability from funding partners and network. YEU aims at an appropriate information management system adapted to the needs of different stakeholders.
• Facilitating regular field visits for communication officer and secretary YEU has experienced problems with information-channelling and management in the sense that too much emphasis has been put on satisfying donors’ needs, neglecting the main stakeholders, the IDPs and survivors from the disaster. The IDPs and survivors lack sufficient means to make their voice heard, tell and share their progress and their problems.
• Training on communication & information management for volunteers & field staff To have common perception and access to information, which is well managed and meet the needs of different stakeholders and support the decision-making process so that project planning and implementation meet the needs and rights of the people.
• Producing and distributing monthly bulletin for, from and by IDPs, and producing and distributing different leaflets and books This activity aims at establishing an IDPs’ and community-bulletin, created and distributed regularly involving the participation of the survivors/IDPs themselves. YEU believes that this in combination with producing and distributing leaflets and books will ease information sharing among beneficiaries, aid workers and other stakeholders and can be a tool for discussing for example effectiveness of aid distribution.
• Short documentation movies about community based programs in health, psychosocial-livelihood recovery program and watsan Short documentation movies about community-based programs in health, psychosocial-livelihood- recovery program and watsan, will be produced and distributed to relevant stakeholders in order to provide clear pictures of the work on the ground and as a visual tool in presenting the progress of programs.
• Website Maintenance A website is maintained, containing relevant information of progress in the field. The preliminary website was financed by public donation (I.17)
Asia Earthquake & Tsunamis 32 ASRE 51 (Revision 2)
Lhokseumawe Rehabilitation phase Health Program (Barrack Based Health Service) (I.10) Mobile Clinic in 4 locations: Comprehensive services through a mobile clinic in barracks and villages. The mobile clinic will in the rehabilitation phase serve 4 locations. YEU will reduce the number of visits to one per week in each camp/barrack/village. The service focus on under-five-year children, pregnant women, and breastfeeding mothers. The needs for ensuring access to health by these means are high as many locations are still not covered by public health centres (puskesmas) or other health facilities. In some of these locations the communities are not able to afford transportation to the nearest public health centre. (I.10.1)
Village Health Post Management: The activities include training of health staff and evaluations, supplementary feeding program for babies and breastfeeding mothers. YEU hope to maintain access to health for IDPs and to build the local health cadres capacity in order to create a sustainable situation for the future.
Health Campaign: Health campaign on immunisation (providing information and, in some places, assist local health authorities with HR in immunisation campaigns), breastfeeding and food hygiene. Based on available data, the percentage of under-five-year children, living in areas covered by YEU, who have complete immunisation is 20 %. (I.10.2)
Clean Water and Sanitation Program To improve the sanitation quality in each of the 11 villages that YEU work in. • Hygiene Promotion in Watsan to form attitudes of healthy and clean living by using and consuming clean water • Clean Environment will prevent diseases such as dermatitis, URTI, etc., in the community (I.11)
Psychosocial Program Trauma Counselling: Activities are the same as in Banda Aceh
Event and Competition for Different Groups of Survivors: Activities are the same as in Banda Aceh. These have proven very effective in reducing stress and improving relations between civilians, NGOs, military personnel, and former Aceh Free Movement (GAM) militants.
Cultural Based Project for Different Groups of Survivors: Activities are the same as in Banda Aceh.
Training volunteers & medical personnel: Activities are the same as in Banda Aceh (I.12)
Community Based Primary Health Care (PHC) Program Capacity building on Malaria: To have community-based Malaria surveillance-control trainings, community surveillance program and vector control. The targeted communities live near the coast and are heavily exposed to mosquitoes.
TB program To conduct sputum screening for suspected TB patients and medication for positive suspected patients; 1000 people. 15% of URTI case found are suspected TB, thus further screening and medication needed through having sputum screening.
Asia Earthquake & Tsunamis 33 ASRE 51 (Revision 2)
Reproductive Health Program To develop and increase skills and knowledge of women in the camps as well as of health personnel about reproductive health. Regular training of cadres and health personnel on reproductive health and sexually transmitted diseases to enhance and refresh the capacity and the knowledge are needed.
Program for Alternative Medicine: Supporting basic alternative medicine clinic (acupuncture, icn & herb) and provide scholarship for intensive acupressure & traditional medicine training. The cost of medicines are high, therefore knowledge of how to use herbs proven not to cause negative side- effects is needed (I.13.2)
Livelihood (I.15) To initiate livelihoods recovery program for the affected communities in covered areas: The initial seed funds are given during the first stage of the rehabilitation phase whilst the beneficiaries are still in barracks. Many former Free Aceh Movement members who are unemployed, will be included in this approach. It is hoped that an indirect effect of this program will be to promote peace-building efforts. The livelihood recovery program in Lhokseumawe is involving 35 group, or in total 362 people. We facilitate them by holding management training for manager, on-the-job- training for craftsmen, product design assistance and workshop. Beneficiaries will perform home industry as follows:
Women’s Groups (I.15.1): The program for women’s groups is basically aiming at the women who used to run small home industries, activities which were disrupted by the tsunami.. The members of women’s groups are involved in the following economic activities: baking, sewing, ice cream, and crafts.
Shipyard [Boat engine Reparation, Spare Parts for Fishing Boat and Boat making-shop (I.15.2)]: the shipyard activities consist of boat repair shop and spare part store group; and group of boat making.
Fish Trader/fish seller Group (I.15.3): the fish trader sell the fish caught by the fishermen to local market.
Chicken Breeder Group (I.15.4)
Furniture/Carpentry Group (I.15.5)
Housing To provide better living conditions for the IDPs (143 HH in Tanah Anoe, 79 HH in Kuala Cangkoi , 6 HH in Meinasah Lhok and 150 HH in Meunasah Sagoe): The housing project is mainly targeting vulnerable sections of the communities, such as widows and unregistered IDPs. The establishment of healthy shelter completed with adequate quality of clean water and sanitation, public space for praying and gathering, playground, vegetable-gardening for each camp on existing land and space for education. YEU have so far built 40 houses in Tanah Anoe, and 6 houses in Menasah Lhok, Aceh Utara. (I.16)
Comprehensive Disaster Management Program (I.17) Trainings (I.17.1): The trainings are the same as in Banda Aceh, except there will not be any “General Basic Management Training” in Lhoksumawe.
Community Based Disaster Preparedness: Activities are the same as for Banda Aceh. (I.17.2)
Asia Earthquake & Tsunamis 34 ASRE 51 (Revision 2)
Networking and Liaison Sector – Information Management (I.18) Activities are the same as in Banda Aceh.
Meulaboh Rehabilitation phase Health program (I.5) Fixed clinic to revitalise Health Service Systems in Two Remote Areas (Padang Panjang- Nagan Raya and Cot Seulamat-Samatiga): This program is to deploy medical personnel, rehabilitate medical installations, and enhance the outreach service of the public health clinic. To maintain the health access and self surveillance of the communities as parts of promotive and preventive efforts YEU will continue the health service system program. We conduct regular health services for the communities to ensure the accessibility of IDPs who are located far from public health infrastructure, thus a fixed clinic at barrack level is still needed.
Health posts are maintained in focused areas where YEU have trained health cadres and plan comprehensive village-based programs: To strengthen the existing health structures such as puskesmas, the intensity of mobile clinics is gradually reduced. (I.5.1)
Enhancing the quality & quantity of Sahabat Clinic as Centre of referral and outreach services: Performing regular health services in the area for the sake of program sustainability. The needs for ensuring access to health by these means are high as many locations are still not covered by public health centres (puskesmas) or other health facilities. Thus it will be an added value of our clinic that it is linking and supporting different community based projects in surrounding areas like PHC, supplementary feeding, outbreak control (I.5.2)
Clinical Counselling: To follow up on the feedback from the ACT evaluators, our regular health services in Sahabat Clinic is equipped with psychosocial services. (I.5.3)
Community-based PHC programs: Around the fixed clinic (Padang Panyang & Cot Seulamat) a relevant community-based PHC program is planned. It will be an added value of our clinic that it is linking and supporting different community-based projects in surrounding areas like PHC, supplementary feeding, outbreak control (I.5.4)
Capacity building for health cadres & personnel: Trainings for health cadres on PHC, TB, alternative medicines, and nutrition will be held. It is to ensure the sustainability of local communities’ capacities. (I.5.5)
Distribution of Mosquito Net: Continue the distribution for the returnees. Other NGOs distributed mosquito nets while they were staying in temporary tents but when they return to their villages the nets are needed there. 1760 nets will be distributed (I.5.6).
(I.5.7) Supplementary feeding: Local Nutritious Food (continued to post-crisis and rehabilitation phase). Providing local nutritious food through activities in women’s groups and mobile clinic in order to maintain the nutrition status in areas served by YEU.
Health Education: Information and training concerning immunisation, breastfeeding, and food hygiene. Health problems are to a large extent caused by unhygienic living conditions e.g. drinking of water that has not been boiled, hands not being washed before eating, etc.
Asia Earthquake & Tsunamis 35 ASRE 51 (Revision 2)
Watsan Sector (I.6.1) Provision of Water and Sanitation facilities: The establishment of wells and latrines are important factors in stimulating the people to resettle in their old locations. 26 wells and 50 latrines are planned.
(I.6.2) Capacity building for CBOs and local staff in terms of Watsan: Delivering knowledge and techniques on Water and Sanitation.
Materials for Education about Environmental Health: Staff will obtain sufficient knowledge about environmental health in order to apply it in their daily work.
Psychosocial sector Activities are the same as in Banda Aceh (I.7).
Livelihood recovery sector (I.8) Methodology: The program is started by giving funds in ‘Seed Fund’ scheme. The receivers have to organise themselves in groups and make sure each member knows the amount of money received. The receivers use the funds to initiate productive activities based on previous jobs and generate income for the families. It is expected that the funds can be utilised to increase their own earning as well as to develop other businesses for other members of the groups.
Comprehensive program of fishermen in Kuala Bubon: There are 212 households involved in the livelihood recovery program. Facilitating boat repair and production shop (shipyard) that consist of 6 members; facilitating supplier kiosks for fishermen group, facilitating ice factory and fish sellers’ groups. (I.8.1)
Community Based Agriculture Projects: It will be done in the following areas: Lueng Mane, Cot Rambong, Kuala Tadu, some of the beneficiaries are cultivating watermelon, chilly, vegetables (I.8.2). Lueng Mane is a sub-village (Dusun) under the village (Desa) Kuala Trang, sub-district (Kecamatan) Kuala and district (or regency; Kabupaten) Nagan Raya. Lueng Mane has 200 inhabitants approximately.
Widows and widowers groups for cake factory (6 members), soybean (20 members), tailor (13 members), salon (4 members), barber (1 member), furniture (10 members), repairshop by disabled group (10 members): It aims to deliver independence through activities done by the people. (I.8.3)
Women’s craft group in Paya Leumpat: Facilitating and helping (through seed funds) a women’s group in Paya Leumpat to produce and market their crafts. (I.8.4)
Chicken breeding/poultry group in Paya Leumpat: Chicken is a vulnerable business (disease problems) but in West Aceh it is a very good income generating activity as chicken is very expensive and rare (I.8.5).
Electronic Workshop for Disabled people Group in Kubang Gajah: To optimise disabled people’s capability and skills by providing equipment for them. (I.8.6)
Furniture workshop in Meulaboh: Continue the support for divan makers who have been supported during the relief phase. Their products are needed by the IDPs (I.8.7)
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Capacity Building for Disaster Management and Preparedness (I.9) Standard Training on Disaster Management: Providing financial support to attend training on disaster management, medical rapid response training, community-based preparedness, mitigation, SPHERE and organisational management (logistics, MIS, finance, advocacy). (I.9.1)
Community Based Disaster Preparedness (I.9.2): Activities are the same as in Banda Aceh.
Networking and Liaison Sector – Information Management (I.10) Activities are the same as in Banda Aceh.
NIAS Reconstruction and Rehabilitation Phase Health Program (I.9) Revitalising Health Service Systems in Two Remote Areas (Sirombu and Lahewa) This program will provide medical personnel, rehabilitate medical installations, and enhance the outreach services of the public health clinic. To maintain the health access and self surveillance system of the communities as part of promotive and preventive efforts YEU continue the revitalisation of the health service’s system program. Health posts are maintained in focus areas where YEU have trained health cadres and plan comprehensive village-based programs. To strengthen the existing health structures such as puskesmas, the intensity of mobile clinics is gradually reduced to encourage local capacity-building. Approximately it will serve 36.000 patients in the area (I.9.1).
Enhancing “Pelita” Clinic as alternative referral hospital in Nias: To provide people with alternative health services. In most cases, clinics are not complimented with good outreach programs which disables people accessing health services. Thus it will be an added value of the clinic that it is linking and supporting different community based projects in surrounding areas like PHC, supplementary feeding, outbreak control. To stimulate the public health services, YEU will provide quality and more affordable health services in this area (Gunung Sitoli).
Malaria program: During the crisis phase, YEU found malaria cases in Sirombu and Lahewa so YEU will provide information on the disease and establish community based Malaria surveillance control trainings and community surveillance program as well as vector control. The houses are close to the coast and thus they are vulnerable to mosquitoes. (I.9.2)
Village Health Post Management: The activities will include training and evaluation of health staff every six months, and a supplementary feeding program for babies and breastfeeding mothers. YEU will maintain the health access and build the local health cadres’ capacity for long-term sustainability to fulfil IDPs’ needs in accessing health service. (I.9.3)
Supplementary Feeding • Local Nutritious Food (continued to post crisis and Rehabilitation Phase) Continue to maintain the health status through local nutritious food prepared through activities in women’s groups under supervision of the health team from the mobile clinic.
• Nutrition Education (continued to post crisis and Rehabilitation Phase) Providing nutrition and education information package through activities in women’s groups in the clinic. Health promotion for enhancing the IDPs and communities’ awareness through organised events on health and alternative media. (I.9.4)
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• Comprehensive Rehabilitation Program for Disabled Group There were and are many disabled people. The psychosocial assistance given was aimed at the survivors getting rid of their traumas. It is done in a way for people to understand their problem, convince them on their capacity and potential of getting over them and use it to rehabilitate and reconstruct their lives based on lessons learnt from the tsunami and earthquake.
Establish a rehabilitation unit as a part of the health clinic in Nias: In collaboration with PRY, YEU serve: • Medical • Physiotherapy • Orthopaedic • Psychotherapy • Vocational Training and Education • These are conducted as integrated services in the “Pelita” clinic.
Facilitating Community Based Rehabilitation: There were many disabled people in the areas so it is necessary to establish trainings for cadres to provide early detection on disabilities and program socialisation.
Economic empowerment: To facilitate work opportunities for disabled people to earn their own living enabling them to gain independence for themselves as well as for their family and community. (I.9.5)
Watsan sector (I.10) Provision of water purification in the form of wells: Village-based provision of clean water will be in the form of constructing 13 wells in Sirombu and Lahewa. (I.10.1)
Latrine construction in villages: For the rehabilitation phase, 57 new latrines will be built in targeted areas. Planned latrines are needed to the people when they get back to their villages/relocation areas. (I.10.2)
Garbage Processing Place: It is planned in the rehabilitation phase to build 4 garbage processing units. One in every targeted village. It will contain 2 separate spaces for organic and non-organic waste, and be a part of the PHC program (I.10.3).
Psychosocial Sector Trauma Counselling Project for Different Groups of Survivors: This is aimed at different groups of survivors (widow, widower, and children) to decrease traumatic syndromes.
Cultural Based Project for Different Groups of Survivors: To decrease traumatic syndromes among the people. Cultural aspects form an important part of the Nias society. To strengthen the project implementation in the field, this approach in psychosocial support is important. The beneficiaries are the main implementers.
Facilitating Event & Competition: Decreasing traumatic syndrome among people is conducted through sport competitions and art events. (I.11)
Livelihood recovery program (I.12) Methodology: The program is started by giving funds in ‘Seed Fund’ scheme. The receivers have to organise themselves in groups and make sure each member knows the amount of money received.
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The receivers use the funds to initiate productive activities based on previous jobs and generate income for the families. It is expected that the funds can be utilised to increase their own earning as well as to develop other businesses for other members of the groups.
Agriculture program (I.12.1): It is conducted in Sirombu and Lahewa for 5 villages. It is planned to give seed funds for farmers’ groups in 5 villages and strengthen their capacities in the form of trainings, exchange and workshop. Their economic situation is hoped to be bettered.
Fishery Programs (I.12.2): These are performed in Sirombu, Gunung Sitoli, and Lahewa, in 6 villages. It is planned to give seed funds for the fishermen’s groups in 6 villages and strengthen their capacities in the form of trainings, exchange and workshop. Their economic situation is hoped to be increased.
Assist business-development in urban areas in Gunung Sitoli (I.12.3): Empower local communities with economic activities (through micro-credits), such as forming fishermen groups by facilitating boat repair and production shop, facilitating supplier kiosks for fishermen’s groups.
Housing Establishing houses sized 36m2 per household on beneficiaries’ own land: To assist IDPs, 72 households in Soepomoi, 67 HH in Moawo, in fulfilling their basic needs houses will be built. The housing is mainly targeting communities who are not registered with other organisations. The establishment of healthy housing completed with standard quality of clean water and sanitation facilities, public space for praying & gathering, playing ground, vegetables-gardening in the existing land and temporary space for education. The houses will not be tendered by contractors but will be built by the communities themselves (I.13)
Capacity Building for Disaster Management and Preparedness for CBO's Local Organisations and YEU Network (I.14) Special Training: Providing financial support (scholarship) for attending training on Disaster management, medical rapid response training, Community based preparedness, mitigation, SPHERE) and organisational management (logistics, MIS, finance, advocacy) (I.14.1).
Community Based Disaster Preparedness: Activities are the same as for Banda Aceh. (I.14.2)
Networking and Liaison Sector – Information Management (I.15) Activities are the same as in Banda Aceh.
Project implementation approach The base of all YEU-activities is an integrated and holistic approach, which is aimed at sustainability. This is understood to be developed through physical, psychological, social, economical and spiritual well-being.
In Aceh YEU works primarily together with Acehnese volunteers and local health institutions. This co-operation is not only aimed at sustainability and local adaptation of all YEU activities but also at strengthening the capacity of local health staff in Aceh. YEU has a recruitment-mechanism in place to ensure that the tsunami-related programs do not drain other YEU programs of human resources. A list of personnel recruited for the project implementation is available at ACT CO.
Lobbying: IDPs sheltering in camps should be organised and trained in leadership, conflict resolution and lobbying. It is important that they are informed about their rights and are able to lobby the
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government and local authorities for their rights to housing materials and funds for rebuilding their homes.
Gender: Special attention will be paid to women’s needs in relief efforts. During rehabilitation, female-headed households will be a priority. Efforts will be made to keep a gender-balance among staff and to recruit female volunteers to ensure sensitivity to women’s needs. The Seed fund program is altogether designed with women’s groups at community level.
Involvement of beneficiaries: During the rapid response phase, the involvement of beneficiaries was to inform the YEU team of needs for emergency response. The beneficiaries have later organised themselves and discuss within their groups what they need for rehabilitation of livelihoods. It is also planned that the evaluation of activities will be set up to ensure the participation of beneficiaries.
Code of Conduct & Sphere Standards: The general code of conduct and Sphere Standards are used and taken into account throughout assessments, planning, implementation, monitoring and evaluation.
Inputs for Project Implementation Staff: In each area, direct human resources are health personnel (medical doctors, nurses), technicians, and community organisers. The support staff needed are finance staff, secretary, communication officers and a program manager in the regional office (Medan) and in the central office (Yogyakarta).
The disposition of capital assets in excess of US$ 1,000 upon completion of the project: For capital assets used and shared within ACT, the disposition will be clarified among ACT members and co- ordinating office.
For capital assets such as cars & ambulances used by YEU only, these assets will upon completion be utilised as follows : Assets Number YEU decisions: Computers 9 Will remain in YEU after the project period and will be used to equip field staff in other areas Ambulance 2 1 unit will be given to a local health institution in Banda Aceh 1 unit will remain in YEU since YEU needs it for the health disaster management program. YEU does not have any ambulance in other areas and does not have resource to purchase one. 4 WD double cabin 2 A decision has been taken that the vehicles will remain in YEU to support the work in Nabire & Alor Medical Equipment - EKG 2 Will be given to local hospital - Mini Rontgen 2 Will be given to local hospital
Assumptions and Constraints Assumption: At the time of this revision, the national economic situation is unstable due to increasing prices of gasoline which affects the prices of other goods. YEU predict that this may lead to certain changes in costs that may have effects on over-all budgets.
Constraints: The situation in Aceh is still unpredictable and can change quickly. Most of the disaster- affected communities continue to move around or are being forced to move. The government’s relocation plan is not fully supported and accepted by survivors and disaster-affected communities.
YEU has experienced constraints in terms of having had to put too much energy into satisfying donors’ demands at the cost of voicing beneficiaries’ concerns and views. On the other hand YEU
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acknowledge that the form of information provided so far somehow do not sufficiently meet the needs of different donors.
Implementation Schedule Program Implementation: 28 Dec 2004 – 31 Dec 2006
Transition to longer term and exit strategy The longer term strategy for exit has been discussed and decided since the very beginning of the response. Community organisers have formed and trained community groups. These groups will form the basis to decide in a participatory way what the future plans for the communities will look like. These groups will further be the main focal points during the transition into longer term development activities, in other words as an exit strategy from the humanitarian response provided under this appeal. The community development unit within YAKKUM will take on the development related work.
VI. ADMINISTRATION & FINANCE
• A funding/co-operative agreement is signed by the board as stated within the Yakkum bylaw. • A separate bank account has been set up for the tsunami related response. • The local administration and implementation will be taken care of by YEU and local partners. • The distribution of funds are managed by YEU. • ACT funds are received and kept by YEU’s Office in Yogyakarta, and sent to YEU’s Office in Medan as petty cash. The YEU Office in Medan send the funds to the field. • YEU is responsible for the project implementation, including advice, control and monitoring, reporting and evaluation.
Finance Besides the external audit, the Indonesian members of the ACT Alliance, participate in a process of monitoring and training organised by Ernst & Young. The monitoring and training include monitoring (every four months, at the levels of the accounts in Jakarta and Medan) and training workshops (every four months together with the other ACT members).
Procurement Categories of procurement are as follows: - Materials for office purposes (such as office supplies, office furniture, computer, printer, etc); - Materials for program purposes (such as IEC materials, aid materials, etc);
• In procurement greater than USD 1,000, bids are required (at least 3 bids); • Procurement with special terms and conditions needs to be attached with an agreement. The agreement will include information on terms of delivery, special specification/condition, terms of payment and penalty; • Good quality and reasonable price is required; • Cash, in-kind, gifts for goods and services are not permitted; • Procurement below USD 100 (equal to around Rp 1,000,000) can be paid by petty cash funds after approval from accountant; • Procurement greater than USD 100 needs approval from Program Manager (if procurement is for program purposes) or Co-ordinator Finance and Administration (if the procurement is for office purposes);
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• Procurement greater than USD 5,000 need approval from the Program Manager and the Finance co-ordinator and director
Finance chain YEU has an established money chain as well as weekly finance report and one every three months. A procedure for how to tackle alteration of the usage of fund and cost versus budget alterations is in place. Details of this is available and can be requested from ACT CO.
VII. MONITORING, REPORTING & EVALUATIONS
Monitoring The monitoring process is done continuously by the Area co-ordinator and the Program manager through field visits and discussions. The monitoring process includes both on going projects and data-information updates. YEU field staff manage FGD [Focus Group Discussion] with IDPs/affected population in order to get feedback from grass-root level. This is aiming at YEU being monitored by the IDPs themselves on whether its work is suitable or not. These FGD is held once every three months. The Director and board monitor the process of program implementation and evaluation through supervision and field visits. The Area manager is responsible for weekly field reports. The Program manager will make a monthly progress report and the Director make quarterly progress reports and final report.
Evaluations An evaluation tool kit is set up in a participatory way in which YEU involve the beneficiaries from program planning up to evaluation. Overall external evaluations are set up. The evaluation will emphasise program effectiveness in the field (how it meets the utmost needs of the people) and partnership relations within the ACT alliance (communication & co-ordination).
Reporting schedule • Relief Phase narrative and financial reports as of 31st March 2005 received by ACT CO by 31st May 2005 • Interim narrative and financial reports as of 31st August 2005 received by ACT CO 30th September 2005 • Interim narrative and financial reports as of 31st March 2006 to be received by ACT CO 30th April 2006 • Interim narrative and financial reports as of 30th September 2006 to be received by ACT CO 31st October 2006 • Final narrative and financial reports as of 31st December 2006 to be received by ACT CO three months after the closing date of the appeal - by 31 March 2007
VIII. CO-ORDINATION
Co-ordination with other NGOs, INGOs and the Government At field level, YEU actively participates in co-ordination meetings in Banda Aceh, Lhoksumawe, Meulaboh and Nias with Satkorlak, Health division, sector meeting with UN bodies and other INGOs. We also maintain communication with KSBA (Kelompok Sukarelawan Bencana Alam) as well as with Insist, Sintesa, and several other grass-root NGOs.
BRR (Rehabilitation and Reconstruction Agency)
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BRR is the government agency for the rehabilitation and reconstruction of Aceh and Nias. BRR’s main role is the co-ordination of reconstruction and rehabilitation activities. The purpose of this is to reduce the overlap of activities and fill in gaps. In order for BRR to co-ordinate activities effectively, the BRR needs to be aware of all ongoing and planned projects. BRR also has a legal responsibility to formally approve all projects that have begun or been proposed since the BRR was established.
BRR also constructed RAND (recovery Aceh and Nias Database) online to support the submission of reports. However the system has yet to run as expected.
ACT Co-ordination There are monthly co-ordination meetings facilitated by ACT co-ordinating office in Medan. The meeting discuss progress on activities conducted during the last month and current issues and problems. The three ACT members in Indonesia have a joint office in Medan in order to support co- ordination and communication.
In the monthly co-ordination meeting YEU and the other members submit financial reports for the previous month and program rationality based on budget expenditure. The monthly co-ordination meeting is for sharing and to map ‘who did what’ in order to avoid program overlapping between the three members.
IX. BUDGET
Implementing Member : YAKKUM Emergency Unit APPEAL BUDGET REVISION II - DEC 2006 Appeal Reference Number: ASRE-51 Appeal Name: ASIA EARTHQUAKES AND TSUNAMIS Type of No. of Budget Budget Proposed Proposed Budget Budget Description of Items Type of Unit Unit No Unit cost IDR Rev 1 IDR Rev 1 USD Rev 2 IDR Rev 2 USD 18-Feb-05 18-Feb-05 USD USD
TOTAL INCOME 4,336,116
E X P E N D I T U R E I DIRECT ASSISTANCE BANDA ACEH Crisis Phase I.1 Health program I.1.1 Mobile Clinic (Banda Aceh) Medicine supply 59,240,000 6,582 84,581,600 8,260 Purchase and operasional multi purpose 4wd ambulance for Banda Aceh 376,600,000 41,844 129,750,000 12,671 Medical equipment (standard) 150,000,000 16,667 118,590,250 11,581 Temporary renting cars for medical teams 130,000,000 14,444 14,160,000 1,383
I.1.2 Health Post Establishment (Banda Aceh) Medicine supply 47,000,000 5,222 23,650,650 2,310 Health kit 900,000 100 370,000 36
I.1.3 Supplementary Feeding (Banda Aceh) Milk 174,060,000 19,340 74,000,000 7,227 Other local nutricious food (decided in PO/Health Volunteer Training) 37,500,000 4,167 6,531,300 638 Nutrition Educations 1,934,000 215 0 0
I.2 Clean Water & Sanitation Program I.2.1 Provision of Clean Water (Banda Aceh) Water reservation 20,000,000 2,222 7,554,500 738 Water trucking 540,000,000 60,000 55,324,000 5,403 Well 200,000,000 22,222 65,206,000 6,368 Generator 30,000,000 3,333 22,670,000 2,214 Gasoline 324,000,000 36,000 14,897,400 1,455
I.2.2 Latrines Establishment (Banda Aceh) 350,000,000 38,889 180,496,650 17,627
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I.2.3 Garbage Can Provision (Banda Aceh) 60,000,000 6,667 3,750,000 366
I.2.4 Radio Communication (Banda Aceh) 11,000,000 1,222 10,450,000 1,021
I.3 Psychosocial Program Sport & Toys Equipment 50,000,000 5,556 40,003,450 3,907 Praying kits (sajadah, mukena & al quran) 264,550,000 29,394 173,673,000 16,960 Trauma Counseling 22,500,000 2,500 2,022,750 198 Training volunteers and medical staffs on aspect of mental health 10,000,000 1,111 0 0 Supporting local transport for counselors 3,000,000 333 0 0
I.4 Direct Programme Related Costs I.4.1 Incentive Medical doctor 2 pers/month 20 10,000,000 260,000,000 28,889 400,000,000 39,063 Psychologist person/month 20 6,000,000 130,000,000 14,444 185,050,000 18,071 Nurses 4 pers/month 20 6,000,000 312,000,000 34,667 498,660,000 48,697 Watsan Engineers person/month 20 6,000,000 78,000,000 8,667 240,240,000 23,461 Community Organizers person/month 20 6,000,000 292,500,000 32,500 131,400,000 12,832 Volunteers (including Finance, Watsan, etc) 351,000,000 39,000 32,520,000 3,176 Technical support person/month 20 4,500,000 58,500,000 6,500 244,580,000 23,885 Area Manager person/month 20 6,000,000 65,000,000 7,222 120,000,000 11,719 Networking person/month 20 6,000,000 78,000,000 8,667 145,830,000 14,241 Logistics person/month 20 2,500,000 0 0 50,000,000 4,883 Communication Officer person/month 20 4,500,000 0 0 90,000,000 8,789 Teacher person/month 20 2,500,000 0 0 50,000,000 4,883 Building Engineers 2 pers/month 20 6,000,000 0 0 240,000,000 23,438
I.4.2 Travel & accommodation for coordination & supervision in the field Staff Projects 35 persons/RT 10 6,000,000 4,080,000,000 453,333 2,885,330,645 281,771
Sub total 8,567,284,000 951,920 6,341,292,195 619,267
Post Crisis Phase I.5 Shelter and Comprehensive Mitigation Planning 975,000,000 108,333 447,780,900 43,729
I.6 Reproductive health program Training cadres and health personnel on reproductive health 50,000,000 5,556 7,149,650 698
I.7 Capacity Building for Community Based Organizations and Local Cadres Water Purification & Env. Management Transportation, accommodation and material for participants & facilitators 500,000,000 55,556 0 0 Educational Materials in the community 150,000,000 16,667 0 0
PHC Transportation, accommodation and material for participants & facilitators 230,000,000 25,556 62,656,650 6,119 Educational Materials in the community 150,000,000 16,667 4,141,400 404
Six Montly Capacity Building Reflection/Training/Meetings Located in out of disaster areas 204,000,000 22,667 2,490,000 243
I.8 Community Organizing for the rights of the victims (Advocacy) Volunteers recruitments (ID, T Shirt, vest, cap) 18,000,000 2,000 9,325,000 911 Purchasing RBT (local motor bike-rickshaw) 54,000,000 6,000 0 0 Purchasing phones for local communication and its pulsa subsidies 22,000,000 2,444 560,000 55 capacity building of People organization/ IDPs organizations 816,000,000 90,667 0 0
I.9 Livelihood Recovery Seed Fund Banda Aceh (50 groups for 6 Camps) 1,500,000,000 166,667 1,083,018,000 105,763
Sub Total Post Crisis Phase 4,669,000,000 518,778 1,617,121,600 157,922
Rehabilitation Phase I.10 Health program I.10.1 Mobile Clinic (Banda Aceh) Medicine supply patient visits 20,160 20,000 0 0 403,200,000 39,375 Medical equipment (standard) package 1 181,409,750 0 0 181,409,750 17,716 Temporary renting cars for medical teams months 18 8,000,000 0 0 144,000,000 14,063 Maintenance vehicle for medical teams months 18 3,000,000 0 0 54,000,000 5,273 (including gasoline)
I.10.2 Village Health Post Management (Banda Aceh) Medicine supply patient visits 1,200 20,000 0 0 24,000,000 2,344
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Health kit package 14 1,500,000 0 0 21,000,000 2,051
I.10.3 Supplementary Feeding (Banda Aceh) Other local nutricious food (decided in 14 camps/month 18 200,000 0 0 50,400,000 4,922 PO/Health Volunteer Training) Health Campaign (Immunization, Mother's camps 6 40,000,000 0 0 240,000,000 23,438 Milk, Vegetables) - I.11 Clean Water & Sanitation Program I.11.1 Provision of Clean Water (Banda Aceh) Water reservation units 6 2,000,000 0 0 12,000,000 1,172 Well units 6 7,000,000 0 0 42,000,000 4,102 Gasoline for watsan team operational months 18 25,000 0 0 67,500,000 6,592
I.11.2 Latrines Establishment (Banda Aceh) units 150 5,000,000 0 0 750,000,000 73,242
I.11.3 Garbage Can Provision (Banda Aceh) units 6 7,000,000 0 0 42,000,000 4,102
I.12 Capacity Building for Community Based Organizations and Local Cadres (barrack based) Environmental Management Hygiene Promotion in Watsan package 1 40,000,000 0 0 40,000,000 3,906 Cleaning Environment package 1 96,000,000 0 0 96,000,000 9,375 Transportation, Accommodation and 10 persons 4 2,000,000 0 0 80,000,000 7,813 Material for Participants & Facilitators Educational Materials in the community package 12,355 5,000 0 0 61,775,000 6,033
PHC (Community Based PHC Program) Different training (reproductive, nutrition, package 1 300,000,000 0 0 300,000,000 29,297 PHC, etc) Promotive materials for education and package 1 20,000,000 0 0 20,000,000 1,953 penyuluhan in environmental health (leaflet, movie, etc)
Reproductive Health Program Training Cadres and Health Personnel on 10 persons 4 2,000,000 0 0 80,000,000 7,813 Reproductive Health
Program for alternative medicine Scholarship for Intensive Accupresure & package 1 495,000,000 0 0 495,000,000 48,340 Traditional Medicine Training (incl transport to Yk) Supporting Basic Alternative Medicine Clinic package 1 165,000,000 0 0 165,000,000 16,113 (acupuncture, icn & herb)
Transport and Meals for Staff 26 persons 18 20,000 0 0 9,360,000 914
Six Montly Capacity Building Reflection/Training/Meetings Located in Out of Disaster Areas package 1 240,000,000 0 0 240,000,000 23,438
I.13 Psychosocial Program Trauma Counseling package 1 20,415,650 0 0 20,415,650 1,994 Event and Competition camps 14 20,000,000 0 0 280,000,000 27,344 Cultural Based Project events 4 25,000,000 0 0 100,000,000 9,766 Training volunteers and medical staff on months 6 15,000,000 0 0 90,000,000 8,789 aspects of mental health
I.14 Housing Housing construction Houses 91 30,000,000 0 0 2,730,000,000 266,602 House Store Units 5 7,000,000 0 0 35,000,000 3,418 Public Facilities Reconstruction Units 3 27,000,000 0 0 81,000,000 7,910 SD Breuneut Rehabilitation Units 1 138,000,000 0 0 138,000,000 13,477 Facilitating Road Access Units 1 125,000,000 0 0 125,000,000 12,207 Public Building Workshop Package 1 70,000,000 0 0 70,000,000 6,836 kindergarten in Beureunet Units 1 1,093,860,000 0 0 1,093,860,000 106,822 Brick Production Package 1 460,760,000 0 0 460,760,000 44,996 Providing Relaxation Space Units 1 98,000,000 0 0 98,000,000 9,570 Electricity Units 79 2,200,000 0 0 173,800,000 16,973 multi purpose car for Banda Aceh unit 1 246,850,000 0 0 246,850,000 24,106
I.15 Livelihood Recovery Seed Fund Banda Aceh (50 groups for 6 Camps) 50 groups 17 7,500,000 0 0 6,375,000,000 622,559 Training Credit Union package 1 65,000,000 0 0 65,000,000 6,348
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I.16 Comprehensive Disaster Management Program I.16.1 Standard Trainings for DM General Basic Disaster Management Training Transportation and Accomodation for persons 10 9,500,000 0 0 95,000,000 9,277 Participants and Trainers Material persons 10 500,000 0 0 5,000,000 488
Medical Rapid Response Training Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Community Based Disaster Preparedness Transportation and Accomodation for persons 10 9,500,000 0 0 95,000,000 9,277 Participants and Trainers Material persons 10 500,000 0 0 5,000,000 488
Technical Disaster Mitigation/Evacuation Training Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Sphere Training Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Other trainings: Logistics persons 10 10,000,000 0 0 100,000,000 9,766 MIS persons 10 10,000,000 0 0 100,000,000 9,766 Finance and Risk Management persons 10 10,000,000 0 0 100,000,000 9,766 Buildings persons 10 10,000,000 0 0 100,000,000 9,766 Advocacy persons 10 10,000,000 0 0 100,000,000 9,766
I.16.2 Community Based Disaster Preparedness Village Mapping package 1 480,000,000 0 0 480,000,000 46,875 Facilitating different training in community package 1 200,000,000 0 0 200,000,000 19,531 levels Facilitating Action Plan Proposed by package 1 2,000,000,000 0 0 2,000,000,000 195,313 community particularly in early warning system, mitigation and preparedness
I.17 Information Management Reguler Field Visit by Communication months 18 2,700,000 60,000,000 6,667 71,155,000 6,949 Officer Standard communication equipment package 1 9,680,000 18,000,000 2,000 23,000,000 2,246 Training on Communication management for package 1 102,000,000 100,000,000 11,111 199,333,150 19,466 the field volunteers Printing Bulletin, leaflet, book 2000 12 3,000 0 0 72,000,000 7,031 leaflet/months Film (production and materials) film 3 15,000,000 0 0 45,000,000 4,395
Sub Total 178,000,000 19,778 19,891,818,550 1,942,560
TOTAL DIRECT ASSISTANCE 13,414,284,000 1,490,476 27,850,232,345 2,719,749
II TRANSPORT, STORAGE, HANDLING & RELATED COSTS II.1 Transport Transporting the procured aid from Medan months 18 6,500,000 150,000,000 16,667 227,564,700 22,223 to Aceh and North Sumatra Transportation for distribution months 18 4,500,000 150,000,000 16,667 149,732,811 14,622 II.2 Handling Loading /offloading months 18 5,500,000 120,000,000 13,333 123,965,600 12,106 II.2.2 To build warehouse and garage unit 1 50,000,000 0 0 50,000,000 4,883
TOTAL TRANSPORT, STORAGE, HANDLING & RELATED COSTS 420,000,000 46,667 551,263,111 53,834
III CAPITAL ASSETS Purchase Motorcycle for Operational unit 1 13,000,000 0 0 13,000,000 1,270 Purchase Pick Up for Operational units 2 120,000,000 0 0 240,000,000 23,438 Computers, field offices in Banda Aceh unit 4 7,000,000 27,627,600 3,070 55,742,000 5,444 Printers & Faxes for Banda Aceh package 1 4,275,000 3,200,000 356 6,200,000 605 Handy-cam Banda Aceh 10,000,000 1,111 5,825,000 569 Digital camera Banda Aceh 5,000,000 556 2,700,000 264 UPS Banda Aceh units 3 1,500,000 3,000,000 333 4,500,000 439 Mobile phone for Banda Aceh units 3 700,000 20,000,000 2,222 6,425,000 627 Satellite phone Banda Aceh 7,000,000 778 3,895,000 380
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LCD unit 1 12,000,000 0 0 12,000,000 1,172 Furnitures, etc for Banda Aceh package 1 150,000,000 50,000,000 5,556 153,422,300 14,983
TOTAL CAPITAL ASSETS 125,827,600 13,981 503,709,300 49,190
IV INDIRECT COST IV.1 PERSONNEL, ADMINISTRATION, OPERATIONS & OTHER SUPPORT COSTS Staff Salaries IV.1.1 Local Staff (including Driver, Servant) 18 pers/months 20 2,500,000 0 0 925,830,000 90,413 Finance months 20 3,500,000 0 0 70,000,000 6,836 Admin Secretariat months 20 2,500,000 0 0 50,000,000 4,883
Office Operations IV.1.2 Rent Office in Banda Aceh months 18 6,000,000 80,000,000 8,889 132,599,265 12,949 Office stationery at Banda Aceh months 18 5,500,000 60,000,000 6,667 129,523,320 12,649 Vehicle maintenance (Gasoline, Oil etc) months 18 5,000,000 60,000,000 6,667 112,810,653 11,017 Rent Staff House in Banda Aceh months 18 6,000,000 0 0 108,000,000 10,547
IV.1.3 Communications Field Communication & emails months 18 8,000,000 180,000,000 20,000 181,256,374 17,701
IV.1.4 Other Insurance All risk 35 pers/month 18 500,000 142,800,000 15,867 328,028,000 32,034
TOTAL INDIRECT COST 522,800,000 58,089 2,038,047,612 199,028
TOTAL BUDGET - BANDA ACEH 14,482,911,600 1,609,212 30,943,252,368 3,021,802
E X P E N D I T U R E I DIRECT ASSISTANCE LHOKSEUMAWE Crisis Phase I.1 Health program I.1.1 Mobile Clinic (Lhokseumawe) Medicine supply 98,840,000 10,982 72,168,715 7,048 Medical equipment (standard) 150,000,000 16,667 94,721,500 9,250 Temporary renting cars for medical teams 130,000,000 14,444 8,819,187 861
I.1.2 Health Post Establishment (Lhokseumawe) Medicine supply 74,140,000 8,238 18,549,900 1,812 Health kit 1,800,000 200 1,205,000 118
I.1.3 Distribution of Mosquito Net (Lhokseumawe) 381,750,000 42,417 0 0
I.1.4 Supplementary Feeding (Lhokseumawe) Milk 74,976,000 8,331 27,559,592 2,691 Other local nutricious food ( decided in PO/Health Volunteer Training) 150,000,000 16,667 26,369,550 2,575 Nutrition Educations 1,136,000 126 900,000 88
I.2 Clean Water & Sanitation Program I.2.1 Provision of Clean Water Water purification installation system 100,000,000 11,111 54,955,500 5,367 Water reservation 20,000,000 2,222 0 0 Water trucking 540,000,000 60,000 19,290,000 1,884 Well Construction 180,000,000 20,000 134,465,700 13,131
I.2.2 Radio Communication 11,000,000 1,222 3,599,675 352
I.2.3 Latrines Establishment 700,000,000 77,778 205,967,000 20,114
I.2.4 Garbage Can Provision 60,000,000 6,667 15,727,000 1,536
I.3 Mental Health Program Sport & Toys Equipment (sport competition, art exhibition) 85,000,000 9,444 83,287,700 8,134 Praying kits (sajadah, mukena & al quran) 699,875,000 77,764 33,183,850 3,241 Training volunteers and medical staffs on aspect of mental health 10,000,000 1,111 6,687,750 653 Supporting local transport for counselors 3,000,000 333 8,238,725 805
I.4 Non Food Items Package bag & books 30,000,000 3,333 31,662,500 3,092 Cooking Utensils 381,750,000 42,417 181,033,200 17,679
Asia Earthquake & Tsunamis 47 ASRE 51 (Revision 2)
I.5 Direct Programme Related Costs I.5.1 Incentive Medical doctor person 20 10,000,000 260,000,000 28,889 252,825,000 24,690 Psychologist person 20 6,000,000 130,000,000 14,444 133,370,000 13,024 Assistant Psychologist person 20 4,500,000 0 0 90,000,000 8,789 Nurses 2 persons 20 6,000,000 390,000,000 43,333 333,525,000 32,571 Watsan Engineers person 20 6,000,000 78,000,000 8,667 184,261,810 17,994 Watsan Staff person 20 4,500,000 0 0 90,000,000 8,789 Community Organizers 2 persons 20 6,000,000 234,000,000 26,000 260,670,000 25,456 Community Organizers Staff 2 persons 20 4,500,000 0 0 180,000,000 17,578 Volunteers (including Finance, Watsan, etc) 195,000,000 21,667 148,257,150 14,478 Logistics person 20 2,500,000 0 0 50,000,000 4,883 Area Coordinator person 20 6,000,000 65,000,000 7,222 125,000,000 12,207 Full time Staff for Clinics and PHC person 20 6,000,000 0 0 120,000,000 11,719 Building Engineer person 20 6,000,000 0 0 120,000,000 11,719
I.5.2 Travel & Accommodation for Coordination & Supervision in the field Staff Projects 25 pers/month 8 8,000,000 2,880,000,000 320,000 1,914,136,588 186,927
Sub Total 8,115,267,000 901,696 5,030,437,592 491,254
Post Crisis Phase I.6 Reproductive health program Training cadres and health personnel on reproductive health 50,000,000 5,556 20,641,750 2,016
I.7 Capacity Building for Community Based Organizations and Local Cadres (barrack based) I.7.1 Water Purification & Env. Management Transportation, accommodation and material for participants & facilitators 500,000,000 55,556 15,337,600 1,498 Educational Materials in the community 150,000,000 16,667 0 0
I.7.2 PHC Transportation, Accommodation and Material for Participants & Facilitators 230,000,000 25,556 49,717,300 4,855 Educational Materials in the Community 150,000,000 16,667 5,058,150 494
I.7.3 Six Montly Capacity Building Reflection/Training/Meetings Located outside of affected areas 204,000,000 22,667 0 0
I.8 Community Organizing for the rights of the victims (Advocacy) Purchasing RBT (local motor bike-rickshaw) 36,000,000 4,000 0 0 Capacity building of People organization/ IDPs organizations 510,000,000 56,667 0 0
I.9 Livelihood Recovery Seed Fund Lhoukseumawe (30 groups) 900,000,000 100,000 576,741,761 56,322
Sub Total 2,730,000,000 303,333 667,496,561 65,185
Rehabilitation Phase I.10 Health Program (Barrack Based Health Service) I.10.1 Mobile Clinic (Lhokseumawe) Medicine Supply patient visits 18,720 20,000 0 0 374,400,000 36,563 Medical Equipment (standard) package 1 150,000,000 0 0 150,000,000 14,648 Temp Renting Cars for Medical Teams months 9 8,000,000 0 0 72,000,000 7,031 Mobile Clinic Operation months 18 1,500,000 0 0 27,000,000 2,637
I.10.2 Village Health Post Management Medicine Supply patient visits 2,780 20,000 0 0 55,600,000 5,430 Health Kit 3 units/camps 4 1,500,000 0 0 6,000,000 586 Health Campaign packages 6 15,000,000 0 0 90,000,000 8,789 6 Monthly Health Volunteer Training and package 2 27,000,000 0 0 54,000,000 5,273 Evaluation Transport Subsidy for Village Health Acdres months 18 5,000,000 0 0 90,000,000 8,789 in Managing Health Post
I.10.3 Distribution of Mosquito Net units 2,545 150,000 0 0 381,750,000 37,280
I.10.4 Supplementary Feeding (Lhokseumawe) Other Local Nutricious Food (decided in months 18 4,800,000 0 0 86,400,000 8,438 PO/Health Volunteer Training) Supplementary Feeding Program for Babies package 1 360,000,000 0 0 360,000,000 35,156 and Breast Fed Mothers
I.11 Clean Water and Sanitation Program
Asia Earthquake & Tsunamis 48 ASRE 51 (Revision 2)
Provision of Clean Water Water Reservation units 6 10,000,000 0 0 60,000,000 5,859 Well Construction units 9 20,000,000 0 0 180,000,000 17,578
Latrines Establishment units 78 7,000,000 0 0 546,000,000 53,320
Garbage Can Provision units 8 15,000,000 0 0 120,000,000 11,719
I.12 Psychosocial Program Trauma Counseling for different groups of packages 2,500 150,000 0 0 375,000,000 36,621 survivors Cultural based psychosocial program in form events 962 250,000 0 0 240,500,000 23,486 of Pesantren Kilat, providing praying kits) Training volunteers & medical personnel on 30persons/camp 4 1,000,000 0 0 4,000,000 391 aspects of mental health Event and Competition events 2 16,000,000 0 0 32,000,000 3,125
I.13 Capacity Building for Community Based Organizations and Local Cadres (barrack based) I.13.1 Environmental Management Hygiene Promotion in Watsan package 1 40,000,000 0 0 40,000,000 3,906 Cleaning Environment package 1 96,000,000 0 0 96,000,000 9,375 Transportation, Accommodation and 10 4 2,000,000 0 0 8,000,000 781 Material for Participants & Facilitators persons/camps Educational Materials in the community packages 12,355 5,000 0 0 61,775,000 6,033
I.13.2 PHC (Community Based PHC Program) Comprehensive Malaria Program Community Surveillance Program and package 1 200,000,000 0 0 200,000,000 19,531 Vector Control Community Based Malaria Surveilance package 1 201,775,000 0 0 201,775,000 ,705 Control Trainings
Comprehensive TB program Village Based Trainings on TB Screening for package 1 60,000,000 0 0 60,000,000 5,859 Health Cadres Sputum Screening for Suspected TB persons 1,000 2,800,000 0 0 2,800,000,000 273,438 Patients & Medication for Proved Suspected Patients
Reproductive Health Program Training Cadres and Health Personnel on 10 4 2,000,000 0 0 8,000,000 781 Reproductive Health persons/camps
Program for alternative medicine Scholarship for Intensive Accupresure & package 1 495,000,000 0 0 495,000,000 48,340 Traditional Medicine Training (incl transport to Yk) Supporting Basic Alternative Medicine Clinic package 1 165,000,000 0 0 165,000,000 16,113 (acupuncture, icn & herb)
Transportation and Meals 26 pers/months 18 20,000 0 0 9,360,000 914
Six Montly Capacity Building Reflection/Training/Meetings Located in Out of Disaster Areas package 1 204,000,000 0 0 204,000,000 19,922
I.14 Community Organizing for the rights of the victims (Advocacy) Capacity Building of People Organization/ 10 pers/camps 4 2,000,000 0 0 8,000,000 781 IDPs Organizations
I.15 Livelihood Seed Fund (35 groups) 35 groups 11 12,000,000 0 0 4,620,000,000 451,172 Training/Workshop package 2 50,000,000 100,000,000 9,766
I.16 Housing houses 378 30,000,000 0 0 11,340,000,000 1,107,422
I.17 Comprehensive Disaster Management Program I.17.1 Standard Trainings for DM Medical Rapid Response Training Transportation and Accomodation for persons 10 9,500,000 0 0 95,000,000 9,277 Participants and Trainers Material persons 10 500,000 0 0 5,000,000 488
Community Based Disaster Preparedness Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277
Asia Earthquake & Tsunamis 49 ASRE 51 (Revision 2)
Material persons 10 500,000 0 0 5,000,000 488
Technical disaster mitigation/evacuation training Transportation and Accomodation for persons 10 9,500,000 0 0 95,000,000 9,277 Participants and Trainers Material persons 10 500,000 0 0 5,000,000 488
Sphere Training Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Special trainings: Logistics persons 10 10,000,000 0 0 100,000,000 9,766 Finance and Risk Management persons 10 10,000,000 0 0 100,000,000 9,766 Buildings persons 10 10,000,000 0 0 100,000,000 9,766 Advocacy persons 10 10,000,000 0 0 100,000,000 9,766
I.17.2 Community Based Disaster Preparedness Village Mapping package 1 480,000,000 0 0 480,000,000 ,875 Facilitating Different Training package 1 200,000,000 0 0 200,000,000 19,531 Facilitating Action Plan package 1 2,000,000,000 0 0 2,000,000,000 195,313
I.18 Networking & Liaison Sector: Information Management Reguler Field Visit by Comm. Officer months 12 4,000,000 0 0 48,000,000 4,688 Standard communication equipment package 1 5,000,000 0 0 5,000,000 488 Training on Communication management for package 1 100,000,000 0 0 100,000,000 9,766 the field volunteers Printing Bulletin, leaflet, book 2000 12 3,500 0 0 84,000,000 8,203 leaflet/months Film (production and materials) film 3 15,000,000 0 0 45,000,000 4,395
Sub Total 0 0 27,483,560,000 2,683,941
TOTAL DIRECT ASSISTANCE 10,845,267,000 1,205,030 33,181,494,153 3,240,380
II TRANSPORT, STORAGE, HANDLING & RELATED COSTS II.1 Transport Transporting the procured aid from Medan months 18 2,000,000 30,000,000 3,333 65,729,000 6,419 to Aceh and North Sumatra Transportation for distribution months 18 2,000,000 30,000,000 3,333 59,445,500 5,805 II.2 Handling - loading /offloading months 18 3,000,000 120,000,000 13,333 84,079,260 8,211
TOTAL TRANSPORT, STORAGE, HANDLING & RELATED COSTS 180,000,000 20,000 209,253,760 20,435
III CAPITAL ASSETS Office Vehicle - 4WD Doublecabin Aceh Utara 295,000,000 32,778 170,000,000 16,602 Motorcycle Aceh Utara 13,000,000 1,444 12,752,000 1,245 Computers, field offices in Aceh Utara Units 4 9,500,000 27,627,600 3,070 56,132,499 5,482 Printers & Faxes for Aceh Utara package 1 3,200,000 3,200,000 356 4,329,000 423 Handy-cam Aceh Utara 10,000,000 1,111 0 0 Digital camera Aceh Utara 5,000,000 556 0 0 UPS Aceh Utara Units 1 1,500,000 1,500,000 167 1,500,000 146 Satphone Aceh Utara 7,000,000 778 0 0 Furnitures, etc for Aceh Utara Package 1 50,000,000 50,000,000 5,556 61,879,500 6,043 Pick Up For Logistic Distribution Units 1 150,000,000 0 0 150,000,000 14,648 Car Units 2 200,000,000 0 0 400,000,000 39,063 LCD Unit 1 12,000,000 0 0 12,000,000 1,172
Clinics and PHC Motorcycle Unit 1 14,000,000 0 0 14,000,000 1,367 Laptop Unit 1 13,000,000 0 0 13,000,000 1,270 Mobile Phone Unit 1 1,000,000 0 0 1,000,000 98 Camera Unit 1 3,000,000 0 0 3,000,000 293
People Corporation Motorcycle Unit 1 14,000,000 0 0 14,000,000 1,367 Laptop Unit 1 13,000,000 0 0 13,000,000 1,270 Mobile phone Unit 1 1,000,000 0 0 1,000,000 98 Digital camera Unit 1 3,000,000 0 0 3,000,000 293
TOTAL CAPITAL ASSETS 412,327,600 45,814 899,592,999 87,851
Asia Earthquake & Tsunamis 50 ASRE 51 (Revision 2)
IV INDIRECT COST IV.1 PERSONNEL, ADMINISTRATION, OPERATIONS & OTHER SUPPORT COSTS IV.1.1 Staff Salaries Local Staff 15 persons 20 1,800,000 0 0 540,000,000 52,734 Finance person 20 3,500,000 0 0 70,000,000 6,836 Admin Secretariat person 20 2,500,000 0 0 50,000,000 4,883
IV.1.2 Office Operations Rent Office in Aceh Utara year 1 50,000,000 20,000,000 2,222 53,010,000 5,177 Office stationery at Aceh Utara months 18 5,000,000 60,000,000 6,667 122,164,530 11,930 Vehicle operation Aceh Utara 300 lt/months 18 30,000 60,000,000 6,667 179,076,106 17,488 Rent House in Aceh Utara year 1 36,000,000 0 0 36,000,000 3,516
IV.1.3 Communication Field Communication & emails months 18 7,000,000 180,000,000 20,000 141,099,450 13,779
IV.1.4 Other Insurance 16 pers/months 18 500,000 100,800,000 11,200 164,571,500 16,071
TOTAL INDIRECT COST 420,800,000 46,756 1,355,921,586 132,414
TOTAL BUDGET LHOKSEMAWE 11,678,394,600 1,297,599 35,646,262,498 3,481,080
E X P E N D I T U R E I DIRECT ASSISTANCE MEULABOH Crisis Phase I.1 Health program I.1.1 Mobile Clinic (Meulaboh) Medicine supply 97,900,000 10,878 80,101,812 7,822 Buying Multi purpose ambulance for Meulaboh & operation 376,500,000 41,833 293,127,000 28,626 Medical equipment (standard) 150,000,000 16,667 123,657,100 12,076 Temporary renting cars for medical teams 130,000,000 14,444 90,526,100 8,840
I.1.2 Health post establishment (Meulaboh) Medicine supply 48,960,000 5,440 799,000 78 Health kit 1,800,000 200 750,000 73
I.1.3 Distribution of Mosquito Net (Meulaboh) 264,000,000 29,333 0 0
I.1.4 Supplementary Feeding (Meulaboh) Milk 264,060,000 29,340 31,930,516 3,118 Other local nutricious food ( decided in PO/Health Volunteer Training) 150,000,000 16,667 4,006,400 391 Nutrition Educations 32,634,000 3,626 8,500,000 830
I.2 Clean Water & Sanitation Program Provision of clean water Water purification installation system 300,000,000 33,333 5,967,500 583 Water reservation 20,000,000 2,222 9,988,000 975 Wheels including Bor Machine 750,000,000 83,333 269,888,400 26,356 Generator 45,000,000 5,000 400,000 39 Gasoline 324,000,000 36,000 16,887,353 1,649
Latrines establishment 525,000,000 58,333 201,763,150 19,703
Garbage can provision 60,000,000 6,667 22,562,000 2,203
Divan Provision for tents 377,600,000 41,956 103,337,600 10,092
Radio Communication 11,000,000 1,222 10,045,000 981
I.3 Mental Health Program Sport & Toys Equipment 60,000,000 6,667 59,378,000 5,799 Praying kits (sajadah, mukena & al qur'an) 997,975,000 110,886 84,125,436 8,215
I.4 Direct Programme Related Costs I.4.1 Incentive Medical doctor 2 persons 20 10,000,000 60,000,000 6,667 477,655,000 46,646 Nurses 2 persons 20 6,000,000 144,000,000 16,000 341,165,000 33,317 Watsan Engineers person 20 6,000,000 36,000,000 4,000 258,660,000 25,260 Community Organizers person 20 6,000,000 135,000,000 15,000 306,950,000 29,976 Volunteers 15 persons 20 2,500,000 90,000,000 10,000 937,500,000 91,553 Technical support 27,000,000 3,000 5,400,000 527
Asia Earthquake & Tsunamis 51 ASRE 51 (Revision 2)
Area Coordinator person 20 6,000,000 30,000,000 3,333 137,100,000 13,389 Ginekolog as consultant person 20 7,000,000 0 0 140,000,000 13,672 Pediatric as consultant person 20 7,000,000 0 0 140,000,000 13,672 Local Staf Klinik Sahabat 12 persons 20 2,500,000 0 0 600,000,000 58,594 Local Staf Fix Klinik Cot Seulamat 5 persons 20 2,500,000 0 0 250,000,000 24,414 Local Staf Fix Clinic Padang Panyang 2 persons 20 2,500,000 0 0 100,000,000 9,766 Shelter Engineers person 20 6,000,000 0 0 120,000,000 11,719 Senior Field Information Officer person 20 4,500,000 0 0 90,000,000 8,789
I.4.2 Travel & accommodation for coordination & supervision in the field Staff Projects 1,380,000,000 153,333 3,038,015,928 296,681
Sub Total Crisis Phase 6,888,429,000 765,381 8,360,186,295 816,424
Post Crisis Phase - Rehabilitation I.5 Health Program I.5.1 Fix Clinic (revitalizing health service system in Padang Panyang & CotSeulamat) Medicine Supply patient visits 36,000 20,000 0 0 720,000,000 70,313 Medical Equipment package 1 150,000,000 0 0 150,000,000 14,648 Temporary Renting Cars months 9 8,000,000 0 0 72,000,000 7,031 Renovating Temporary/Semi Permanent packages 2 75,000,000 0 0 150,000,000 14,648 Post & Standard Facilities Health service in fix clinics (transportation & package 1 270,000,000 0 0 270,000,000 26,367 meals)
I.5.2. Enhancing the quality & quantity of Sahabat Hospital as Center of referral and outreach service Continuing the medical service for IDPs and surrounding community Rent building year 1 100,000,000 0 0 100,000,000 9,766 Medicine Supply package 1 256,500,000 0 0 256,500,000 25,049 Laboratory Check Subsidy patient visits 300 900,000 0 0 270,000,000 26,367 Medical Equipment package 1 200,000,000 0 0 200,000,000 19,531 Subsidy for Medicine & Food package 1 288,000,000 0 0 288,000,000 28,125 Operational Cost package 1 360,000,000 0 0 360,000,000 35,156 Development of Health Insurance Program 200 pers/months 18 25,000 0 0 90,000,000 8,789 for Poor Woman Group (members of seed fund group)
I.5.3. Clinical counseling Deployment one clinical conselor package 1 108,000,000 0 0 108,000,000 10,547 Recruitment & training for village mental package 1 27,000,000 0 0 27,000,000 2,637 health counselor as volunteers Support for shelter and village based mental package 1 540,000,000 0 0 540,000,000 52,734 health programs
I.5.4. Community based PHC Programs by Sahabat hospital Reproductive health & safe motherhood package 1 150,000,000 0 0 150,000,000 14,648 Children health program package 1 150,000,000 0 0 150,000,000 14,648 Geriatric program package 1 150,000,000 0 0 150,000,000 14,648 TB program package 1 150,000,000 0 0 150,000,000 14,648 Alternative medicine (apotik hidup) package 1 30,000,000 0 0 30,000,000 2,930
I.5.5. Capacity Building for health cadres & personnels Different training package 1 810,000,000 0 0 810,000,000 79,102 Promotive materials for education and package 1 20,000,000 0 0 20,000,000 1,953 penyuluhan in environmental health - I.5.6 Distribution of Mosquito Net (Meulaboh) units 1,760 150,000 0 0 264,000,000 25,781
I.5.7 Supplementary Feeding Other local nutricious food (decided in package 1 144,000,000 0 0 144,000,000 14,063 PO/Health Volunteer Training) Health and Nutrition Education package 1 10,000,000 0 0 10,000,000 977
I.6 Clean Water & Sanitation Program I.6.1 Provision of clean water Well units 26 10,000,000 0 0 260,000,000 25,391 Gasoline for Watsan Team months 18 3,900,000 0 0 70,200,000 6,855
Latrines establishment units 50 5,000,000 0 0 250,000,000 24,414
Garbage can / disposal terminal units 15 7,000,000 0 0 105,000,000 10,254
I.6.2 Capacity building for CBOs and local staff on Watsan Hygiene Promotion in Watsan package 1 40,000,000 0 0 40,000,000 3,906
Asia Earthquake & Tsunamis 52 ASRE 51 (Revision 2)
Cleaning Environment package 1 96,000,000 0 0 96,000,000 9,375 Transportation, Accommodation 10 pers/villages 25 2,000,000 0 0 50,000,000 4,883 Material for education about environmental packages 8,925 5,000 0 0 44,625,000 4,358 health
I.7 Psychosocial Program Trauma Counseling for diferrent groups of packages 2 100,000,000 0 0 200,000,000 19,531 survivors Cultural based psychosocial program in form events 360 250,000 0 0 90,000,000 8,789 of Pesantren Kilat, providing praying kits) Training volunteers & medical personnel on persons 280 500,000 0 0 140,000,000 13,672 aspects of mental health Event and Competition events 4 12,500,000 0 0 50,000,000 4,883
I.8 Livelihood Recovery I.8.1 Comprehensive Program of Fisherman in Kuala Bubon Capital for boat production + machine + groups 10 50,000,000 0 0 500,000,000 48,828 temporary port CU trainings for fisherman group package 1 75,000,000 0 0 75,000,000 7,324 Regional Promotion Link (leaflet, radio) package 1 50,000,000 0 0 50,000,000 4,883 Ice factory (freezer, vehicle, storage) package 1 1,500,000,000 0 0 1,500,000,000 146,484 Fish Pooling for Muge-Muge Group package 1 250,000,000 0 0 250,000,000 24,414 Supplier kiosk in Paya Leumpat port package 1 400,000,000 0 0 400,000,000 39,063 Reconstruction of Trading Centre package 1 400,000,000 0 0 400,000,000 39,063
I.8.2 Farmer Group operate 154 ha ( Lueng Mane, Cot Rambong, Kuala Tadu) CU training and faming laboratory lerning package 1 75,000,000 0 0 75,000,000 7,324 system Capital Input for holtikultura farmers package 1 500,000,000 0 0 500,000,000 48,828 Capital Input for rubber farmers package 1 900,000,000 0 0 900,000,000 87,891 Capital Input for hard crop breeding package 1 240,000,000 0 0 240,000,000 23,438 Regional market link (leaflet, radio) package 1 50,000,000 0 0 50,000,000 4,883 Agriculture trainings for 260 persons package 1 390,000,000 0 0 390,000,000 38,086 Continues business development and package 1 52,000,000 0 0 52,000,000 5,078 capacity building
I.8.3 Widows and widowers groups for cake factory, salon, taylor, soybean cake Capital Input for different business package 1 817,000,000 0 0 817,000,000 79,785 Marketing (Purchasing becak Motor Cycle) package 1 102,000,000 0 0 102,000,000 9,961 Micro Finance Management Training package 1 75,000,000 0 0 75,000,000 7,324 Business Development package 1 60,000,000 0 0 60,000,000 5,859
I.8.4 Craft women Group in Paya Leumpat Capital Input for sulam bordir package 1 270,000,000 0 0 270,000,000 26,367 Capital Input for sulam bordir package 1 60,000,000 0 0 60,000,000 5,859 Capital Input for pooler & selling package 1 300,000,000 0 0 300,000,000 29,297 Micro Finance Management Training package 1 75,000,000 0 0 75,000,000 7,324 I training in craftman in Java ( 2 week) package 1 200,000,000 0 0 200,000,000 19,531 Local, National, International Promoted Link package 1 300,000,000 0 0 300,000,000 29,297 (exhibition, movie, leaflet, outlet) Continues business development and package 1 60,000,000 0 0 60,000,000 5,859 capacity building
I.8.5 Chicken breeding /poultry group in Paya Leumpat Capital Input for poultry group package 1 175,000,000 0 0 175,000,000 17,090 Poultry related business trainings for package 1 17,500,000 0 0 17,500,000 1,709 35groups member Continues business development and package 1 52,000,000 0 0 52,000,000 5,078 capacity building
I.8.6 Electronic Workshop for Disabled People Group in Kubang Gajah Capital Input for disabled group package 1 30,000,000 0 0 30,000,000 2,930 Micro Finance Management Training package 1 9,000,000 0 0 9,000,000 879 Continues business development and package 1 60,000,000 0 0 60,000,000 5,859 capacity building
I.8.7 Furniture Workshop in Meulaboh Capital Input for disabled group package 1 30,000,000 0 0 30,000,000 2,930 Micro Finance Management Training package 1 9,000,000 0 0 9,000,000 879 Continues business development and package 1 60,000,000 0 0 60,000,000 5,859 capacity building
I.9 Capacity Building for DMPT for CBO's Local Organization and YEU Network I.9.1 Standard Trainingfor DM
Asia Earthquake & Tsunamis 53 ASRE 51 (Revision 2)
Medical Rapid Response Training Transportation and Accomodation for persons 10 9,500,000 0 0 95,000,000 9,277 Participants and Trainers Material persons 10 500,000 0 0 5,000,000 488
Community Based Disaster Preparedness Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Technical Disaster Mitigation/Evacuation Training Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Sphere Training Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Special Trainings: Logistics persons 10 10,000,000 0 0 100,000,000 9,766 Finance and Risk Management persons 10 10,000,000 0 0 100,000,000 9,766 Buildings persons 10 10,000,000 0 0 100,000,000 9,766 Advocacy persons 10 10,000,000 0 0 100,000,000 9,766
I.9.2 Community Based Disaster Preparedness Village Mapping using risk management package 1 480,000,000 0 0 480,000,000 46,875 approach Different training in community levels package 1 200,000,000 0 0 200,000,000 19,531 Facilitating Action Plan package 1 2,000,000,000 0 0 2,000,000,000 195,313
I.10 Information Management Field Visits by Communication Officer months 12 4,000,000 0 0 48,000,000 4,688 Standard communication equipment package 1 5,000,000 0 0 5,000,000 488 Training on Communication management for package 1 100,000,000 0 0 100,000,000 9,766 the field volunteers Printing Bulletin, leaflet, book, website 2000 /month 12 3,300 0 0 79,200,000 7,734 Film (production and materials) film 3 15,000,000 0 0 45,000,000 4,395
Sub Total Rehabilitation Phase 0 0 18,776,025,000 1,833,596
TOTAL DIRECT ASSISTANCE 6,888,429,000 765,381 27,136,211,295 2,650,021
II TRANSPORT, STORAGE,, HANDLING & RELATED COSTS II.1 Transport Transporting the procured aid from Medan months 18 10,000,000 120,000,000 13,333 208,648,650 20,376 to Melauboh Transportation for distribution months 18 16,000,000 96,000,000 10,667 371,352,787 36,265 II.2 Handling Loading /offloading months 18 7,000,000 60,000,000 6,667 139,111,100 13,585
TOTAL TRANSPORT, STORAGE, HANDLING & RELATED COSTS 276,000,000 30,667 719,112,537 70,226
III CAPITAL ASSETS Computers, field offices in Meulaboh Units 4 9,500,000 13,813,300 1,535 56,185,000 5,487 Printers & Faxes for Meulaboh 3,200,000 356 1,990,000 194 Printers for Meulaboh Unit 1 2,500,000 0 0 2,500,000 244 Fax Unit 1 1,500,000 0 0 1,500,000 146 LCD Unit 1 12,000,000 0 0 12,000,000 1,172 Handy-cam for Meulaboh 10,000,000 1,111 5,652,000 552 Digital camera for Meulaboh 5,000,000 556 3,290,000 321 UPS for Meulaboh Units 3 1,500,000 1,500,000 167 5,675,000 554 Mobile phone for Meulaboh Satellite phone for Meulaboh 7,000,000 778 7,055,000 689 Vehicle - 4WD Doublecabin Units 2 290,000,000 295,000,000 32,778 849,000,000 82,910 Motorcycle Units 5 13,000,000 0 0 65,000,000 6,348
People Corporation Motorcycle Unit 1 20,000,000 0 0 20,000,000 1,953 Laptop Unit 1 13,000,000 0 0 13,000,000 1,270 Mobile phone Unit 1 1,500,000 0 0 1,500,000 146 Digital camera Unit 1 3,000,000 0 0 3,000,000 293
PRM and village good governance facilitation
Asia Earthquake & Tsunamis 54 ASRE 51 (Revision 2)
Motorcycle Unit 1 20,000,000 0 0 20,000,000 1,953 Laptop Unit 1 13,000,000 0 0 13,000,000 1,270 Mobile phone Unit 1 1,500,000 0 0 1,500,000 146 Digital Camera Unit 1 3,000,000 0 0 3,000,000 293
TOTAL CAPITAL ASSETS 335,513,300 37,279 1,084,847,000 105,942
IV. INDIRECT COST IV.1 PERSONNEL, ADMINISTRATION, OPERATIONS & OTHER SUPPORT COSTS IV.1.1 Staff Salaries Senior Finance months 20 3,500,000 0 0 70,000,000 6,836 Senior Secretary months 20 3,500,000 0 0 70,000,000 6,836 Pembantu RT months 20 750,000 0 0 15,000,000 1,465 Driver 3 per/months 20 1,800,000 0 0 108,000,000 10,547 Partimer 3 pers/months 20 900,000 0 0 54,000,000 5,273
IV.1.2 Office Operations Office in Meulaboh year 1 100,000,000 36,000,000 4,000 150,966,000 14,743 Basic Furniture for Office package 1 75,000,000 0 0 75,000,000 7,324 Staff House year 1 75,000,000 0 0 75,000,000 7,324 Furniture package 1 50,000,000 0 0 50,000,000 4,883 Transit House Cot Seulamat unit 1 20,000,000 0 0 20,000,000 1,953 Furniture Cot Seulamat package 1 10,000,000 0 0 10,000,000 977 Office stationery at Meulaboh months 18 1,500,000 30,000,000 3,333 58,629,770 5,726 - Electricity months 18 600,000 0 0 10,800,000 1,055 - Household (Guest Meals) months 18 1,500,000 0 0 27,000,000 2,637 - Office Maintenance months 18 1,900,000 0 0 34,200,000 3,340 Vehicle maintenance (service, gasoline) months 18 5,000,000 90,000,000 10,000 107,455,832 10,494
IV.1.3 Communications Field Communication & emails months 18 5,000,000 120,000,000 13,333 116,886,150 11,415
IV.1.4 Other Insurance 35 pers/months 18 500,000 48,300,000 5,367 447,922,280 43,742
TOTAL INDIRECT COST 324,300,000 36,033 1,500,860,032 146,568
TOTAL BUDGET- MEULABOH 7,824,242,300 869,360 30,441,030,864 2,972,757
E X P E N D I T U R E YAKKUM Emergency Unit - NIAS (TSUNAMI) I DIRECT ASSISTANCE Crisis Phase I.1 Health Program I.1.1 Mobile Clinic (Nias) Mobile Clinic (Nias) Medicine supply 23,928,000 2,659 41,390,400 4,042 Medical equipment (standard) 150,000,000 16,667 49,697,000 4,853 Temporary renting cars for medical teams 52,000,000 5,778 32,995,000 3,222
I.1.1 Health Post Establishment (Nias) Medicine supply 50,000,000 5,556 4,849,900 474 Health kit 750,000 83 500,000 49
I.1.1 Supplementary Feeding (Nias) Milk 77,760,000 8,640 27,430,092 2,679 Other local nutricious food ( decided in PO/Health Volunteer Training) 150,000,000 16,667 706,500 69 Nutrition Educations 6,000,000 667 0 0
I.2 Clean Water & Sanitation Program Provision of clean water Water purification installation system 200,000,000 22,222 5,175,000 505 Water reservation 20,000,000 2,222 0 0 Wheels 100,000,000 11,111 48,059,500 4,693 Generator 15,000,000 1,667 1,686,500 165 Gasoline 108,000,000 12,000 4,676,200 457
Latrines establishment 210,000,000 23,333 66,101,290 6,455
Garbage can provision 30,000,000 3,333 650,000 63
Radio Communication 11,000,000 1,222 10,642,500 1,039
Asia Earthquake & Tsunamis 55 ASRE 51 (Revision 2)
I.3 Mental Health Program Sport & Toys Equipment 25,000,000 2,778 32,358,000 3,160
I.4 Direct Programme Related Costs Incentive Medical doctor 120,000,000 13,333 10,000,000 977 Psychologist 75,000,000 8,333 0 0 Nurses 144,000,000 16,000 36,000,000 3,516 Watsan Engineers 72,000,000 8,000 0 0 Community Organizers 108,000,000 12,000 4,940,000 482 Volunteers (including Finance, Watsan, etc) 27,000,000 3,000 25,192,000 2,460 Area Coordinator 30,000,000 3,333 20,533,000 2,005
Travel & accommodation for coordination & supervision in the field Staff Projects 1,380,000,000 113,333 184,830,599 18,050
Sub total 2,825,438,000 313,938 608,413,481 59,415
II TRANSPORT, STORAGE,, HANDLING & RELATED COSTS Transport Transporting the procured aid from Medan to Aceh and North Sumatra 60,000,000 6,667 8,663,539 846 Transportation for distribution 48,000,000 5,333 12,105,150 1,182 Handling - loading /offloading 60,000,000 6,667 1,445,500 141
Sub total 168,000,000 18,667 22,214,189 2,169
III Capital Assets Vehicle - 4WD Doublecabin 295,000,000 32,778 269,000,000 26,270 Computers in Nias 13,813,800 1,535 18,528,000 1,809 Printers & Faxes for Nias 3,200,000 356 1,290,000 126 Handy-cam for Nias 10,000,000 1,111 0 0 Digital camera for Nias 5,000,000 556 2,250,000 220 UPS for Nias 1,500,000 167 290,000 28 Satellite phone for Nias 7,000,000 778 3,156,000 308
Sub Total 335,513,800 37,279 294,514,000 28,761
IV PERSONNEL, ADMINISTRATION, OPERATIONS & OTHER SUPPORT COSTS IV.1 Staff Salaries
IV.2 Office Operation Office in Nias 10,000,000 1,111 7,814,500 763 Office stationery at Nias 30,000,000 3,333 12,943,358 1,264 Vehicle Maintenance 90,000,000 10,000 1,898,700 185
IV.3 Communications Communication & emails to & in the field 90,000,000 10,000 9,437,499 922
IV.4 Other Insurance 35,700,000 3,967 36,515,080 3,566
Sub total 255,700,000 28,411 68,609,137 6,700
TOTAL BUDGET - NIAS TSUNAMI 3,584,651,800 398,295 993,750,807 97,046
I DIRECT ASSISTANCE NIAS EARTHQUAKE Crisis Phase I.1 Health Program I.1.1 Mobile Clinic (Nias) Medicine supply 0 0 292,962,192 28,610 Medical equipment 0 0 68,495,530 6,689 Temporary renting cars for medical teams during acute weeks 0 0 35,948,400 3,511 Satelite clinic (rent a base) in Lahewa, Sirombu 0 0 4,515,000 441
I.1.2 Emergency Clinic for In & Out Patient Housing rental 0 0 2,007,500 196 Medical Equipment 0 0 86,325,000 8,430 Medicine 0 0 305,787,996 29,862 Ambulance for Outreach service 0 0 150,000 15
I.1.3 Patient and Family care in Medan and Distress and Mental Trauma counselling program Training Stress Handling 0 0 12,525,000 1,223
Asia Earthquake & Tsunamis 56 ASRE 51 (Revision 2)
Praying kits (Bible, song books) 0 0 8,947,550 874 Trained Volunteers Transportation & Meals 0 0 29,753,000 2,906 Subsidy for meals 0 0 47,638,000 4,652 Training in Community level 0 0 12,500 1
I.1.4 Physical & psychosocial rehabilitation for potential permanent disabled patients Surgical operations& prosthese & acommodation for heavy disabled 0 0 5,180,000 506 Surgical operations for moderate disabled 0 0 75,000,000 7,324 Transportation from Nias - Yogya 0 0 9,990,000 976 Purchasing crutch & distribute for needy patients in Nias & Medan 0 0 14,550,000 1,421
I.1.5 Supplementary Feeding (Nias) Milk 0 0 9,621,896 940 Other local nutricious food ( decided in PO/Health Volunteer Training) 0 0 16,826,650 1,643 Nutrition Educations 0 0 1,138,000 111
I.2 Clean Water & Sanitation Program I.2.1 Provision of clean water Water tank installation 0 0 20,580,500 2,010 Water reservation 0 0 2,879,250 281 Well 0 0 13,037,000 1,273 Generator 0 0 13,690,000 1,337 Gasoline 0 0 16,775,500 1,638
I.2.2 Latrines establishment 0 0 69,064,000 6,745 0 0 - I.2.3 Garbage can provision 0 0 7,280,500 711 - I.7 Transportation & Communication - Radio Communication Installation 0 0 503,000 49
I.8 Direct Programme Related Costs I.8.1 Incentive Medical doctor 4 pers/months 20 10,000,000 0 0 956,752,500 93,433 Psychologist person 20 6,000,000 0 0 120,000,000 11,719 Nurses 4 pers/months 20 6,000,000 0 0 601,808,000 58,770 Watsan Engineers 2 pers/months 20 6,000,000 0 0 240,000,000 23,438 Community Organizers 5 pers/months 20 6,000,000 0 0 617,370,000 60,290 Local Staff 33 pers/months 20 2,500,000 0 0 1,857,152,500 181,363 Area Coordinator person 20 6,000,000 0 0 143,405,000 14,004 Salary for 2 MD 2 pers/months 20 3,000,000 0 0 120,000,000 11,719 Salary for 8 nurses (3 shifting) 3 pers/months 20 1,300,000 0 0 78,000,000 7,617 Physiotherapist person 20 6,000,000 0 0 120,000,000 11,719 Communication Officer person 20 4,500,000 0 0 90,000,000 8,789 Building Engineers 2 pers/months 20 6,000,000 0 0 240,000,000 23,438 4 General Practitioner 4 pers/months 20 9,000,000 0 0 720,000,000 70,313 3 specialist part-timer 3 pers/months 20 9,000,000 0 0 540,000,000 52,734 16 nurses/pharmacies 16 pers/months 20 2,700,000 0 0 864,000,000 84,375
I.8.2 Travel & accommodation for relevant trainings, coordination & supervision in the field Staff Projects 45 persons/RT 9 5,000,000 0 0 2,631,072,649 256,941
Sub Total Program in Crisis Phase 0 0 11,110,744,613 1,085,034
Post Crisis - Rehabilitation Phase I.9 Health Program I.9.1 Mobile Clinic Medicine Supply patient visits 36,000 20,000 0 0 720,000,000 70,313 Medical Equipment package 2 150,000,000 0 0 300,000,000 29,297 Temporary Renting Cars months 9 8,000,000 0 0 72,000,000 7,031 Rent a Clinic in Lahewa, Sirombu units 2 54,000,000 0 0 108,000,000 10,547 Renovating Temporary/Semi Permanent units 2 75,000,000 0 0 150,000,000 14,648 Post & Standard Facilities Purchase of Ambulance for MC unit 1 180,000,000 0 0 180,000,000 17,578 Gasoline and maintenance months 18 2,500,000 0 0 45,000,000 4,395
I.9.2 Fix Clinic (Pelita) Building Construction units 300 2,000,000 0 0 600,000,000 58,594 Basic Equipment support 1 1,000,000,000 0 0 1,000,000,000 97,656 Medicine supply for health service in patient visits 3,000 360,000 0 0 1,080,000,000 105,469 hospital, 2 satelite for mobile clinic, 3000 patients/month
Malaria Program
Asia Earthquake & Tsunamis 57 ASRE 51 (Revision 2)
Community Based Malaria surveillance package 1 130,000,000 0 0 130,000,000 12,695 control trainings Surveillance program and vector control package 1 130,000,000 0 0 130,000,000 12,695 Breeding place control package 1 260,000,000 0 0 260,000,000 25,391 Distribution of medicated mosquito net package 1 350,000,000 0 0 350,000,000 34,180 Rapid Test Malaria (para check) package 1 10,158,000 0 0 10,158,000 992 Treatment subsidy through health post package 1 8,803,600 0 0 8,803,600 860
I.9.3 Village Health Post Management Six Monthly Health Volunteer Training and persons 72 1,000,000 0 0 72,000,000 7,031 evaluation Health Post Equipm & Medicine subsidy package 1 50,000,000 0 0 50,000,000 4,883 50% subsidy for patient package 1 216,000,000 0 0 216,000,000 21,094 Transport subsidy for volunteer package 1 129,600,000 0 0 129,600,000 12,656
I.9.4 Supplementary Feeding (Nias) Supplementary feeding for babies months 18 12,000,000 0 0 216,000,000 21,094 Other local nutricious food 25 persons 18 400,000 0 0 180,000,000 17,578 Nutrition Educations package 5,000 12,000 0 0 60,000,000 5,859
1.9.5. Comprehensive Rehabilitation Program for Disabled Group (Integrated in Pelita Clinic) Physical Purchase Machine units 1 150,000,000 0 0 150,000,000 14,648 Basic Equipment units 1 100,000,000 0 0 100,000,000 9,766 Rent and Renovation for Clinic units 1 250,000,000 0 0 250,000,000 24,414 Stationery for clinic months 12 1,000,000 0 0 12,000,000 1,172
Fisiotheraphy Purchase Machine units 1 118,500,000 0 0 118,500,000 11,572 Basic Equipment units 1 20,050,000 0 0 20,050,000 1,958 Fisiotherapist part timer 2 pers/months 18 6,000,000 0 0 216,000,000 21,094
Prosthetic & Orthetic Workshop (Orthopaedic) Purchase Machine units 1 39,750,000 0 0 39,750,000 3,882 Basic Equipment units 1 34,064,000 0 0 34,064,000 3,327
Psychosocial Program for Disable Trauma Counseling months 12 3,000,000 0 0 36,000,000 3,516 Counseling Equipment unit 1 15,000,000 0 0 15,000,000 1,465
Vocational Training and Education Transportation and accomodation for cadres months 12 40,000,000 0 0 480,000,000 46,875 and trainers Educational Materials packages 4 3,000,000 0 0 12,000,000 1,172
Community Based Rehabilitation raining on Early Detection of Disabilities package 1 30,000,000 0 0 30,000,000 2,930 Socializing CBR
Economic Empowerment
I.10 Clean Water & Sanitation Program I.10.1 Provision of clean water Water reservation Units 4 5,000,000 0 0 20,000,000 1,953 Well Units 13 15,000,000 0 0 195,000,000 19,043 Generator Units 4 8,000,000 0 0 32,000,000 3,125 Gasoline (Watsan Team) months 18 7,400,000 0 0 133,200,000 13,008
I.10.2 Latrines establishment Units 57 3,500,000 0 0 199,500,000 19,482
I.10.3 Garbage can provision Units 4 10,000,000 0 0 40,000,000 3,906
I.11 Psychosocial Project Facilitating Trauma Counseling for diferrent package 12 5,000,000 0 0 60,000,000 5,859 groups of survivors Cultural based project for diferrent groups of package 12 5,000,000 0 0 60,000,000 5,859 survivors Facilitating Event and Competition events 12 20,000,000 0 0 240,000,000 23,438
I.12 Livelihood Recovery I.12.1 Agriculture Program Seed fund program package 5 50,000,000 0 0 250,000,000 24,414 Business plan workshop and micro finance package 5 50,000,000 0 0 250,000,000 24,414 administration
Asia Earthquake & Tsunamis 58 ASRE 51 (Revision 2)
Reconstructing building for secretariat of package 1 75,000,000 0 0 75,000,000 7,324 seed fund groups
I.12.2 Fishery Program Seed fund program package 6 100,000,000 0 0 600,000,000 58,594 Business plan workshop and micro finance package 6 50,000,000 0 0 300,000,000 29,297 administration Reconstructing building for secretariat of package 1 75,000,000 0 0 75,000,000 7,324 seed fund groups
I.12.3 Facilitating informal sector business in urban area (Gn Sitoli) Seed fund for 12 groups groups (20/gr) 12 100,000,000 0 0 1,200,000,000 117,188 Business plan workshop and micro finance administration
I.13 Housing houses 67 30,000,000 0 0 2,010,000,000 196,289
I.14 Capacity Building for DMPT for CBO's Local Organization and YEU Network I.14.1 Standard Training for DMPT Medical rapid response training Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Community Based Disaster Preparedness Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Technical disaster mitigation/evacuation training Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Sphere Training Transportation and Accomodation persons 10 9,500,000 0 0 95,000,000 9,277 Material persons 10 500,000 0 0 5,000,000 488
Special trainings: Logistics persons 10 10,000,000 0 0 100,000,000 9,766 Finance and Risk Management persons 10 10,000,000 0 0 100,000,000 9,766 Buildings persons 10 10,000,000 0 0 100,000,000 9,766 Advocacy persons 10 10,000,000 0 0 100,000,000 9,766
I.14.2 Community Based Disaster Preparedness Village Mapping package 1 480,000,000 0 0 480,000,000 46,875 different training in community levels package 1 200,000,000 0 0 200,000,000 19,531 Facilitating Action Plan package 1 2,000,000,000 0 0 2,000,000,000 195,313
I.15 Information Management Field Visit by Communication Officer months 12 4,000,000 0 0 48,000,000 4,688 Standard communication equipment package 1 5,000,000 0 0 5,000,000 488 Training on Communication management for package 1 100,000,000 0 0 100,000,000 9,766 the field volunteers Printing Bulletin, leaflet, book, website 2000/months 12 3,300 0 0 79,000,000 7,715 Film (production and materials) film 3 15,000,000 0 0 45,000,000 4,395
Sub Total Rehabilitation Phase 0 0 17,077,625,600 1,667,737
TOTAL DIRECT ASSISTANCE 0 0 28,188,370,213 2,752,771
II TRANSPORT, STORAGE, HANDLING & RELATED COSTS II.1 Transport Transporting the procured aid from Medan months 18 3,500,000 0 0 108,751,580 10,620 to Aceh and North Sumatra Transportation for distribution months 18 2,700,000 0 0 94,086,070 9,188 II.2 Handling Loading /offloading months 18 5,000,000 0 0 137,865,020 13,463 Ware house renting year 1 50,000,000 0 0 60,298,500 5,889
TOTAL TRANSPORT, STORAGE, HANDLING & RELATED COSTS 0 0 401,001,170 39,160
III CAPITAL ASSETS Office Nias Computer Units 5 10,000,000 0 0 58,952,000 5,757 Printer & Fax package 1 3,200,000 0 0 5,435,000 531 Handy-cam 0 0 41,950,000 4,097 Digital camera Units 3 3,000,000 0 0 16,300,000 1,592
Asia Earthquake & Tsunamis 59 ASRE 51 (Revision 2)
UPS for Nias Units 3 1,500,000 0 0 4,945,500 483 Buying cars 4WD Doublecabin Units 1 295,000,000 0 0 585,312,000 57,159 Purchasing 5 motorycle Units 5 17,000,000 0 0 114,350,000 11,167 Vehicle operation months 18 30,000,000 0 0 565,774,368 55,251 Radio Communication (including SSB) package 1 16,000,000 0 0 16,000,000 1,563
Disable Program Motorcycle Units 1 20,000,000 0 0 20,000,000 1,953 Laptop Units 1 13,000,000 0 0 13,000,000 1,270 Mobile Phone Units 1 1,500,000 0 0 1,500,000 146
Livelihood Recovery Program Motorcycle Units 1 20,000,000 0 0 20,000,000 1,953 Laptop Units 1 13,000,000 0 0 13,000,000 1,270 Mobile Phone Units 1 1,500,000 0 0 1,500,000 146
Disaster Preparedness Program Motorcycle Units 1 20,000,000 0 0 20,000,000 1,953 Laptop Units 1 13,000,000 0 0 13,000,000 1,270 Mobile Phone Units 1 1,500,000 0 0 1,500,000 146 Digital Camera Units 1 3,000,000 0 0 3,000,000 293
TOTAL CAPITAL ASSETS 0 0 1,515,518,868 148,000
IV. INDIRECT COST IV.1 PERSONNEL, ADMINISTRATION, OPERATIONS & OTHER SUPPORT COSTS IV.1.1 Staff Salaries Senior Finance person 20 3,500,000 0 0 70,000,000 6,836 Salary for Administrative Assistant 2 persons 20 2,500,000 0 0 100,000,000 9,766 Housekeeper person 20 750,000 0 0 15,000,000 1,465 Driver 2 persons 20 1,800,000 0 0 72,000,000 7,031 Partimer 2 persons 20 900,000 0 0 36,000,000 3,516
IV.1.2 Office Operations Rent Office in Nias units 3 40,000,000 0 0 143,663,500 14,030 Rent Staff House units 3 50,000,000 0 0 150,000,000 14,648 Furniture for Office package 1 150,000,000 0 0 150,000,000 14,648 Office stationery at Nias months 18 20,000,000 0 0 398,738,079 38,939 Vehicle Maintenance months 18 8,000,000 0 0 144,000,000 14,063 Office Equipment (Maintenance) months 18 5,000,000 0 0 90,000,000 8,789
IV.1.3 Communications Field Communication & emails months 20 15,000,000 0 0 328,718,830 32,101
IV.1.4 Other Insurance 70 pers/months 20 500,000 0 0 701,048,000 68,462
Sub Total 0 0 2,399,168,409 234,294
TOTAL BUDGET NIAS EARTHQUAKE 0 0 32,504,058,660 3,174,224
V. PERSONNEL, ADMINISTRATION, OPERATIONS & OTHER SUPPORT COSTS V.1 Salaries Program Staff (Fulltime based) Program Manager (based in Medan) person 20 10,000,000 78,000,000 8,667 240,575,000 23,494 Program Secretary (based in Yogya) person 20 4,000,000 39,000,000 4,333 102,226,250 9,983 Program Secretary (based in Medan) person 20 2,500,000 0 0 50,000,000 4,883 Administrative support (Yogya) 2 persons 20 2,000,000 0 0 80,000,000 7,813 Finance staffs (based in Yogyakarta) person 20 5,000,000 78,000,000 8,667 125,106,250 12,217 Finance Support (Yogyakarta) person 20 2,500,000 0 0 50,000,000 4,883 Finance Staffs (based Medan) 2 persons 20 3,000,000 0 0 60,000,000 5,859 Cashier staffs (based in Yogyakarta) person 20 2,000,000 13,000,000 1,444 46,570,000 4,548 Cashier staffs (based in Medan) person 20 2,000,000 0 0 40,000,000 3,906 Logistic staffs (based in Yogyakarta) person 20 2,500,000 97,500,000 10,833 69,325,000 6,770 Logistic staffs (based in Medan) person 20 2,500,000 0 0 50,000,000 4,883 Purchasing Staff (Yogyakarta) person 20 2,500,000 0 0 50,000,000 4,883 Purchasing Staff (based in Medan) person 20 2,500,000 0 0 50,000,000 4,883 HRD Staff (based in Yogyakarta) 2 persons 20 3,000,000 0 0 120,000,000 11,719 Communication officers (Jakarta) person 20 5,000,000 65,000,000 7,222 122,605,000 11,973 Administrative support (Yogyakarta) person 20 2,500,000 39,000,000 4,333 69,050,000 6,743 Audio Visual Staf (Yogyakarta) 2 persons 20 2,500,000 0 0 50,000,000 4,883
V.2 Coordination staff ( partime based)
Asia Earthquake & Tsunamis 60 ASRE 51 (Revision 2)
Director of YEU person 20 7,500,000 52,000,000 5,778 170,000,000 16,602 Director of YAKKUM person 20 8,000,000 52,000,000 5,778 188,580,000 18,416
V.2.1 Travel & accommodation for coordination in Jakarta Task Forces persons 3 40,000,000 304,980,000 33,887 142,353,426 13,902 Per diem persons 3 8,000,000 52,000,000 5,778 24,746,650 2,417
V.2.2 Travel & accommodation for coordination & supervision in the field Director, board package 1 300,000,000 390,000,000 43,333 376,637,244 36,781 Supporting Project staffs package 1 700,000,000 780,000,000 86,667 786,005,920 76,758 Staff Projects package 1 700,000,000 1,170,000,000 130,000 1,151,266,077 112,428
V.3 Office operations Rent Office in Yogyakarta months 18 5,000,000 0 0 90,000,000 8,789 Rent Guest House in Medan months 18 6,000,000 0 0 108,000,000 10,547 Field Communication & emails months 18 20,000,000 180,000,000 20,000 516,205,177 50,411 Documentation & Reporting by YEU months 18 3,000,000 36,000,000 4,000 55,733,000 5,443 Support for YEU office in Yogya (Stationary, months 18 10,000,000 45,000,000 5,000 208,983,156 20,409 Hospitality) Operational cost for office in Medan months 18 10,000,000 60,000,000 6,667 238,142,312 23,256 (Stationary, Hospitality) Vehicle Maintenance months 18 7,000,000 60,000,000 6,667 161,155,770 15,738
V.3.1 Office Equipment Computers for Medan and Yogyakarta Units 6 10,000,000 55,255,713 6,140 115,469,000 11,276 Printers & Faxes packages 3 4,000,000 6,400,000 711 20,070,000 1,960 UPS Units 6 1,500,000 6,000,000 667 12,315,000 1,203 Purchasing Motorcycle Units 3 14,000,000 0 0 42,000,000 4,102 Shredder Machine Units 2 7,000,000 0 0 14,000,000 1,367 Air Conditioner Units 4 4,000,000 0 0 16,000,000 1,563
Sub total 3,659,135,713 406,571 5,813,120,232 567,688
VI. AUDIT & EVALUATION Three Monthly Internal Evaluation package 1 400,000,000 200,000,000 22,222 400,000,000 39,063 External Evaluation package 1 800,000,000 400,000,000 44,444 800,000,000 78,125
Monitoring & Training (Ernst&Young) Year 1 package 1 1,400,000,000 599,400,000 66,600 1,400,150,000 136,733 Year 2 package 1 988,416,000 0 0 988,416,000 96,525 Audit of ACT Funds (Ernst & Young) package 1 244,328,300 180,000,000 20,000 409,600,000 40,000 Taxes 10% package 1 36,000,000 18,000,000 2,000 40,960,000 4,000 Out of pocket expenditure audit company package 1 54,000,000 27,000,000 3,000 61,440,000 6,000 15%
Sub total 1,424,400,000 158,267 4,100,566,000 400,446
TOTAL BUDGET - SUPPORT OFFICE 5,083,535,713 564,837 9,913,692,160 968,134
TOTAL BUDGET YEU 42,653,736,013 4,739,304 140,442,040,320 13,715,043
AMOUNT REQUESTED 9,378,927
Exhange Rate Rev.2 10,240 Exhange Rate Rev.1 9,000
Asia Earthquake & Tsunamis 61 ASRE 51 (Revision 2)
I. REQUESTING ACT IMPLEMENTING MEMBER
• YAYASAN TANGGUL BENCANA di INDONESIA (YTBI)
II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION
Yayasan Tanggul Bencana di Indonesia (YTBI) or Yayasan Tanggul Bencana (YTB) was founded by the Communion of Churches in Indonesia (PGI/CCI) in Jakarta. In early 2005 YTB became an independent institution that deals with natural and man-made disasters, social conflict and related environmental problems in Indonesia. YTB works through or with the churches in the affected and areas and areas at risk and has carried out Community Based Conflict Management (CBCM) in conflict areas like Ambon, Poso, and Kalimantan; Community Based Livelihood Initiatives (CBLI) in Halmahera and Sangihe; Community Based Disaster Preparedness (CBDP) in Ambon, Halmahera, North Sumatera, Java, Alor and Nabire.
YTB’s implementing partners In connection to this second revision of the appeal, YTB works through 6 Implementing Partners, WALHI SUMUT, YTB’s West Coast Working Group, BPB PGID Nias, Yayasan Handal Mahardika, L-PEKA HKBP, and Yayasan Solidaritas Sesama.
WALHI SUMUT is an environmental NGO-forum established in 1989. During the emergency phase WALHI SUMUT participated actively in the areas which were difficult to reach. WALHI works with volunteers of young students and labourers. The person in charge for the tsunami program is Herwin Nasution, who acts as the Director of WALHI SUMUT.
YTB’s West Coast Working Group consists of volunteers from Aceh Barat and Aceh Jaya District. They are all Acehnese and also survivors of the tsunami. The West Coast Working Group work to rebuild their villages and societies. The person who is responsible for the tsunami programs is M. Nasir Hasbi, Coordinator of the Working Group.
BPB PGID Nias was founded by the Local Communion of Churches in Nias in February 2004. BPB is a church organisation aiming at working with disaster preparedness and emergency response. YTB facilitated the organisational development frame for BPB PGID Nias, especially in the restructuring, capacity building and recruitment process.
Yayasan Handal Mahardika was established in 1998. The NGO works with education of children. Staff and instructors facilitate informal education and have established a monitoring and evaluation system in implementing the Education program in Teluk Dalam and Lahusa. The Director is staying in Medan, North Sumatera, while the Project Manager, Field Co-ordinator, and Division Co- ordinators as well as the instructors and staff are staying in the villages, living with the communities.
L-PeKa HKBP was founded by the biggest Church in Indonesia, HKBP. HKBP’s leadership delegates planning, supervision and monitoring of program implementation to the board consisting of 10 members. The Board recruits staff to implement programs.
Yayasan Solidaritas Sesama was founded by the Women Group of PGIW SUMUT (Regional Council of Churches North Sumatra) to implement rehabilitation programs for Tsunami survivors in Medan and Aceh. During the emergency phase, the personnel of Yayasan Solidaritas Sesama were active in distributing relief support and psycho trauma counselling for the survivors, as well as in
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supporting trainings for women to increase their income. The YTB Internal Auditor recommended them to have a legal status and become an independent body. The process of legality is still going on.
III. DESCRIPTION OF THE SITUATION IN THE AREA OF PROPOSED RESPONSE
WALHI SUMUT Since the tsunami, WALHI SUMUT has co-operated with YTB to distribute aid to Banda Aceh and the West coast. The victims have by the time of this revision mostly returned to their villages of origin. This has meant that WALHI now works in 18 locations instead of the three in the first revision.
The number of beneficiaries has also increased from 3.600 (899 HH) to 5.928 (2.010 HH) due to the return of people living in temporary shelter and outside Aceh. Most of them have no houses and temporary shelters have been set up while hoping to rebuild their houses and communities.
After the relief program, the needs also changed. Some important needs to be covered at the time of writing are livelihood rehabilitation and advocacy. There is an estimation of an average of around IDR 5 – 7 million needed per person to start livelihood activities.
Teunom sub-district is a coastal area. It was totally damaged by the Tsunami. All infrastructure and public facilities have been either heavily damaged or destroyed (95% of roads and bridges and 85% of agriculture and fishery facilities destroyed).
The security situation has improved following the signing of the peace treaty between the Government of Indonesia (GoI) and GAM.
Locations of proposed response: District Sub-district Location/ Village Aceh Jaya Teunom 1. Seunebuk Padang (Village = V) 2. Batee Roo (V) 3. Aron (Sub Village = SV) 4. Gelumpang Orchad (SV) 5. Padang Kleng (V) 6. Simpang Ulim (SV) 7. Keude Teunom (V) 8. Alue Ambang (V) 9. Panton (V) 10. Pasi Tulak Bala (V) 11. Gampong Baro (V) 12. Rambong Payong (V) 13. Teupin (SV) 14. Paya Baro (V) 15. Cot Trieng (SV) 16. Teupin Ara (V) 17. Cot Trap (V) 18. Lueng Gayo (V)
YTB’S WEST COAST WORKING GROUP The target locations have been changed from 3 Districts (Aceh Jaya, Aceh Barat, Nagan Raya district) to 2 Districts (Aceh Jaya and Aceh Barat District) since there is a high presence of International NGOs in Nagan Raya.
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IDPs that fled to the highlands slowly move back to the coastal areas and build very simple temporary shelters. They live from “cash for work” provided by some NGOs.
75 % of the infrastructure, houses and public facilities in the two districts were destroyed. Roads, bridges and agriculture as well as fisheries which are severely damaged. Since the area is isolated and the roads are damaged, the recovery process of the communities is very slow.
After the peace agreement between GoI and GAM, the security situation is slowly improving. Some ex-GAM members are joining the community groups’ activities.
Locations of proposed response: District Sub-district Location/ Village Aceh Jaya Sampoiniet Patek Blang Dalam Gampong Baro Kuala Bakong Babah Nipah Jeumpheuk Cot Langsat Mata Ie Kuala Ligan Aceh Jaya Setia Bakti Babah Ngom Lageun Padang Lageun West Aceh Samatiga Suak Seumaseh Suak Geudubang Suak Pante Breuh Lhok Bubon
BPB-PGID NIAS People in Mandrehe and Sirombu suffered from two disasters, the Tsunami on December 26th 2004 and 3 months later the Nias earthquake, which affected the whole island. The communities lost family-members, houses and belongings and many are still traumatised.
The SATKORLAK (the government official body for responding disaster at province level; not to be confused with the later created BRR; the official co-ordinating body for the reconstruction) reported that in Sirombu and Mandrehe the earthquake caused 29 deaths, 32 heavily injured, 53 slightly injured, 1704 houses totally destroyed, 4109 houses heavily damaged and 3017 houses slightly damaged. In addition 11 mosques, 198 churches, 1 Buddhist Temples, 49 government building, 35 bridges and 76 schools were affected by earthquake. The process of reconstruction is slow.
There are no security problems in Mandrehe and Sirombu sub-district, Sömi and Mehaga villages as well as in the largest part of Nias District. But in connection to local elections in the South Nias district there is a risk of conflicts.
Locations of proposed response: District Sub District Village Nias Mandrehe Sisarahili II Onolimbu Raya Onolimbu You Onozalukhu You Lasara Bagawu Hilisörömi Iraonogambo II Sitolu Banua Fadaörö Tuho’öwö
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Lasara Faga Nias Sirombu Sirombu Nias Gidö Sömi Southern Nias Lahusa Mehaga
YAYASAN HANDAL MAHARDIKA Yayasan Handal Mahardika have implemented an informal education program in 2 villages. The children (and the families) are very enthusiastically involved in the activities. The International Children Safety Day was celebrated in Bawözihono and Lagundri. Yayasan Handal Mahardika have run the activities from “Sanggar” (Informal Education Centre).
After the earthquake on 28 March 2005, where 41 houses were damaged (28 in Soroake, Teluk Dalam sub-district and 13 in Hiliamaetea village, Lahusa sub-district), Yayasan Handal Mahardika moved its area of operation to Lagundri (Teluk Dalam sub-district) and Bawözihono (Lahusa sub- district), following the movements of the people. All the educational infrastructures were damaged, causing 604 children to stand without education facilities.
Locations of proposed response: District Sub District Village South Nias Teluk Dalam Lagundri Lahusa Bawözihono
L-PEKA HKBP Most the IDPs in Banda Aceh municipality and Sabang Island have returned to their home villages. They still need support to rebuild their livelihoods. L-PEKA HKBP supports them through small scale capital for the running of home businesses such as baking cake, sewing etc. The capital is used as revolving fund among the members of the groups.
After the peace agreement between GoI and GAM, the security situation is slowly improving. Some ex-GAM members are joining the community groups’ activities.
Locations of proposed response: The locations of response are in 4 places in KUTA ALAM sub-district, Banda Aceh Municipality: Kampung Mulia (Moslem IDPs); Kampung Keuramat (Moslem IDPs); GPIB Congregation (Christian IDPs); HKBP Congregation (Christian IDPs).
YAYASAN SOLIDARITAS SESAMA Many survivors are vulnerable women and children who are staying in Medan and Banda Aceh, facing difficulties with livelihoods and educational services. For these reasons Yayasan Solidaritas Bersama has decided to continue to provide livelihood support and educational assistance.
Locations of proposed response: This program will be focused in Banda Aceh and Medan.
IV. TARGETED BENEFECIARIES
Number of IDPs Total Name of Implementer School going Babies & under- HH Female Male IDPs children fives L-PEKA HKBP 400 198 1.600 WALHI SUMUT 2.010 2.416 1.611 1.280 496 5.803 YTB West Coast Working 1.707 1.524 2.040 798 265 4.252
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Group BPB-PGID Nias (Tsunami 1.634 1.895 1.763 2.728 874 8.131 & Earth Quake) Yayasan Handal Mahardika 604 604 Yayasan Solidaritas Sesama 232 (CU program) 486 (education) 718 GRAND TOTAL 21.108
Criteria for selection: • The most vulnerable in damaged areas • There is very little assistance being provided by other NGOs. • IDPs who don’t have a job • IDPs who don’t have a livelihood • Widows and IDPs who have many children • Children of IDPs who should attend school and university
V. PROPOSED EMERGENCY/REHABILITATION ASSISTANCE AND IMPLEMENTATION
YAYASAN TANGGUL BENCANA
Goals: • Strengthening YTB’s partners’ capacity in working with disaster management • Strengthening the institutional and organisational frame of the implementing partners and YTB. • Empowering managerial support systems for the sake of the programs in Aceh, and Nias.
Objective 1 • To provide Capacity Building for YTB and implementing partners’ staff Activities: • Participate in intensive disaster management course. • Facilitate “Training for trainers in community development” to YTB Staff. • Facilitate English Course (15 persons) for YTB staff. • Conduct Strengthening the partners & YTB. • Conduct Recruitment management • Conduct Exchange Visits YTB’s staff, IDPs and community leaders to abroad or other regions • Participate in donor roundtable meeting • Invite expatriate to do quick program implementation in the field and management Assumptions and risks: • YTB has capacity to run the tsunami response programs with effective results. • Staff are committed to run the programs as planned.
Objective 2 • To provide training and strengthening of YTB staff and implementing members’ staff on managerial systems Activities: • Conducting Psycho social training • Provide Office & Financial systems, • To participate in training on Sphere & Code of Conduct • Conduct training on Logistics’ System, Volunteer Management, Publication, information, and communication management
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• Conduct training for Religious Leaders, Village Leaders, women groups, men groups in Aceh & Nias • Facilitate YTB with Internal Auditor for the programs Assumptions and risks: • YTB and partners have the capacity to maintain programs, administration procedures and financial systems. • YTB’s partners support all programs • A lack of staff risk compromising the systems set up.
Objective 3 • To provide support system, staff, guest house and post for Medan Office Activities: • Facilitate YTB Medan Office with office stationary, Vehicle Operation, and Operational Costs • To provide Connecting Office, Guest House and post • Providing professional staff to manage the tsunami response programs Assumptions and risks: • The implementing partners can provide their services effectively to IDPs • Efficiency of overhead cost. • Donors will support YTB Medan Office
Objective 4 • To provide Co-ordination, Networking, workshop and seminar. Activities: • Conducting Co-ordination meetings and Networking • Participate in Workshop & seminar on Rehabilitation with BRR • Participate in “Photo & Writing on Tsunami” Competition • Participate in international seminar on impact and risks of the Tsunami response Assumptions and risks: • The process of program implementation in the field will be supported by another stakeholder. • This program will be supported by donors
Human Resources: Project Manager Technical Advisor 3 Project Officers Finance Asst Accounting Information Manager Information Assistant Publication Officer Administration Officer Administration Assistant General Affair Nias Information Officer in Nias General Affair Meulaboh General Affair Banda Aceh General Affair in Medan
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Capital Investment : 3 laptops 5 Computers and Printers, Jakarta and Medan Office 2 Digital Cameras 2 handy cams 1 In Focus and 1 Facsimile 4 cars, Jakarta and Medan Office 2 4WD cars (Yayasan Handal Mahardika, YTB connecting office in Nias) + 2 cars (Branch Office in Medan and YTB post in Banda Aceh) with insurances Office space for YTB Jakarta.
By implementer:
WALHI SUMUT
Goal: • Vulnerable IDP families in 18 locations in Teunom sub-district, will be able to survive and restart their livelihood. • IDPs can continue their own lives independently, outside of assistance.
Objectives: • To provide direct assistance for IDPs in proposed areas • To provide Capacity Building for IDPs and Walhi Staff on management, education, and organisation of communities
Activity 1 • Facilitation of livelihood support in 16 villages (18 points) within the fields of agriculture, fishery, home industry, kiosk, cassava/coconut grader and animal husbandry activities. Assumptions and risks: • Support from the local government • IDPs’ businesses risk failure because of: mismanagement, climate change (fishery), diseases (husbandry)
Activity 2 • Capacity Building for Men & Women to enable them to succeed with the livelihood rehabilitation. This will take the form of training sessions to be held 8 times. Assumptions and risks: • Support from the local government and society groups
Activity 3 • Training for community organisers & group leaders. This will be held 5 times and will incorporate basic business management training to strengthen community livelihoods. Assumptions and risks: • Community organisers will manage problems in handling the groups’ activities
Activity 4 • Provide support in the form of study tools and books etc, for 1.280 school-going Children for 16 months
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Assumptions and risks: • As parents will have restored livelihoods, this support will be possible to automatically phase out. • The school tools will be rejected because of reckless handling
Human Resources: Executive director, Program officer, 2 finance assistants 4 field staff 1 driver 18 Community Organisers in the fields.
Capital Investments 1 Computer + printer 1 Laptop 1 Fax machine 1 digital camera and 1 handy cam 2 Motorcycle
WEST COAST WORKING GROUP
Goals: • To provide assistance to vulnerable displaced families in Sampoiniet, Setia Bakti sub-districts in Aceh Jaya District and Samatiga sub-district in West Aceh District, enabling them to survive and restart their livelihood. • To support and empower the IDPs in Sampoiniet, Setia Bakti Sub District in Aceh Jaya District and Samatiga sub-district in West Aceh district to start their own businesses and become self- supporting. • To recover coastal areas that were damaged by the Tsunami
Objective 1 • To provide Livelihood support to groups Activities: • Facilitate livelihood support to groups in 16 villages, such as: Sembako (Nine staple supplies) merchant, Tailor, Farmer, Travelling salesman, Fishpond, Sea Fisherman, Sulaman/kasap, Salesman, Mengaleh, River fisherman, Craftsman, Repairs shop, Fisherman, Home Industry, small scale entrepreneurship Assumptions and risks: • The business support will assist IDPs life conditions and increase their income • The businesses will be run seriously and have support from the authorities • The capital is misused to cover daily needs in the short term. • In-efficient management of the businesses by the beneficiaries
Objective 2 • To provide environmental rehabilitation in Samatiga sub-district Activities: • Preparing the soil • Preparing mangrove seed • Planting
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• Nurturing Assumptions and risks: • Recovery area will become a buffer zone toward potential disasters (Tsunamis) • No community participation in the process
Objective 3 • To provide housing Activities: • Construction of 83 houses in Suak Seumasah village • Construction of 165 houses in Kuala Bakong Village • Assumptions and risks: • IDPs in Suak Seumaseh village and Kuala Bakong will live in convenient areas
Objective 4 • To provide capacity building Activities: • Provide Capacity Building such as: training for Women and Men, Disaster Management Preparedness Training, Trauma Training, Training for COs & Group Leaders • Support School going children for 16 months Assumptions and risks: • The risk is that the training-module doesn’t meet the need of the participants
Objective 5 • To provide informal schooling Activities: • 4 Informal schools and equipment in Meulaboh will be set up • Reconstruction of 3 school buildings in Aceh Jaya Assumptions and risks: • Well-functioning education-facilities will increase the quality of education • Insufficient supply of material needed to build the school
Objective 6 • To provide meeting hall Activities: • Construction of 4 community meeting halls in Meulaboh • Construction of 9 community meeting halls in Aceh Jaya Assumptions and risks: • Community mobilisation will be easier to organise if there is a meeting hall • Insufficient construction material • No maintenance mechanism
Human Resources: Program manager, Informal Education & Program consultant, 4 field Officer, 2 general affairs, 5 Community Organisers, 1 administration assistant and 1 finance assistant as well as 1 information officer
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Capital investment: 2 operation cars, 1 computer with printer, 1 Laptop (for Aceh Jaya), 1 facsimile, 1 digital camera 3 motorbikes
BPB-PGID NIAS
• By the time the second revision of the appeal is finalised, all distribution of food and non-food items have been completed in the villages where BPB-PGID NIAS is working.
Goals • To provide assistance to vulnerable IDP families in Mandrehe, Sirombu, Sömi and Mehaga • To support and empower the IDPs enabling them to start income generating activities
Objective 1 • To provide sport facilities, music lessons and instruments and libraries Activities: • Providing sport facilities for football, volleyball and basketball (as well as shirts, balls and other equipment). • music lessons (guitar, drum) • Libraries (general books related to business, farming etc) Assumptions and risks: • Sport facilities and library will reduce trauma among the IDPs • IDPs’ trauma would hinder them to utilise the facilities
Objective 2 • 1634 HH received support for livelihood (the tsunami and the Nias Earthquake) • Women have access to livelihood initiatives. • Women have more power in bargaining. Activities: • Livelihood Support for groups in 13 villages; Seed and tools, Fishing equipment, Home Industry, Kiosk, Animal Husbandry, Sewing/tailor, Fish raising, • Cassava/coconut grader, Cattle’s, Chickens, Pigs Assumptions and risks: • Small business support will assist IDPs and increase their income • The businesses will be run seriously and have the support from the authorities • The capital is misused to cover daily needs in the short term. • The activities are inefficiently managed by the beneficiaries
Objective 3 • To provide capacity building • To enhance the capacity of staff to manage the planned activities well Activities: • Capacity Building for Community Organisers, groups and village leaders: training for female & male groups • Training for village leaders
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• Disaster Management Preparedness Training (DMPT) for Implementing Partners and team. • Training on Planning Implementation Monitoring Evaluation (PIME) for team • Finance training for team • Leadership training for team • Retreat on Team building for team • English Course for team Assumptions and risks: • If the knowledge and skills of the participants are enhanced, it will widen the IDPs perspectives, including efforts to succeed with the business-efforts. • The trainings need competent trainers • The training module doesn’t meet the needs of the participants
Objective 4 • Counselling assistance to traumatised people Activities: • Psycho-traumatic group-intervention (10 persons to each group) Assumptions and risks: • Psycho-traumatic group-interventions will assist IDPs to reduce their trauma • Reducing trauma will influence productive efforts • Unprofessional counsellor
Objective 5 • To provide water and sanitation Activities: • Well-digging • Construction of bathrooms and toilets Assumptions and risks: • Health quality will be poor and disease will strike if water and sanitation is unavailable in the area • Insufficient material to build the planned units
Objective 6 • School going children can resume their education Activities: • Support in the form of school kits and school fees for children Assumptions and risks: • Trauma among the IDP children • Availability of good teachers
Objective 7 • To provide building for community meeting, Training Centre, Community Centre, and Housing Activities: • Build shelter for community meeting, Training Centre in Sisarahili II, Community Centre in 11 villages and Housing for 14 HH in Sisarahili II Assumptions and risks: • Community mobilisation will be easier to organise if there is a meeting hall • Insufficient material for the building • No maintenance mechanism
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Human Resources: 1 Director, 1 Program Officer, 1 finance assistant, 1 accounting assistant, 1 administration assistant, 1 information officer, 2 field Officers, 1 driver and 1 office boy run the office 24 Community Organiser involve actively in the process of community development in 12 villages.
Capital investment: 1 Laptop, 2 satellite phone, 1 projector, 1 handy cam 1 digital camera. 10 motorbikes.
For the earthquake affected Communities in Sömi village and Mehaga: Human Resources: 1 Program officer in Sömi, 1 program officer in Mehaga 4 community Organiser supported by community participation execute the program implementation.
Capital Investment: 2 Motor bikes for transportation in location, 1 camera digital for documentation, 1 computer
Yayasan Handal Mahardika
Goals: • Expansion of Community Based Family Education • Building local capacity in education.
Objective 1 • To provide non-formal education for children and youth affected by the tsunami in Bawözihono village in Teluk Dalam sub district and Lagundri village in Lahusa sub district (both in South Nias District) Activities: • Child Education Centre • Capacity Building of Facilitator • Training for Management Organisation of education system • Training for Trainers • Training on system and education methods, and curriculum • Development of Education System • Relationship with external community and government • Expansion of the Village Library Assumptions and risks:
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• The Children Education Centre will be presented if there is support from donor.
Objective 2 • To provide pre-school education Activities: • Pre-school education • Child-care publication • Pre-school education facilitation • Training for local facilitator • Advocacy on education awareness Assumptions and risks: • The pre-school is needed to prepare children before entering school age. This program will be provided if there is support from donor.
Objective 3 • To strengthen local capacity on financial, social, culture, gender, civil rights, and health matters Activities: • Local Capacity Building • Agricultural Development • Training for Co-operative • Managerial Training • Training on Civil Rights • Gender sensitisation • Organisation and Leadership Training • Art and Culture Development Assumptions and risks: • These programs are to support parents in order to make them have the capacity in providing their children with education.
Human Resources: 1 Director, 1 Program Manager, 1 Finance officer, 1 Field Co-ordinator, 3 Division Co-ordinators, 21 External Instructors, 2 internal auditors.
Capital investment for field operation : 1 Laptop & accessories 1 Computer & accessories 1 Handycam & accessories Table & Chairs 1 Motor Bike Office rental in Teluk Dalam Children activity Centre in Lahusa Children activity Centre in Lagundry
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L-PEKA HKBP
Goals • Vulnerable displaced families will be able to survive and restart their lives. • IDPs will be able to start their own businesses and become self-reliant
Objective 1 • To continue providing assistance to vulnerable IDP families in Medan and Aceh enabling them to survive and improve their situation. • 1600 IDPs receive aid material as planned. Activities: • Providing food and non food relief Assumptions and risks: • Expired Food and non food • The exchange rate is fragile and risk influencing the availability of food and non food
Objective 2 • 457 School-children will resume their education Activities: • Provide education, such as: English course, Mathematics and physics course, Computer course, Library, and Support to formal education Assumptions and risks: • Informal education is also important to complement the formal education, • Availability of books is important to improve education in Aceh • Children in school-age are still traumatised • Availability of teachers
Objective 3 • To build a Community centre Activities: • Prepare land, building, certificate fee, etc to build Community centre Assumptions and risks: • Community mobilisation will be easier to organise if there is a meeting hall • The authorities will show a commitment and assist in the process
Objective 4 • IDPs will restore their livelihoods. • Women have access to livelihood initiatives. • Women have more power in bargaining. Activities: • Facilitating capital for small businesses, i.e. Home industry, Becak driver, Kiosk/car wash, Carpenter, and Sewing machine (tailor) Assumptions and risks: • The business support will assist IDPs in increasing their income • The business will be run seriously and with support from the authorities • The capital is misused to cover daily needs in the short term. • In-efficient management by the beneficiaries
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Objective 5 • To Provide Capacity building Activities: • Capacity Building such as : Training for COs & Group Leader, Capacity building for women and men, book-keeping training of Small Scale Entrepreneurship group, Leadership training, Home industry training, Sewing training, entrepreneurship training, and CO training. Assumptions and risks: • The training module doesn’t meet the need of the participants
Objective 6 • To provide sanitation and clean water Activities: • Provide water and sanitation facilities Assumptions and risks: • Quality of IDPs health will be better if the condition of water and sanitation is also good • Insufficient material to build the planned units
Human resource 1 Program Consultant, 1 Program Director, 1 Administration assistant, 4 staff & 1 driver.
Capital investment : 1 laptop, furniture, 1 handy cam, 1 tape recorder, 1 unit in focus, 1 sound system wireless
Yayasan solidaritas sesama PGIW
Goals: • IDPs have restored livelihoods fulfilling basic needs and costs of education for their children.
Objective 1 • To provide necessities for IDPs Activities: • Provide and distribute food and non food items to 1325 IDPs Assumptions and risks: • Providing food until the IDPs become independent in fulfilling their own food needs
Objective 2 • To facilitate formal schooling Activities: • Scholarships to cover school-fees Assumptions and risks: • The activities will ease the psychological burden of the children.
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• Trauma due to natural disasters influences studying abilities
Objective 3 • To provide livelihood support for IDPs
Activity A • Training of revolving fund-management and credit union Assumptions and risks: • Trauma due to natural disasters influences concentration on studying
Activity B • Training on businesses related to the groups needs, 3 times Assumptions and risks: • Beneficiaries can live independently if they have skills and work
Activity C • Establishment of credit union (CU) by the IDPs themselves Assumptions and risks: • Beneficiaries increase incomes and pay school tuition for their children and relatives • Repayment is low because of business failure
Human Resource: 1 Managing Director, 1 Program Co-ordinator, 1 Finance officer 9 Field officers run the office and execute the program implementation.
Capital investments: 2 laptops and printers 1 digital camera.
Implementation methodology The objectives of each implementing partner are fulfilled through careful needs’ assessments, planning, purchasing and organising. The implementation is done directly by the implementing partners after planning is conducted together with YTB. The partners then plan together with the communities in a participatory way with a Community Organiser facilitating the process. The activities are implemented through forming of women’s and men’s groups, youth, by building the capacity of the groups’ leaders through formal and informal training on group management, people organisation, PIME, and on common issues such as health, gender, human rights and HIV/Aids.
The rehabilitation program will be focused on community empowerment for of the IDPs in the areas. All programs will be implemented based on community organisation. The community organisation is implemented through several activities : • Establishment of groups, male groups, women groups and youth groups, each consisting of around 10-15 persons. • Strengthening the groups through guidance and training related to group management. • Strengthening the group’s capacity, through trainings according to need. • Strengthening the community leader’s capacity, in order to produce village regulations and actively perform in development, also creating peaceful conditions.
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• Strengthening the Community Organisers (COs) by training programs. In addition, the CO will be trained once a month for a year on disaster management, conflict management, trauma counselling, family values, HIV/Aids, market opportunities, village regulation and other knowledge needed or proposed by CO.
Capital Assets: Upon completion of the programs the capital assets bought for utilisation under this appeal will be handled in the following way: • Assets below Rp 10 million may be used by the implementing partners for strengthening their own organisations. • For assets above Rp 10 million a discussion will take place between YTB and the implementing partner, whether or not the implementing partner has a need for it, in which case it can be given to the implementing partner. • All YTB capital assets will be used for programs in other areas related to disaster handling.
Capacity Building: YTB plans to build the capacity of its staff by conducting a Disaster Management Intensive Course, and training on various skills and knowledge related to man-made and natural disasters. Since the English language is frequently used, YTB will support its staff to improve their English.
YTB also focus on organisational development by recruiting management, and performing funding partner’s roundtable. Accompanied by 2 consultants and expatriate expert, YTB expect to become a more capable and credible organisation that can handle disasters on national level. To be an expert in Disaster Management is the institutional goal of YTB. The Expatriate assistance is an opportunity for YTB staff and Implementing Partners to acquire knowledge and skill.
Gender: Special attention will be provided to women’s needs in rehabilitation - especially livelihood but also on capacity building. Almost 60% of the target beneficiaries are adult women. Gender balance is being maintained in the personnel involved in relief work. During the rehabilitation female-headed households will be a priority. Efforts will be made to recruit female staff and volunteers to ensure sensitivity to women’s needs.
Transition/Exit strategy The rehabilitation programs are focusing on community empowerment in the fields of economy, knowledge, skill, and awareness. After the program period, rehabilitation activities will continue by the local communities themselves. At the same time, the implementing partners will be ready to run their programs without direct assistance from YTB.
Community Organisers, village leaders and group leaders which are being assisted by YTB by means of capacity building, will assist and accompany their own communities in continuing the programs. It is for these reasons that YTB is proposing a lot of capacity building activities in the rehabilitation phase.
VI. ADMINISTRATION & FINANCE
The local administration and implementation will be taken care of by implementing partners with supervision from YTB. ACT funds will be received and held by YTB, and sent to implementing partners per needs.
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Besides the external audit, the Indonesian members of the ACT Alliance, participate in a process of monitoring and training organised by Ernst & Young. The monitoring and training include monitoring (every four months, at the levels of the accounts in Jakarta and Medan) and training workshops (every four months together with the other ACT members). For YTB this process will also involve the implementing partners WALHI, L-PEKA HKBP and BPB-PGI Nias.
VII. MONITORING, REPORTING & EVALUATION
Monitoring The tsunami programs in Aceh and Nias are co-ordinated by a Project Manager in Medan who is responsible to the Managing Director in Jakarta. The Project Manager does intensive field visits and monitors all the partners and co-ordinate the monthly meetings in YTB’s Medan Office. Three Project Officers assist the Project Manager in the field – one in the west coast of Aceh, who co- ordinates the projects implemented by the working group and WALHI; the second co-ordinates two implementing partners in Nias, and the third co-ordinates the church partners in Banda Aceh.
Reporting Each implementing partner will be responsible for the reporting of the implementation of rehabilitation assistance program in their respective areas of operation in accordance with ACT standards. YTB will assist the implementing partners in writing the narrative and financial report.
Reporting Schedule • Relief Phase narrative and financial reports as of 31st March 2005 received by ACT CO by 31st May 2005 • Interim narrative and financial reports as of 31st August 2005 received by ACT CO 30th September 2005 • Interim narrative and financial reports as of 31st March 2006 to be received by ACT CO 30th April 2006 • Interim narrative and financial reports as of 30th September 2006 to be received by ACT CO 31st October 2006 • Final narrative and financial reports as of 31st December 2006 to be received by ACT CO three months after the closing date of the appeal - by 31 March 2007
Evaluation The evaluation is aimed at maintaining speed and ensuring quality in the program implementation, both in the field and office management. Based on the result of the evaluations, recommendations will be proposed to improve the quality of service per implementing partner and YTB’s whole programs.
VIII. CO-ORDINATION
YTB is working through church and non-church implementing partners (local NGOs), district and sub-district authorities, and at village level YTB works in co-ordination with the village heads. Co- ordination with other ACT members continues through monthly meetings in ACT’s co-ordination office in Medan. One aim is co-ordination is to avoid program duplication among ACT implementing members.
Asia Earthquake & Tsunamis 79 ASRE 51 (Revision 2)
Co-ordination with implementing partners is done through formal meetings, correspondence and other focused discussions in the Medan office or in implementing offices in the field. In preparing the program implementation, YTB is working with the permission of village/sub-district leaders as well as with the Rehabilitation and Reconstruction Body (BRR) in Aceh and Nias.
IX. BUDGET Appeal Reference Number: ASRE51 Appeal Name: ASIA EARTHQUAKES AND TSUNAMIS RECAPITULATION Budget Revision 1 Budget Revision Proposed Budget Proposed Budget 1 Description of Items IDR USD Rev. 2 Rev. 2 18-Feb-05 18-Feb-05 IDR USD
TOTAL INCOME 6,634,131
WALHI Tano Village 9,054,445,000 1,006,049 2,655,885,384 259,364 Lhok Guci Village 6,851,136,000 761,237 1,658,198,153 161,933 Padang Keling Village 1,284,990,500 142,777 557,513,758 54,445
TEUNOM Subdistrict - 16 Villages - Livelihood Suppot Seunebuk Padang 0 0 614,000,000 59,961 Batee Roo 0 0 302,000,000 29,492 Aron Orchard, Tanoh Manyang Village 0 0 182,500,000 17,822 Gel Orchard, Tanoh Manyang Village 0 0 267,500,000 26,123 Padang Kleng 0 0 1,688,500,000 164,893 Simpang Ulim, Tanoh Anoe Village 0 0 348,000,000 33,984 Keude Ambang 0 0 568,500,000 55,518 Alue Ambang 0 0 1,616,500,000 157,861 Panton 0 0 881,000,000 86,035 Pasi Tulak Bala 0 0 344,000,000 33,594 Gampong Baro 0 0 414,000,000 40,430 Rambong Payong 0 0 588,500,000 57,471 Dusun Teupin Asan Desa Paya Baro 0 0 633,000,000 61,816 Dusun Paya Asan Desa Paya Baro 0 0 212,500,000 20,752 Lueng Gay Village 0 0 326,500,000 31,885 Teupin Ara 0 0 799,000,000 78,027 Cot Trap 0 0 701,500,000 68,506 Lueng Gay Village 0 0 555,000,000 54,199 Capacity Building 0 0 1,960,000,000 191,406 Other Direct Program related costs 438,000,000 48,667 411,445,929 40,180 Transport, Storage and Handling 404,000,000 44,889 1,037,357,767 101,304 Personnel, Admin, Operations 487,696,000 54,188 585,460,760 57,174 Sub total 18,520,267,500 2,057,807 19,908,361,751 1,944,176
WEST SOUTH HRC Suakbeuka Village 3,795,589,800 421,732 756,612,877 73,888 Lhok Kruet Village 2,702,970,400 300,330 571,749,209 55,835 Pantai Kuyun Gunung Rigah Village 488,033,240 54,226 70,983,942 6,932 Gunung Rigah 4,940,377,000 548,931 868,656,493 84,830 Johan Palawan Village 1,229,696,000 136,633 361,469,303 35,300 Peurumba Village 1,272,925,000 141,436 366,135,222 35,755 Muereuba Village 868,021,000 96,447 243,367,216 23,766 Keude Jeuram Village 237,141,000 26,349 102,919,072 10,051 Coot Mee Village 2,571,677,000 285,742 354,984,326 34,666 Keude Jeuram Village 237,151,000 26,350 25,500,305 2,490 Other Direct Program related costs 352,950,000 39,217 172,072,250 16,804 Captital Equipment 36,000,000 4,000 62,026,000 6,057 Transport, Storage and Handling 404,000,000 44,889 360,183,500 35,174 Personnel, Admin, Operations and 469,600,000.00 52,178 71,028,862 6,936 other Sub total 19,606,131,440 2,178,459 4,387,688,577 428,485 YTBI WORK GROUP - PANTAI BARAT Meulaboh - Livelihood Enviroment
Asia Earthquake & Tsunamis 80 ASRE 51 (Revision 2)
rehabilitation & Capacity building Suak Seumaseh Village 0 0 4,176,900,000 407,900 Suak Gendubang Village 0 0 661,600,000 64,609 Lhok Bubon 0 0 949,800,000 92,754 Suak Panteu Breuh 0 0 1,132,350,000 110,581 Aceh Jaya - Livelihood & Capacity Patek Village 0 0 1,291,400,000 126,113 Kuala Bakong Village 0 0 6,869,600,000 670,859 Blang Dalam Village 0 0 672,400,000 65,664 Babah Nipah Village 0 0 536,500,000 52,393 Gampong Baroe Village 0 0 608,600,000 59,434 Mata Le Village 0 0 151,200,000 14,766 Jeumpeuk Village 0 0 1,085,000,000 105,957 Cot Langsa Village 0 0 345,800,000 33,770 Kuala Ligan Village 0 0 1,040,600,000 101,621 Sawang Lageun Village 0 0 516,900,000 50,479 Padang Lageun Village 0 0 566,900,000 55,361 Baba Ngom Village 0 0 248,500,000 24,268 Informal School & Hall Reconstruction 0 0 1,700,000,000 166,016 Transport Storage, Handling 0 0 464,000,000 45,313 Capital Assets 0 0 85,000,000 8,301 Personnel, Admin, Operations, support 0 0 1,064,200,000 103,926 24,167,250,000 2,360,083 00 Sub total 19,606,131,440 2,178,459 28,554,938,577 2,788,568 BPB NIAS Sisarihili 11 Village 903,873,960 100,430 783,850,249 76,548 Onolimbu Raya Village 314,587,500 34,954 1,443,648,563 140,981 Tumori Faga Village 206,121,320 22,902 35,513,365 3,468 Onolimbu You Village 431,088,120 47,899 821,201,259 80,195 Onozalukhu You Village 700,257,280 77,806 997,755,477 97,437 Lasara Bagawu 0 0 1,129,633,000 110,316 Hilisoromi 0 0 1,149,033,000 112,210 Iraonogambo 11 0 0 903,933,000 88,275 Lasara Faga 0 0 1,189,433,000 116,156 Sitolu Banua Fadoro 0 0 1,493,533,000 145,853 Tuho'owo 0 0 762,333,000 74,447 Fadaro Bahili 0 0 1,184,733,000 115,697 Sirombu Village 0 0 2,379,066,000 232,331 Shelter for community meeting 0 0 1,320,000,000 128,906 Capacity building 0 0 275,000,000 26,855 2,555,928,180 283,991 15,868,665,913 1,549,674
Other Direct Program related costs 60,000,000 6,667 37,088,500 3,622 Captital Equipment 7,077,000 786 185,405,000 18,106 Transport, Storage and Handling 196,000,000 21,778 233,354,250 22,789 Personnel, Admin, Operations and 425,300,000 47,256 838,341,093 81,869 other 688,377,000 76,487 1,294,188,843 126,386 EARTH QUAKE Somi 0 0 913,346,000 89,194 Mehaga 0 0 917,031,000 89,554 Other support costs 0 0 163,900,000 16,006 Total Somi & Mehaga 0 0 1,994,277,000 194,754
Gunung Sitoli 0 0 5,665,195,060 553,242
Sub total 3,223,305,180 358,145.02 24,822,326,816 2,424,055 YAYASAN HANDAL MAHARDIKA Lahusa Village 401,600,000 44,622 315,368,650 30,798 Rehabilitation Programs community based Family Education 0 0 1,093,132,000 106,751 Organising the Sport Group 0 0 489,960,000 47,848 401,600,000 44,622 1,898,460,650 185,397
Indirect Costs 0 0 45,500,000 4,443 Captital Equipment 0 0 392,100,000 38,291 Sub total 401,600,000 44,622 2,336,060,650 228,131
L-PEKA HKBP HKBP Village 3,327,253,000 369,695 2,964,555,011 289,507 Rehabilitation Education 4,932,150,000 548,017 7,722,314,750 754,132
Asia Earthquake & Tsunamis 81 ASRE 51 (Revision 2)
Other direct Program related costs 330,000,000 36,667 396,087,500 38,680 Capital Equipment 60,598,000 6,733 105,497,500 10,302 Personnel, Admin, Operations, support 229,560,000 25,507 725,804,475 70,879 Sub total 8,613,009,500 957,001 11,914,259,236 1,163,502
PGIW - SUMUT/ YAYSAN SOLIDARITAS SESAMA Crisis Phase 463,516,095 51,502 812,587,016 79,354 Rehabilitation Education 14,375,000 1,597 12,153,000 1,187 Posko Solidarities - Food Relief 47,700,000 5,300 0 0 Program Implementation/ Rehabilitation 0 0 2,491,900,000 243,350 Sub total 525,591,095 57,084 3,316,640,016 323,891
PBHI Aceh Village 163,695,000 18,188 163,695,000 15,986 Nias Village 55,695,000 6,188 55,695,000 5,439 Transport Aceh 9,000,000 1,000 9,000,000 879 Transport Nias 9,000,000 1,000 9,000,000 879 Personnel, Admin, Operations and 6,500,000 722 6,500,000 635 other support - Aceh & Nias Sub total 243,890,000 27,098 243,890,000 23,817
YTB Direct Expenditure Capacity Building 400,000,000 44,444 8,868,116,412 866,027 Training For IP 3,186,000,000 354,000 3,574,546,893 349,077 Internal audit 260,068,485 25,397 Supporting System in Medan 192,000,000 21,333 477,187,889 46,600 Connecting Office & Guest House in 0 0 251,750,000 24,585 Nias Connecting Office in Meulaboh 0 0 178,700,000 17,451 Area Post in Banda Aceh 0 0 64,400,000 6,289 Capital Investment 1,348,500,000 149,833 2,303,566,500 224,958
Indirect Expenditure Coordination Networking & Participation 216,000,000 24,000 1,444,966,425 141,110 Lobby & Advocacy 1,140,000,000 126,667 542,051,000 52,935
YTBI BRANCH OFFICE IN MEDAN Medan office cost 1,226,000,000 136,222 1,984,449,223 193,794 Guest House Medan 0 0 215,500,000 21,045 Other cost for YTBI New Office 1,388,500,000 154,278 286,891,319 28,017 Monitoring & Evaluation 360,000,000 40,000 430,730,055 42,063
Supporting cost of YTBI in Jakarta 965,656,800 107,295 7,457,187,385 728,241 Strengethening by Ernest & Young 0 0 819,200,000 80,000 Ext. Audit cost by E & Y 1,980,000,000 220,000 2,252,800,000 220,000 Monitor. & Training E & Y 1,318,680,000 146,520 1,819,170,000 177,653 Monitoring YTB implementing partners 2,972,160,000 290,250 OPE & VAT taxfor monitoring of YTB 891,648,000 87,075 implementing partners
Expenses for RRF 0 0 496,697,247 48,506 Bank Expenses 0 0 27,107,399 2,647 Sub total 13,721,336,800 1,524,593 37,618,892,800 3,673,720
Total BUDGET 64,855,131,515 7,204,809 128,715,366,400 12,569,860
AMOUNT REQUESTED 5,935,729 9000 Exchange rate 10,240
Asia Earthquake & Tsunamis 82 ASRE 51 (Revision 2)
ACT INTERNATIONAL CO-ORDINATION & CAPACITY BUILDING IN INDONESIA.
Right from the on-set of the catastrophe ACT members in Indonesia, together with local partners, agreed that their work in the field be carried out in co-ordination. To support this ACT CO in consultation with the members agreed to put in place an ACT co-ordination in Indonesia.
Principles regarding the co-ordination The over-all principle is that the three ACT members in Indonesia will work together as equal partners. ACT Co-ordination in Indonesia is a light, minimal and temporary structure put in place to support the members. The co-ordination between the members is intended to make an effort to sustain itself in the long run, through the formalised establishment of an ACT forum in Indonesia. As a priority the co-ordination will focus on information management and matters related to the quality of services provided by the ACT members. Existing standards, guidelines and code of conduct that the ACT alliance always adheres to, are applied. Transparency and accountability are pre-conditions that enhance present and future possibilities for all members of the ACT alliance.
Fields in which co-ordination takes place • Monitoring and evaluation of the programs implemented. • Accountability and financial matters. • Acting as interlocutor between implementing members and non-operational funding members present in Indonesia • Contextual issues (politics, religion, matters relating to constituencies, security situation and liaison with government, UN and other donors/implementers). • Information management. • Logistics. • Screening of offers of expertise and material aid.
In Medan a two-day co-ordination meeting of all the three ACT members are held on a monthly basis (last two days of the month) and emergency meetings if the situation demands. The two days are devoted to intensive discussions on the six sectors mentioned above.
On a quarterly rotation basis each partner shall take the lead in the co-ordination process. The Information Officer of ACT is responsible for documenting the meeting proceedings and preparing the report. The report will be sent to all the ACT partners and to ACT CO, Geneva by the ACT co-ordinator. The lead partner is responsible for follow-up of the decisions taken in this co-ordination meeting as well as ensuring that monthly narrative reports and financial reports are circulated among the partners at least one day before the meeting.
ACT offices in Indonesia The ACT co-ordination has been working in two structures, one in Jakarta and one in Medan. Recently, following several issues raised concerning this set-up, a consultant was hired for a short- term assessment on the ACT co-ordination in Indonesia. The report, “Postmen or Coaches” is being looked into. CWS has taken the responsibility for the physical side of the office and YTB has done the same for human resources.
Quality, accountability, transparency and information ACT co-ordination focus on quality, accountability, transparency and information management.
Asia Earthquake & Tsunamis 83 ASRE 51 (Revision 2)
For the remaining time-period of the tsunami and earthquake response, the ACT co-ordination will strongly focus on program monitoring and at future co-ordination between the Indonesian members after the in-country support from ACT CO has been phased out.
Accountability and transparency during the full period of implementation will be enhanced through involvement of Ernst and Young, who also participated in the discussions that were part of this revision. Ernst and Young has also assisted in developing a set of criteria for the three ACT International members in Indonesia that will be the main standard in the financial monitoring process during implementation. Moreover they are assisting the members with their internal financial control systems.
Each member is responsible for their own program audit. The ACT co-ordination in Indonesia will be audited by PricewaterhouseCoopers, Geneva.
BUDGET
ACT CO-ORDINATION INDONESIA Appeal Reference Number: ASRE-51 (Revision 2) Appeal Name : ASIA EARTHQUAKE AND TSUNAMIS Period : 1st January 2005 - 31st December 2006
Description of Item Budget Budget Budget Budget Revision 1 Revision 1 Revision 2 Revision 2 IDR USD IDR USD INCOME Income received through ACT Geneva 520,837
Pledges 0
Income sent direct 0
Total Income 520,837
EXPENDITURE
Jakarta Office
J.1 Expenditures national coordinator / consultant J.1.1 Fees and international travel (January - March 270,000,000 30,000 270,000,000.00 26,367 2005) J.1.2 Inland travel and accomodation (January - 72,000,000 8,000 131,668,175.00 12,858 March 2005) Sub total 342,000,000 38,000 401,668,175.00 39,225
J.2 Salary costs staff Jakarta office J.2.1 National coordinator 710,552,500 78,950 710,552,500.00 69,390 J.2.2 Consultancy costs accounting 110,700,000 12,300 110,700,000.00 10,811 J.2.3 Office manager / secretary 126,874,500 14,097 126,874,500.00 12,390 J.2.4 Cleaner 44,464,500 4,941 44,464,500.00 4,342 J.2.5 Information managers 535,164,000 59,463 535,164,000.00 52,262 Sub total 1,527,755,500 169,751 1,527,755,500.00 149,195
J.3 One time investments office J.3.1 Registration fees 10,000,000 1,111 10,000,000.00 977 J.3.2 Office furniture, telephone, etc. 100,000,000 11,111 162,773,768.00 15,896 J.3.3 Miscellaneous 50,000,000 5,556 50,000,000.00 4,883 Sub total 160,000,000 17,778 222,773,768.00 21,755
J.4 Running costs J.4.1 Staff development 10,000,000 1,111 10,000,000.00 977 J.4.2 Rent 54,000,000 6,000 54,000,000.00 5,273
Asia Earthquake & Tsunamis 84 ASRE 51 (Revision 2)
J.4.3 Maintenance office 8,000,000 889 8,000,000.00 781 J.4.4 Utilities 36,900,000 4,100 36,900,000.00 3,604 J.4.5 Hospitality 24,600,000 2,733 32,696,679.00 3,193 J.4.6 Communications 203,000,000 22,556 203,000,000.00 19,824 J.4.7 Office expenditures 43,050,000 4,783 43,050,000.00 4,204 J.4.8 International travel 203,000,000 22,556 203,000,000.00 19,824 J.4.9 Inland travel national coordinator 123,000,000 13,667 123,000,000.00 12,012 J.4.10 Inland travel information officers 123,000,000 13,667 123,000,000.00 12,012 J.4.11 Inland travel other staff 24,600,000 2,733 24,600,000.00 2,402 Sub total 853,150,000 94,794 861,246,679.00 84,106
J.5 Coordination program costs J.5.1 Information management 350,000,000 38,889 350,000,000.00 34,180 J.5.2 Accountability (Ernst and Young) 574,200,000 63,800 574,200,000.00 56,074 J.5.3 Quality management 557,000,000 61,889 557,000,000.00 54,395 Sub total 1,481,200,000 164,578 1,481,200,000.00 144,648
Total BUDGET Jakarta office 4,364,105,500 484,901 4,494,644,122.00 438,930
Medan office
M.1 Expenditures regional coordinator / consultant M.1.1 Fees and international travel (72 days) 359,100,000 39,900 359,100,000.00 35,068 M.1.2 Inland travel and accommodation (72 days) 40,000,000 4,444 40,000,000.00 3,906 Sub-total 399,100,000 44,344 399,100,000.00 38,975
M.2 Salary costs staff Medan office M.2.1 Staff development 30,000,000 3,333 30,000,000.00 2,930 M.2.1 Regional coordinator 509,487,500 56,610 604,237,500.00 59,008 M.2.2 Office manager / secretary 163,016,000 18,113 163,016,000.00 15,920 M.2.3 Information officer 199,157,500 22,129 199,157,500.00 19,449 M.2.4 Finance assistant 112,102,200 12,456 112,102,200.00 10,947 M.2.5 Office boy + office girl (two persons) 140,958,000 15,662 140,958,000.00 13,765 M.2.6 Cleaner (part time) 44,464,500 4,941 58,302,000.00 5,694 M.2.7 Security guards (four) 281,916,000 31,324 281,916,000.00 27,531 M.2.8 Health Insurance 0 - 125,000,000.00 12,207 Sub-total 1,481,101,700 164,567 1,504,589,700.00 146,933
M.3 One time investments office M.3.1 Registration fees 10,000,000 1,111 10,000,000.00 977 M.3.2 Office furniture, telephone, etc. 200,000,000 22,222 280,302,325.00 27,373 M.3.3 Digital camera and printer, ink 17,500,000 1,944 17,500,000.00 1,709 M.3.4 Miscellaneous 100,000,000 11,111 100,000,000.00 9,766 Sub-total 327,500,000 36,389 407,802,325.00 39,824
M.4 Running costs M.4.2 Rent office 95,000,000 10,556 165,000,000.00 16,113 M.4.3 Rent warehouse 170,000,000 18,889 170,000,000.00 16,602 M.4.4 Maintenance office 18,000,000 2,000 39,043,532.00 3,813 M.4.5 Utilities 73,800,000 8,200 73,800,000.00 7,207 M.4.6 Hospitality 36,900,000 4,100 36,900,000.00 3,604 M.4.7 Communications 307,500,000 34,167 307,500,000.00 30,029 M.4.8 Office expenditures 86,100,000 9,567 146,370,191.00 14,294 M.4.9 International travel 102,500,000 11,389 102,500,000.00 10,010 M.4.10 Inland travel regional coordinator 123,000,000 13,667 123,000,000.00 12,012 M.4.11 Inland travel information officer 123,000,000 13,667 184,500,000.00 18,018 M.4.12 Inland travel other staff 61,500,000 6,833 61,500,000.00 6,006 Sub-total 1,197,300,000 133,033 1,410,113,723.00 137,706
M.5 Program Cost M..5.1 Information Management 0 0 336,000,000.00 32,813 Sub-total 0 0 336,000,000 32,813
Total BUDGET Medan office 3,405,001,700 378,334 4,057,605,748 396,251
Audit fees 198,000,000 22,000 198,000,000.00 19,336
Unforeseen 4% or 2% (rev.) of all costs in Jakarta & 159,342,144 17,705 175,004,997.40 17,090 Medan
Total BUDGET ACT Coordination Indonesia 8,126,449,344 902,939 8,925,254,867.40 871,607
Asia Earthquake & Tsunamis 85 ASRE 51 (Revision 2)
Amount requested 350,770
Exchange rate Rev. 1 9,000 Exchange rate Rev. 2 10,240
Before rev. unforeseen costs were calculated not including costs E+Y, now included. Before rev. 4% unforeseen, now 2%.
Asia Earthquake & Tsunamis 86 ASRE 51 (Revision 2)
I. REQUESTING ACT MEMBER INFORMATION
National Christian Council of Sri Lanka (NCCSL)
II. NCCSL & PARTNER INFORMATION
NATIONAL CHRISTIAN COUNCIL OF SRI LANKA (NCCSL) was created in 1935 to promote joint action among Churches and Ecumenical organisations. The Programmes of Peace & Reconciliation, Relief & Rehabilitation, Christian Education, Communication, Women’s concerns, Youth concerns are some areas where NCCSL generally co-ordinates activities on behalf of all members. However, the members are free to initiate activities on their own taking into consideration the needs and demands each denomination faces. The Churches and Institutions who are constituent members of NCCSL are spread throughout the island, consisting of both Sinhalese and Tamil congregations and others.
Since 1983 NCCSL has been systematically involved in Relief and Rehabilitation work in all affected areas in the country, both in man-made and natural disasters. It has a separate unit to implement and monitor such work, and has served all communities in Sri Lanka. It is also recognised by the State as a recognised organisation to work in those areas under the control of the LTTE.
MEMBER CHURCHES: Church of Ceylon – Diocese of Colombo : Rt. Rev. Duleep de Chickera Church of Ceylon – Diocese of Kurunegala : Rt. Rev. Kumara Illangasingha Methodist Church of Sri Lanka : Rev. W.P. Ebenezer Joseph Sri Lanka Baptist Sangamaya : Rev. Kingsley Perera Church of South India : Rev. Ponnudurai Reginold Narendraanugoolm Dutch Reformed Church : Rev. C. N. Jansz The Salvation Army : Colonel Roy Franz The Presbytery of Lanka : Rev. K. Piyadasa
MEMBER INSTITUTIONS: Young Men’s Christian Association (YMCA) : Mr. Crishantha Hettiarachchi Young Women’s Christian Association (YWCA) : Mrs. Kanthi Rupasinghe Ceylon Bible Society : Mrs. Lakshani Fernando Christian Literature Society (CLS) : Mr. Gamini Hettithanthri Student Christian Movement : Mr. Roshan Quintus
III. NCCSL’s IMPLEMENTING MEMBERS AND PARTNERS
A) NATIONAL LEVEL i. NCCSL members’ headquarters • Church of Ceylon, Diocese of Colombo- National Headquarters (Relief and Rehabilitation Desk) • Methodist Church- National Headquarters (MRDS- Methodist Relief & Development Services) • Dutch Reform Church- National Headquarters (Relief Desk) • National YMCA (Tsunami Committee) • National YWCA (Tsunami Committee) ii. NCCSL Secretariat units
Asia Earthquake & Tsunamis 87 ASRE 51 (Revision 2)
• NCCSL Secretariat- Commission for Justice and Peace • NCCSL Secretariat- Women’s Commission • NCCSL Secretariat- Relief and Rehabilitation Unit • NCCSL Secretariat- Development Commission • NCCSL Secretariat- Communications Unit • NCCSL Secretariat- Education Unit
B) REGIONAL/DISTRICT LEVEL
NCCSL is responding to the disaster through member Churches/ Ecumenical Organisations / Partners throughout the affected areas in the country. Four regions continue to be categorised for interventions that are being implemented within the NCCSL secretariat’s umbrella of co-ordination and project and financial management support at both the national and regional levels:
WEST i. Colombo and Kalutara Local NCCSL member churches/branches in Tsunami-affected areas (NCCSL Convenor/ Moratuwa, Panadura- Rev. Nilanga Gunasekera): • Church of Ceylon Churches (Moratuwa) • Methodist Church, Rawathawatte Circuit • Methodist Church, Panadura Circuit • YMCA Moratuwa • YWCA Panadura
SOUTH ii. Galle • Galle Clergy Fellowship Members of the fellowship include local representatives of: • Salvation Army (NCCSL Convenor/Galle- Major Marasinghe) • Church of Ceylon • Methodist Church • Dutch Reform Church • YMCA Galle • YWCA Galle iii. Matara • Ruhunu Kithunu Ekamuthuwa (Ruhunu Christian Group) Membership includes: • Church of Ceylon, Matara town (NCCSL Convenor/Matara: Rev. Niroshan de Mel) • Methodist Church, Matara circuit (Rev. Anil Silva) • Dutch Reform Church, Matara town • Salvation Army, Matara town • YMCA (Matara branch) iv. Tangalle Local NCCSL member churches/branches: • Methodist Church, Tangalle town (NCCSL Convenor/Tangalle- Rev. Anil Silva, Methodist Church) • Church of Ceylon, Tangalle town
Asia Earthquake & Tsunamis 88 ASRE 51 (Revision 2)
N.B. Working in partnership with the Inter-Religious Human Rights Committee, including Roman Catholic, local Buddhist and Muslim religious and lay people. v. Hambantota Local NCCSL member churches/branches: • Church of Ceylon, Hambantota town (NCCSL Convenor/Hambantota- Rev. Upul Fernando) N.B. Working in partnership with Roman Catholic and Muslim religious and lay people, including local Fishing Societies.
EAST vi. Ampara Local NCCSL member churches/branches committees in Tsunami-affected areas: • Development Committee, Thirukovil/Komari-Methodist Church only (Head/NCCSL convenor/Thirukovil and Komari- Rev. Dayanithi Rasaratnam ) Membership includes: • Methodist Church, Thirukovil and Komari circuit • Ecumenical Committee, Kallar/Kalmunai (Head/NCCSL convenor/Kallar and Kalmunai- Rev. M. Selvarajah) Membership includes: • Methodist Church, Kallar circuit • Methodist Church, Kalmunai circuit • Methodist Church, Kaluthawalai • JDCSI, Periya Neelavunai • YMCA, Kalumunai branch vii. Batticaloa Local NCCSL member churches/branches committees in Tsunami-affected areas: • Batticaloa Christian Union Membership includes: • JDCSI, Batticaloa town (Head/NCCSL Convenor/Batticaloa- Rev. Dr. S. Jeyanasen) • Church of Ceylon, Batticaloa town • Methodist Church, Koddaimunai circuit • Methodist Church, Puliyanthivu circuit • Methodist Church, Chenkalady circuit • Salvation Army, Batticaloa • YMCA Batticaloa • YWCA Batticaloa
• Valaichenai Ecumenical Committee Membership includes: • Methodist Church, Valaichenai circuit (NCCSL Convenor/Valachennai- Rev. S.J. Kathiresapillai) • Church of Ceylon, Morakotanchenai and Valaichenai • Salvation Army, Valaichenai • YMCA Valaichenai viii. Trincomalee Local NCCSL member churches/branches in Tsunami-affected areas:
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• Methodist Church, Trincomalee circuit (NCCSL Convenor/Trincomalee- Rev. S.S. Terrence) • Church of Ceylon, Trincomalee town • JDCSI, Trincomalee town
NORTH ix. Kilinochchi • Kilinochchi Action Committee (NCCSL Convenor/Kilinochchi- Rev, Charles David, Church of Ceylon). Membership includes local representatives of: • Church of Ceylon • Methodist Church x. Mullaitivu • Church of Ceylon (NCCSL Convenor/Mullaitivu- Rev. S.D.P. Selvan) Works with Roman Catholics, Fishing societies etc. xi. Jaffna • Jaffna Christian Union (NCCSL Convenor/Jaffna Peninsula- JCU President, Mr. D.R. Arumainayagam) Projects are implemented and managed directly by staff of the JCU secretariat. Membership includes local representatives of: • Church of Ceylon • Methodist Church • JDCSI • Salvation Army
IV. DESCRIPTION of the EMERGENCY SITUATION
Impact on Human Lives and Damages Around 75% of the coastal belt in Sri Lanka, was affected by the devastation. Around 40,000 lives were lost, and over one million people displaced.
Damages to productive assets: The Need Assessment Survey for Income Recovery (NASIR), carried out by the International Labour Organisation in April 2005, confirmed that there was extensive damage to productive assets and 87% of the tsunami affected households suffered due loss or damage to their privately owned productive assets. Housing: 88,554 housing units were damaged - 49,983 units were completely destroyed; 38,571 houses identified as partially damaged and repairable. Education: 163 schools in 11 Districts in 18 educational zones (Department of Education), 4 universities, 18 vocational/industrial training centres were destroyed or damaged. 449 schools were used as welfare centres. Education of 92,692 students was disturbed. Some schools are still being used as WCs/camps. Health: 92 local clinics, including 52 hospitals, drugstores including equipment were affected. Agriculture: 7,639 families in an area of 4,265 hectares have been affected due to destruction of crops, home gardens, entry of sea water to paddy fields and damages to livestock.
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Water supply and sanitation: Around 12,000 wells were damaged by salt water intrusion and 50,000 wells were abandoned; water supply and drainage systems were damaged. Transportation: The railways in the south were damaged. Coastal roads, bridges and causeways were damaged and accessibility was disturbed. Tourism: Around 27,000 workers employed in the tourist and tourist related services have lost their jobs as the hotels in the coastal belt were damaged. Fishing: 4,870 fishermen died, 103,000 were displaced and 24,187 fishing boats were destroyed; (75%) out of the total. 41% of the fish production was lost. About 100,000 employed in the fishing industry lost their livelihood. Power: Damages caused to the power transmission lines.
Number of People Displaced, Houses Damaged and Relief Ration Cards issued: Total Affected Prospective Beneficiaries Region / District No. of DS No. of RR Cards Families Families Houses Damaged Div.s GSNDs issued Displaced Affected Northern Region Jaffna 2 32 50,000 10,827 13,737 5,515 Mullativu 1 18 27,000 407 6,745 5,691 Kilinochchi 3 9 30,000 6,007 2,754 288 Eastern Region Ampara 11 126 185,000 38,002 58,616 18,810 Batticaloa 8 88 175,000 12,494 63,717 17,405 Trincomalee 6 52 110,000 3,0545 30,547 7,531 North Western Puttalam 1 4 852 18 232 55 Southern Region Galle 6 132 128,000 23,278 24,583 11,626 Matara 4 72 80,000 2,235 19,398 6,238 Hambantota 4 32 70,000 3,334 14,394 2,445 Western Regions Colombo 5 30 36,000 8,140 9,647 6,345 Gampaha(Wattala 2 14 20,000 308 6,827 854 Negombo) Kalutara 3 55 33,833 7,059 9,433 5,741 Total 56 664 947,735 142,654 260,630 88,544 Source; Department of Census and Statistics, TAFREN (Relief Ration Cards (RRC) issued) and District Secretaries N.B. There are disparities in the data collected by various agencies. Therefore 100% authenticity/ reliability in available data are questionable:
Summary - Damages to Major Sectors Region Education Sector Agriculture Sec. Fisheries Sector Health Affected No of Affected Destroyed/ Damaged* Schools Children Families Hectares FRP Traditional No. Boats Crafts Institutions Northern Jaffna 12 2,576 558 141.4 1,581 4 Mulatiivu 12 3,595 556 755.0 848 936 6 Kilinochchi No damages 1 Eastern Ampara 38 17,927 1,914 2,061.4 452 1,735 14 Batticaloa 33 11,513 2,053 373.4 683 18 Trincomalee 19 4,091 484 228.9 2,236 3,289 9 North W. Puttalam No damages Southern Galle 24 15,861 1,041 2,67.6 835 Matara 11 7,810 337 122.4 439 1,012 Hambantota 6 5,541 696 3,15.5 983
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Western Colombo No damages Gampaha 2 3,115 Kalutara 6 6,987 Total 163 92,692 ** 7,639 4,265.6 7,691* 13,593* 52***
Source: Ministry of Education, FAO / Ministry of Fisheries, FAO Report on 25.04.2005 by Salinity expert Neahje Kieler, Post tsunami recovery Need Assessment for the North and East (NENA) Planning and Development Secretariat, Jaffna LTTE January 2005 * Total craft destroyed 24,187 - Multi day-boats 853, One day boats 1048, FRP boats 7691, Traditional boats 13,593, and Beach seine craft 1002. ** Total includes the University / Vocational training students. *** Number of hospitals MHO offices only.
V. DESCRIPTION OF THE SITUATION IN THE AREA OF RESPONSE
For the period up until the end of September 2005, the NCCSL implemented its programmes according to three phases, as described in Revision 1 of the Appeal for Sri Lanka: Phase I – Relief phase Phase II – Transitional Phase Phase III – Recovery- Long and short term development phase
The progress against the objectives and targets set for this preceding period (Phase I, Phase II, and part of Phase III) has been reported in the Interim Reports to ACT CO. The remaining period of implementation within the ACT Tsunami Appeal, October 2005-December 2006, will be referred to as the ‘post-crisis phase’ (all work falls under Phase III).
Impact on Human Life in implementation area of Response: An Overview of the Post-crisis Situation A year after the Tsunami of December 26th, 2004, the situation in Sri Lanka has changed considerably. It is now in the post-crisis phase of rehabilitation and re-construction, with most of the humanitarian response efforts being focused on medium to longer-term needs of communities in Tsunami-affected areas. However, there are still a significant number of people living as IDPs in transitional and even temporary (tents) shelters in camps in all regions. Some of these IDPs in the North and East are also war-affected IDPs whose ‘emergency situation’ is a protracted one only compounded by the Tsunami. This means that the overall response continues to integrate some immediate relief needs, while also increasing our efforts in advocacy and rights-work with communities and at different levels of government and other authorities.
Co-ordination amongst humanitarian actors The entire sector has been challenged by problems of co-ordination, exacerbated by the rapid influx of an unprecedented number of INGOs, NGOs, Government and private agencies, with an unprecedented amount of funds to spend towards the delivery of post tsunami recovery. This ‘second tsunami’ has now waned somewhat, leaving further challenges for the government and others on the ground in identifying where pledges made have been left unfulfilled and where gaps in meeting needs exist, in order to re-allocate rehabilitation work still required. Other key issues include the inflationary effect of the influx of aid on prices, especially in construction materials and labour, and ‘competition’ between actors working in the same areas for scarce human and material resources, for managing and implementing projects. The rush to distribute relief without good co-ordination and, in some cases, without identification of the real needs of people at grassroots’ level, has also led to
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duplication in aid delivered, inappropriate or irrelevant material relief being given, or certain areas being neglected.
Efforts are being made by the government to improve co-ordination on the national level such as through the TAFREN (Taskforce for Rebuilding the Nation) and the newly established Disaster Assistance Database (DAD), to which NCCSL is registered and contributing information. The NCCSL is also a member of the Consortium of Humanitarian Agencies (CHA) which acts as an information sharing, advocacy and co-ordinating body for the humanitarian sector.
At the local level, NCCSL has made progress in facilitating the development of local level co- ordination committees of its members and partners. This aims to strengthen the NCCSL’s internal and external co-ordination with other agencies and government working in the different areas. Avoidance of duplication and an emphasis on the need for good assessment at the community level is also integrated into its appraisal and monitoring of all proposals received and projects implemented by its partners.
Livelihoods- Fisheries and Other According to the ILO, 87% of Tsunami-affected people lost their livelihood and the source of income they had prior to tsunami. The agriculture and trade sectors are finding it particularly difficult to resume work and women face particular challenges, especially where they are widows.
The Fisheries Co-operation of the government has reported oversupply or under-supply in different areas of different types of boats, nets and other types of fishing-related equipment. This is corroborated by reports from NCCSL’s own staff from the ground-level in different areas. NCCSL is very sensitive to this situation and makes every effort to avoid duplication and identify genuine needs in collaboration with the government or other authorities and the Fishing Societies and Unions in different areas, as well as through grassroots level information of its implementing partners and field and co-ordinating staff.
Food and Nutrition Due to conditions and the length of time that many families have been living in IDP camps, without an income or with only a reduced income, has meant that, following months of dry-food rations, their health and nutritional status has deteriorated. Government hand-outs have been discontinued in at least some camps. In order to supplement their diets and provide food rations the NCCSL has identified the need to keep some provision for this type of support for those in transitional shelters and without established livelihoods.
Education After the tsunami the dropout rate has increased drastically in affected areas (on average 30% and in some areas 70%). Students needing to sit for exams in November/December and April have fallen behind in their studies and require supplementary classes in order to catch up on the time they have lost. In the Eastern Region 50% - 70% of students are not attending schools as they do not have permanent shelters and schools are located far away. Also the children in IDP camps find it difficult to continue their studies. An average of 50% school dropouts are indicated in tsunami affected areas. Some school buildings are still used as IDP welfare centres.
Family shelter and Non-Food Items 50% of the people displaced by the Tsunami are still after nine months living in transitional shelters or at the welfare centres. This impacts their ability to recover and continue their lives. Others are living with relatives or friends. Less than 30% of IDPs have been re-located to permanent shelters.
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There are a number of NGOs/organisations who have pledged to build houses but some have not yet commenced construction. Construction of permanent shelters has been delayed due to a variety of issues, including: • The Government’s declaration on January 26th 2005, on the creation of a 100/200 metre strip of land as a no build zone along the coastal belt of Sri Lanka (the Coastal Conservation Zone-CCZ- or Buffer Zone). This was revised in October 2005 to be more flexible in different locations and construction plans are being revised by implementers. • Allocation of land unsuitable for construction and/or in a location unacceptable to those dependent on access to the sea for their livelihood • Scarcity and rising costs of labour, materials and land • Problems and confusion around entitlement to land and property, as well as rights and entitlements of landless squatters • Unfulfilled pledges by implementing agencies for different reasons • Lack of updated data from official co-ordinating authorities
The issue of upgrading temporary and transitional shelters has also become urgent in some cases given the deterioration of the shelters over time and the coming of the rainy season to the different regions.
NCCSL has included permanent housing and community buildings in the 2nd Revision in recognition of the great need in this area of work. Being mindful of the complexities and challenges involved NCCSL will be applying the lessons learned to date by both its implementing partners and others in this sector.
Health 92 local clinics, including 52 hospitals, drugstores, and their equipment were damaged or lost. Reconstruction is taking place. However, provision of services and access to basic facilities and health care is a problem, especially for the nearly 50% of those displaced still living in camps. There is high risk and possibility of spreading epidemics and waterborne diseases in these camps.
Water and Sanitation In many of the Welfare Centres/camps drinking water or sanitation facilities fall below minimum standards (Sphere). Wells still require cleaning or re-cleaning to make them usasable and provision of water is the greatest need especially in the North and East alongside permanent shelter.
Vulnerable Groups- Gender, Children and Disabled Vulnerable groups identified in all regions include young girls and women in IDP camps who lack privacy and security, and face sexual harassment, assaults and abuse. Also, children whose vulnerability is increased in the camps through exposure to dangers related to physical and sexual abuse, child labour and trafficking. In addition, there have been reports of problems related to discrimination in the distribution of relief as men tend to be the immediate recipient of relief items. Also, men’s livelihood needs are given more attention as less attention has been given to small-scale trade, subsidiary workers and other informal sector work that is often performed by women.
Widows and single mothers have also been identified as particularly vulnerable. Female headed households were 20% (Dept. of Census and Statistics – Consumer Household Survey 1999) before tsunami and has increased after the tsunami.
Physically and mentally disabled people have also been identified as having special requirements.
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Security situation in the area of proposed response South and West: There have been some incidences of violent conflict within and between communities provoked by inequities in the provision and distribution of aid. The South and West do not face any major threat currently of ethnic conflict. North: Tensions in the North between different political groups continue and implementing members work appropriately in co-operation with the co-ordinating mechanisms and bodies in the different areas. To date, project implementation has not been seriously affected. East: Tensions related to the ethnic and political conflict in the East in spite of the current cease-fire is on-going, with daily occurrences of shootings, assaults and abductions. The NCCSL’s local implementing partners live with and negotiate their way through this situation as part of their daily reality in continuing the implementation of projects. However, the re-igniting of the conflict is a constant threat and risk to the continued implementation of projects in the region.
The continued implementation of all projects is based on the assumption that peace talks will continue and the conflict will not re-start.
VI. TARGETED BENEFICIARIES
The number of beneficiaries in the original Revision 1, outlined by project phase and locations is given in the table below: Region Phase I Phase II Phase III Northern and Peninsular Coasts 1,500 families 1,200 families Breakdown by region to be East 5,500 families 2,200 families decided by assessment after the Southern Coast 2,750 families 1,200 families completion of Phase II. Other Regions 2,000 families 800 families Total 11,750 families 5,400 families 5,400 families
Population statistics and estimated targeted beneficiaries by province for the 2nd revision. Province District No. of Total Total No. of People Total Estimate/Province- Divisional Population Affected NCCSL Targeted Secretariat Census 2001 (Relief Rational Card Individual Beneficiaries Divisions Recipients) (period Oct.‘05-end affected by (Source: TAFREN) Dec.’06) Tsunami Northern Jaffna 8 68553 50000 Mulaitivu 2 19168 27000 9732 Kilinochchi 4 24691 30000 Eastern Ampara 7 484026 185000 Batticaloa 5 430134 175000 21744 Trincomalee 3 36000 110000 Southern Galle 5 794942 128000 Matara 4 540146 80000 8684 Hambantota 3 348022 70000 Western Colombo 3 773954 36000 Gampaha 1 289102 20000 1480 Kalutara 1 325958 33833 Cross Regional Covering all or more than one region 6523 Total 46 3,986,284 947,735 48,163
Number of targeted beneficiaries’ categorised by sector (as per budget sections-Revision 2) Targeted no. of Beneficiaries Sector Cross North South East West Total Region 1. Livelihoods / Fisheries 150 2436 310 2896 2. Livelihoods / other 2075 797 1761 3987 8620 3. Food and Nutrition 41 86 127
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4. Education 100 4012 485 5591 1030 11218 5. Family Shelter and Non-Food items 2250 395 1810 1000 585 6040 6. Health 2158 165 2495 2283 7101 7. Protection, Human Rights, Peace building & Advocacy 1550 1656 1800 585 5591 8. Water and Sanitation 7085 75 7187 14347 9. Capacity Building (accompaniment and training- including Disaster Mitigation and Preparedness) 275 106 381 Total* 8558 15037 8678 21848 2200 56,321 *Total by sector is greater than total by region as there is duplication in counting of the same beneficiaries by sector (e.g. a same individual being supported with both a boat and food rations)
Selection criteria for Beneficiaries used by the NCCSL NCCSL’s implementing members and partners are directly responsible for the selection of project beneficiaries. They are encouraged to do grassroots needs assessments before a proposal is submitted.
In its co-ordination, project appraisal, funding and monitoring role, NCCSL promotes and monitors adherence to the Red Cross Code of Conduct by all of its implementing partners and members funded by the ACT Appeal.
This includes a strict adherence to the principle that all priorities should be based on need, regardless of gender, ethnicity, caste, religion or political affiliation, and not for the purpose of furthering a religious or political standpoint.
Vulnerability NCCSL promotes with its implementing members the key criterion of vulnerability in prioritising selection of beneficiaries. This includes: • a focus on people internally displaced by the Tsunami and living in welfare centres (IDP camps), transitional shelters, and with friends and relatives. • The people who live below the absolute poverty line, whether affected directly by the Tsunami or not, but living in Tsunami-affected areas alongside those directly affected, are considered as a vulnerable group. Especially in the North and East, people displaced due to ethnic conflict and living in Welfare Centres (WC) with tsunami affected IDPs are treated as equally vulnerable and in need of assistance. • In line with this, NCCSL encourages a community-based approach, which seeks to avoid problems of inequity and to ‘do no harm’ in terms of creating inter and intra-community conflicts in what are already highly sensitive areas. • Children and women, with particular problems such as lack of accessibility to facilities for education for children, widows without a means to an income, malnourished children and pregnant mothers, and the need for protection of children and especially young girls in the WCs (camps) are prioritised as vulnerable groups • Specific marginalised groups such as, people with disabilities, single headed households, and toddy-tappers and low-caste groups are identified for support • The NCCSL’s implementing partners are often in a good position at the grassroots level to identify gaps in assistance where people affected and living in isolation have received little or no support.
Avoidance of Duplication • NCCSL makes every effort to check that duplication of efforts/support given is avoided. This includes double-funding of projects as well as ensuring that only legitimate beneficiaries are supported.
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• Checking that the beneficiary list reconciles with the Government authorities at local level to avoid replications and to reconfirm the eligibility of the selected people. • Checking Household Cards issued to the people by the Government (information profiles kept on beneficiaries who are entitled to Tsunami relief) when selecting beneficiaries.
Identification of Needs • Beneficiaries are selected after a needs assessment conducted by the implementing partners at grassroots level. The beneficiaries’ problems/needs are carefully listened to at the field level by the clergy and the members of the implementation committee prior to selection. Their concerns and their aspirations are treated as an integral part of this process. • Where beneficiary lists are provided by the government or local authorities, these are checked at community level by implementing member staff as well as by the TRU field staff • Our local partners co-ordinate with the District Secretaries (DS at district level administrative officer in the Government administration structure), Divisional Secretaries (DSD at divisional level), Grama Sevaka Niladiris (GSN at Village level) in the affected areas who help to identify beneficiaries and sectors requiring support. In some areas, GSs are members of the NCCSL implementing partners’ local area ecumenical and action committees.
VII. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION
Goal:
The over all long term Goal of this program is to restore the lives of tsunami affected people in coastal areas of Sri Lanka and bring them back to the mainstream of development.
Objectives:
Objectives from Rev.1 (13 objectives total) Update and changes made for Rev. 11 (9 objectives total) 1. To satisfy the immediate needs of the disaster affected Objective achieved. However, to some extent, there is still a need displaced populations by supplying food relief, drinking to provide relief items for some of those still living in WCs water, and medicine and non-food items. (camps), while supporting them to recover their livelihoods and be provided with permanent shelter. In recognition of this on-going need, therefore, this objective has been slightly adapted and included in Rev. 2 through different food/nutrition and water and sanitation interventions targeting IDPs still in transitional WCs (camps). [see Rev. 2 objectives 3 and 8] 2. To provide livelihood support to 18,000 families in about Livelihood recovery and development is a key part of the post- 200 villages. crisis, rehabilitation phase, with support going to the fisheries and other types of livelihoods. [see Rev.2 objectives 1& 2] 3. To undertake repairs of 3,000 dwelling units in 200 villages This objective reflects an on-going need in the shelter sector, and has been updated with target figures in line with proposals and estimates made during the revision process. [see Rev. 2 objective 5-shelter] 4. To provide temporary dwelling units to 4,800 families in This objective has been removed as it is no longer a relevant need. 200 villages. It has been replaced, however, with budget provision for upgrading of temporary and transitional shelters, in recognition of the timeframe required for all IDPs to be moved into permanent shelter. [see Rev. 2 objective 5-shelter] 5. To support 8,000 families/individuals through psycho-social Ten months after the Tsunami, various health issues are faced by /trauma counselling IDPs in the camps and other Tsunami affected people, including people suffering trauma and fear. Therefore, this objective has been included, but as part of a broader objective under ‘health’, corresponding to the budget section by the same name. [see Rev. 2 objective 6- health] 6. To provide educational support to 18,500 students 200 This continues to be a great need that the implementing partners of villages NCC are often in a good position to support at the grassroots level.
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It has been included again in Rev. 2 with figures adjusted according to re-assessment of need, capacity and requests from NCC’s partners. [see Rev. 2 objective 4- education] 7. To provide small income generating avenues to 4,700 These have been adapted and combined based on implementation families in 200 villages plans for the coming period. [See Rev. 2 objective 2- livelihoods/other]
8. To create income generating avenues among 4,000 women in 200 villages/areas through micro credits
9. To engage in necessary preparatory measures to put up 12 The proposal from the implementing member on which this disaster centres in the 4 regions. objective 9 was based did not come to fruition, and therefore it is no longer relevant and has been removed in Rev. 2. However, Disaster Management and Preparedness work is being integrated 10. To enhance the capacities of community leaders, church into work across the regions through support under another leaders, volunteers and staff on community based disaster objective related to capacity building at different levels. [see Rev preparedness/ management 2. objective 9-capacity building)
11. To sensitise the community leaders, church/members leaders These 3 areas of gender, advocacy, projct management, financial and staff on gender issues. accountability and SPHERE standards and the Code of Conduct have been integrated under Rev.2 objective 9- capacity building 12. To enhance the advocacy competency among NCCSL and its member churches.
13. To enhance the competencies of staff of NCC/member churches on project management financial accountability, sphere standards
Objectives in Summary for Revision 2 1. To provide fishing gear, equipment and assistance to 2,896 fishermen enabling them to get back to their normal livelihood activities. 2. To provide assistance to 8,620 people to restart their livelihood activities and improve family incomes. 3. To improve the nutritional status of 127 Children in three locations in the North and the South. 4. To improve the quality of education and reduce the school dropout rate by providing assistance to 11,218 children in affected areas. 5. To provide 357 permanent shelters and 500 housing repairs to shelters for 857 displaced households in four regions. 6. To improve the quality standards of health in the affected four regions including psychosocial support for 7,101 beneficiaries. 7. To enhance the capacity of 5,591 people in affected areas, on protection, Human rights, advocacy and Peace building. 8. To provide basic health need facilities to 14,347 people in affected areas. 9. To enhance the knowledge and capacities of NCCSL, NCCSL implementing partners and communities by providing them training on disaster management and mitigation leading to the formulation of Community Based Disaster Management Committees (CBDMC) at village level on the long term perspectives, as well as in other areas prioritised for effective implementation and management of the programme.
Activities:
Related to the revised objectives for the recovery phase (effective 1st October 2005)
Objective 1: To provide fishing gear, equipment and assistance to 2,896 fishermen enabling them to get back to their normal livelihood activities.
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On a priority basis, the project will support poor fishermen who lost their productive assets in the disaster (major sector with heavy losses to lives and productive assets – including fishing gears, boats, nets and engines etc.). Skill development training required for repairing boats will be provided to resume income generation activities of the people who were previously engaged in this sector.
Resting points (temporary huts or Vaadi) on seashore will be reconstructed in selected locations to facilitate for them to rest as well as prepare themselves to launch to sea and on return to do the cleaning.
Start-up salaries for 30 fisheries’ staff for six months to strengthen them while resuming their work.
Objective 2: To provide assistance to 8,620 people to restart their livelihood activities and improve the family income Skill development and training for income generation will be provided. Small scale business promotion and entrepreneurial development will be provided to selected potential groups.
Agriculture sector including livestock development is promoted.
In order to engage women in development activities, they will be motivated for initiating Self Help Group (micro-credit support) in their villages. The implementing member churches will facilitate the formation of groups, provide basic management skills on group management and provide each group with seed money for them to start activities as per their interests. These groups may, upon reaching a certain level of maturity, be linked to the local banks for seeking loan to start their own enterprises for additional income generation. Unlike usual micro credit norms, efforts will be made to include extremely vulnerable women.
Objective 3: To improve the nutritional status of 127 Children in affected areas Nutritional support will be increased according to the needs in the near future. Supplementary food will be provided to 26 children in the North, dry food rations will be provided to 15 orphans/handicapped in the North and 86 children of widows in the South (Hambantota) who are also empowered within income generation schemes.
Objective 4: To improve the quality of education and reduce the school dropout rate by providing assistance to 11,218 children in affected areas. The project intends to support 11,218 students with books, stationery items, school bags, school uniforms, shoes, supplementary classes and other education requisites. Although these needs were partially met in the earlier phase, due to the current situation continued support is needed. Recreation facilities and sports items will also be provided to students especially children in order to provide facilities for recreation. Some students will also be provided with bicycles for commuting to their schools or college. The bicycles will be the property of the schools and once the batch of students complete their studies the school will provide bicycles for the next batch of students who are in need.
It is important to recognise that the students are traumatised and therefore they need to be motivated to attend school (according to the recent statistics, the school dropout rate is on average 30%). It is also proposed that games and sports events will be organised from time to time for their recreation.
Objective 5: To provide permanent shelters to 6,040 displaced persons in the four regions Permanent housing is an important area of intervention that is needed. This was long delayed due to the controversial decision of a buffer zone introduced by the government after the tsunami. Now
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things have changed and the construction limits have been standardised by the government in mid October 2005.
The project intends to provide support for permanent shelters and repairs to damaged houses in selected locations covering all affected areas. A lot of discussions with NCCSL partner churches and its constituent member churches on the issue of housing pertaining to its design, location approved by the Government and the ambiguity in State housing policies which has caused dissent among the people (especially fishermen) as those earlier living near the coast are to be shifted to new locations distant from the shore.
Basic household items will be provided with the houses. The project provides support to 6,040 people in affected areas.
While NCCSL supported repairs to houses in Revision 1 of the Appeal, permanent shelter construction is a new area of work for Revision 2. The NCCSL made a decision in late January to hold off from supporting permanent shelter construction for a number of reasons, as described above. However, including permanent housing in Revision 2 is decided due to the priority given to this type of need by the communities themselves, as well as local partners, and the proven or increased capacity of NCCSL implementing partners to implement such projects. At the same time, NCCSL has recognised the need to build both the secretariat’s and NCCSL members’ access to external or in- house technical expertise to support implementation and monitoring. To this end, NCCSL is recruiting a mid-term consultant for the remaining period of the Appeal to provide technical expertise in the area of construction work, and to support monitoring of the implementing partners’ projects. The NCCSL implementing members/partners are recruiting technical experts on a consultant or staff basis to support the implementation and monitoring of construction projects, including quality control and beneficiary participation.
Objective 6: To improve the quality standards of health in the affected four regions including psychosocial support for 7,101 beneficiaries Primary health care and facilities are to be provided to 7,101 people. The programme includes construction of health centres, organise mobile clinics, health and nutrition awareness programmes for communities and psychosocial programmes etc. The mobile clinics are organised to address the immediate health needs of the people living in welfare centres and the clusters where the people do not have access to health facilities due to damaged infrastructures (hospitals, medical centres etc.) still under rehabilitation. All health related activities are co-ordinated with local health authorities. This programme will gradually be handed over to the local authorities.
Psycho-social support is very important, considering the loss of relatives and friends as well as assets and property. The elderly, widowed mothers, orphaned adolescent girls and children are the worst affected and there is a need to provide counselling support for them to continue their lives. As psycho-social interventions require a great deal of technical skills and experience it needs to be handled very carefully.
The NCCSL, with expert help, will work out the details of the program in consultation with its member churches. The nature and number of interventions will depend upon the coverage as well as the categories of clients. Broadly, it is proposed to have Training of Trainers programme that will strengthen each operational area, who will later train the community at large. The experts will organise sessions for beneficiaries initially. Efforts will be made to identify local youth (men as well as women) to become trainers as they can continue to be catalysts. Under the guidance of the experts,
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the project will also provide toys and games for children and possibly sport events for youth to relieve traumas.
Objective 7: To enhance the capacity of 5,591 people in affected areas, on protection, human rights, advocacy and peace building. The NCCSL and the member churches recognise the need of capacity building among staff on programmatic as well as organisational aspects for maintaining efficiency and effectiveness. NCCSL and its member-churches will also undertake advocacy at appropriate levels for ensuring that State measures are appropriate and reach affected people. NCCSL will also lobby the Government to articulate policies in favour of poor and marginalised communities which can pave the way for community participation in disaster preparedness and management at governmental levels.
Some of the key identified areas are community human rights and entitlement awareness, peace promotion and campaigns, communication and community dropping centres for training and sharing experiences.
Objective 8: to provide water and sanitation facilities to 14,347 people in affected areas Water and sanitation facilities will be provided for 14,347 people in affected regions. This includes construction of wells and toilets, installation of water pumps in the North, South and East of the island and provision of drinking water utilising a bowser for the welfare centres in the eastern region.
Objective 9: To enhance the knowledge and capacities of NCCSL, NCCSL implementing partners and communities by providing them training on disaster management and mitigation leading to the formulation of “Community Based Disaster Management Committees” (CBDMC) at village level on the long term perspectives, as well as in other areas prioritised for effective implementation and management of the programme. The need and the importance of Disaster preparedness among vulnerable communities for minimising the negative impact of disasters on their lives cannot be denied. Such efforts will be helpful in minimising the loss of human lives etc and will allow communities to act on their own before any external assistance arrives. It is proposed to organise capacity-building of NCCSL and its member-churches on disaster preparedness and then take it to the villages for their involvement. The proposed program is planned in three stages.
The aim of the first stage is to equip the NCCSL-TRU staff and nominees of NCCSL constituent members over a period of 5 days with resource persons from CASA & RIAP. The target group is 60 persons and the training will be conducted in three languages with simultaneous translation. This will enable non-English speaking persons to make use of this training.
The second stage is planned at regional level targeting 200 persons with a broad training. This will be held in early 2006 in 8 regions. The next phase of this stage is targeted to cater to 80 persons selected from the earlier phase. They will receive advanced training.
The final stage is to select 20 persons from stage 2 and train them to be trainers. These trainers will be used to train inter-religious groups at grassroots level. The 20 persons will be selected by experienced consultants. They in turn will function as the resource persons at grass-root level.
Project Implementation Methodology: The NCCSL primarily works with and through local clergy of Churches and ecumenical organisations who are members of the NCC. This is in order to have stability in the work as NCC desires to strengthen the ecumenical activities. The NCCSL believes that such links are vital to be
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credible not only in the post-tsunami work, but also in the days to come (see Section II for description of implementing partners of the NCCSL).
Capital assets 15 motorcycles are needed for field co-ordinators appointed for the four programme regions. After completion of the appeal the motorcycles will be used for development work in the areas by ecumenical organisations. Two cars will be bought and registered as NCCSL property. After the appeal these will be used for relief and rehabilitation work implemented by NCCSL and its constituent members.
Assumptions and risks Assumption: We assume that the MoU signed between LTTE and the government of Sri Lanka will be kept to and peace in the North and the East regions will prevail without disturbances. Risk: If the peace agreement is withdrawn there is a possible risk of conflict in the North and the East. There are reported incidents of breaches of the conditions of the agreement during the recent past.
VIII. ADMINISTRATION & FINANCE
NCCSL has established a Temporary Relief Unit (TRU), now to be called the Tsunami Rehabilitation Unit (TRU), to manage the relief and rehabilitation program funded through the ACT Appeal. The TRU is made up of temporary staff together with intern and volunteer support.
The General Secretary continues to attend the weekly meeting of the TRU Appraisal and Monitoring Committee as a permanent member and makes policy decisions of the TRU, remaining the co-signatory, along with the Treasurer, on all funding approved.
The National Programme Co-ordinator oversees the daily activity of the TRU and co-ordinates the overall programme.
The programmes in the four identified regions are supported by three Regional Co-ordinators (for North, East and South/West) who were appointed to oversee all activities related to the regions, reporting to the National Co-ordinator and the TRU Committee.
Each Co-ordinator is further supported by Field Officers based in the regions. There are currently five Field Officers (for Ampara, Batticaloa, Kilinochchi/Mullaitivu, West, and South), with recruitment of a further six required if possible (one each for Jaffna, Kilinochchi, Trincomalee, Valaichenai, Kallar/Kalmunai, and South).
Further support is given to the TRU by a Reporting and Liaison Officer and a Projects Officer
Specialist medium-term consultants and/or trainers are being recruited to support specific types of programme or areas of work as well as provide capacity building support to NCCSL and its members/partners over the remaining period of the Appeal. This includes: • fisheries sector- already recruited • information and communications • gender • advocacy • small-business development/livelihoods
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• housing/construction • health • disaster management and preparedness • financial management and systems (supporting local level partners)- already recruited
One full-time Financial Officer is being recruited who will be dedicated to TRU/ACT Appeal funds management for the remaining period of the Appeal, to work with the part-time Finance Assistant currently employed on the ACT related work. This is in addition to support from the full-time NCCSL Finance Consultant (overall NCCSL accountant). The General Secretary and the Treasurer are co-signatories on all accounts.
IX. MONITORING, REPORTING & EVALUATIONS
The implementing partners are responsible for first-line monitoring of the progress of the activities and financial expenditure on a regular basis and report the same to NCCSL on prescribed formats on due dates. The NCCSL is planning to have two new posts to help to maintain and monitor accounts at national and local level, including training where needed for implementing members/partners (see section VII).
Financial monitoring includes submission of three quotations for every item purchased.
NCCSL is in the process of introducing a cluster accounting system in selected areas for strengthening the accounting capacities of the implementing partners. Under this system, one Bank account will be maintained for a number of churches under the supervision of convenors in the region. Necessary training will be provided to account staff when starting shortly.
Furthermore, NCCSL has introduced the use of a document signed by the beneficiaries stating that no bribes were given by her/him to receive the items.
The General Secretary has been authorised to issue cheques and approve payments when releasing funds to the implementing partners. The cash transactions are minimised and payments made by cheque or bank transfer wherever possible. Cash advances are given (only in a few instances) only on the condition that original bills and the balances will be settled within a stipulated time frame set by the General Secretary.
Besides the Accountant, NCCSL will also engage the services of the NCCSL Auditors for a long period which is a reputed independent firm of Chartered Accountants for auditing purposes of this program and for maintaining high degree of accountability and transparency. The implementing partners will be required to submit audit reports to NCCSL twice a year.
Simple information management systems for managing and monitoring projects and finance have now been improved and continue to be developed with the support of the ACT Co-ordinator and will be used for the next implementation period. We hope this will also assist in more timely and accurate reporting to ACT.
The NCCSL through its National and Regional Co-ordinators and Field Officers is in close touch with the implementing partners and helps them in the monitoring process as well as verifying their reports through their field visits to project areas. The progress reports (financial as well as narrative)
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sent by the implementing members are reviewed by the NCCSL - TRU team on a regular basis. In addition to weekly updates to the Regional Co-ordinators, monthly reports are made by the Field Officers (FO) to the whole TRU team in Colombo and reviewed.
Reporting Schedule • Relief Phase narrative and financial reports as of 31st March 2005 received by ACT CO by 31st May 2005 • Interim narrative and financial reports as of 30th September 2005 received by ACT CO 31st October 2005 • Interim narrative and financial reports as of 31st March 2006 to be received by ACT CO 30th April 2006 • Interim narrative and financial reports as of 30th September 2006 to be received by ACT CO 31st October 2006 • Final narrative and financial reports as of 31st December 2006 to be received by ACT CO three months after the closing date of the appeal - by 31 March 2007
X. CO-ORDINATION
National Level The central office of NCCSL maintains regular contact with the Government at national level by participating in meetings and workshops to have updates on policy decisions on rehabilitation of disaster victims organised by the Consortium of Humanitarian Agencies (CHA) and various government bodies, committees and other agencies. The information gathered is shared with the members and regional staff for necessary follow up.
Regional/District Level The implementing partners and the field officers in the regions are in touch with other NGOs and INGOs at different levels for information sharing and co-ordination. They also co-ordinate with the CHA – district level operational meetings and the co-ordinating meetings organised by the District Secretaries in respective areas. Local level government officials are often part of local co-ordinating committees.
XI. BUDGET
Name of implementing member : NATIONAL CHRISTIAN COUNCIL OF SRI LANKA
Appeal Reference Number: ASRE-51 Appeal Name : ASIA EARTHQUAKE AND TSUNAMIS Period: (Revision 2) to 31st December 2006
Description Type of No. of Unit Cost BUDGET BUDGET PROPOSED PROPOSED REV. 1 REV. 1 BUDGET BUDGET Unit Units 18-Feb-05 18-Feb-05 Revision 2 Revision 2 LKR USD LKR USD
INCOME RECEIVED through ACT 2,684,598 Geneva Various donors (see ASRE51 spreadsheet for details)
INCOME RECEIVED directly - 819,120
Asia Earthquake & Tsunamis 104 ASRE 51 (Revision 2)
(Includes Local cash and non cash contributions) Various Donors (See ASRE51 Spreadsheet for details)
INCOME PLEDGED 1,108,431 (See ASRE51 Spreadsheet for details)
TOTAL INCOME 4,610,149
Phase I: First four weeks
Relief Items Initial cooked food people 5,000 40 200,000 2,020 0 0 Dry food items pack 23,500 442 10,387,000 104,919 4,329,656 44,180 Non-food items pack 7,000 700 4,900,000 49,495 3,074,919 31,377 Water bottles 15,00035 525,000 5,303 0 0 Clothes and beddings, Mats item 5,000 400 2,000,000 20,202 1,921,256 19,605 Infant food pkts 5,000 175 875,000 8,838 0 0 Feeding bottles etc bottles 5,000 100 500,000 5,051 0 0 Lime for sanitation kg 500 50 25,000 253 0 0 Sub Total 01 19,412,000 196,081 9,325,831 95,162
Personnel Support, Transport & Hosting Logistician (1) Month 12 38000 456,000 4,606 0 0 Transport of persons to regions km 10,000 18 180,000 1,818 374,398 3,820 Transport of items to regions km 8,000 23 184,000 1,859 448,920 4,581 Hosting Guests, meetings, etc. lump sum 1 100,000 100,000 1,010 322,302 3,289 Sub Total 02 920,000 9,293 1,145,620 11,690
Total - Phase I 20,332,000 205,374 10,471,451 106,852
Phase II: Next four to eight weeks Relief Items Dry food items Families 5,400 1,100 5,940,000 60,000 3,429,599 34,996 Milk food Families 3,600 120 432,000 4,364 0 0 Sub Total 03 6,372,000 64,364 3,429,599 34,996
Non-food items Cooking pots and vessels Families 10,400 700 7,280,000 73,535 2,078,975 21,214 Plates, cups Families 10,400 300 3,120,000 31,515 0 0 Community Water Tank (2000 l) Item 20 12,000 240,000 2,424 0 0 H-hold Water Containers (20 l) Item 10,400 100 1,040,000 10,505 0 0 Kerosene Stoves Item 10,400 700 7,280,000 73,535 0 0 Household Kerosene (5 lit) + Plastic Item 10,400 400 4,160,000 42,020 0 0 container Lanterns Item 5,400300 1,620,000 16,364 0 0 Building materials (temp shelt) Item 4,800 30,000 144,000,000 1,454,545 0 0 Generators Item 1276,000 912,000 9,212 462,000 4,714 Water Pumps Item 27 42,000 1,134,000 11,455 0 0 Fuel for running generators @ 1200 lit.per litres 14,400 27 388,800 3,927 0 0 generator fuel for running water pumps @ 600 lit.per litres 16,200 27 437,400 4,418 0 0 water pump Toys & Play Material Childen Children 2,850 500 1,425,000 14,394 0 0 Sub Total 04 173,037,200 1,747,849 2,540,975 25,928
Clothes Women's clothing Item 13,100 300 3,930,000 39,697 375,423 3,831 Men's clothing Item 13,100 200 2,620,000 26,465 0 0 Children's clothing Item 15,800 300 4,740,000 47,879 0 0 Beddings Item 21,200200 4,240,000 42,828 0 0 Sub Total 05 15,530,000 156,869 375,423 3,831
Asia Earthquake & Tsunamis 105 ASRE 51 (Revision 2)
Education and School assist. Sch. Education equipm't (stationary + bag) Package 22,525 460 10,361,500 104,662 4,454,445 45,454 Uniforms Package 22,525 450 10,136,250 102,386 617,067 6,297 Temp. School Water tanks Schools 20 15,000 300,000 3,030 43,890 448 Pedestal cycles Item 1,200 9,500 11,400,000 115,152 598,604 6,108 Sustaining Educ. of Selectd Affected Children 600 5,000 3,000,000 30,303 2,083,065 21,256 Children Sub Total 06 35,197,750 355,533 7,797,071 79,562
Psycho social inputs 12 Children protection centers for 6 months month 6 240,000 1,440,000 14,545 0 0 TOT Est per 4 2,000,000 8,000,000 80,808 0 0 region For visits Est per 4 200,000 800,000 8,081 37,976 388 region Resource persons fee Estimate 4 200,000 800,000 8,081 0 0 Sessions for special categories (women, Est./ session 4 500,000 2,000,000 20,202 708,229 7,227 children, men) Materials for communal activities Lump sum 4 100,000 400,000 4,040 533,044 5,439 Sub Total 07 13,440,000 135,757 1,279,249 13,054
Total - Phase II 243,576,950 2,460,372 15,422,317 157,371
Phase III – Long-Term Rehabilitation Shelters Repairs to houses Item 3,415 50,000 170,750,000 1,724,747 7,866,950 80,275 Rebuilding of Houses Item 1,455 400,000 582,000,000 5,878,788 576,777 5,885 Rainwater harvesting Item 600 45,000 27,000,000 272,727 0 0 Sub Total 08 779,750,000 7,876,262 8,443,727 86,160
Water Cleaning of wells 2,150 800 1,720,000 17,374 5,628 57 Water purification. Chlorine 2,150 200 430,000 4,343 275,000 2,806 Repair of wells 1,280 1,500 1,920,000 19,394 12,220 125 Sub Total 09 4,070,000 41,111 292,848 2,988
Livelihood Initial livelihood Families 5,930 2,000 11,860,000 119,798 4,767,470 48,648 IG support Families 5,850 30,000 175,500,000 1,772,727 30,423,211 310,441 IG support Widows/vulnerable single People 575 10,000 5,750,000 58,081 0 0 parents Fishing boats item 174 275,000 47,850,000 483,333 13,661,000 139,398 Fishing nets item 600 80,000 48,000,000 484,848 6,339,085 64,685 Tool kits for carpenters Package 1,800 6,500 11,700,000 118,182 0 0 Tool kits for Masons Package 1,800 3,000 5,400,000 54,545 0 0 Micro credit support Lump sum 14,200,000 143,434 300,000 3,061 Sub Total 10 320,260,000 3,234,948 55,490,766 566,232
Persons with Special Needs (Disabled) Replacement of Lost or damaged Aides Persons 150 20,000 3,000,000 30,303 79,750 814 Vocational and Skills Training Persons 210 25,000 5,250,000 53,030 0 0 Subtotal 11 8,250,000 83,333 79,750 814
Capacity Building and Training Capacity Building Program for the TU staff Lump sum 1 800,000 800,000 8,081 172,023 1,755 Capacity Building for the implementing Est. per 4 500,000 2,000,000 20,202 1,612,582 16,455 partners region Capacity build. for NCCSL staff Lump sum 1 800,000 800,000 8,081 0 0 Community Based Disaster Preparedness Est. per 4 800,000 3,200,000 32,323 16,781 171 Training region Capacity Building Programs for the CBOs Est. per 4 800,000 3,200,000 32,323 382,709 3,905 region
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Subtotal 10,000,000 101,010 2,184,095 22,287
Transport costs Transporting costs for items (hired) km 8,000 23 184,000 1,859 385,247 3,931 Transport of persons (hired vehicles) km 7,000 18 126,000 1,273 580,140 5,920 Cold room Transports (hired) km 2,000 29 58,000 586 0 0 NCC Vehicle related (fuel only) Litres 1,500 60 90,000 909 0 0 Sub Total 11 458,000 4,627 965,387 9,851
Disaster centers Designing, technical expertise, locations, Est. per 4 1,000,000 4,000,000 40,404 0 0 etc region Meetings, Discussions, Awareness re CBDP Est. per 4 500,000 2,000,000 20,202 0 0 region Procurement of lands Est. per 4 15,000,000 60,000,000 606,061 260,000 2,653 region Subtotal 66,000,000 666,667 260,000 2,653
Total - Phase III 1,188,788,0 12,007,958 67,716,573 690,985 00
TOTAL DIRECT COSTS - PHASES I - III 1,452,696,9 14,673,704 93,610,341 955,208 50
RR Temporary Relief Unit Set Up / Other offices set up Computers desk top Units 15 100,000 1,500,000 15,152 1,135,176 11,583 computers lap top Units 4 200,000 800,000 8,081 164,750 1,681 Telephones Units 16 25,000 400,000 4,040 275,550 2,812 Mobile phones Units 14 15,000 210,000 2,121 56,000 571 Furniture and fixtures Units 8 20,000 160,000 1,616 44,904 458 Stationary Estimate 1100,000 300,000 3,030 0 0
CAPITAL EQUIPMENT Communication Equipment Estimate 1 500,000 500,000 5,051 0 0 Motor cycles (12+2+1) Unit 15 125,000 1,875,000 18,939 583,280 5,952 Passenger vans Unit 2 5,000,000 10,000,000 101,010 0 0 4 WD double cab vehicles unit 2 6,000,000 12,000,000 121,212 5,340,000 54,490 Sub Total 12 27,745,000 280,252 7,599,660 77,548
Personnel, Administration, Operations and Support Operational Costs (for twelve months) Regular Admin, Secretariat staff (15%) month 12 18,000 216,000 2,182 121,178 1,237 Program officer / Coordinator + of the other month 12 87,400 1,048,800 10,594 252,000 2,571 partners) Logistic coordinator (+ of the other month 12 87,400 1,048,800 10,594 0 0 partners) NCC Coordinators (+ of the other partners) month 12 238,050 2,856,600 28,855 205,295 2,095 Regional Coordinators (+ of the other month 12 449,650 5,395,800 54,503 359,274 3,666 partners) Program Assistant (2 persons) month 12 79,350 952,200 9,618 26,000 265 Accountant month 1243,700 524,400 5,297 0 0 Finance Officer month 12 87,400 1,048,800 10,594 90,000 918 Accounts assistant month 12 52,900 634,800 6,412 0 0 Volunteer Staff Allowance month 3 720,000 2,160,000 21,818 0 0 Driver (NCC + others) month 12 51,750 621,000 6,273 37,065 378 Office Assistants (NCC + others) month 12 34,500 414,000 4,182 0 0 Training (PS, Organizational, field activity, month 12 100,000 1,200,000 12,121 0 0 etc) Telephone, Email, Internet (5 desks) month 12 40,000 930,000 9,394 192,513 1,964 Fuel for the vehicles (NCC + partners) litres 12,000 60 1,020,000 10,303 31,928 326
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Stationary Unit 60 6,000 360,000 3,636 167,831 1,713 Electricity, fittings etc Lump sum 150,000 1,515 36,268 370 Bank Charges, Debit tax, Withhold Tax month 12 12,000 144,000 1,455 242,808 2,478 Staff Transport km 36,000 16 576,000 5,818 400,654 4,088 Hospitality Lump sum 200,000 2,020 59,183 604 Sub Total 13 21,501,200 217,184 2,221,997 22,673
Other support costs to NCC (1.5% of total budget) 3,782,482 38,207 454,946 4,642
Total – Personnel, Administration, Operations & Support 53,028,682 535,643 10,276,603 104,863
Audit 1 150,000 150,000 1,515 0 0
Total Expendit. Crisis Phase 1,505,875,6 15,210,862 103,886,944 1,060,071 32
Post-crisis Phase- October 2005-December 2006
Livelihoods/Fisheries Boats Boats 852 0 0 40,711,000 407,110 Nets Nets 871 0 0 71,387,900 713,879 Out-board motors Motors 65 0 0 18,114,000 181,140 Fishing accessories 0 0 13,822,100 138,221 Other Fisheries equipment 0 0 4,719,000 47,190 Start-up Salaries- fisheries staff 6 month 30 0 0 1,050,000 10,500 Salary Subsidy Fishermen's shelters ('vaadi') Shelters 23 0 0 352,000 3,520 Boat repairs 0 0 0 0 Direct project transport, personnel & admin.costs 0 0 654,700 6,547 Subtotal 0 0 150,810,700 1,508,107
Livelihoods/Other Start-up-Food processing and selling- Families 0 0 6,335,820 63,358 equipment/tools/supplies Start-up- Sewing and handicrafts- Equipment/tools/supplies 0 0 13,860,524 138,605 Start-up-Carpenters and masons, and Package 0 0 2,916,000 29,160 construction work- Equipment/tools/supplies Start-up- Small-scale goods vendors and service providers- 0 0 31,070,550 310,706 Equipment/tools/supplies Start-up-Animal husbandry & poultry farming 0 0 8,872,840 88,728 Start-up- Vegetable cultivation- equipment/tools/supplies 0 0 11,515,000 115,150 Job-related transport- Bicycles Bicycles 288 0 0 2,847,248 28,472 Vocational/technical training and centres 0 0 15,475,050 154,751 Micro-finance Indivdl 604 0 0 16,550,000 165,500 loans people Capacity building- small business development 0 0 915,750 9,158 Seed-capital for income generation (small grants) 0 0 8,347,500 83,475 Rehabilitation of farming land 0 0 2,855,400 28,554 Direct project transport, personnel and administration costs 0 0 496,000 4,960 subtotal 0 0 122,057,682 1,220,577
Food and Nutrition 00 Supplementary nutrition 0 0 268,133 2,681 Dry-food items 0 0 86,000 860 Food transport and distribution 0 0 0 0 Direct project transport, personnel and administration costs 0 0 4,000 40 subtotal 0 0 358,133 3,581
Education School children's uniforms & school Package 0 0 4,508,537 45,085
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supplies Supplementary classes for school children Package 0 0 9,314,824 93,148 Training of tutors 0 0 0 0 School transport- bicycles, other vehicles, Item 0 0 4,248,604 42,486 fares Nurseries/day-care for child. under 5 years 0 0 150,000 1,500 Construct. of School Building Schools 0 0 0 0 Direct project transport, personnel and administration costs 0 0 130,500 1,305 subtotal 0 0 18,352,465 183,525
Family Shelter and Non-Food Items Upgrading of Transitional shelters Roofing 600 0 0 529,160 5,292 Sheets Permanent housing re-construction (with Houses 357 0 0 239,628,000 2,396,280 toilets) Permanent Housing repairs House 500 0 0 25,375,000 253,750 Repairs Community buildings construction Community 4 0 0 1,705,000 17,050 Buildings Land clearing & preparation 0 0 100,000 1,000 Procurement of land for permanent housing Item 0 0 17,279,000 172,790 and community buildings Household basic start-up items Families 0 0 6,250,000 62,500 Electrical wiring and alternative energy Item 0 0 2,235,000 22,350 technology Direct project transport, personnel and administration costs 0 0 1,400,000 14,000 subtotal 0 0 294,501,160 2,945,012 Health Health workers allowances and staff salaries 0 0 1,150,000 11,500 Health services Infrastructure 0 0 11,054,340 110,543 medical supplies and medicines 0 0 435,580 4,356 mobile medical clinics for camps 0 0 15,500,000 155,000 Psychosocial support - counselling 0 0 5,344,835 53,448 Psychosocial support- training 0 0 1,728,000 17,280 Psychosocial support- recreation 0 0 6,301,550 63,016 Replacement of aids for physically disabled people 0 0 750,000 7,500 community health promotion 0 0 48,000 480 Communications for dispersed communities 0 0 250,000 2,500 Direct project transport, personnel and administration costs 0 0 295,000 2,950 subtotal 0 0 42,857,305 428,573
Protection, Human Rights, Peace building & Advocacy IDP camp security 0 0 118,500 1,185 capacity building- community human rights and entitlements awareness 0 0 1,934,300 19,343 Legal assistance and rights/entitlements advice 0 0 2,625,500 26,255 Peace promotion and campaigns 0 0 1,150,000 11,500 Communications 0 0 88,300 883 Community drop-in centres/creation of safe spaces for women and children 0 0 2,150,000 21,500 Direct project transport, personnel and administration costs 0 0 282,000 2,820 subtotal 0 0 8,348,600 83,486
Water and Sanitation Well construction and repairs Wells 86 103,198 0 0 8,875,000 88,750 Drinking water supply Bowser & 1 +1 0 0 5,397,000 53,970 Tank Latrines construction Toilets 137 29,834 0 0 4,087,190 40,872 water pumps- equip. & running costs Pumps 10 60,000 0 0 600,000 6,000 Direct project transport, personnel and administration costs 0 0 0 0 Rainwater Harvesting Tanks 40 0 0 1,200,000 12,000 subtotal 0 0 20,159,190 201,592
Capacity Building (training and accompaniment) Workshop & consultant expenses for Lump Sum 0 0 6,511,675 65,117 NCCSL staff & implementing partners
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Workshop & consultant expenses for community mobilisation 0 0 1,164,500 11,645 Disaster Mitigation and Preparedness- Lump Sum 0 0 3,281,500 32,815 Training and accompaniment Direct project transport, personnel and administration costs 0 0 80,100 801 subtotal 0 0 11,037,775 110,378
Total estimated expenditure- DIRECT programme costs 0 0 668,483,010 6,684,830
NCCSL Secretariat- Personnel, Administration and Operational Costs TRU Infrastructure Development 00 Development of Coordinating Centre 1 0 0 7,500,000 75,000 Computers/Accessories Comp & 5 + 5 + cabling 0 0 1,200,074 12,001 Printers Telephones & Communication Equipment Std & 10 0 0 278,450 2,785 Mobiles Multi-media Equipment 1 0 0 500,000 5,000 Photographic Equipment Camera & 2 + 1 0 0 300,000 3,000 Video Furniture & Fittings Lump 0 0 250,000 2,500 Sum
Operational Costs Regular Administration & Secretarial Staff 0 0 619,222 6,192 Field Officers 10 0 0 1,896,800 18,968 Logistics Coordinator 1 0 0 248,800 2,488 National Coordinator 1 0 0 651,305 6,513 Regional Coordinators 4 0 0 1,536,526 15,365 Program Assistants 4 0 0 926,200 9,262 Finance Officers 2 0 0 750,000 7,500 Accounts Assistants 2 0 0 634,800 6,348 Field Visit Expenses 0 0 1,560,000 15,600 Drivers 2 0 0 283,935 2,839 Communication 0 0 1,037,487 10,375 Fuel & Vehicle Maintenance 0 0 1,588,073 15,881 Printing & Stationery 0 0 292,169 2,922 Electrical Fittings 0 0 513,732 5,137 Bank Charges, WHT, Debit Tax etc 0 0 800,000 8,000 Travelling & Transport 0 0 1,500,000 15,000 Hospitality 0 0 554,817 5,548 Internal & External Audit. 0 0 250,000 2,500
Capital Equipment Motor cycles 15 0 0 1,291,720 12,917 Passenger Vans 1 0 0 5,000,000 50,000 4WD Double Cabs 1 0 0 4,160,000 41,600 0 0 3,327,535 33,275 0 0 39,451,645 394,516
NCCSL Implementing members/partners- Personnel, Administration and Operational Costs Personnel 0 0 8,399,000 83,990 Administrative running costs 0 0 4,181,140 41,811 Equipment and Infrastructure 0 0 2,130,000 21,300 Travel Expenses 0 0 21,200 212 subtotal 0 0 14,731,340 147,313
Total estimated expenditure-INDIRECT costs 0 0 54,182,985 541,830
Total est. expenditure-DIRECT and INDIRECT costs (Post 0 0 722,665,995 7,226,660 Crisis)
Asia Earthquake & Tsunamis 110 ASRE 51 (Revision 2)
TOTAL ESTIMATED BUDGET ( Crisis & Post Crisis Phases) 1,505,875,6 15,210,862 826,552,939 8,286,731 32
Amount Requested 3,676,582
Exchange rate: Revision 1. 99 Exchange rate: Revision 2 100
NB: Please note that NCCSL has concluded the Crisis Phase implementation. The actual expenditure per budget line for this phase therefore become Revision 2. The total estimated budget for the period Jan 2005 to Dec. 2006 is therefore made up of the crisis and Post Crisis Phase.
Asia Earthquake & Tsunamis 111 ASRE 51 (Revision 2)
I. REQUESTING ACT MEMBER INFORMATION
• JAFFNA DIOCESE OF THE CHURCH OF SOUTH INDIA (JDCSI)
II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION
JDCSI Diocesan offices are based in Vaddukoddai, Jaffna. The JDCSI Relief Committee was formed following the tsunami and is comprised of ten persons. JDCSI is a local organisation and has been involved in community development work for many years, including aiding victims of the two decades of ethnic conflict. JDCSI is not a member of the ACT alliance but for historical reasons has an exception in connection to the ACT appeal ASRE51.
Implementing partner Tamil Rehabilitation Organisation, Killinochchi (TRO)
III. DESCRIPTION of the EMERGENCY SITUATION
On December 26th, 2004, the tsunami waves that hit Sri Lanka caused massive destruction to a country still trying to recover from 20 years of conflict. The northern part of the country is amongst the worst affected areas, creating the need for complete reconstruction of both houses and infrastructure in some villages.
IV. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE
Locations of proposed response JDCSI intend to build houses in two villages; Kallapadu North and Katupulam.
Kallapadu North: is a coastal village located 1 km southeast of Mullaitivu town, in the Mullaitivu Karuthuraipattu Divisional Secretary Division. This is within the Vanni area administered by the LTTE. More than 200 people lost their lives in Kallappadu North. The entire village was washed away with few houses and little infrastructure left. Even natural resources like drinking water sources have become saline and polluted.
TRO has requested that JDCSI partner with them, as well as with GTZ and other INGOs, to rebuild the infrastructure of this community. JDCSI has been asked to build 100 cyclone-resistant houses on land, which was designated by the government for housing construction for the Kallapadu North tsunami victims. Each family will get land on which a house, toilet, and well will be constructed. The wells and toilets will be supplied by UNICEF.
TRO has organised a variety of NGOs to provide relief in different sectors. UNDP and GTZ have supplied fishing equipment to victims; OXFAM has undertaken well cleaning and the supply of drinking water in the affected area; ASB has given generators for the transitional camps; UNHCR donated household goods; ICRC has provided medical attention. For the third phase, as well, a variety of organisations are committed to assisting in Kallappadu North. GTZ will build schools and a community centre; UNICEF is responsible for constructing wells and toilets; and Save the Children will develop pre-schools. Three organisations have agreed to focus on house construction: TRO (25 houses), MALTEZA (50 – 60 houses), and JDCSI (100 houses).
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The affected population is now living in transitional shelters in Mullaitivu town. They have been assisted with the basic necessities by local authorities and INGOs. The families will be resettled within the same village they lived in prior to the tsunami, but outside the 200 metre ‘buffer zone’.
The information given comes from the Community Based Organisation formed by the villagers themselves, who have organised a village development forum. GTZ-NRP and TRO provided assistance to the villagers to help them co-ordinate and articulate their situation and needs.
Kattupulam: is a fishing community of 115 Hindu families on the Northwest coast of Jaffna peninsula which has been seriously hit thrice:
• With the December 2004 tsunami, the fishermen living in these camps lost all their boats, nets and fishing gear and thus all means to their livelihood. Thankfully there were no loss of lives because there was a temple festival that night and fishermen were not out at sea. • In 1993 the fisher folk from Katupulam village were forcibly moved inland by the Sri Lankan Navy so that a ‘high security zone’ could be created along the Northern coastal line. Nearly one hundred families from this village were displaced and settled in two ‘refugee camps’ located on privately owned land near Chullipuram Village. The families live in traditional ‘kajan’ Palmyrah leaf huts and the whole area gets flooded to knee height during the rainy season forcing them to evacuate to the nearby school for shelter. Even though a MoU was signed between the Sri Lankan Government and the LTTE in February 2002 – most of Katupulam still remains within the ‘high security zone’. No attempts are being made by the Government to help them to move back to their own land. • A number of the community members are affected by leprosy and therefore suffer from all the stigma and isolation associated with this disease.
During the immediate crisis period following the Tsunami, the JDCSI Relief Committee worked with the community to help them regain their livelihoods. Boats, nets and other fishing gear, and a shed and storage building for the Fishermen’s Co-operative have been supplied and most fishermen from this community are now back at sea.
Although some INGOs have provided help and transitional shelter to a few families, no permanent solution to their housing problem has emerged so far, and agencies like the UNHCR have been unable to improve the living conditions of these people in the camps because they are occupying private land and any attempts to set up even transitional shelters and temporary toilets are vehemently resisted by the land owners. Resolving the housing problem of this community has become difficult and complex, particularly with regard to the cost and purchase of land since the Tsunami. However, long term rehabilitation, including the support to recovery of the community members’ livelihoods already provided by the JDCSI, can be sustainable with acceptable living conditions for this community.
Security situation in the areas of proposed response Due to an environment created by two decades of warfare, followed by the tsunami, both the social and physical infrastructure of the society has been severely damaged.
The political situation is also uncertain. At all times, the political situation in Vanni, where Kallapadu North is situated, is precarious, as it is controlled by the LTTE without full government recognition.
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V. TARGETED BENEFICIARIES
Kallapaddu North: The 100 beneficiary families are part of a 232 family community, all of whose houses and livelihoods were destroyed. The agreement with TRO is that they, as the co-ordinating body in the area, will select the beneficiaries of the houses based on information from the Village Development Forum. JDCSI have been assured by the TRO that they will select the beneficiaries on a needs’ basis. Priority will be given to those who previously lived within the buffer zone, widows, and the largest families.
Katupulam: The 43 households who are beneficiaries here have been selected because they have been able to buy land outside of the security zone. The Community leaders are fully aware and understand the rationale behind the criteria used in the selection of the beneficiaries. The Relief Committee is, of course, very concerned that in adhering to this policy, vulnerable sections of the community (who for very good reasons are unable to save enough money to purchase land of their own) are disadvantaged. But under the prevailing circumstances within the community and cognisant of the prevailing political situation this is the only option that is available to initiate the rehabilitation process within this community. The JDCSI is committed to working with the community and the Government and other agencies and will continue to explore possible solutions so that all the families now living as IDPs will have access to permanent housing.
VI. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION
Kallapadu North:
Goal To re-construct permanent, cyclone-resistant houses for the resettlement of 100 out of 232 families of one community displaced through the destruction of their homes by the Tsunami within the Mullaitivu district.
Objectives • To build 100 permanent houses in Kallappadu North. • To co-ordinate with and influence other organisations to fulfil their commitments to provide other facilities and infrastructure to the community (e.g. water, sanitation, electricity) to ensure that the beneficiary families’ basic needs are met and the houses are habitable.
Activities • Recruit and manage a CSI Project Co-ordinator and one Project Assistant to be located in the Vanni and manage the project for its duration. • Build 100 houses on, for each family, allocated land. • Participate in regular co-ordination meetings hosted by the TRO, and to maintain regular communication with the other implementing organisations (UNICEF, GTZ, Save Children, MALTEZA).
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Katupulam:
Goal To build permanent houses including water and sanitation for internally displaced families affected by the Tsunami, war and leprosy living in two refugee camps near Katupulam village as a key part of this community’s rehabilitation.
Activities: • To construct permanent housing for in total 43 beneficiary households (total for both phases) • To ensure that all of the beneficiary households have adequate sanitation facilities through the provision of toilets • To provide adequate access to clean water for bathing and cleaning through the construction of wells within six months.
Project implementation methodology Kallapadu North: JDCSI plan to construct the houses in 2 phases, beginning with 25 houses in Phase I. If sufficient funding is made available, the plan is to continue with the remaining 75 houses.
The JDCSI will be responsible for constructing houses, based on housing plans. The Project Co- ordinator and Assistant will be responsible for the purchasing of materials, recruitment and management of contractors and labourers, as well as daily monitoring of the building progress. They will send a weekly progress report to the Moderator’s Commissary of JDCSI who is based in the Vanni, and be shared with the JDCSI Relief Committee at bi-weekly meetings.
JDCSI will encourage the involvement of the beneficiaries wherever possible in the implementation of the project, taking into consideration the constraints of their present location in the transit camps. Therefore, contingency will be requested in the budget for cash-for-work for beneficiary labourers and transport of those labourers to the building sites. The beneficiaries have already taken an active role in the planning process for rebuilding their village, so it is anticipated that they will continue this during the house construction phase.
Co-ordination meetings with the TRO will be attended by the Moderator’s Commissary and a representative of the JDCSI Relief Committee.
Katupulam: JDCSI will construct the houses in two phases. Phase 1 is the construction of 18 houses and phase 2 of an additional 25. This follows mainly from the rationale of beneficiary selection and availability of funds. Because 18 households had already purchased land, construction plans were ready and there were funds available, money that for different reasons were not used in the relief phase, JDCSI asked and were granted to go ahead with the first phase. Please see implementation time-table below.
The JDCSI Project Officer for the JDCSI Leprosy Project, Rev. T.S. Joshua, will be responsible for the implementation of the project. In addition, a Field Officer with technical expertise will be recruited to supervise and to be responsible for the purchasing of materials. Rev. Joshua is also supported by four community workers who already work in the community as part of the LMI leprosy rehabilitation programme.
The beneficiary households and community leaders have been extensively consulted in the planning of this project, including the design of the housing plan, in order to take into account their preferences and requirements. They will also contribute to the implementation of the project through
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involvement in the construction. For this project, there was a meeting of the whole community to agree on the process and how the provision of houses should be prioritised. This was based on the availability of land, and it was agreed that the construction of houses should begin with those families who already own land.
80% of the construction work of the houses, latrines and wells will be done by contracted labour (masons, manual labour, carpenters). The further 20% will be done through beneficiary households own contribution of labour.
Capital assets: One motorbike for Kallapadu North
Assumptions and constraints Key external assumptions on which the timely and effective completion of the project depends include: • That hostilities in the area after the Presidential elections on November 17th, do not increase, making the sites inaccessible and the areas too dangerous to work in. • That other organisations fulfil commitments to provide basic facilities and services that will make the houses habitable. • Reconstruction activities are becoming increasingly hampered because of a shortage of raw materials, some of which must now be brought in from distant sources. • Due to the increased building activity all over the Jaffna peninsula the availability of skilled masons might be limited. This might delay and increase the costs. • Heavy downpours during the rainy season might delay the completion of the project • The depth of the wells (this only applies to Katupulam) – it is assumed that water will be available at a depth of the 9 feet. (normal for this area).
Implementation Timetable Kallappadu North: Construction of 25 houses will begin soon. JDCSI plan to complete these houses within six months. Construction of the remaining 75 houses will be completed by December 2006.
Katupulam: House 2005 2006 Activity No Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Phase I All Foundations 18 Houses 1 to 5 Houses 6 to 10 Houses 11 to 18 Wells 1,2 Wells 3,4 Phase II All Foundations 25 Houses 1 to 5 Houses 6 to 10 Houses 11 to 16 Houses 17 to 25
Transition or Exit strategy Kallapadu North: The JDCSI pastor overseeing this project will familiarise himself with the beneficiaries and their long-term goals during the implementation of this housing project. In collaboration with community members and other NGOs involved in this village, the JDCSI will then
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propose to implement educational and vocational programmes which meet local needs, such as nursery schools or tuition centres. Because JDCSI has an established presence in the Vanni through its existing churches and area pastors, it is in a good position to continue long-term collaboration with local people.
Katupulam: The rehabilitation work with this community will be continued in the form of the current and ongoing programme supported by the Leprosy Mission International.
VII. ADMINISTRATION & FINANCE
Administration & Finance The JDCSI Relief Committee makes decisions regarding the disbursement of funds, under the supervision of the JDCSI treasurer and chairperson. With the approval of the Relief Committee, funds will be transferred to the area pastor, who will work with the project supervisor on purchasing and overseeing use of funds. The project supervisors will report back to the Relief Committee and send weekly financial reports.
VIII. MONITORING, REPORTING & EVALUATIONS
JDCSI Relief Committee members will visit the sites regularly to ensure work is proceeding in a timely manner and meets the standards required. JDCSI Relief Committee members will assess progress based on the goals set forth in this proposal.
Regular narrative and financial reports are to be sent to the Relief Committee. These will be shared with ACT and other NGOs. The JDCSI Relief Committee will be responsible for overall monitoring of the activities.
TRO and JDCSI adheres to the Red Cross Code of Conduct, will follow Sphere standards and the JDCSI will monitor the implementation to ensure that this is taken into account for the projects’ duration.
The JDCSI Project Officer will be responsible for the daily overall monitoring of the implementation of the Katupulam project, and will provide progress reports to the JDCSI Relief Committee on a weekly basis. In addition, a Field Officer will be responsible for quality control.
Reporting Schedule • Relief Phase narrative and financial reports as of 31st March 2005 received by ACT CO by 31st May 2005 • Interim narrative and financial reports as of 30th September 2005 received by ACT CO 31st October 2005 • Interim narrative and financial reports as of 31st March 2006 to be received by ACT CO 30th April 2006 • Interim narrative and financial reports as of 30th September 2006 to be received by ACT CO 31st October 2006 • Final narrative and financial reports as of 31st December 2006 to be received by ACT CO three months after the closing date of the appeal - by 31 March 2007
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IX. CO-ORDINATION
Co-ordination with other organisations in Kallapadu North JDCSI will endeavour to meet regularly with other NGOs participating in the rehabilitation of Kallapadu North, to avoid duplication and enhance long-term support for the community. GTZ is taking a leading role in the overall rehabilitation of this village, and JDCSI will share information with them at the site through the Project Manager and the Vanni Pastor, and at an administrative level through contacts between the Jaffna office of GTZ and the JDCSI Relief Committee (also based in Jaffna).
Co-ordination in Katupulam The Assistant Government Agent and the Grama Sevaka for this location have been consulted and are supporting the project They will be kept informed about its progress.
X. BUDGET
Name of implementing partner: JAFFNA DIOCESE of the CHURCH OF SOUTH INDIA
Appeal Reference Number: ASRE51 (Revision 2) Appeal Name: ASIA EARTHQUAKE AND TSUNAMIS Period: 26 December 2004 - 31 December 2006
Description Type of No. of Unit cost Budget Rev1 Bud Rev1 Budget Budget Unit Units LKR LKR USD Rev2 LKR Rev2 USD
INCOME RECEIVED through ACT 820,812 Geneva Various donors (see ASER51 spreadsheet for details)
INCOME RECEIVED directly (incl. Local cash and non cash contributions) 0 Various donors (see ASRE51 spreadsheet for details)
INCOME PLEDGED 0 (see ASRE51 spreadsheet for details)
TOTAL INCOME 820,812
ESTIMATED EXPENDITURE
CRISIS PHASE Direct assistance Dry rations Family 21,974 2,000 43,948,000 420,555 498,000 4,980 Shelter Unit 20045,000 9,000,000 86,124 0 0 Medical input Region 2 500,000 1,000,000 9,569 1,422,000 14,220 Medicines - in kind donations LS 1 12,000,000 12,000,000 114,833 329,200 3,292 Kitchen utensils Family 21,974 1,000 21,974,000 210,278 80,000 800 sub total 87,922,000 841,359 2,329,200 23,292
POST CRISIS PHASE
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Direct assistance Rehabilitation Family 1,000 95,000 95,000,000 909,091 2,341,355 23,414 sub total 95,000,000 909,091 2,341,355 23,414
MATERIAL, TRANSPORT, STORAGE, WAREHOUSEING & HANDLING Transp dry rations etc Trip 20 25,000 500,000 4,785 0 0 Loading & unloading Trip 20 4,000 80,000 766 0 0 sub total 580,000 5,551 0 0
PERSONNEL, ADMIN & OPERATIONAL COSTS Proj staff for 2 months Person 10 10,000 100,000 957 0 0 Volunteer stipend Person 60 1,000 60,000 574 0 0 Travel Trips 1016,000 160,000 1,531 0 0 Office supplies LS 1 20,000 20,000 191 0 0 Tel & fax LS 1 20,000 20,000 191 0 0 Office overheads -el, equip, etc LS 1 25,000 25,000 239 0 0 sub total 385,000 3683 0 0
TOTAL EXPENDITURE CRISIS & POST 183,887,000 1,759,684 4,670,555 46,706 CRISIS
REHABILITATION PHASE (rev. 2)
KALLAPADU HOUSING PROJECT
DIRECT COSTS Building supplies and labour Houses 100 692,647 0 0 69,264,700 692,647 Additional building Houses 100 20,779 0 0 2,077,900 20,779 requirements sub total 0 0 71,342,600 713,426
PERSONNEL, ADMIN & OPERATIONAL SUPPORT Project Supervisor year 1 120,000 0 0 120,000 1,200 Site officer year 1 96,000 0 0 96,000 960 Staff motorbike motorbike 1 145,000 0 0 145,000 1,450 Motorbike fuel and maintenance year 1 28,300 0 0 28,300 283 Travel costs for monitoring months 12 5,000 0 0 60,000 600 Site office rental months 12 2,000 0 0 24,000 240 sub total 0 0 473,300 4,733
Sub total for Kallapadu 0 0 71,815,900 718,159
KATUPULAM HOUSING PROJECT
DIRECT COSTS House and toilet construction Houses 43 455,600 0 0 19,590,800 195,908 Well construction Well 9 75,000 0 0 675,000 6,750 sub total 0 0 20,265,800 202,658
PERSONNEL, ADMIN & OPERATIONAL SUPPORT
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Field Officer Months 12 8,000 0 0 96,000 960 Travelling Months 122,000 0 0 24,000240 Communication, Report writing Lumpsum 1 50,000 0 0 50,000 500 sub total 0 0 170,000 1700
Sub total for Katupulam 0 0 20,435,800 204,358
CAPACITY BUILDING Financial controlling training Lumpsum 1 500,000 0 0 500,000 5,000 Reporting training Lumpsum 1 250,000 0 0 250,000 2,500 sub total 0 0 750,000 7,500
AUDIT Auditing incl. Auditors field Lumpsum 1 250,000 0 0 250,000 2,500 trips Subtotal 0 0 250,0002,500
TOTAL EXPENDTURE REHABILITATION 0 0 93,251,700 932,517 PHASE
TOTAL BUDGET Revision 2 97,922,255 979,223
REQUESTED AMOUNT 158,411
Exchange rate revision 2: 1 USD = 100 LKR (exchange rate revision 1: 1USD = 104,5 LKR)
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ACT CO-ORDINATION AND CAPACITY BUILDING SRI LANKA
Following a co-ordination meeting in Colombo in January 2005 and discussions with the NCCSL and with the Heads of Churches it was agreed to place an ACT Co-ordinator in Colombo, based in the NCCSL. Linda Tiongco (secondee from Christian Aid) played this role initially. Michelle Yonetani (also seconded from Christian Aid) is playing this role for the period from May 26th 2005 to March 31st 2006. It is envisaged that this position will be needed for the duration of the appeal and that the recruitment of a Co-ordination Assistant based in Colombo will be helpful to free up the Co- ordinator’s time for accompaniment and capacity building support to implementing members, as well as increased contact with external networks and agencies in the wider sector. Other shorter term support has also been provided earlier on in the Appeal period by international ACT members in Sri Lanka (Norwegian Church Aid and Danchurchaid) and secondees from NCA and from LWR India (Prabhat Failbus).
The ACT Co-ordinator has a dual function to support the churches and ecumenical organisations directly and through facilitating agreement on and access to support, assistance and capacity building to enable them to deliver their plans and meet the ACT standards and requirements. There is also a function to assist the implementing members in the co-ordination of offers of expertise and material aid and demands for information and visits to the programmes from outside as well as liaison with the ACT CO in Geneva. The Co-ordinator is facilitating regular co-ordination meetings open to all ACT international and national members with a presence in Sri Lanka in the offices of Norwegian Church Aid, Danchurchaid, and Christian Aid in Colombo since the end of May. This meeting is a forum for the sharing of information and knowledge and discussion about international and national members programmes as well as wider issues in the sector and country related to the Tsunami response. These meetings were also requested by the members themselves as an opportunity to build understanding and good relationships for co-operation and support of each other.
Further self-assessment by implementing members themselves, sometimes with the support of the ACT Co-ordinator or other external consultants as requested or appropriate, is planned or underway and discussions are continuing with the General Secretary, Heads of Churches and Heads of Ecumenical Organisations. Support to the further identification and prioritisation of needs and development of capacity building programmes that draw on the strengths and experience of the different ACT and NCCSL members is a priority for the ACT Co-ordinator. There is also a need for further work with each of the churches and with the Christian Council on development of systems for reporting, monitoring and accounting within these programmes.
Provision is made in the budget to cover the costs of a Co-ordinator, an additional half-time post from April, an assistant, office administrative/logistical support, equipment and running costs, as well as provision for consultants and capacity building support for particular areas of work and with particular churches as required and as gaps and needs are identified. The Co-ordinator is hosted within the offices of the NCCSL secretariat in Colombo.
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BUDGET
Coordination Budget ACT International Sri Lanka, ASRE51
Type of No. of Unit cost Rev 2 Rev 2 unit units Description of item LKR LKR USD
INCOME RECEIVED through ACT Geneva 82,683 Various donors (see ASER51 spreadsheet for details)
INCOME RECEIVED directly (incl. Local cash and non cash contributions) 0 Various donors (see ASER51 spreadsheet for details)
INCOME PLEDGED 0 (see ASER51 spreadsheet for details)
TOTAL INCOME 82,683
Expenditure 26 December 2004 - 30 November 2005
Expenditure for Coordination, December 2004 - May 2005 In kind from Christian Aid - -
Expenditure for Coordination, May-November 2005 (Reimbursed to ACT Coordinator against vouchers submitted to ACT CO) From May 26 to end of June, 2005 lumpsum 583,800 5,838 July and August 2005 lumpsum 189,400 1,894 September-November expenses, 2005 lumpsum 336,800 3,368
Expenditure 1 December 2005 - 31 December 2006
1 Coordination Staff Trip costs- Sri Lanka 1.1 Travel, accommodation and board- international Trips 8 200,000 1,600,000 16,000 1.2 Travel, accommodation and board- Sri Lanka (est. months 13 100,000 1,300,000 13,000 100,000/month) Sub-total coordinator 2,900,000 29,000
2 Staff related costs 2.1 Coordination Assistant (est. 25000/mthx11) months 11 25,000 275,000 2,750 2.2 Coordinator-Sri Lanka (contribution in kind from CAid- May 26, '05-March 31, - - 2006) 2.3 Coordinator-Sri Lanka plus additional half-rime post (Apr 1 – months 9 1,000,000 9,000,000 90,000 Dec 31, 2006) 2.4 Apartment rent and maintenance fees (850USD/mthx13) months 13 85,000 1,105,000 11,050 2.5 Utilities-electricity, gas, water (apartment) lumpsum 45,000 450 2.6 Communications-phone, internet access (apartment) lumpsum 40,000 400 Sub-total staff costs 10,465,000 104,650
3 Office investment costs 3.1 ICT equipment/set up lumpsum 20,000 200 3.2 Office equipment lumpsum 100,000 100,000 1,000 3.3 Digital camera (est.) camera 1 50,000 50,000 500 3.4 lap top (contribution in kind from Christian Aid) computer 1 - - 3.5 lap top computer 1 200,000 200,000 2,000
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Sub-total office investment costs 370,000 3,700
4 Running costs 4.1 Contribution to NCCSL/TRU office running costs as host months 13 3,500 45,000 450 (3,500LKR/month) 4.2 Office supplies/stationery lumpsum 16,000 160 4.3 Vehicle hire/ transport- Colombo lumpsum 30,000 300 4.4 Hospitality lumpsum 50,000 500 4.5 Venue hire for events/meetings lumpsum 600,000 6,000 Sub-total running costs 741,000 7,410
5 Implementing Partner Capacity Building 5.1 Consultant fees and expenses lumpsum 1,000,000 10,000 5.2 Venue hire for events/meetings lumpsum 250,000 2,500 5.3 Event related transport and hospitality lumpsum 100,000 1,000 5.3 Materials/ literature lumpsum 60,000 600 5.4 Exposure visits (to other tsunami affected countries) lumpsum 1,000,000 10,000 Sub-total capacity building 2,410,000 24,100
Total budget - Sri Lanka Coordination 17,996,000 179,960
Exchange rate used 1 USD = 100 LKR 100.00
Amount Requested 97,277
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INDIA
Introduction The scythe of death, wielded by the killer tsunami, generated by an earthquake of 8.9 magnitude on the Richter scale off the coast of Sumatra threw up numbing numbers of human casualties. The worst hit countries being Indonesia, Sri Lanka, India and Thailand. In India, the death toll topped 10,000 while thousands more were reported as missing. The wall of water up to 10 meters high, flattened houses, uprooted roads and electricity poles, threw cars into swirling waters, hurled fishing boats onto coastal roads, and battered ships anchored in harbors damaging cargo. Walls of water sped away from the quake’s epicenter at more than 800 km/h before crashing into the region’s shorelines, sweeping people and fishing villages out to sea.
Series of aftershocks kept alive the fear and threat of further devastation. Among the millions of people who were affected, fisher folk families had to bear the heaviest brunt of death and destruction. Living in close proximity to the rampaging sea, they did not have any possibility to protect their lives or secure their property. Large numbers of families lost their earning members and every third person reported dead was a child.
On the Indian mainland the worst affected states were Tamil Nadu, Kerala and Andhra Pradesh. Most of the islands of the Nicobar group witnessed devastation on a scale comparable to the worst in any of the other affected countries. A large population in Andaman islands was also affected.
Affected areas: A year after the disaster the scars of physical damage are slowly but surely fading. The damage to the psyche of the people, their property and to their sources of livelihood will take much longer to restore. Through Tsunami Relief and Rehabilitation Programmes, ACT Implementing Members assist thousands of families in the affected states on the path to recovery through interventions which are targeted at addressing the holistic needs of the various communities surviving the disaster. It is a long and challenging process in which previous experiences, lessons learnt from the current programme interventions, hopes and expectations of all stakeholders, and the active participation of the beneficiary communities in the planning, monitoring and implementation of the programmes are all components that are brought together.
Issues of concern in connection to the second revision: a) Tension between the fisherfolks and other communities Most of the affected villages are inhabited by fisherfolk. However, there are communities involved in other trades, who are also directly or indirectly affected. Surveys from several villages show the tendency of fisherfolk getting the biggest share of assistance. ACT Members also work with artisans, agriculturists and other sections of society, not directly related to the fishing trade. This is a process which requires great sensitivity and care so as not to aggravate the existing social divide. b) Permanent Houses and infrastructure Community participation in the resettlement process is a fundamental requirement not only for the successful implementation of the projects but also for preventing social and ethnic conflicts. The resettlement plans should aim at minimizing future vulnerabilities and secondary displacement and promote equity, community ownership and accountability. There is a great need for integrated habitat plans. The habitat design should be culturally sensitive and give due consideration to traditional livelihoods. The Fisher-folk should retain the rights to land on the seashore to accommodate the boats,
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nets, fishing equipment and fish processing. Basic amenities including internal roads, electricity, water and sanitation facilities need to be integrated in the habitat design. The construction of multi- hazard-resistant and multi-purpose shelters are very important to protect coastal dwellers against future natural disasters. These measures coupled with Cyclone and Tsunami early warning systems and effective community based disaster preparedness mechanisms will dramatically reduce the risk to the shore dwelling population.
Tax liability may become a budget issue. The State Government of Kerala has introduced VAT (value added tax) of 12.5 percent tax on construction costs. Tamil Nadu has decided to implement VAT from next financial year, i.e. April 2006 - March 2007. The NGO Co-ordination Committee, is negotiating with the Government to get excise and sales tax exemption on building material. As of this revision, no decision has been taken on this account. c) Social Equity The high caste bias has enabled property owners, boat owners and land owners to get more compensation. The entrenched social discrimination on the basis of gender, caste and class has caused further marginalization of Dalits and other excluded groups. Many people have also been left out of the rehabilitation process due to contested legal entitlements. The disaster has overnight accomplished the physical eviction of people who used to inhabit unauthorized accommodation, a vulnerable group whose situation has become even more weak. d) Psychosocial Health When entire communities are destroyed and everything familiar is gone, survivors become disoriented at the most basic levels. Researchers have found higher levels of anxiety, depression, post-traumatic stress, somatic symptoms and generalized distress associated with widespread community destruction. While children have their own set of problems, adults may feel they are too old to start all over again due to loss of friends, finances and other resources.
Occupation-related trauma is now visible as people struggle to come to terms with the process of occupational recovery. The majority of livelihood restoration processes have sought to re-establish people in their pre-tsunami occupations since this was the quickest way to ensure household income regeneration.
In the case of the fishing trade which employs the huge majority of the coastal dwellers, the volume of catch by the small fishermen was already on the decline before the tsunami due to overexploitation of marine resources. The additional pressure being created by the massive influx of new boats (estimated to be almost double of the pre-tsunami number) may lead to a situation where fishing and some related activities risk not being a sustainable occupation. e) Issues related to the Andaman and Nicobar Islands While most of the issues highlighted above are also applicable in full or part to the islands there are some others which are unique and need to be specifically articulated.
Relief was slow in coming as the existing infrastructure and services could simply not cope with the overwhelming needs generated by this catastrophe.
A small fleet of ageing vessels were the only regular connection between the larger and more populous islands besides a helicopter service to some of the islands which of course has a very limited capacity. The links between some of the remote islands and Port Blair were already in normal times tenuous and
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sporadic. The Tsunami wrecked ports and piers and in many places silted up approaches, making access even more difficult.
Other considerations related to protection of tribal habitats and security meant that the Administration could not simply open up some of the remote and protected islands for the NGOs. What has to be accepted is that the scale of the disaster caught all actors completely by surprise.
With homes and property destroyed, many loved ones and relatives dead and dreams shattered, the survivors had to just wait as the rehabilitation process on the islands is slow in building up momentum. The process even came to a near standstill over the monsoon months, May to July when the rains were too heavy and the sea too rough to carry out meaningful work. The people lived in self built temporary hutments or, by the Government provided, temporary shelters made of steel frames with tin roofs.
The challenges facing the actors in the rehabilitation process are manifold. The Administration has a vital role to play in allocating and monitoring the work of the NGOs. The NGOs on their part need to strengthen the inter agency coordination mechanism for vital sharing and learning from each other and also for negotiation and lobbying with the Administration in favour of policies that are just and equitable. The NGOs and Tribal Councils have to play a proactive role to ensure that the weakest sections of the community are not excluded.
Availability of space on vessels from the mainland to the islands is currently a problem. There is consequently a backlog of supplies and personnel awaiting passage. This will have to be remedied through charter or negotiation with the Government.
The remoteness and vulnerability of the islands has exacted a terrible personal cost from the inhabitants. The same factors have an immense bearing on the financial implications of rehabilitation and reconstruction in terms of operations, logistics, time, manpower and material.
Description of Damages According to estimates, the overall damage is estimated to be in thousands of millions of rupees. Thousands of houses are damaged or destroyed. Given the nature of construction in the rural areas, where mud huts with thatched roofs are the norm, it is not surprising that the damage has been so high. The loss to crops and livestock has been enormous.
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I. REQUESTING ACT MEMBER INFORMATION
Church’s Auxiliary for Social Action (CASA)
II. IMPLEMENTING ACT MEMBER AND PARTNER INFORMATION
The relief programme will be implemented directly by CASA, with the assistance of partner organisations and the church network. CASA is registered as a Society under the Societies’ Registration Act XXI of 1860. Its members consist of 24 Protestant and Orthodox Churches in India and CASA functions as the only outreach arm of these Churches. As the Related Agency of the National Council of Churches in India, CASA is mandated to do relief work on behalf of all the Protestant Churches.
CASA has a history of responding to emergencies and disasters since 1947 and is mandated to work in a purely secular manner in all spheres of its programme activities including humanitarian assistance programmes. CASA’s responds regardless of victims’ caste, creed, language, religion, ethnic origin or political affiliation.
Local Partners CASA is working in the states of Tamil Nadu, Kerala, Andhra Pradesh and Andaman and Nicobar islands directly and with the active collaboration of partner organisations and Churches. The partner Churches/organisations are as follows:
Tamil Nadu • Tamil Evangelical Lutheran Church • Arcot Lutheran Church • Church of South India, Diocese of Chennai • Church of South India, Diocese of Kanyakumari • Church of South India, Diocese of Tirunelveli
Kerala • Mar Thoma Syrian Church of Malabar • National Council of YWCA’s, India
Andhra Pradesh • Samavesam of Telugu Baptist Churches • Andhra Evangelical Lutheran Church • Church of South India, Diocese of Krishna and Godavari
Andaman and Nicobar • Church of North India • Gossner Evangelical Lutheran Church • Hindustani Covenant Church • Mar Thoma Syrian Church of Malabar • Young Men’s Christian Association, Port Blair
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III. DESCRIPTION OF THE EMERGENCY SITUATION
Rationale and reasons for revision of the ACT Appeal: CASA has taken a big stride forward in making the change from crisis phase to mid-term rehabilitation and long-term rehabilitation and reconstruction phase. Empowerment of the communities, is seen as the key factor in stabilizing and sustaining the self-reliance of the communities. CASA strongly feels that for a long time the affected population was in no condition - mentally or physically - to participate actively in planning of activities. CASA has spent a lot of time on the second revision to interact very intensively with the Communities, Churches and the local Partner Organisations to articulate the present needs of the communities.
Another important area for CASA was to interact closely with the Tribal Council, People and the Government administration in the Andaman and Nicobar Islands, and more specifically in Car Nicobar island. CASA is presently working with 4 member Churches on the island during the rehabilitation phase. The needs to be addressed on the islands are much clearer now. Also the strategy to involve Churches and the Tribal Council in the entire process of implementing the rehabilitation activities are better understood. The following analysis forms the rationale for the second revision of the ACT appeal.
1. CASA has now been allocated 52 villages (22 in Tamil Nadu, 12 in Kerala and 18 in the Andaman and Nicobar Islands) for undertaking rehabilitation and reconstruction work. CASA has a certain number of houses and other infrastructures to build as per the MoU signed between CASA and the Government in the allocated villages. CASA will not take up reconstruction work in Andhra Pradesh but will be concentrating on livelihood focused activities, capacity building and community organization activities in 18 villages from 4 districts of Andhra Pradesh i.e Krishna, Guntur, Prakasam and Nellore. CASA therefore proposes to be engaged in a total number of 70 villages under the Tsunami Relief and Rehabilitation Programme.
2. Destruction in the Andaman and Nicobar Islands was enormous and the situation initially was chaotic due to all kinds of agencies providing relief material and getting engaged in doing whatever activities they deemed fit for the people. The Car Nicobar island is inhabited by tribal communities, and hence one has to be extremely sensitive about the felt needs of the local people. One of CASA’s member Churches, the Church of North India (CNI) has its presence in Car Nicobar island, where nearly 85 percent of the population are Christians belonging to the CNI. Based on CNI’s proposal, CASA started working on the activities to be incorporated in the revised appeal. During this period, CASA was in close contact with the Tribal Council of Car Nicobar and the Union Territory administration to finalize activities and operational strategy. CASA has closely interacted with Gossner Evangelical Lutheran Church (GELC), Hindustani Covenant Church (HCC) and the Mar Thoma Church (MTC) and the activities identified by them in different islands and around Port Blair are also included in this revision.
3. CASA has done an extensive study and survey to find out the costs of various items and activities and hence is in a better position now to project a more realistic budget line for the proposed activities and programmes.
4. CASA organized a Church Leaders’ consultation, inviting representatives from member Churches and Regional Christian Councils from the States of Tamil Nadu, Kerala and Andhra Pradesh, to ascertain the various felt needs in their respective areas affected by the tsunami disaster. Activities, stemming from the felt needs are incorporated in the revision. A similar exercise was
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undertaken in the Andaman and Nicobar Islands where representatives from seven member Churches were present.
5. CASA had intensive interaction with the local communities and their groups which have been formed during the process of community organisation initiated by CASA. The proposed activities under the rehabilitation programme should be people-centered and people-owned as eventually the people’s organisations are expected to take over the ownership of all the activities at an appropriate stage. The communities were able to participate actively in discussion about various activities, process and strategy of implementation, which have now become part of this revision.
6. After the crisis phase, CASA has been able to set up operational units at the district level, including Andaman and Nicobar Islands, with the recruitment of new staff who are engaged in mid- term and long-term rehabilitation phase. These field offices, based at the district level, are now quite proficient, with a mix of CASA’s experienced staff and newly recruited staff, and hence the proposed activities will be implemented and managed with professional competence.
IV. TARGETED BENEFICIARIES
During the crisis phase, CASA targeted 50,000 of the most affected families (32,500 in Tamilnadu, 10,000 in Kerala, and 7,500 in Andhra Pradesh) regardless of their religion, caste or political background. However, special attention was given to ensure that widows, single female headed households, physically challenged people, dalits and tribals were included in CASA’s programme.
During the reconstruction and rehabilitation phase, CASA is targeting the small fisher-folk, fishing laborers, marginal and small farmers, artisans and small traders and vendors who have lost their livelihood due to the tsunami disaster. CASA will be working in about 70 interior villages and focus on the socially excluded i.e. the children, women, dalits, tribals and the poor. The number of families covered for reconstruction will be 4024 (2824 in South India and 1200 in Andaman and Nicobar) while the total coverage under the livelihood, Food and Cash for Work Programme, capacity building, community organisation and CBDP in the four mainland states and the Andaman and Nicobar islands will be manifold.
Criteria to be Utilized In Beneficiary Selection During the crisis phase, CASA identified beneficiaries in co-operation with its constituency (Churches and partner organisations). The assistance of the local Government agencies and Panchayat leaders was also involved in the survey done by CASA staff in identifying those whose needs were the greatest. For the long-term reconstruction and rehabilitation phase too, CASA is being assisted by the member Churches and the partner organisations to get allocation of villages from the Government, which were identified based on survey and study conducted by CASA.
For example, Kerala Council of Churches and the Mar Thoma Church were instrumental in helping CASA to allocate villages in Kerala.
In Tamilnadu, the Church of South India Tirunelveli and Kanyakumari Dioceses, the Arcot Lutheran Church, and the Tamil Evangelical Lutheran Church are actively supporting the candidature of CASA for allocation.
Likewise, the Church of North India and the Hindustani Covenant Church are actively involved as partners of CASA in the Andaman and Nicobar Islands. Apart from this, CASA has formed its own
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teams headed by senior management staff, who negotiated with the Government to get allocation of villages where work has been initiated.
Women's Needs: The heaviest burden imposed by the Tsunami has been on women who have to look after the welfare of the entire family in an abnormal and adverse situation. The provision of shelter, rations, household goods, medical aid and livelihood support during rehabilitation will help in immediate reduction of their hardship.
Primary Stakeholders: These are families that are displaced due to Tsunami and consequent loss/damage of their houses and belong to the weakest sections of society; particularly fishermen, marginal and landless farmers, female headed households, children and those with low access to basic services.
Secondary Stakeholders: These include Panchayati Raj (local self government) leaders, local NGOs and CBOs, Block Development Officers and District and State level relief, revenue disaster management and rehabilitation bureaucrats and coordinators.
Local participation: CASA is a learning organisation and thus has remained dynamic in its 57 years of history. Basic learning for the organisation comes from the community’s own knowledge and the partner organisations’ experience.
It is important to mention that CASA’s strength comes from its rootedness with the poor and the marginalised communities in India.
CASA has drawn up its strategy to ensure that the participation of the Panchayats, local village organisations and the regional organisations will be taken into account in the planning, implementation and management of the long-term rehabilitation programme in the short-listed 70 villages.
For example, for the first time, CASA shared 3 models of disaster-resistant houses (developed by experienced civil engineers) through community screening and asked people to make their choices. The designs which are now being implemented have the complete acceptance of the communities which were involved in planning and modification.
V. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION
Goal: Rebuilding life and community of Tsunami-affected people and creating an environment to bring caste divided communities closer to live with dignity and peace.
Objectives: CASA will work to accomplish the following broad objectives during the relief and rehabilitation phase over 24 months:
• Assisting 50,000 Tsunami-affected families (approximately 300,000 people) with humanitarian aid assistance (Food, Non-Food, Water, Sanitation, etc.) within 4-6 weeks time. • Recreating the source of livelihood for fisher-folk, artisans, daily wage earners, and small and marginal farmers in order to check migration from the affected areas.
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• Extend assistance to the affected children and bring back normalcy in education. • Provide special attention to widows, single female headed families, physically challenged people, dalits and tribals. • Initiate the process of community organisation to promote harmony and self-reliant community. • Engage professionals and community leaders in trauma counseling to assist totally ravaged lives in the rebuilding process. • Promote active participation of Churches and civil society organisations in the relief and community building process. • As a part of disaster preparedness, promote disaster resistant (cyclone and earthquake) housing and community shelters. Also to assist communities in recreating community assets and infrastructures. • Initiate the process of community-based disaster preparedness and enhance capacities of the local panchayat institutions and disaster task forces. • Promote and strengthen co-operatives, economic groups and self-help groups for local economic stability and self-reliance.
Activities and Output: Proposed activities are divided into 4 phases: a) Crisis Phase (4 to 6 weeks) - Immediate relief assistance; Completed b) Mid-term Rehabilitation (up to 24 weeks) - Restoring normalcy and livelihood c) Reconstruction & long term rehabilitation - Reconstruction of infrastructure, building livelihood & empowering Communities towards dignity and peace (up to 108 weeks) d) Community Based Disaster Preparedness - Preparing community to prevent and mitigate disasters(up to 108 weeks) a) Humanitarian Aid Assistance (Crisis Phase) • Cooked Food and drinking water to 40,000 families for 7 days in south India. However, this continued for 60 to 90 days in the relief camps in the Andaman and Nicobar Islands. • Dry rations to 50,000 families for 7 days. • Clothing, bedding and kitchen utensils to 50,000 families. • Assistance to 50,000 families for temporary shelters. • Distribution of Dry Rations through the project partners CNI & GELC for Food Supply of 320MT Rice, 80 MT Lentil, 48MT Salt & 64000 litres Edible Oil to 8000 families in Andaman/Nicobar Islands • Distribution of non food relief assistance in Andaman/Nicobar Islands through the project partners HCC & GELC (10 Sintex Water Tanks, 1 Welding Machine, Construction of 20 temporary toilets, 3000 Mosquito Nets, 600 sets garments for girls, 1250 Kerosene Stoves, 15 sets Carpentry tools, 2 sets TV repair tools and 25 sets each Text Books to class XII
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b) Mid-term Rehabilitation Phase • Construction for Temporary shelter, repair and shifting is revised down from 800 to 617. For a detailed explanation see further under the headings “Shifting of temporary shelter” and “Repairs of temporary shelters”. • Books, note books, bags, uniforms to 2,000 children. • Setting up 35 children’s parks. • 30 toilet units as a part of sanitation. Application of 5 Metric Tons of lime and 5 Metric Tons of Bleaching Powder. • Repairing of 250 fishing boats and motors. • 300,000 person days of labour work under food and cash programme. • Provision of catamarans with nets to 100 families, vallam boats with nets to 100 families, and fibre glass boats with nets and motors to 1,500 families. • Psycho-social trauma counseling through 150 trained volunteers with main focus on General Public Counseling and Community Counseling. • Resource support (tools, kits and working capital) to 1,000 artisans and hawkers. • Repair of 400 damaged houses. • Repair of 50 damaged schools. • Provision of 100 shallow hand pumps for irrigation. c) Reconstruction and Long Term Rehabilitation Phase Fishing Boats and Gear • It is proposed to support 852 families with 213 New Fibre Boats 29' with Nets & Outboard Motor in Tamil Nadu, Kerala and Andhra Pradesh • 68 families with 17 New FRP Nava Boats 32' with Nets & Inboard Motor in Andhra Pradesh • 320 families with 80 New Vallam Boats with Nets in Tamil Nadu and Kerala • 700 families will be supported with 175 Boats/Nets/Engine for Andaman & Nicobar. Each boat will be owned by 4 families.
Repair & accessories • CASA is to be engaged in repair of damaged boats, provision of nets and also extend support for the fuel and servicing of the motors.
Fishery related activities • 1500 female fish traders will receive assistance to start small fishing businesses. • Support to the setting up of 18 Fishery Cooperatives for Andaman & Nicobar
Fisher Women’s Economic Collectives in South India • CASA propose to assist 35 Fish Processing & Poultry Feed Manufacturing Units • Assistance to 11 Fisher Service Centres for women fishers to learn the techniques to earn their livelihood. • 1 Refrigerated Van with running and maintenance cost to be provided in order to carry fish to the market and processing centres. • Purchase of 14 Three wheeler transport carriages for transportation to the market and processing centres.
Fisheries Infrastructure Development in South India • Setting up of 20 Net Repairing and Fish Vending Yards for the fisher communities to repair their nets and to sell fish.
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• Setting up of 4 Fish Processing & Marketing Composite Yards • Establishing 3 Market Information Systems for the fishing community.
Alternate Sources of Livelihood in South India • Support for the development of 5 alternate sea based sources of livelihood
Renewal of Lives of Dalits & Disadvantaged in South India • 435 small artisan/traders’ families will be supported in setting up various small businesses/production centers.
Vocational Skill Orientation for Employment Generation - Production cum Training • 420 Vocational skill orientation trainings will be provided in South India • 5 Vocational skill orientation trainings will be provided in Andaman & Nicobar
Sustainable Agriculture & Livelihood Promotion • Setting up of 8 Agriculture Co-operatives for Andaman & Nicobar for agricultural labourers, marginal and small farmers. • 500 families of agricultural labourers, marginal and small farmers will be assisted with Farm Implements in South India. • Setting up of 40 Propagation of Organic Farming units in South India for agricultural labourers, marginal and small farmers to learn the techniques of organic farming. • Construction of 50 Irrigation & Farm Ponds in South India • 47 families will receive assistance to buy bullocks for ploughing.
Promotion of Subsidiary Income Generating Occupations in South India • 300 families, mainly belonging to the dalit, will be supported for goat rearing. • 140 families will be assisted to start family-based dairy units. • 260 families, mainly belonging to the dalit, will be supported for Poultry keeping.
Self Help Groups (SHG) • 20 Women SHGs will be supported in South India. • 10 Women SHGs will be supported in Andaman & Nicobar Islands.
Investment in Education for Social Equity in South India • 38 Tuition Centres will be established for school children. • Educational Sponsorship Programme for 400 poor students in educational institutions. • 2,400 children will get assistance for books, uniforms, shoes, bags, slates, exercise copies etc. • Expenses related to recovery of duplicate certificates for 500 students. • Organisation of 26 Excursions & Sports & Cultural Programme. • 50 bicycles for children. • 50 units of children’s parks will be set up.
Ecological Regeneration • Under the plantation programme 250,000 saplings will be planted in South India • Under the plantation programme 250,000 saplings will be planted in Andaman and Nicobar
Food & Cash Programme (Assistance to 5000 families) in South India
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• Under the Food and Cash programme 300,000 mandays of labour will be created for which CASA will support with 1500 metric Tons of rice and assist with Rs. 20 in cash per manday for 300,000.
RECONSTRUCTION (Infrastructure) Housing • Construction of 63 Disaster resistant houses (400 sq. ft. at Rs. 900 per sq. ft.) in Kerala on pile foundation • Construction of 196 Disaster resistant houses (400 sq. ft. at Rs. 637.50 per sq. ft.) in Kerala on Load Bearing foundation • Construction of 2,565 Disaster resistant houses (400 sq. ft. at Rs. 500 per sq. ft.) in Tamil Nadu state For details on the progress so far in Kerala and Tamil Nadu please see “Permanent houses and other infrastructure”. • Construction of 1200 Disaster resistant houses(400 sq. ft. at Rs. 1370 per sq. ft.) in Car Nicobar with frame foundation (on stilts) • Construction of 18 “Death Houses” (400 sq. ft. at Rs. 1370 per sq. ft.) in Car Nicobar (Andaman & Nicobar Island) • Construction of 18 “Birth Houses” (400 sq. ft. at Rs. 1370 per sq. ft.) in Car Nicobar (Andaman & Nicobar Island)
Multipurpose Disaster Shelters • Construction of 25 Multipurpose Disaster Shelters on stilt (3000 sq. ft. at Rs. 833.33 (approx.) per sq. ft.) in Tamil Nadu, Kerala and Andhra Pradesh • Construction of 10 Multipurpose Disaster Shelters (2200 sq. ft. at Rs. 2000 per sq. ft.) in Andaman & Nicobar
Primary/Secondary schools • Construction of 10 Village Schools (3000 sq. ft. at Rs. 800 per sq. ft.) in South India • Construction of 5 Primary Schools (3000 sq. ft. at Rs. 1600 per sq. ft.) in Andaman & Nicobar • Construction of 6 Middle Schools (5000 sq. ft. at Rs. 1600 per sq. ft.) in Andaman & Nicobar • Construction of 3 Secondary Schools (5500 sq. ft. at Rs. 1600 per sq. ft.) in Andaman & Nicobar • Construction of 2 Senior Secondary Schools (7000 sq. ft. at Rs. 1600 per sq. ft.) in Andaman & Nicobar
Health Centres/Community Centres • Construction of 20 Community Centres (2000 sq. ft. at Rs. 600 per sq. ft.) in South India • Construction of 12 Health Centres (500 sq. ft. at Rs. 1370 per sq. ft.) in Andaman & Nicobar
Other Infrastructure & Repair • Village infrastructure development covering Internal Roads, Water Supply, Sanitation, Village Gate, Overhead Water Tanks, Village Display Boards etc. in 30 villages in South India • Repair of 10 Schools in South India will be supported
Construction related consultancy • CASA will be taking external supervision support from engineering consultancy for calling of tenders and closer monitoring during the entire course of reconstruction
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OTHERS Community Organisation/Networking • 300 Village Meetings will be organised for networking with community organisations. • 240 Important Day Celebration will be organised among the community • CASA will assist 120 Exposure Programmes • CASA will set up 240 Health Camps in the villages • 36 Networking Meetings will be assisted by CASA to promote stronger networking among the community organisations, the communities and CASA. • 60 Village Information Centres will be set up during the period of this budget.
Perspective & Capacity Building • 120 Village Level Workshops on various capacity building issues will be organised. • 40 Training programmes for the representatives of VO's & unit members on Programme, Financial & Marketing Management issues • 8 State level & Regional level workshops & consultations for stakeholders (including churches) will be assisted. • 12 Quarterly Staff Planning & Review Meetings. • 4 Staff Capacity Trainings to strengthen the knowledge of the staff are planned • CASA will assist 50 Sponsorship to Training Programmes during this period d) Community Based Disaster Preparedness: • 52 Community Based Disaster Preparedness Programme in Project Villages • Psycho Social Programme • Process Documentation
Clarifications Shifting of Temporary Shelters: One of the villages allotted to CASA for reconstruction is Pushpavanam in Nagapattinam district of Tamil Nadu. 125 temporary shelters were constructed by CASA in this village on the cleared house sites. Most of the permanent reconstruction in this village will be in-situ as per the recent decision of the Government. It has therefore become imperative that 100 of these temporary shelters be shifted to public land to free up the sites for house reconstruction. This work has commenced and 58 shelters have already been shifted. The work on the other 42 is still in process. The cost of this work will be met from the residual funds under the budget line for construction of temporary shelters.
Repair of Temporary Shelters: Most of the Temporary Shelters constructed by the Government and some NGOs have failed to withstand sun and rain due to poor planning and faulty construction. On the request of the District Administration and representation from the people CASA took up the task of shelter improvement by providing a thatched roof erected on poles above 302 selected individual shelters in Thoduvai in Nagapattinam. This second roof dramatically reduced the indoor temperatures during the sweltering mid-summer days. The resistance to rain also improved remarkably. The cost of this work will be met from the residual funds under the budget line for construction of temporary shelters.
Boats, Nets and Motors: CASA had planned on procuring 450 boats of different types ( 375 fibre boats, 25 vallams and 50 Kattumarans). CASA have however been very cautious in implementing this activity keeping in view the sheer number of boats being distributed by a multiplicity of organizations. While most of these organizations are concentrating on distribution only to fishermen
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communities CASA have focused on empowering the erstwhile fishing labourers to become boat owners and establish their own identity. This is a process which requires great sensitivity and care so as not to aggravate the existing social divide.
So far orders have been placed for 136 numbers of 29 ft. FRP Boats, 136 sets of Nets and 136 10 h.p. long tail motors after proper survey. Out of 136 boast/nets/motors, 83 units have been delivered by the suppliers. 20 boats/nets/motors were distributed in Tirunelveli sector and 50 boats/nets/motors were distributed in Cuddalore sector. The supply of 50 boats/nets/motors for Nagapattinam sector will be completed. The delay has been on account of the special boat design required for use in Pushpavanam waters.
Each boat unit has a joint membership group of 4 fishing labourers including widows and women heading households. These units have opened bank accounts and are in the process of being insured and registered with the fisheries department which will help them avail facilities made available by the Government.
Each unit operates on the principle of 5 equal shares being made of the proceeds from each days catch with one share each going to the four owners and the remaining share banked to meet fuel, maintenance and other operating costs.
A Fishing Labour Association is proposed to be created at the village, district and state level with the objective of organizing these Fishing Boat Labourers turned owners.
The complete detail is given below:-
S.No. Sector Planned Ordered Delivered Distributed 1 Tirunelveli 36 36 20 20 2 Nagapattinam 50 50 13 13
3 Cuddalore 50 50 50 50 Total : 136 136 83 83
CASA have reviewed the activities proposed under this budget line and will be reducing the activities under this head after taking into account the needs in Andhra Pradesh and Kerala.
Permanent Houses and other infrastructure: CASA had initially budgeted for the construction of 2900 disaster resistant permanent houses in the 3 states of the mainland.
On the basis of the Government allocation, an intensive survey, interaction with the communities and partners, CASA have amended the number of houses from 2900 to 2824 to be constructed in 34 villages in the states of Tamil Nadu and Kerala.
The detailed village-wise list is given below:
State District Village No.of Status of construction Houses allotted Tamil Nadu Cuddalore Sonakuppam 550 work started; site clearance of 181 houses and layout; 8 excavation; 1 plinth level Kumarapettai 89 work started; 16-site clearance and layout;10-excavation, 4
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plinth level; 2 lintel level, 2 roof level Indira Nagar 34 Work started; 11-site- clearance; 34-layout; 4 roof level Chinnor North 68 work started; 4-site-clearance; 2 excavation Chinnor South 53 work started; 35-site clearance; 24-layout; 3 excavation; 2 plinth level sub total : 794 Nagapattinam Koolaiyar 58 Layout under progress Perumalpettai 306 Layout under progress Pushpavanam 233 Work started; 30 site clearance; 10 excavation Sub total : 597 Tirunelveli Idinthagarai 450 Layout in progress Thommayarpuram 79 Land procurement in progress Thillaivanthoppu 65 Land procurement in progress Periyathalai 80 Land procurement in progress sub total : 674 Tuticorin Kayalpatnam 70 Layout under progress Veerapandianpatnam 23 Work started; 15 site clearance Vembor 75 Work started; site cleared Keelavaippar 31 Land filling being done Tharuvaikulam 30 Land procurement in progress Periyathalai 45 Layout under progress sub total : 274 Kanyakumari Vallavillai 121 Land procurement in progress Marthandamthurai 48 Land procurement in progress Thoothoor Chinnathurai 24 Land procurement in progress Iraviputhenthurai 33 Land procurement in progress sub total : 226
Tamil Nadu Total : 2565
Kerala Ernakulam Edvankad 85 construction started on 81 houses sub total : 85 Kollam Clappana 48 construction started on 33 (3 sites) houses Kulasekarapuram 62 constructed started on 32 (5 sites) houses Alapad Ward No.3 39 Site cleared (2 sites) Sub total : 149 Alapuzha Araputtupuzha Ward No. 25 Land issue taken up with 7 Government sub total : 25 Kerala Total : 259
Grand Total 2824 (TN + Kerala) :
The work on the infrastructure such as schools, community halls, roads, disaster shelters is in the planning stage and will commence in due course of time.
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Given the background elucidated earlier in this document, the following stand on the reconstruction programme has been taken: a) Wherever possible, CASA has started construction of houses within 200 metres from the sea. In Evanakad village (Kerala), the houses are being constructed 75 metres from the sea. b) CASA has undertaken construction for 100 percent families in relocated sites (wherever village is shifted). c) CASA has included all dalit families in the reconstruction programme. d) CASA is pro-actively negotiating with the Government to include the families currently without land rights in the beneficiaries list. So far, this succeeded in Tirunelveli sector of Tamilnadu. e) In case of smaller sites allocated in the municipal area, double-storied houses are being constructed. There are six such villages. f) Cost of construction varies from district to district due to non-availability of certain construction materials. However, the cost of construction in the Andaman and Nicobar Islands is extremely high as most of the materials will have to be shipped from the mainland (either West Bengal or Tamilnadu). CASA has received construction rates for different islands ranging from Rs.1200 to Rs.1600 per sq ft (US$ 28 to US$ 37 per sq ft). g) So far, CASA has started construction of permanent houses with disaster resistant features in 17 villages in Tamil Nadu and Kerala. A prototype model house (2m x 2m) based on CASA design approved by Tribal Council of Car Nicobar island was developed at Port Blair and sent to Car Nicobar for display. The design is a combination of concrete disaster-resistant foundation and local design of the house from plinth to roof.
CASA is fully aware that there will be several challenges to be encountered with the reconstruction programme. However, based on past experience, CASA is confident of overcoming them.
Support to Children: It was planned to distribute Education Kits to 2,000 school children under the support to children programme, out of which CASA has so far distributed Education Kits (containing 1 School Bag, 1 Umbrella, 20 Notebooks, 1 Tiffin Box, 1 Instrument Box and 2 sets Dress Materials) to 520 school children of Ernakulam district in Kerala.
S.No. State Sector Village No. of Boys/Girls Children 1 Kerala Ernakulam Edavanakkad 81 43 boys & 38 girls Alapadu 250 121 boys and 129 girls Arattupuzha 189 103 boys & 86 girls Total : 520 267 boys and 253 girls
CASA will be completing the rest of the distribution in due course.
Psycho-social activities: Counselling to make people more receptive to change and create awareness about existing and replicable alternative eco-friendly and sustainable livelihood opportunities need to
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be an integral part of the psychosocial programme.
Planning assumption, constraints and prioritisation (applicable for Rehabilitation Phase) The massive reconstruction effort has impacted the availability of local resources such as bricks, sand, stone etc. The rates are fluctuating currently towards higher side due to demand-supply gap. It will be a challenge to be able to complete the reconstruction work within the proposed costs.
Another issue is related to tax liability. The State Government of Kerala has introduced VAT (value added tax) under which NGOs would have to pay 12.5 percent tax on the construction cost. Tamil Nadu has decided to implement VAT from next financial year, i.e. April 2006 - March 2007. The issue will also come up in Andaman and Nicobar. The NGO Co-ordination Committee, of which CASA is a member, is negotiating with the Government to get excise and sales tax exemption on building material. So far, no clear decision has been taken. These issues will have cost implication that will be reflected in the project budget. In this revision of the ACT appeal, CASA is unable to project the cost implications due to uncertainties.
Implementation timetable The total relief duration of the Mid-term Rehabilitation/long term reconstruction/rehabilitation and community based disaster preparedness phase will continue for 24 months i.e. up to December 2006.
Project implementation methodology CASA has experiences from many disaster relief programmes taken up in the past form a platform of knowledge and experience for implementing the proposed programme. CASA is the main implementing partner and will be directly responsible to ACT in all respects. CASA is doing periodic reporting on the progress of the programme. All finances are being received and accounted for by CASA.
In the initial relief and mid term rehabilitation stage the existing staff of CASA was used for organising the various activities. CASA has since recruited about 50 staff exclusively for the Tsunami Relief and Rehabilitation Programme in South India and Andaman and Nicobar islands. This number will go up to more than 200 as more activities are operationalised and the recruitment process gains momentum. The CASA regular staff still seconded to this programme will get withdrawn correspondingly.
The CASA Delhi headquarter will coordinate the overall operation.
The co-ordination for the South India Programme at the state levels lies with the Zonal office of CASA in South India. Co-ordination, monitoring, consolidation of reports and accounting will be the main functions of this co-ordinating offices.
Since CASA did not have a pre-existing presence in Andaman and Nicobar it has been decided to oversee the coordination of this programme from the Headquarters.
Transition From Emergency CASA and its partner organisations are already engaged in long-term development programmes in these areas. The support provided through this intervention will reduce the negative impact of this disaster on the ongoing development work and the forward integration will be smooth as the organisations have resources for long-term interventions.
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VI. ADMINISTRATION & FINANCE
Administration and Finance The overall financial management and control will be with the CASA Headquarters. At the zonal level it will rest with the Chief Zonal Officer. At the implementing level the Team Leaders will be responsible for programme/financial monitoring and control.
The accounts will be maintained by qualified Accountants and the entire project accounting will be consolidated at Chennai office. This office will scrutinize the accounts and submit the same to CASA headquarters for onwards submission. Preparation of financial reports and the final audit will be done at headquarters level.
Purchase/procurement procedure CASA has followed a systematic and transparent approach in purchase and procurement of the huge quantity of materials required to assist the victims of Tsunami disaster during the crisis and mid-term rehabilitation phase of the project.
CASA has appointed an accomplished Chartered Accountancy firm, M/s Ray & Ray, New Delhi, as Auditor for Tsunami Relief and Rehabilitation project. Regular field audit visits are being undertaken for physical verification and checking of accounts and local purchases and distribution of material. Audit/Management report is submitted to the Director for necessary action.
VII. MONITORING, REPORTING AND EVALUATION
The Headquarters and Zonal office of CASA have the requisite infrastructure and personnel for continuous monitoring of the programme at the field level which is done on a regular basis through field visits, submission of reports, staff-partner meetings and interaction with beneficiaries.
CASA ensures the active involvement and participation of the beneficiaries in the implementation, monitoring and evaluation of the project activities. The programme will be constantly monitored for ensuring that it progresses along the planned framework, and also in order to fine-tune as and when required, based on field responses. At the end of the programme a review will be conducted to assess the impact of the programme and document lessons learnt for future planning.
The concept of Planning, Monitoring and Evaluation (PME) is being operationalized in the Tsunami Rehabilitation Project as follows: a) Weekly written reports from the sector team leader from each district to the Zonal Office, and in the case of Andaman and Nicobar Islands, to the Headquarters. b) Feedback from the zone to operational units on a regular basis. c) Field Reports are being generated on the basis of outcome of various meetings of village- based organisations and activity based reports from the staff engaged in the implementation of the project. d) Regular field visits of the staff from Zonal and Co-ordination Units. These visits are more in the nature of accompaniment to operational level staff and the village level organisations (like village
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committees, women’s groups, self-help groups, youth committees, economic groups, co-operatives which have been formed in most of our operational villages). e) Monthly meetings have now become quarterly meetings, which are being termed as Quarterly Review and Planning Meetings. These meetings are attended by key staff from the operational level, Zonal level, and also from Headquarters. However, the input and reports brought from the operational levels into these meetings are based on the outcome of village-based Planning and Review meetings, which are attended by representatives of various village-based people’s organisations. Hence it is “down to top” PME process. f) Reports received at the Headquarters level from the Zone are consolidated and sent to funding partners. The Headquarters also sends feedback to the Zone. g) CASA has chosen an external auditing system in the organisation nearer to the areas of operation. High level audit visits are made regularly to the operational level at short notice. Reports on the outcome of these visits are submitted confidentially to the Director of the organisation. h) Accompaniment under PME system of CASA involves monitoring, verification, appraisal of the proposed activities/strategies, capacity building of actors, analysis of emerging issues and providing linkages to specialized agencies, if so needed and desired by the operational units (e.g. Environmental Study, Psycho-social Intervention, technology on disaster-resistant housing and other infrastructure, etc.). i) Learning from the periodic, structured consultations with the constituent member Churches and partners is another value addition to CASA’s Tsunami Rehabilitation project. j) CASA is operating in a 3-tier system with specific roles being played at different levels. At the operational level, led by the Team Leader, the team is engaged in the implementation of the approved activities. At the Zonal level, led by the Chief Zonal Officer based at Chennai, the team is engaged in intensive accompaniment process as stated in the preceding paragraphs. At the Headquarters level, led by the Director, the team is engaged mainly in evaluation, reporting, resource mobilization, interaction with external agencies, Church relationship, co-ordinating visits to Tsunami Rehabilitation programmes of CASA, and financial control and reporting. k) CASA is very particular about the quality of analysis of various data related with socio- economic, political, environmental issues and power equations among economic and social groups in the operational areas. This has been extremely helpful during crisis and mid-term rehabilitation phase of the Tsunami response programme in finalizing specific project activities and operational and organisational management strategies. l) Programme and Financial Progress Reports are being submitted to the governance committees of CASA (Executive Committee, Finance Committee and Personnel Committee) on quarterly basis. Detailed statement on date-wise remittances received by CASA from all the donors for all purposes, including the Tsunami programme, is submitted to the Committee. Policy and related actions for operationalization are approved by these Committees.
Reporting schedule • Relief Phase narrative and financial reports as of 31st March 2005 received by ACT CO by 31st May 2005 • Interim narrative and financial reports as of 30th September 2005 received by ACT CO 31st October 2005
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• Interim narrative and financial reports as of 31st March 2006 to be received by ACT CO 30th April 2006 • Interim narrative and financial reports as of 30th September 2006 to be received by ACT CO 31st October 2006 • Final narrative and financial reports as of 31st December 2006 to be received by ACT CO three months after the closing date of the appeal - by 31 March 2007
VIII. COORDINATION
Government, Other NGOs The CASA headquarter will be in touch with ACT. Contacts with the local Churches and our partner organisations in the three States and in the Union Territory of Andaman and Nicobar are already strong.
CASA will involve the Churches and the regional/local NGOs in co-ordinating the relief intervention. The purpose would be to make the effort more effective and to avoid any possible duplication of efforts in the areas of intervention. The programme will be conducted with the approval and co-operation of the State Government and district officials.
CASA is maintaining regular contact with local administration for proper coordination and effective implementation of the proposed programme. CASA is participating and will continue to participate in coordination meetings called by the state/district administration, UNDP and other networks.
CASA is in close contact with ACT members LWSI and UELCI in order to clear its area of operation in the three states to ensure optimally co-ordinated response.
Links with development actors working in the project area pre-exist, based on CASA's prior activities and NGO partnerships in the area. CASA will be working in coordination with other NGOs and will be networking with them for ensuring coordinated implementation of its programmes so as to complement and supplement those being implemented by other agencies. At the district, block and panchayat levels too, we are in constant touch with Government authorities, local panchayat leaders and NGOs.
The ACT members CASA, UELCI and LWSI, are regularly in touch with each other in Tsunami Relief and Rehabilitation programme-related issues. Apart from the regular interactions, five formal meetings had been convened up until October 2005, where each member shared written reports on activities and future plans. Discussions are held on thematic areas of identified issues and challenges being encountered by. While revising the appeal, ACT members have shared information and even discussed the rate of construction cost of the permanent houses.
Regular co-ordination meetings are organized by different agencies for their partners (e.g. Christian Aid, Dan Church Aid, Norwegian Church Aid). CASA attends these meetings regularly.
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IX. BUDGET
IMPLEMENTING PARTNER: CHURCH'S AUXILIARY FOR SOCIAL ACTION
Appeal Reference Number: ASRE-51 (Revision 2) Appeal Name : ASIA EARTHQUAKE AND TSUNAMIS Period : 1st January 2005 - 31st December 2006
Description Type No. Unit Cost Budget Budget Rev. Proposed 1 Unit Units INR Orig. / Rev. USD Budget Rev. 2 INR 18-Feb-05 USD INCOME RECEIVED - through ACT Geneva Various Donors (See ASRE51 Spreadsheet for details) 0 7,209,588
INCOME RECEIVED directly - (Includes Local cash and 0 8,044,342 non cash contributions) Various Donors (See ASRE51 Spreadsheet for details)
INCOME PLEDGED 0 9,981,328 (See ASRE51 Spreadsheet for details)
TOTAL INCOME 0 25,235,259
EXPENDITURE DIRECT ASSISTANCE 1. CRISIS PHASE Food Relief Assistance Feeding Programme through 11 Partners lumpsum 200,000 11 2,200,000 51,163 51,163 Drinking Water lumpsum 1,000,000 23,256 23,256 Rice 15Kgs Kgs 750,000 12 9,000,000 209,302 209,302 Lentils (2Kgs) Kgs 100,000 30 3,000,000 69,767 69,767 Edible Oil (1 litre) litre 50,000 55 2,750,000 63,953 63,953 Salt kgs 50,000 6 300,000 6,977 6,977 Turmeric Powder (100gms per pkt.) packet 50,000 8 400,000 9,302 9,302 Chilli Powder (50 gms per packet) packet 50,000 6 300,000 6,977 6,977 Polybags for packing piece 50,000 10 500,000 11,628 11,628 sub total: 19,450,000 452,326 452,326
II. For Andaman & Nicobar Islands Distrib.of Dry Ration thru. Proj. partners, i.e. CNI & GELC lumpsum 9,200,000 0 213,953 for Food Ss. of 320MT Rice, 80MT Lentil, 48MT Salt & 64000 litres Edible Oil to 8000 families in A/N Islands sub total : 9,200,000 0 213,953
111. Non Food Relief Assistance Medical Assistance lumpsum 1,000,000 23,256 23,256 Woollen Blankets (1 Pc.) Piece 50,000 105 5,250,000 122,093 122,093 Dhoti (1 pc.) Piece 50,000 61 3,050,000 70,930 70,930 Saree (1pc.) piece 50,000 72 3,600,000 83,721 83,721 Al. Utencils (9 pcs.) set 50,000 194 9,700,000 225,581 225,581 Bedsheets (3) piece 150,000 80 12,000,000 279,070 279,070 Sleeping Mats (3) piece 150,000 30 4,500,000 104,651 104,651 Cotton Towel (1) piece 50,000 25 1,250,000 29,070 29,070 Candle packet Packet 50,000 12 600,000 13,953 13,953 Match Box Packet 50,000 5 250,000 5,814 5,814 Soap for sanitary use piece 50,000 12 600,000 13,953 13,953 5 Litre Plastic Water Container (1) piece 50,000 14 700,000 16,279 16,279 Polybags for packing piece 50,000 10 500,000 11,628 11,628
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Sub total 43,000,000 1,000,000 1,000,000
IV. For Andaman & Nicobar Islands Distribution: non food relief assistance thru.project partners I.e. HCC & GELC (10 Sintex Water Tanks, 1 Welding , machine, construction of 20 temp. toilets 3000 Mosq. Nets, 600 sets garmets - girls, 1250 Kerosene Stoves, 15 sets carpentry tools, 2 sets TV repair tools and 25 sets each Text Books to lumpsum 2,900,000 0 67,442 class XII.
V. Polythene Sheet for Shelter 120 GSM (size 15' x 12') Piece 50,000 400 20,000,000 465,116 465,116
VI. Temporary Shelter Reconstruction/Repairing & Shifting Construction/repairing/shifting of Temporary Shelters shelter 800 15,000 12,000,000 279,070 279,070
TOTAL DIRECT ASSISTANCE 106,550,000 2,196,512 2,477,907
VII. TRANSPORT, WAREHOUSING & HANDLING Transport For Crisis Phase Truck rental for relief material movement to local truck load 405 15,000 6,075,000 141,279 141,279 warehouse & distribution point Fuel & Maintenance charges for 9 Four wheel vehicles month 6 135,000 810,000 18,837 18,837 Fuel & Maintenance of 35 motorcycles for crisis phase month 6 175,000 1,050,000 24,419 24,419 Warehousing 0 0 0 Handling 0 0 0 Loading & Unloading of charges month 6 90,000 540,000 12,558 12,558 sub total : 8,475,000 197,093 197,093
VII. OTHER Purchase of 4 Four Wheel Vehicles 4 550,000 2,200,000 51,163 51,163 Purchase of 25 Motorcycles 25 45,000 1,125,000 26,163 26,163 sub total : 3,325,000 77,326 77,326
XI. PERSONNEL, ADMINISTRATION, OPERATION & SUPPORT Salary of 1 Coordinator month 6 12,000 72,000 1,674 1,674 Salary of 1 Assistant Coordinator month 6 10,000 60,000 1,395 1,395 Salary of 3 Accountants month 6 24,000 144,000 3,349 3,349 D.A. for Coordinators (10) for 5 operational areas @ Rs 150/- month 6 45,000 270,000 6,279 6,279 per day D.A. for68 Field Staff @ Rs 150/- per day month 6 306,000 1,836,000 42,698 42,698 D.A. for 9 Drivers @ Rs 150/- per day month 6 40,500 243,000 5,651 5,651 Honorarium for 40 Volunteers @ Rs 100/- per day month 6 120,000 720,000 16,744 16,744 Boarding & Lodging for 68 Field Staff for crisis phase month 6 612,000 3,672,000 85,395 85,395 Insurance for 68 staff for crisis phase lumpsum 50,400 1,172 1,172 sub total : 7,067,400 164,358 164,358
Office Office utilities for crisis phase month 6 40,000 240,000 5,581 5,581 5 Godown rent for crisis phase month 6 50,000 300,000 6,977 6,977 Office Stationery for crisis phase lumpsum 600,000 13,953 13,953
Communication Purchase of 10 Mobile Phones 10 10,000 100,000 2,326 2,326 Usage of 10 mobile phones 10 30,000 300,000 6,977 6,977 Usage of Fax & Email etc. for crisis phase month 6 40,000 240,000 5,581 5,581 Documentation, Reporting, Promotion and Visibility lumpsum 2,000,000 2,000,000 46,512 46,512 sub total : 3,780,000 87,907 87,907
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TOTAL PERSONNEL, ADMIN., OPERATIONS & 10,847,400 252,265 252,265 SUPPORT
TOTAL FOR CRISIS PHASE: 129,197,400 2,723,196 3,004,591 Post Crisis Phase (if applicable)
I. REHABILITATIION - LIVELIHOOD Support to Fisherfolk Fishing Boats and Gear New Kattumaran with nets family 0 81,395 0 Fibre Boat 29' with Nets & Outboard Motor in Tamil Nadu, boats 213 200,000 42,600,000 1,744,186 990,698 Kerala & Andhra Pradesh Fisherfolk labourers (Coolies) 0 186,047 0 New FRP Nava 32' with Nets & Inboard Motor in Andhra boats 17 350,000 5,950,000 0 138,372 Pradesh New Vallam with Nets in Tamil Nadu and Kerala boats 80 65,000 5,200,000 81,395 120,930 Boats/Nets/Engine for Andaman & Nicobar boats 175 200,000 35,000,000 0 813,953
Repair & accessories Repair/Servicing/Fuel/nets &acccessories for motor boats in lumpsum 2,500,000 46,512 58,140 South India
Fishery related activities Support to small Fishing business units in South India units 1,500 2,200 3,300,000 55,814 76,744 Support to Fishery Cooperatives 0 46,512 0 Fishery Cooperatives for Andaman & Nicobar cooperative 18 500,000 9,000,000 0 209,302
Fisher Women's Economic Collectives in South India Fish Processing & Poultry Feed Manufacturing Units units 35 100,000 3,500,000 0 81,395 Fisher Service Centres units 11 100,000 1,100,000 0 25,581 Refrigerated Van with running and maintenance cost unit 1 850,000 850,000 0 19,767 Three wheeler transport carriages unit 14 125,000 1,750,000 0 40,698
Fisheries Infrastructure Development in South India Net Repairing and Fish Vending Yard unit 20 100,000 2,000,000 0 46,512 Fish Processing & Marketing Composite Yards units 4 2,500,000 10,000,000 0 232,558 Market Information Systems units 3 150,000 450,000 0 10,465
Alternate Sources of Livelihood in South India Support for development of alternate sea based sources of units 5 500,000 2,500,000 0 58,140 livelihood
Renewal of Lives of Dalits & Disadvantaged in South India Support to small artisan/traders units 435 6,500 2,827,500 69,767 65,756
Vocational Skill Orientation for Employment Generation Vocational training cum production units in South India units 420 20,000 8,400,000 83,721 195,349 Vocational training cum production units in Andaman & units 5 500,000 2,500,000 0 58,140 Nicobar
Sustainable Agriculture & Livelihood Promotion Agriculture Co-operatives for Andaman & Nicobar units 8 500,000 4,000,000 93,023 93,023 Farm Implements for agriculture labour in South India units 500 3,000 1,500,000 34,884 34,884 Seed & Manure Propagation of Organic Farming in South India units 40 50,000 2,000,000 0 46,512 Irrigation & Farm Ponds in South India units 50 75,000 3,750,000 93,023 87,209 Plough Animals in South India units 47 20,000 940,000 37,209 21,860 Land Desalination of Agriculture Land Promotion of Subsidiary Income Generating Occupations in S.India Goat Rearing units 300 4,000 1,200,000 65,116 27,907 Dairy Farming units 140 20,000 2,800,000 46,512 65,116
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Poultry Keeping units 260 1,000 260,000 0 6,047
Self Help Groups (SHG) SHGs in South India units 20 200,000 4,000,000 55,814 93,023 SHGs in Andaman & Nicobar Islands Units 10 300,000 3,000,000 0 69,767
Investment on Education for Social Equity in South India Tuition Centres centre 38 25,000 950,000 0 22,093 Educational Sponsorship Programme programme 400 3,600 1,440,000 0 33,488 Educational Aids (books, uniforms, equipment etc.) unit 800 1,920,000 55,814 44,651 2,400 Expenses related to recovery of duplicate certificates student 500 1,000 500,000 0 11,628 (including travel cost) Bicycle for school children bicycle 50 3,000 150,000 0 3,488 Excursions & Sports and Cultural Programme programme 26 21,500 559,000 0 13,000 Children's Park/Play Pens park 50 30,000 1,500,000 24,419 34,884
Ecological Regeneration Social Forestry/Tree Plantation for South India sapling 250,000 25 6,250,000 87,209 145,349 Social Forestry/Tree Plantation for Andaman & Nicobar sapling 25 6,250,000 0 145,349 250,000
Food & Cash Programme (Assistance to 5000 families) in South India Rice @ 5 Kg per family per day for 60 days to 5000 families metric tons 1,500 12,000 18,000,000 418,605 418,605 Cash @ Rs 20 per Manday Mandays 300,000 20 6,000,000 139,535 139,535 Sub total : 206,396,500 3,546,512 4,799,919
II. RECONSTRUCTION (Infrastructure) Housing Repair of Damaged Houses 0 93,023 0 Construction of Disaster resistant houses in Kerala on pile house 63 360,000 22,680,000 234,418 527,442 foundation Construction of Disaster resistant houses in Kerala on L.B. house 196 255,000 49,980,000 729,304 1,162,326 foundation Construction of Disaster resistant houses in Tamil Nadu state house 2,565 200,000 513,000,000 9,544,186 11,930,233 Constru. of Disaster resistant houses in Carnicobar on frame house 1,200 548,000 657,600,000 282,790 15,293,023 foundation (on stilt) Construction of Death Houses in Carnicobar(Andaman & house 18 548,000 9,864,000 0 229,395 Nicobar Island) Construction of Birth Houses in Carnicobar (Andaman & house 18 548,000 9,864,000 0 229,395 Nicobar Island)
Multipurpose Disaster Shelters Constr. of Multipurpose Disaster Shelters - Tamil Nadu, shelter 25 2,500,000 62,500,000 1,104,651 1,453,488 Kerala and Andhra Pradesh Construction of Multipurpose Disaster Shelters in Andaman shelter 10 4,400,000 44,000,000 0 1,023,256 & Nicobar
Primary/Secondary schools Construction of Schools in South India school 10 2,400,000 24,000,000 0 558,140 Construction of Primary Schools in Andaman & Nicobar school 5 4,800,000 24,000,000 0 558,140 Construction of Middle Schools in Andaman & Nicobar school 6 8,000,000 48,000,000 0 1,116,279 Construction of Secondary Schools in Andaman & Nicobar school 3 8,800,000 26,400,000 0 613,953 Construction of Sr. Secondary Schools in Andaman & school 2 11,200,000 22,400,000 0 520,930 Nicobar
Health Centres/Community Centres Construction of Community Centres in South India centre 20 1,200,000 24,000,000 0 558,140 Construction of Health Centres in Andaman & Nicobar centre 12 685,000 8,220,000 0 191,163
Other Infrastructure & Repair Int. Roads, WatSan, Village Gate, Overhead water Tanks, village 30 2,200,000 66,000,000 1,627,907 1,534,884 Village Display Boards etc. Repair of Schools in South India school 10 500,000 5,000,000 58,140 116,279
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Construction related consultancy Technical Consultancy (Calling Tenders & External lumpsum 3,000,000 69,767 69,767 Supervision of Construction) sub total : 1,620,508,000 13,744,186 37,686,233
III. OTHERS Community Organisation/Networking Village Meetings meetings 300 2,000 600,000 0 13,953 Important Day Celebration celebration 240 5,000 1,200,000 0 27,907 Exposure Programme programme 120 8,000 960,000 0 22,326 Health Camps camps 240 3,000 720,000 0 16,744 Networking Meetings meetings 36 10,000 360,000 0 8,372 Village Information Centre centre 60 10,000 600,000 0 13,953
Perspective & Capacity Building Village Level Workshops on various related issues workshop 120 3,500 420,000 0 9,767 Training programme for the rep. of VO's & implementation prog. Mgmt, Financial Management & Marketing Management issues programme 40 8,000 320,000 0 7,442 State level & Reg. level w/shops & consultations for workshop 8 200,000 1,600,000 0 37,209 stakeholders (incl. churches) Quarterly Planning & Review Meetings meeting 12 200,000 2,400,000 0 55,814 Staff Capacity Training Programmes programme 4 300,000 1,200,000 0 27,907 Sponsership to Training Programmes programme 50 10,000 500,000 0 11,628 sub total: 10,880,000 0 253,023
IV. Community Disaster Preparedness Programme in villages 52 300,000 15,600,000 0 362,791 Project Villages
V. Socio Psycho Intervention lumpsum 4,000,000 93,023 93,023
VI. Process Documentation lumpsum 1,000,000 23,256 23,256
VII. Communication, Visibility and Publicity lumpsum 1,000,000 23,256 23,256 Sub total : 21,600,000 139,535 502,326
VIII. Transport, Warehouse & Handling Fuel & Maintenance charges 8 utility vehicles for reh. Phase month 24 80,000 1,920,000 27,907 44,651 Fuel & Maintenance charges for25 motorcycles for reh. Phase month 24 60,000 1,440,000 33,488 33,488 Truck rental to local warehouse & local distribution point truck 200 15,000 3,000,000 69,767 69,767 Loading & Unloading of charges month 24 10,000 240,000 5,581 5,581
Capital Equipement Purchase of vehicle for South India vehicle 1 600,000 600,000 0 13,953 Purchase of vehicle for Andaman & Nicobar vehicle 2 600,000 1,200,000 0 27,907 sub total : 8,400,000 136,744 195,349
IX. PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT Local & Regional Travel (Staff & Visitors) month 24 300,000 7,200,000 81,628 167,442 Travel & Accomodation (for field staff) month 24 80,000 1,920,000 44,651 44,651 Staff salary & Compensation At Operational Level Village Based Programme Coordinator (1) in South India @ salry Rs 20000 month 24 20,000 480,000 8,372 11,163 per month Programme Coordinator (1) in Andaman & Nicobar @ salary month 24 20,000 480,000 0 11,163 Rs 20000 per month Assistant Coordinators (3) in South India @ salary Rs 15000 month 24 45,000 1,080,000 20,094 25,116 per month Assistant Coordinator (1) in Andaman & Nicobar @ Rs month 24 16,500 396,000 0 9,209 16500 per month Team Leaders (5) in South India @ salary Rs 14000 per month 24 70,000 1,680,000 26,791 39,070
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month Team Leaders (4) in Andaman & Nicobar @ salary Rs15500 month 24 62,000 1,488,000 0 34,605 per month Sector Accountants (5) in South India @ salary Rs 7000 per month 24 35,000 840,000 28,465 19,535 month Sector Accountants (4) in Andaman & Nicobar @ salary Rs month 24 34,000 816,000 0 18,977 8500 per month Regional Engineer (1) in South India @ salary Rs 15000 per month 15 15,000 225,000 6,698 5,233 month Regional Engineer (2) in Andaman & Nicobar @ salary Rs month 15 33,000 495,000 0 11,512 16500 per month Site Supervisor (30) in South India @ salary Rs 6000 per month 15 180,000 2,700,000 14,233 62,791 month Site Supervisor (18) in Andaman & Nicobar & salary Rs month 15 135,000 2,025,000 0 47,093 7500 per month Programme Assistant (5) in South India @ salary Rs 5000 month 24 25,000 600,000 0 13,953 per month Programme Assistant (4) in Andaman & Nicobar & salary Rs month 24 26,000 624,000 0 14,512 6500 per month Psycho Social Councillors & Field Officers (9) @ salary Rs month 24 72,000 1,728,000 0 40,186 8000 per month Field Officers (12) in South India @ salary Rs 9000 per month 24 108,000 2,592,000 66,419 60,279 month Field Officers (4) in Andaman & Nicobar @ salary Rs 10500 month 24 42,000 1,008,000 0 23,442 per month Support Staff (5) in South India @ salary Rs 3000 per month month 24 15,000 360,000 13,395 8,372 Support Staff (4) in Andaman & Nicobar @ salary Rs 4500 month 24 18,000 432,000 0 10,047 per month Community Organiser (46) in South India @ Rs 3500 per month 24 161,000 3,864,000 43,535 89,860 month Community Organiser (18) in Andaman & Nicobar @ Rs month 24 90,000 2,160,000 0 50,233 5000 per month Drivers (5) in South India @ salary Rs 6000 per month month 24 30,000 720,000 13,395 16,744 Drivers (2) in Andaman & Nicobar @ salary Rs 7500 per month 24 15,000 360,000 0 8,372 month
At Monitoring & Reporting Level Zonal level Assistant Monitoring Officer (1) for South India @ Rs15000 month 24 15,000 360,000 8,372 8,372 per month Assistant Monitoring Officer (1) for Andaman & Nicobar @ month 24 16,500 396,000 8,372 9,209 Rs 16500 per month Programme Assistant (1) for South India @ Rs 8000 per month 24 8,000 192,000 4,186 4,465 month Programme Assistant (1) for Andaman & Nicobar @ Rs 9500 month 24 9,500 228,000 16,744 5,302 per month Accountant (1) for South India @ Rs 9000 per month month 24 9,000 216,000 0 5,023 Accountant (1) for Andaman & Nicobar @ Rs 10500 per month 24 10,500 252,000 0 5,860 month Driver (1) for South India @ Rs 6000 per month month 24 6,000 144,000 0 3,349 At Head Quarter's Level Reporting Officers (2) month 24 30,000 720,000 0 16,744 Programme Assistant (3) (1at Accounts, 1 at Emergency & 1 month 24 24,000 576,000 4,186 13,395 at Directors Secretariat) Account Assistant (2) month 24 20,000 480,000 0 11,163
Insurance for 202 staff lumpsum 600,000 2,791 13,953 Office Rental (10 Operational Units) month 24 125,000 3,000,000 27,907 69,767 Office Utilities (10 Operational Units) month 24 80,000 1,920,000 19,535 44,651 Office Stationery & Supply (10 Operational Units) month 24 80,000 1,920,000 19,535 44,651 Telephone, Fax & Email etc. (10 Operational Units) month 24 125,000 3,000,000 27,907 69,767 Capital Items (Computer, Fax, Furniture) etc. lumpsum 1,000,000 23,256 23,256 sub total : 51,277,000 530,465 1,192,488
X. Audit of Funds & Auditors Field Visits lumpsum 1,000,000 11,628 23,256
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Designated Fund for Andaman & Nicobar 0 2,325,581 0 TOTAL FOR POST CRISIS PHASE 1,920,061,500 20,434,651 44,652,593
TOTAL EXPENDITURE (CRISIS & POST CRISIS 2,049,258,900 23,157,847 47,657,184 PHASE)
BALANCE REQUESTED 22,421,925
Note: Revised budget lines in local currency are in italics & bolded
Exchange Rate : Exchange Rate for Rev 1 Budget: 43.00 Exchange Rate for Rev 2 Budget: 43.00
Asia Earthquake & Tsunamis 149 ASRE 51 (Revision 2)
I. REQUESTING ACT MEMBER INFORMATION
Lutheran World Service India (LWSI)
II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION
Lutheran World Service India (LWSI) has been working to assist victims of both natural and man- made disasters since its inception in 1974. LWSI works in close co-operation with local bodies and government. Views of the beneficiaries are of prime importance in LWSI activities. In order to gain knowledge about a community and its people LWSI establish close relations.
The project will be implemented by Lutheran World Service India (LWSI) in co-operation with the United Evangelical Church in India (UELCI). The two organisations will co-ordinate their work and support each other in whatever ways possible. However, the details of the response, areas of work, budgets and reporting will be separate.
III. DESCRIPTION OF EMERGENCY SITUATION IN PROPOSED AREAS OF RESPONSE
Location of response Following the highly publicised disaster, there was an overwhelming response from individuals, civil society organisations, national and international non-governmental organisation, bi-lateral and multi- lateral agencies and governments at the regional, national and international levels, including UN. Although the immediate disaster responses were spontaneous and feelings of fellowship were appreciated, absence of qualitative utilisation of resources were experienced in many areas.
LWSI and UELCI have been in touch with government officials to understand the government plans for the response, adapt the programmes to the policies developed by the government and to get villages allocated to carry out relief and rehabilitation activities ensuring there will be no overlapping.
LWSI was initially allotted eight villages by the government in Tamil Nadu and Pondicherry and later, after “gap-analysis” had been conducted for relief and livelihood support, LWSI itself identified villages and groups for livelihood support and reported to the government for record. Through this process LWSI provided relief to the budgeted 3,500 families in ten villages by end of March 2005. Livelihood support continued as there was a shortage of boats with engines and nets on the market. Till end of June 2005, LWSI was able to distribute livelihood packages to 188 Groups of families in 11 villages in Tamil Nadu and Pondicherry.
Changing circumstances have and may still result in further adjustments to the programme. Some NGOs may not continue and LWSI may be assigned to take up the work in those places.
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IV. TARGETED AREAS AND BENEFICIARIES:
LWSI assisted in total 16 villages as of end of June 2005 as follows:
Sl. State/Union No. Territory District/Region Village LWSI Assistance 1 Tamil Nadu Cuddalore Reddiarpettai A 2 Annappanpettai A. C & D 3 Ayyampettai D 4 Nallavadu A & C 5 Villupuram Anichankuppam A & C 6 Thanthiriyankuppam D 7 Nadukuppam A & D 8 Chinnamuduliarchavady A 9 Mandavaiputhukuppam C 10 Nachikuppam C 11 Pondicherry Pondicherry Nallavadu A, B & C 12 Narambai A & C 13 Pannithittu A, B & C 14 Karaikal Karaikalmedu A & C 15 Nagapattinam Thirumullaivasal C & D 16 Kodiyampalayam C
Note: A = Relief, B = Temporary Shelter, C = Fishermen Livelihood, D = Permanent Houses and other long term support
Criteria for the selection of beneficiaries (families): • Families whose houses were damaged or lost, and who lost their belongings and livelihoods/tools • Poor fisher families • Female headed households • Disadvantaged sections of the community such as fisher folks, Dalits, etc • Those whose homes are affected by tsunami • Villages receiving no assistance or very little assistance from the government or other NGOs • Beneficiaries selected on the basis of observation by CBOs, local people's representatives and by the village level committees • Villages allotted by appropriate government authorities
V. PROPOSED REVISION OF LWSI EMERGENCY AND POST-EMERGENCY ASSISTANCE & IMPLEMENTATION :
Goal: The overall goal is to support the tsunami affected people in meeting their immediate needs and returning to normal life through rehabilitation.
Objectives: • To provide immediate relief support in the form of food and non-food items • To provide basics such as clothes, utensils, light, sleeping materials
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• To provide safe drinking water and undertake appropriate sanitation programmes. • To provide psychosocial support • To arrange temporary shelter for the needy families • To capacitate staff, volunteers, community and representatives of grassroots organisations of fisher folks on community based disaster preparedness and management and on Sphere standards. • To undertake advocacy programmes for the rights of disaster victims • To provide livelihood support through boats and nets to a cluster or a collective organisation of fishing families • To reconstruct damaged/washed out huts and permanent shelters in selected villages • To construct multipurpose community shelters for use as anganwadi centres for integrated child development activities by government, schools, cyclone shelters, etc • To provide permanent houses with cyclone, earthquake and tsunami resistance measures. • To restore green coverage along the coast where LWSI undertake Reconstruction activities.
Activities:
Crisis Phase Non-food Assistance LWSI has completed the crisis phase relief assistance to the committed 3,500 families.
Temporary Shelter Material The Tamil Nadu government has instructed that all temporary housing should be of fireproof materials, containing asphalt and asbestos sheets for roofing and walls with galvanised iron pipe for frame, which LWSI found to be an uneconomical, unfeasible solution as they are not user friendly. In most of the LWSI allotted villages such temporary shelters have been provided to some families by other NGOs. Wherever there are gaps, especially in Pondicherry, LWSI will assist the families with traditional temporary shelters till they are rehabilitated into permanent houses. 204 families were provided with traditional type of temporary houses in Pondicherry.
Psycho Social Support Tremendous trauma were both visible and concealed. The social workers, community organisers and volunteers are being trained in counselling by professionals. These workers will then provide psycho- social care to the victims. ACT partner agencies have come up with training packages in this sector. Church of Sweden initiated a capacity building training workshop on Psycho Social Care Service.
Water & Sanitation In the villages assigned to LWSI, supply of drinking water is adequate as government and UNICEF made temporary provisions. Therefore there is no need for activities in this sector, other than water containers, which were provided to all the 3500 families as part of relief kit. Once the housing rehabilitation program is finalised, the water sources are to be established in consultation with the government department concerned.
Post Crisis Phase Activities: (Revision Proposal)
Livelihood Restoration Fishermen’s Collective Livelihood Kit: UELCI and the Lutheran World Service India decided, after a detailed survey and discussion with the communities, to provide Fishermen’s Collective Livelihood Kit to be owned and managed by a group of families. Each group of 5 member-families will receive one kit containing a fibre boat, a 10 HP outboard engine and 2 types of fish nets with accessories. The cost of each such kit is Rs. 170,000 (US$3,953) and the number of kits after “analysis” has been
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reduced in the revised budget to 230 groups of co-operatives/collective fishermen. This has lead to a reduction in this budget line in this revision. The order for the remaining kits are placed and as soon as the kits are received from suppliers and manufacturers, the kits will be handed over to the beneficiaries.
Shelter Reconstruction and Construction Cyclone/Flood/Earthquake/Tsunami Resistance house: After the tsunami tragedy, the state government has stated its plan to relocate the fishermen’s homes 500 metres away from the seashore to a higher elevated place. Those families who lived on the shore and near the sea bore the brunt of the tsunami - almost all houses were totally razed to the ground or washed away. According to this directive, LWSI prepared the budget for houses to 1000 families at a cost of Rs.80,000 each.
Based on the latest village allocation by the district authorities, LWSI will undertake reconstruction of 850 cyclone-, earthquake- and flood-resistant houses. The cost of each cyclone resistant house by LWSI is estimated to be Rs 165,000 (US$3837). All these details were discussed in the ACT India implementing partners co-ordination meeting on 3rd June, 2005.
Each unit of the house will have a 304 sq. feet plinth area including Bath & WC but excluding the concrete stair case. The toilet will be either detached or attached as per choice of the families. All the specifications as per the Government of Tamil Nadu has been considered. This modified house plan has been considered for the following added value for the fishermen: • At times of future tidal surge if any, the family can take shelter on the top of the roof. • In normal times the fishermen families can dry their fish under hygienic conditions. • Compared to their traditional structure, this type of housing require less recurring expenditures. • When they want to expand the size of the house they can construct more floors.
Under the revised guideline, the government suggested rebuilding the houses according to the choice of the affected families; either at the same site where they used to live, but beyond 200 meters from the sea, or at new sites to be provided by the Government; beyond 500 meters from sea.
For those families who prefer to remain within 200 meters from the sea, multipurpose community shelters will be constructed beyond 200 meters, in order for the population to take shelter at times of disaster. These buildings will also be used as schools, for community activities and storage purposes. The communities will maintain these centres. Expert advice will be sought on construction of cyclone resistant buildings. Memorandums of Understanding (MoU) between the District Administration and LWSI are to be in place.
Capacity Building Programme Capacity building programmes will be carried out in connection to community based disaster preparedness training, including training on SPHERE standards. Volunteers, field workers, co- ordinators and youth volunteers from the communities will undergo the capacity building programme training.
Community Service To undertake the post crisis activities, experienced civil engineers and community organisers/social workers have been deployed along with Project Co-ordinators. The volunteers and animators are recruited locally in consultation with local church leaders. They will work together in close co- operation with, and participation from, the communities.
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Transportation While it is planned to procure materials from the nearest available suppliers, some items are expected to be transported from other places mainly due to the vast area of devastation and increased demand for various items. The proposed budget will cover costs of hiring vehicles and LWSI truck operational costs.
Capital Assets In the original proposal one jeep and one pickup truck was proposed to be purchased for this project. After review of the situation regarding the building construction system, instead of one pickup truck, two jeeps are to be bought. Minimum Ten motorcycles and two light moped specially for female staff are also considered to facilitate the movement of staff and volunteers between the villages and offices. Since the operational areas are in the coastal belt with high salinity in the air, a significant amount of corrosion during the 24 months of service is expected. Any serviceable vehicles remaining at the end of the project period will be transferred to the other existing, ongoing activities of LWSI in Orissa, West Bengal or Assam. These programmes are chronically short of transport so the vehicles will be of great help. The same applies to other capital items such as computers, fax and cell phones.
Indirect cost: personnel, administration and operations cost The relief teams are formed from experienced staff taken from ongoing projects in Assam, Orissa and West Bengal, and are placed with newly recruited personnel and local volunteers to implement the current proposal and replaced in their original operational areas. One senior project co-ordinator supported by two project officers, one accountant and drivers will be responsible for work at the field level. From time to time senior staff from the Disaster Response Unit will continue to provide necessary guidance for the field team during their monitoring visits.
Advocacy Advocacy programmes are being undertaken to draw the attention of the state government and central government to the rights of the fisher folks and other tsunami victims through co-ordination with other NGOs and government agencies. LWSI will both organise meetings and workshops and participate in those organised by other NGOs.
Project implementation methodology LWSI will: • Link disaster mitigation efforts with political, human rights issues and organisations • Identify and involve locally experienced leaders and NGOs (having knowledge of the region, being culturally sensitive and capable to fight for justice) / CBOs / POs in disaster operations, besides involving community groups • Facilitate the formation of village level development committees, the basic unit to spearhead disaster mitigation operations • Organise community members to demand fulfilment of their rights from the government authorities • Facilitate the creation of local infrastructures by the community itself.
Volunteers will be deployed in each village or a group of villages depending on the population. A field worker will assist a group of volunteers and the co-ordinators who will relate to the central co- ordinators will accompany field workers.
From the very beginning communities are involved in planning, selecting, implementing and managing the programmes. In each village, committees are being set up, unless local organisations
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already exist, like self-help groups, Panchayat Raj Institution members, Traditional Village Panchayat (People’s government), etc. These grassroots organisations are involved in the rehabilitation efforts. The entire system will be community-centred and the operations will be participatory and ensure transparency with social accountability.
Main Strategies The total project is being implemented in close co-ordination with the target communities, district and state administration, local self-government agencies, civil society movements, other NGOs and all stakeholders in the project areas.
During the implementation, LWSI will continue extending required technical support to UELCI. Although the operations of LWSI and UELCI will be separate they will be very similar and implemented in close co-ordination with each other. Wherever LWSI operational villages fall in and around the churches in Tamil Nadu (specially TELC, ALC, IELC), the respective church leaders will also be consulted and all the information are shared among them. This process will also be shared among all the ACT India partners during its periodical co-ordination meetings.
Planning assumptions, constraints and prioritization • The targeted beneficiaries are expected to cooperate with the project • The assumption is that the present peaceful situation will prevail in the area • There are no major calamities during the project period • There will be major changes in the current government policies on rehabilitation.
The communities will participate fully from the beginning and will be informed about the funding of the programmes and the nature of funding. Depending on resources and flow of funds, decisions on priorities will be taken with full participation of the communities.
Implementation Timetable The project will run for the full 24 months in order to allow sufficient time to complete all the activities mentioned. The programme started in the month of January 2005 and will end by December 2006.
Transition or Exit Strategy Communities will be motivated to organise self-help groups in the villages and existing SHGs will be strengthened. Through advocacy and capacity building, people will be assisted to obtain for themselves the benefits that are their right from the authorities as well as establishing community mechanisms towards self-reliance and sustainability. Through awareness programmes on their rights they will be linked to local government institutions.
VI. ADMINISTRATION & FINANCE
LWSI have well-established, professional, administrative personnel, financial procedures, material management and reporting systems. The Country Director, along with the Programme Director, the Emergency and Disaster Response units, as well as the Finance unit at LWSI Head Office, will be directly responsible for overseeing the programme.
In the field, one project co-ordinator will administer the project during the crisis and post crisis phase. The LWSI programme staff will consist of civil engineers, trained social workers, volunteers and others who will implement programmes at field levels with the active help from locally recruited
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volunteers. In addition, bookkeepers, drivers and office assistants will backup the project team.
LWSI head office staff will visit the project sites regularly to monitor and guide the implementation. The project co-ordinator will submit statistical, narrative and financial reports, including materials used, to LWSI head office regularly.
Audit During the course of the implementation period, there will be a minimum of one audit carried out by external auditors. During their visit, they will verify the stock records, budget expenditure control system, procurement system, vehicle movements, books of accounts, etc, and report to the Country Director. Audits will be shared with ACT CO and donors.
VII. MONITORING, REPORTING & EVALUATIONS
The project will be evaluated internally, in order to take stock of implementation status, take corrective action where required as well as to identify shortcomings and new opportunities. While these evaluations will take place primarily within the project structure, including the LWSI Head Office, the results will be communicated and shared with beneficiary communities, to obtain their inputs and suggestions.
The consolidated field updates will be made available to UELCI and ACT CO periodically concerning aspects of material usage, finance utility in the field, statistical data on the activities and overall progress of the programme.
Reporting Schedule • Relief Phase narrative and financial reports as of 31st March 2005 received by ACT CO by 31st May 2005 • Interim narrative and financial reports as of 30th September 2005 received by ACT CO 31st October 2005 • Interim narrative and financial reports as of 31st March 2006 to be received by ACT CO 30th April 2006 • Interim narrative and financial reports as of 30th September 2006 to be received by ACT CO 31st October 2006 • Final narrative and financial reports as of 31st December 2006 to be received by ACT CO three months after the closing date of the appeal - by 31 March 2007
VIII. CO-ORDINATION
For co-ordinating the ongoing emergency relief, periodic field visits, consultants’ accompaniment and meetings, the co-ordination tempo will be kept intact and help to implement the programmes as per the plan both in terms of cash flow and action plans.
The co-ordination between the ACT partners, district & state governments and other local authorities will be continued on a regular basis. LWSI is keeping close contact with the district and block level government officials.
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IX. BUDGET
Name of implementing member : LUTHERAN WORLD SERVICE INDIA
Appeal Reference Number: ASRE-51 (Revision 2) Appeal Name : ASIA EARTHQUAKE AND TSUNAMIS Period : 1st January 2005 - 31st December 2006
Description Type of No. of Unit Budget Budget Proposed Proposed Cost Revision 1 Revision 1 Unit Units (INR) INR USD Budget Rev. Budget Rev. 2 2 18-Feb-05 18-Feb-05 INR USD INCOME RECEIVED through ACT Geneva Various Donors ( See ASRE51 4,050,796 Spreadsheet for details)
INCOME RECEIVED directly - ( Includes local cash and non cash contributions) Various Donors ( See ASRE51 55,290 Spreadsheet for details)
INCOME PLEDGED ( See ASRE51 Spreadsheet for details) 327,851
TOTAL INCOME 4,433,937
EXPENDITURE
CRISIS PHASE Non Food Relief Kit for 3,500 families Pcs 3,500 110 385,000 8,953 385,000 8,953 Lungi/Dhoti - Men's cloths Pcs 3,500 175 612,500 14,244 612,500 14,244 Children Garment(boys and Girls) Set 7,000 65 455,000 10,581 455,000 10,581 Aluminium Utencil Pcs 3,500 350 1,225,000 28,488 1,225,000 28,488 Cotton Bedsheets Pcs 7,000 95 665,000 15,465 665,000 15,465 Sanitary kit for Women kits 3,500 212 742,000 17,256 742,000 17,256 School student kit kits 3,500 90 315,000 7,326 315,000 7,326 Kerosine Stove Pcs 3,500 170 595,000 13,837 595,000 13,837 Hurricane lantern Pcs 3,500 78 273,000 6,349 273,000 6,349 Sub Total 5,267,500 122,500 5,267,500 122,500
Temporary Shelter Material Palm/coconut Leafs accessories for Bamboo Structures Familie 204 3,255 3,250,000 75,581 664,020 15,442 s Sub Total 3,250,000 75,581 664,020 15,442
Psycho Social Support for Aid Workers and affected people and affected people Cost of materials & professional fees l.s 0 0 125,000 2,907 125,000 2,907 Sub Total 125,000 2,907 125,000 2,907
Water and Sanitation Water pots for House-hold use nos 3,500 40 175,000 4,070 140,000 3,256 Sub Total 175,000 4,070 140,000 3,256
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TOTAL CHRISIS PHASE 8,817,500 205,058 6,196,520 144,105
POST CHRISIS PHASE
Livelihood Restoration Fishermen kits(Boats/Catamaran & Kits 240 170,000 63,000,000 1,465,116 40,800,000 948,837 Nets) Sub Total 63,000,000 1,465,116 40,800,000 948,837
Shelter Construction Cyclone resistance house families 850 180,000 80,000,000 1,860,465 153,000,000 3,558,140 Community Infrastructures, as Water Village 6 2,500,00 20,000,000 465,116 15,000,000 348,837 supply, s 0 Community Centres, Roads, Park etc. Sub Total 100,000,000 2,325,581 168,000,000 3,906,977
Environmental Rehabilitation & Disaster Preparedness Wind-breaker and fruit tree Plantation Months 6 30,000 - - 180,000 4,186 Capacity Building for Community Based Months 6 50,000 - - 300,000 6,977 Disaster Preparedness Sub Total - - 480,000 11,163
Community Service Staff Capacity Building training Event 2 150,000 - - 300,000 6,977 Civil Engineer (1) Months 20 20,000 - - 400,000 9,302 Technical Officer (3) Months 20 45,000 - - 900,000 20,930 Social worker/Comm.Organizer (10) Months 24 105,000 2,520,000 58,605 2,520,000 58,605 Volunteers(5,000/mth) 10 persons Months 24 50,000 1,800,000 41,860 1,200,000 27,907 Motor Cycles (12) - Running cost Months 24 30,000 720,000 16,744 720,000 16,744 Sub Total 5,040,000 117,209 6,040,000 140,465
Transportation Transportation by hire truck Trip 25 3,500 350,000 8,140 87,500 2,035 Transportation by LWSI truck running Months 5 25,000 600,000 13,953 125,000 2,907 cost Warehouse Months 10 3,000 30,000 698 30,000 698 Sub Total 980,000 22,791 242,500 5,640
Capital Assets Vehicles Pick up truck unit 600,000 600,000 13,953 - - Jeep unit 2 550,000 550,000 12,791 1,100,000 25,581 Motor Cycles unit 15 35,900 359,000 8,349 538,500 12,523 Sub Total 1,509,000 35,093 1,638,500 38,105
Capital Assets Office Equipments Computers unit 3 40,000 40,000 930 120,000 2,791 Fax Machines unit 1 10,000 21,000 488 10,000 233 Cell Phones unit 3 7,000 10,000 233 21,000 488 Office Equipments/Furniture unit 3 15,000 - - 45,000 1,047 Sub Total 71,000 1,651 196,000 4,558
PERSONNEL,ADMINISTRATION,OPERATIO N & SUPPORT COST Staff Salaries and benefits Project Co-ordinator (1) Months 24 25,000 420,000 9,767 600,000 13,953 Project Officer (2) Months 24 25,000 600,000 13,953 600,000 13,953 Office Secretary (2) Months 18 20,000 - - 360,000 8,372 Accountant (1) Months 24 9,500 204,000 4,744 228,000 5,302 Driver (2) Months 24 18,000 552,000 12,837 432,000 10,047 Salaries and benefits -Central office staff Months 24 120,000 1,320,000 30,698 2,880,000 66,977 Sub Total 3,096,000 72,000 5,100,000 118,605
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Travel Accomodation Months 24 15,000 180,000 4,186 360,000 8,372 Per - Diem Months 24 25,000 120,000 2,791 600,000 13,953 Vehicle Hire Charges Months 3 5,000 135,000 3,140 15,000 349 Travel - Air/Bus/Train Months 24 54,000 720,000 16,744 1,296,000 30,140 Sub Total 1,155,000 26,860 2,271,000 52,814
Vehicle Running cost Jeeps running cost (2) Months 24 30,000 360,000 8,372 720,000 16,744 Sub Total 360,000 8,372 720,000 16,744
TOTAL POST CRISIS PHASE 175,211,000 4,074,674 212,738,000 4,947,395
Administration and Office cost Rent - Office Months 24 12,000 84,000 1,953 288,000 6,698 Electricity Months 24 5,000 96,000 2,233 120,000 2,791 Telephone,Fax,E.mail Months 24 8,000 216,000 5,023 192,000 4,465 Photocopy Expenses Months 24 2,000 72,000 1,674 48,000 1,116 Stationary and supplies Months 24 10,000 192,000 4,465 240,000 5,581 Postage & Courier Months 24 500 72,000 1,674 12,000 279 Office Maintenance Months 24 30,000 211,200 4,912 720,000 16,744 Share office cost - Headquarters Months 24 15,000 1,080,000 25,116 360,000 8,372 Sub Total 2,023,200 47,051 1,980,000 46,047
Audit Fees Fees - Auditors year 2 50,000 100,000 2,326 100,000 2,326 Sub Total 100,000 2,326 100,000 2,326
Visibility Banners,hat,Stickers,Posters etc. Lump 0 0 145,000 3,372 145,000 3,372 sum Sub Total 145,000 3,372 145,000 3,372
TOTAL PERSONNEL,ADMIN, OP, 2,268,200 52,749 2,225,000 51,744 SUPPORT. ETC
TOTAL BUDGET 186,296,700 4,332,481 233,909,520 5,439,757
AMOUNT REQUESTED 1,005,820
Exchange Rate : Exchange Rate for Rev 1 Budget: 43.00 Exchange Rate for Rev 2 Budget: 43.00
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I. REQUESTING ACT MEMBER INFORMATION
The projects will be implement by the United Evangelical Church in India (UELCI)
II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION
THE UNITED EVANGELICAL LUTHERAN CHURCHES IN INDIA (UELCI), Chennai, Tamilnadu, is an umbrella organisation of the Lutheran Churches in India. UELCI is committed to working amongst the poor and the marginalised using a participatory approach and with the aim of long-term development. The Division of Social Action (DSA) is the development arm of the UELCI and its member churches and it also deals with emergency operations. UELCI will respond through local members churches which have a presence in the affected areas: the Tamil Evangelical Lutheran Church (TELC), the Arcot Lutheran Church (ALC), the India Evangelical Lutheran Church (IELC) and the Andhra Evangelical Lutheran Church (AELC). In addition UELCI will channel parts of its work through Integrated Rural Development of Weaker Sections of India (IRDWSI) which is a project of the Division of Social Action of UELCI and National Lutheran Health and Medical Board (NLHMB) which in its turn is the official Health and Medical unit of UELCI.
UELCI also established Academy for Disaster Management Education, Planning and Training (ADEPT) under National Lutheran Health and Medical Board (NLHMB). This body will work in 30 villages in Cuddallore district of Tamil Nadu.
III. DESCRIPTION OF EMERGENCY SITUATION IN PROPOSED AREAS OF RESPONSE
Locations of response Based on news-flashes, reports published by Government authorities and information sent by local people, five Rapid Assessment Teams visited affected areas between 27 and 31 December 2004 to identify the locations for operations in the worst affected areas along the Tamil Nadu, Andhra Pradesh and Orissa coasts. The teams covered coastal areas of seven districts in Andhra Pradesh and eight districts in Tamil Nadu, including Pondicherry. Altogether the assessments covered nearly 25,000 families in 40 blocks and 174 villages. In Tamil Nadu and in Andhra Pradesh, the Government allocated specific villages for livelihood support and house construction. The area of response remains the same.
The above area was selected based on the damages to properties, the poor fisher folk communities in the areas, total destruction of homes, inaccessibility and location near the shore as well as number of deaths.
The UELCI feels strongly that the main emphasis of the response should be the reduction of suffering and loss of socially and economically marginalized people affected by the disaster. The crisis-phase part of the programme included only the most essential relief items to meet the basic needs of the people. The major relief items required were polythene sheets for temporary shelter, blankets, clothing, household utensils, drinking water, sanitation and medical assistance. Most of these programmes were completed by August 2005.
Specialized medical services easily accessible to women and children have been provided. Children
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are the worst affected in this situation and there is serious shortage of paediatric specialists in the Cuddalore district. The facilities in the Government hospitals are few and are not available around the clock. The medical relief camp is run by well known mission hospital staff, known for their committed work with the poor. The Medical relief is provided by specialists and staff from the National Lutheran Health and Medical Board, the Christian Medical College Hospital Ludhiana, Bethesda Lutheran Hospital, Ambur and Joseph’s Eye Hospital Trichy.
The completion of the rehabilitation phase could be delayed due to natural factors like monsoons/cyclone. These will slow down progress considerably. This is an uncontrollable factor.
Reason for Revision One of the major reasons for the revision is the change in Government policies on housing. At the start of the tsunami operations the government of Tamil Nadu had estimated the reconstruction of houses at Rs. 75,000. However, now they have revised it to Rs.150,000 to Rs. 160,000 per house for 322 to 325 sqf . Therefore the UELCI housing budget has been revised according to new Government specifications. In Andhra Pradesh the housing estimates were revised from Rs. 50,000 to Rs. 90,000.
The reason for revising the medical input is a cumulative one. The UELCI implemented a major psycho social and medical programme in the tsunami affected areas. There continues to be a great need in the communities and the challenges for continued accompaniment is still there. The UELCI envisages a more substantial and effective psycho social and medical programme. Therefore the revision includes the programmes of health assistance, capacity building programmes and psycho- social support and development.
The need for other additional support related to mobility, documentation additional staff etc. has been included.
Conclusion UELCI appeal was revised taking into account the time-frame, nature of the activities to be implemented, and Government collaboration in assigning and allocation of house constructions
IV. TARGETED BENEFICIARIES
The target beneficiaries belong to fisher folk, Dalits and Adivasis.
Criteria for the selection • Families who lost their houses, belongings and livelihood tools • Poor fisher folk families • Female headed households • Disadvantaged sections of the community such as fisher-folk, Dalits, Adivasis (women, children, disabled) etc • Those whose homes are marooned/sub-merged • Villages receiving no assistance or very little from the Government or other NGOs. • Beneficiaries selected on the basis of observation by local Panchayat, Self Help groups, CBOs, local People's Representatives and by the village level committee.
UELCI will directly cover 3500 families and IRDWSI will cover 6,000 families making a total of 9,500 families in three States (Tamil Nadu, Andhra Pradesh and Kerala).
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V. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION
Goal: The overall goal is to support the affected population in meeting their immediate needs during the crisis phase and assist to build hope and confidence through capacity-building in the fields of disaster preparedness, management of relief assistance, health, rights issues and rebuilding the livelihoods and habitation in selected villages with in the given period of time of the post crisis.
Objectives: • To provide immediate relief support in the form of food and non-food items. • To provide 10 and 30 days food through food for work programmes. • To provide basics such as clothes, utensils, light, sleeping materials. • To provide safe drinking water and undertake appropriate sanitation programmes. • To provide health and medical assistance and prevent epidemics. • To provide psycho social support, community support centres, empowerment of women, women self help groups, alternative livelihood, children education, community support network, community level co-operatives. • To arrange temporary shelter for the needy families. • To capacitate staff, volunteers, community and fisher-folk grass-root organisations representatives on community based disaster preparedness and management and on Sphere standards. • To capacitate the community on disaster preparedness, skills for alternative livelihood, good health practices, environmental management, post-tsunami government regulations, awareness on government schemes • To train students of Sociology and social work in disaster management, psycho social intervention and capacity building • To undertake advocacy programmes for the rights of disaster victims. • To provide livelihood support through boat, out board motors and nets to individual families, a cluster or a collective of fisher-folk, Dalit and Adivasi families. • To reconstruct damaged/washed-out huts and permanent shelters in selected villages. • To construct community shelters.
Activities:
Crisis Phase Relief food distribution – Food for work: 6,000 families to be assisted with 30 days of food relief and 3,500 families with 10 days of food relief, through UELCI. Each family received 4 kg rice, 600 grams dal, 300 grams oil and 250 grams salt per day. A further cash payment of Rs.10 was made per day for a family of 3 to 6 members. It was decided to provide food for 10/30 days as the fishermen are dependent on fishing and most lost all their boats making life very difficult until they could again go out to sea. It is hoped to create 235,000 human days of food-for-work which will cover the cleaning of debris, rebuilding of huts, digging of canals, road repairs, cleaning of water sources and other community work.
Apart from the above package as per the demand from the communities in certain villages the following food items were distributed per day per family - Rava 200 grams, Tamarind 100 grams, Chilly powder 50 grams, Dhania powder 20 grams, Mustard 20 grams, Jeera 10 grams, Pepper 10 grams, Dry Chilly 10 grams, Pickle 10 grams and Dry fish 100 grams.
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This programme will continue beyond the crisis phase and will be linked with house construction programmes under food and cash for work programme.
Non-food assistance: UELCI is committed to supporting those in the worst affected areas who have lost their belongings and are living in relief camps as well as those who have returned to their villages. Under this programme 3,600 families will be covered. The non-food assistance will contain the following:
• Women’s clothing @ Rs.153.89 (sarees and makhla – 3,600 units. • Men’s clothing to the value of Rs.95.63 (lungi, dothi, shirt, towel) – 1,600 units. • Children’s clothing (for boys & girls) @ Rs.65/- - 600 units. • Sleeping materials @ Rs.91.56 (woollen blanket, bed-sheet, dhurry/mat) – 3,600 units. • Women’s sanitary kit for 2,000 women at the cost of Rs.155.28 per kit containing sanitary towels. • School student kits will be provided to 1000 children at the cost of Rs.97.33 (note books, subject books, pencil and pen). • Stoves will be provided for a selected 1,100 families at a cost of Rs.185.88 per stove including kerosene and matches. • A lantern will be provided to a selected 25 families who do not have electricity at a cost of Rs.169/- per lantern. • House hold articles package to be provided to 2,000 at cost of Rs. 460.50 per package. • To provide 1,500 families one suitcase each at a cost of Rs.178/- per suitcase and this programme was completed. The distribution of non-food items has been completed.
Water and sanitation: It was already mentioned in the first revision that the initially proposed water and sanitation activities were not carried out except for provision of plastic bucket and mug kits to 600 families at a cost of Rs.101.33 per kit. Repair and disinfection of water sources continued in selected villages and 21 such units were proposed at a cost of Rs.10,000/- each. Both of these activities have been completed.
Health assistance: In some areas water borne diseases such as diarrhoea, dysentery, etc broke out. It is planned to provide basic medicines and ORS packets will be distributed to the families. Organisation of 37 medical camps, staffed by doctors, nurses and volunteers from the church hospitals and other institutions. Medicines and surgical supplies, including intravenous fluids for administration to diarrhoea victims, are life saving and should always be available. Similarly, antibiotics and vaccines are necessary components of any medical relief.
Most of the budgeted items have been spent. However, to sustain the efforts of health assistance special health package programmes are planned at least in 30 villages.
Travel: In the budget, costs have been provided for travel of specialists needed to provide the medical services, especially child care specialists who are scarce in this region. Medical specialists are being brought in from mission hospitals, across the country. Their services are free of charge but the travel and accommodation costs need to be paid.
Psycho-social support for victims and social workers: There is tremendous trauma both visible and concealed. The social workers, community organisers and volunteers are provided with counselling and trained in counselling by professionals. These workers will then in turn provide psycho-social care to the victims. The Christian Medical College, Vellore will help in this training. Community
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based workshops and training for staff will be organised. This programme was completed during the crisis phase.
Temporary Shelter Material: Only 10 families were assisted with polythene sheets at a cost of Rs.250/- per unit. User friendly, locally available palm/coconut leafs, bamboo frames and other accessories and tools such as string, nails etc will be distributed to all the families. Should it prove difficult to procure the quantity needed of these items within a reasonable period, suitable alternatives will be found. The families will continue to use the temporary shelter until they are provided with permanent houses, for which the State government is in the process of revising and setting its new policy guidelines. 600 (200 by UELCI and 400 by IRDWSI) will be assisted in building temporary shelters at a cost of Rs. 6000/- per unit.
UELCI will assist 500 families to repair damaged houses - each house repair is estimated to cost Rs. 5,000/ each.
Capacity Building Programmes: will be carried out taking into consideration the SPHERE standards in 110 villages at a cost of Rs. 5,000/- per programme. 61 Volunteers, 18 field workers and 12 co- ordinators will undergo the Capacity Building Programme. This programme will continue.
Advocacy programmes will be undertaken to draw the attention of the State Government and Central Government to the rights of the fisher folk, Adivasi and other tsunami victims. Help will be provided to assist people in claiming their due compensation for losses and put pressure on the Government for effective implementation of the rehabilitation activities. Meetings and workshops will be organised. This programme will continue.
Direct Programme Related Costs To undertake the crisis activities, suitable and experienced community organisers and social workers were deployed. UELCI and IRDWSI deployed 61 (20+41) volunteers, 18 field workers and 12 co- ordinators to implement the above mentioned activities in close participation and co-operation with the communities. They were deployed for a period of three months.
Post-Crisis Phase
Rehabilitation – Food Security, Livelihood Fishermen’s Collective Livelihood Kit: Most of the worst affected by the tsunami are fishermen who lost all their belongings and means of fishing. In many villages collectively owned fibre boats and large catamarans were destroyed or washed away. UELCI and IRDWSI, after a detailed survey and discussion with the communities, have decided to provide a Fishermen’s Collective Livelihood Kit to be owned and managed by a group of 10 families. During the post crisis phase fibre boats and nets urgently needed for the fishermen families to make a living will be provided at a cost of Rs.180,000 per kit for 120 such co- operative/collectives. Apart from the above, a Livelihood Kit has been proposed by UELCI - IRDWSI after detailed discussion, comprising the following livelihood support.
Nets: Package -1: This package is for traditional fisher-folk families engaged in marine and inland fishing. The package will contain a set of different nets as required by the families. Each unit will approximately cost Rs. 12,000 and 4,000 families will be covered. This projection will vary for different sets of nets and the coastal regions in Tamil Nadu and Andhra Pradesh. Many of them were already covered and the remaining families identified for net support will be provided.
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Package –2: This package is for Adivasi families who are engaged in inland/fresh water fishing in canals and lakes located near the shores. Each package is estimated to cost Rs. 4,000. Some 300 Adivasi families will be covered. Many of them were already covered and the remaining families identified for net support will be provided.
Catamaran New – Small: 40 families will be assisted with 20 small catamarans (2 families per catamaran) costing each Rs. 7,000. The Catamarans are ordered.
Catamaran New – Big: 200 families will be assisted with 50 big catamarans (4 families per catamaran) costing each Rs. 20,000.
New Fibre Boats: 1,400 families will be assisted with 350 new fibre boats (4 families per fibre boat) costing each Rs. 78,000
Repair of Fibre Boats: In the first revision there was a provision for 400 families to be assisted with repair of 100 damaged fibre boats at a maximum cost of Rs.15,000 per boat. This has been taken out from Revision 2.
New Outboard Motors: Big Catamarans and Fibre boats (new and repaired) will be fitted with new out-board motors. 350 new outboard motors will be bought costing Rs. 45,000 each. This activity is well under way.
Repair of Outboard Motors: 18 damaged outboard motors were repaired at a maximum cost of Rs. 7804.22 per motor. This activity has been completed.
Night Lights for Boats: In the first revision there was a provision for 100 Units of night lights for boats costing Rs. 2,000 each. This has been taken out in connection to Revision 2.
Out of the total budget nearly 34% will be spent on livelihood support.
Reconstruction of shelter: After the Tsunami tragedy, the State government worked out a plan to relocate fishermen’s homes 500 meters away from the sea-shore to higher elevated places. Those families who lived on the shore and near the sea bore the brunt of the tsunami’s fury - almost all the buildings were totally razed to the ground or washed away. Some of the poorer families who lived closer to the sea-shore may not accept the relocation proposals. However, efforts will be made to inform and educate fishing communities to search for safer alternative locations.
For those families who prefer to remain in vulnerable areas, community multi-purpose shelters will be constructed for people to take shelter during times of disaster. These buildings will also be used as schools, for community activities and as storage centres. These centres will be maintained by the communities. Expert advice will be sought on construction of cyclone resistant buildings.
UELCI will undertake construction of 500 permanent houses in Tamil Nadu at a cost of Rs. 160,000/- and 5 Community shelters at a cost of Rs. 1,500,000/- (3 in Tamil Nadu and 2 in Andhra Pradesh).
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IRDWSI will construct 500 permanent houses at a cost of Rs. 90,000 in Andhra Pradesh. Wherever possible Government assistance in entitlement and land for housing will be sought. There is no specific policy for house construction in Andhra Pradesh like the one in Tamil Nadu.
Out of the total budget nearly 39% will be spent on shelter construction.
In other words around 73% of the total budget is directly addresses the people’s needs in providing livelihood and shelter support.
Health, Capacity Building & Psycho-social Support Health Assistance: Activities such as, health camps and medical outposts, primary care, community outreach and action to prevent epidemics, safe drinking water and appropriate sanitation, monitoring and response to outbreaks of waterborne and respiratory illnesses, child nutritional screening and supplementation, women and teen health, facilitate promotion of public health and hygiene, provide diagnostic and treatment services and surgery services where required, provide services to aged and disabled.
Capacity Building: Activities include training villagers in capacity building and in disaster preparedness, training sociology students and social workers in disaster management, psychosocial intervention and capacity building, train women in villages in Micro-credits and finance, skills for alternate livelihood, good health practices. UELCI will train young women and youth in job oriented skills development, personal development, train trainers for the above and in psychosocial intervention. UELCI intend to raise awareness of environmental issues and alternative livelihoods as well as compliance with post-Tsunami Government regulations. Awareness of various schemes that are available for development of women and children aer also an important feature. Community dynamics database development and research through the Community Research Lab.
Psychosocial Support & Development: Activities such as setting up 20 Community Support Centers, empower women, train young women from affected villages to run the center, work with or form women’s self help groups, promote alternative livelihood, facilitate children’s education, re-establish community support network, establish community level co-operatives for alternative livelihood
Direct Programme Related Costs To undertake the post-crisis activities, experienced community organisers and social workers will be deployed. UELCI will deploy 81 volunteers (30+ 41) 16 field workers (4+12) and 12 co-ordinators, 5 administrative staff, 8 professional staff , 9 maintenance staff to implement the above mentioned activities in close participation and co-operation of the communities. They will be deployed for a period of twenty-one months.
Other costs directly related to programme such as consultancy charges, field office rent, stationary & other expenses, maintenance expenses of equipment, travel and communication cost are also provided.
Transportation and storage While it is planned to procure materials from the nearest available suppliers, some items are expected to be transported from other places mainly due to the vast area of devastation and increased demand for various items. The proposed budget will cover rent for warehouse, the cost of truck-rental and truck operational costs.
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Capital Assets Two 4WD, an ambulance and a Jeep, 10 motor cycles, 20 two wheelers (mopeds), laboratory instruments & appliances hospital beds, wheel chairs, accessories, surgical instruments & appliances, computer equipment, furniture, are provided. A laptop is also included in the budget
Indirect cost – personnel, administration and operations costs The relief teams will be formed from staff taken from ongoing projects in Assam, Orissa and West Bengal, and will be placed with newly recruited personnel and local volunteers to implement the current proposal. One senior project co-ordinator supported by two project officers, one accountant and drivers will be responsible for work at the field level. From time to time senior staff from the Disaster Response Unit will provide any necessary guidance for the field team during their monitoring visits. The team will also extend technical support to UELCI operational staff as and when needed. Two co-ordinators, two assistant co-ordinators, one programme director and one administrator and communication support will be deployed. For accounting purposes and office assistance, existing accountants’ services will be availed.
Communication and Information Sharing The UELCI will set up a communication unit at Chennai to function as the Tsunami Information and Communication Control Room. This facility will document and share information ecumenically with ACT and partners in the field. The mapping of information will help all partners and actors with fast and accurate updates/information. This will also serve as the first information team with the assistance of a computer, fast Internet connections, colour printer and cell phones in the fields.
Project implementation methodology • Links Disaster Mitigation efforts with political, human rights issues and organisations • Identifies and involves locally experienced leaders from various movements and NGOs (having knowledge of the region, being culturally sensitive and capable to fight for justice)/CBOs/POs in Disaster Operations, besides involving community groups. • Facilitate in the formation of village level development committees, the basic unit to spearhead Disaster Mitigation operations. • Organise the Community members to demand fulfilment of their rights from government authorities. • Facilitates the creation of local infrastructures by the community itself.
Volunteers will be deployed in each village or a group of villages depending on the population, a group of volunteers will be assisted by a field worker and field workers will be accompanied by the co-ordinator who will relate to the central co-ordinators.
From the very beginning communities will be involved in planning, selecting, implementing and managing the programmes. In each village committees will be set up, or if any local organisations exist like Self Help groups, these grass-root organisations will be involved. The entire system will be community-centred and the operations will be participatory and ensure transparency.
Main Strategies The total project will be implemented in close co-ordination with the target communities, district and state administration, local self-government agencies, civil society movements, other NGOs and all stakeholders in the project areas.
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The following items are based on the needs and cultural background of the affected communities in the proposed operational areas. During this period the situation will be further assessed and families and villages will be selected for rehabilitation.
The crisis and post crisis packages will be the same for UELCI and IRDWSI. Only the areas of operation and the number of families to be covered by UELCI and IRDWSI are different to facilitate effective implementation. Each organisation will be independently accountable for the funds made available to their respective account.
During the implementation, LWSI will continue extending required technical support to UELCI. The total operation by UELCI and IRDWSI will be in collaboration and close co-ordination with each other and will be monitored. Since the Tsunami affected areas fall on the churches concentrated areas in Tamil Nadu (specially TELC, ALC, AELC, IELC), the respective church leaders will also be involved in the total operation for village selection, monitoring, etc. This process will be shared among all the ACT India partners during its periodical co-ordination meetings.
Planning assumptions, constraints and prioritisation • The targeted beneficiaries are expected to co-operate with the project • The assumption is that the present peaceful situation will prevail in the area • There are no major calamities during the project period
The communities will participate fully from the beginning and will be informed about the funding of the programmes and the nature of funding. Depending on resources and flow of funding, decisions on priorities will be taken with full participation of the communities.
Implementation Timetable The project will run for 24 months in order to allow for sufficient time to complete all activities mentioned. The project time started in the month of January, 2005 and will end by December 2006.
Transition or Exit strategy Relief food distribution and the food for work programme help tsunami affected families cope and recover from the crisis. Communities will be motivated to organise self help groups in the villages and existing self help groups (SHGs) will be strengthened. Through advocacy and capacity building, people will be assisted in availing themselves of benefits that are their right from the authorities as well as establishing community mechanisms to self-sustainability. Through awareness programmes on their rights they will be linked to local government Institutions. In IRDWSI areas, the linkage is with local NGOs and fisher folk movements and these will continue the activities after the withdrawal of IRDWSI. Meanwhile local leadership and capacity building activities will enhance the confidence of the local and fisher movement leaders to take the responsibilities for continuation of the activities - particularly advocacy-related and movement-building.
VI. ADMINISTRATION & FINANCE
The UELCI operation will be co-ordinated by team leaders in five centers. The member churches that will participate in the implementation of the rehabilitation process are the TELC, IELC, ALC, AELC, NLHMB and UELCI will be responsible for implementation. IRDWSI as a partner to UELCI while have its own monitoring systems will periodically report to UELCI.
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In the field, four project co-ordinators will administer the project during the crisis and post crisis phase. The programme staff of UELCI will consist of trained social workers, volunteers and others who will implement at the field levels with the active help of locally recruited volunteers. In addition, book keepers, drivers and office assistants will backup the project team. UELCI head office staff will visit the project sites regularly to monitor and guide the implementation. The project co-ordinators will submit statistical, narrative and financial reports, including materials used, to UELCI’s head office.
Audit During the course of the implementation period, there will be a minimum of one audit carried out by external auditors. During their visit they will verify the stock records, budget expenditure control system, procurement system, vehicle movements, books of accounts, etc. and report to the Country Director and then to ACT CO and resource partners/donors. UELCI will follow statutory requirements as agreed upon by the ACT guidelines, and other regulations governed by Indian Laws.
VII. MONITORING, REPORTING & EVALUATIONS
The project will be evaluated internally, in order to take stock of implementation status, take corrective action where required, as well as to identify shortcomings and new opportunities. While these evaluations will take place primarily within the project structure, including the UELCI Head Office, the results will be communicated and shared with beneficiary communities, to obtain their inputs and suggestions.
The consolidated field updates will be made available to LWSI and ACT on a monthly basis concerning aspects of material usage, finance utility in the field, statistical data on the activities and overall progress of the Programme.
VIII. REPORTING SCHEDULE
• Relief Phase narrative and financial reports as of 31st March 2005 received by ACT CO by 31st May 2005 • Interim narrative and financial reports as of 30th September 2005 received by ACT CO 31st October 2005 • Interim narrative and financial reports as of 31st March 2006 to be received by ACT CO 30th April 2006 • Interim narrative and financial reports as of 30th September 2006 to be received by ACT CO 31st October 2006 • Final narrative and financial reports as of 31st December 2006 to be received by ACT CO three months after the closing date of the appeal - by 31 March 2007
IX. CO-ORDINATION
In order to implement the programmes as per the plan, both in terms of cash flow and action plans, there will be co-ordination through periodic field visits, consultant’s accompaniment and meetings. The proposal will be shared with other ACT partners and UELCI plans will be shared with State Government and other local authorities. UELCI is keeping close contact with district and block level government officials
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The three member organisations of the ACT network in India, CASA, UELCI and LWSI have been in touch with each other right from the onset of the disaster to share the emerging plans and activities. The members have re-emphasised the need and importance of having co-ordination at the operational level also and hence the teams of the three organisations working at the operational level will meet on a monthly basis to share an update of the progress of work.
X. BUDGET
Name of implementing member : UNITED EVANGELICAL LUTHERAN CHURCH IN INDIA
Appeal Reference Number: ASRE-51 (Revision 2) Appeal Name : ASIA EARTHQUAKE AND TSUNAMIS Period : 1st January 2005 - 31st December 2006
Description Type of No. of Unit Cost Budget Budget Rev.1 Proposed Proposed Unit Units (IDR) IDR USD Budget Rev. 2 Budget Rev. 2 18-Feb-05 18-Feb-05 IDR USD
INCOME RECEIVED through ACT Geneva Various Donors ( See ASRE51 Spreadsheet for 4,494,825 details)
INCOME RECEIVED directly -( Includes local cash and non cash contributions) Various Donors ( See ASRE51 Spreadsheet for 474,994 details)
INCOME PLEDGED ( See ASRE51 Spreadsheet for details) 327,851
TOTAL INCOME 5,297,670
EXPENDITURE
DIRECT ASSISTANCE - Crisis Phase Food for Work -9500 families 6000 Famiies - 30 Days 3500 Families - 10 Days Rice - 4 kg per day Ton 940 12,000 11,280,000 262,326 11,280,000 262,326 Dal - 600 gram per day Ton 141 40,000 5,640,000 131,163 5,640,000 131,163 Oil - 300 gram per day Ton 71 50,000 3,525,000 81,977 3,525,000 81,977 Salt - 250 gram per day Ton 58.75 6,000 352,500 8,198 352,500 8,198 Cash - Rs.10/- per day Mandays 235,000 10 2,350,000 54,651 2,350,000 54,651 Rava - 200 gram per day Kilogram 18000 16 288,000 6,698 288,000 6,698 Tamarind - 100 gram per day Kilogram 19000 36 648,000 15,070 684,000 15,907 Chilli Powder - 50 gram per Kilogram 2500 26 31,200 726 63,750 1,483 day Dhania Powder - 20 gram per Kilogram 250 69 16,120 375 17,168 399 day Mustard - 20 gram per day Kilogram 250 69 17,360 404 17,345 403 Jeera - 10 gram per day Kilogram 124 110 13,640 317 13,629 317 Pepper - 10 gram per day Kilogram 124 110 13,640 317 13,629 317 Chilli (dry) - 10 gram per day Kilogram 124 40 4,960 115 4,956 115 Pickle - 10 gram per day Kilogram 124 120 216,000 5,023 14,868 346 Dry-fish - 100 gram per day Kilogram 1000 81 1,440,000 33,488 80,540 1,873
Non Food Assistance – 3600 families
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Saree/Makhla - Women's Piece 3600 154 540,000 12,558 554,004 12,884 clothing Lungi/Dothi - Men's Clothing Piece 1600 96 120,000 2,791 153,008 3,558 Children's Garments (Boys & Piece 600 65 39,000 907 39,000 907 Girls) Sleeping Materials Kit 3600 92 342,000 7,953 329,616 7,665 Sanitary Kit for Women Kit 2000 155 130,000 3,023 310,560 7,222 School Students Kit Kits Kit 1000 97 13,000 302 97,330 2,263 Stove - 1 (Kerosine) Numbers 1100 186 330,000 7,674 204,468 4,755 Carrying Lantern Numbers 25 169 30,000 698 4,225 98 Household Articles Kit 2000 461 473,340 11,008 921,000 21,419 Suitcase Numbers 1500 178 270,000 6,279 267,000 6,209
Water & Sanitation Plastic bucket & Mugs Kit Kit 600 101 42,000 977 60,798 1,414 Repair and disinfection of Numbers 21 10,000 30,000 698 210,000 4,884 Water sources
Health Assistance Transport volunteer medical Person/trip 40 19,237 800,000 18,605 769,474 17,895 specialists Medicines Tablets Tablets 5000 7 25,000 581 36,750 855 ORS Packets Packets 1500 6 4,500 105 8,610 200 Health Camps Camps 37 5,405 185,000 4,302 200,000 4,651 I.V. Fluids 1 Bottle 1800 1 45,000 1,047 1,224 28 Antibiotics 1 Pkt 600 66 60,000 1,395 39,756 925 Antiseptic Creams 1 Set 150 780 45,000 1,047 116,939 2,720 Vaccines - TABC 1 Unit 6000 21 120,000 2,791 125,160 2,911 Dressing Kits 1 Pkt 900 124 45,000 1,047 111,888 2,602 I.V. Giving Set 1 Set 1800 24 45,000 1,047 43,560 1,013 Syringes 1 Set 9000 2 45,000 1,047 21,510 500
Psycho Social Support for Aid Workers and Affected People Capacity Building Activities Lumpsum 1 600,000 600,000 13,953 600,000 13,953 Costs of material & Lumpsum 1 129,686 125,000 2,907 129,686 3,016 professional fee
Temporary Shelter Polythene sheets Piece 10 250 2,500 58 2,500 58 Temp shelter material - local Families 600 6,000 2,880,000 66,977 3,600,000 83,721 materials (Palm/coconut leaves, bamboo structures) Repair of Damaged Houses Families 500 5,000 2,500,000 58,140 2,500,000 58,140
Capacity Building Activities Workshops and Training Village 110 5,000 550,000 12,791 550,000 12,791 Advocacy Related Activities Lumpsum 166,550 3,873 200,000 4,651
Direct Programme Related Costs Salaries & benefits - 3 months Volunteers - Number 61 1,820 183,000 4,256 111,000 2,581 20+41(1,000/month) Field workers - 6+12 Number 18 10,331 216,000 5,023 185,950 4,324 (4,000/month) Coordinators - 4+8 Number 12 15,172 288,000 6,698 182,065 4,234 (8,000/month) Sub Total - Crisis Phase 37,126,310 849,449 37,032,464 861,220
POST CRISIS PHASE Rehabilitation - food Security, livelihood, Fishermen Kit - 10 Families Kit 120 180,000 21,600,000 502,326 21,600,000 502,326 Supply of Nets - (Package1)- Families 4000 12,000 34,000,000 790,698 48,000,000 1,116,279 Fisherfolk Supply of Nets - (Package2)- Families 300 4,000 600,000 13,953 1,200,000 27,907
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Adivasis Cattamaran - New Small Numbers 20 7,000 1,400,000 32,558 140,000 3,256 Cattamaran - New Big Numbers 50 20,000 4,000,000 93,023 1,000,000 23,256 Fibre Boat - New Numbers 350 78,000 12,000,000 279,070 27,300,000 634,884 Fibre Boat - Repair Numbers 0 - 1,500,000 34,884 0 - Out Board Motors - New Numbers 350 45,000 13,800,000 320,930 15,750,000 366,279 Out Board Motors -Repair Numbers 18 7,804 1,600,000 37,209 140,476 3,267 Night Lights for Boats Numbers 0 - 200,000 4,651 0 -
Reconstruction Construction of permanent Number 500 160,000 60,000,000 1,395,349 80,000,000 1,860,465 structure-TN Construction of permanent Number 500 90,000 26,560,000 617,674 45,000,000 1,046,512 structure-AP Community Centre Shelter Number 5 1,500,000 4,500,000 104,651 7,500,000 174,419 Number Staff and Volunteers Meetings Lumpsum 60,000 1,395 260,000 6,047 Field Staff Travel Lumpsum 140,000 3,256 500,000 11,628
Health, capacity building & psycho social support Health assistance Villages 30 150,000 0 0 4,500,000 104,651 Capacity building Villages 30 150,000 0 0 4,500,000 104,651 Psychosocial support Villages 30 100,000 0 0 3,000,000 69,767 Sub Total 181,960,000 4,231,628 260,390,476 6,055,592
Direct Programme Related Costs Salaries & benefits for staff - 21 months Volunteers - Numbers 81 25,000 1,065,000 24,767 2,025,000 47,093 30+41(1,000/month) Field workers - 4+12 Numbers 16 84,000 960,000 22,326 1,344,000 31,256 (4,000/month) Coordinators - 4+8 Numbers 12 168,000 1,440,000 33,488 2,016,000 46,884 (8,000/month) Administrative staff - 5 Numbers 5 180,000 0 0 900,000 20,930 Professional staff - 8 Numbers 8 360,000 0 0 2,880,000 66,977 Maintenance staff - 9 Numbers 9 72,000 0 0 648,000 15,070 Contracted Lumpsum 0 0 500,000 11,628 personnel/consulting Staff development & welfare Lumpsum 0 0 500,000 11,628 Consultancy - Doctors, Lumpsum 300,000 6,977 400,000 9,302 Engineers etc., Professional consultancy Lumpsum 800,000 18,605
Office operations Office rent Months 18 40,000 0 0 720,000 16,744 Electricity Months 18 44,000 0 0 792,000 18,419 Office utilities Months 18 15,000 0 0 270,000 6,279 CSC maintenance & running Months 18 40,000 0 0 720,000 16,744 cost Communication cost- Months 18 25,000 0 0 450,000 10,465 mobile,phones,internet
Other direct programme related costs Equipment maintenance Lumpsum 0 0 180,000 4,186 Ambulance & vehicle running Months 18 20,000 0 0 360,000 8,372 cost Travel - air,bus,train - taxi Months 18 30,000 0 0 540,000 12,558 Documentation & reporting Lumpsum 0 0 120,000 2,791 Equipment & 2 wheelers Lumpsum 0 0 280,000 6,512 maintenance 3,765,000 87,563 16,445,000 382,442
Sub Total 185,725,000 4,319,191 276,835,476 6,438,034
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TOTAL - DIRECT 222,851,310 5,168,640 313,867,940 7,299,254 ASSISTANCE
TRANSPORT, WAREHOUSING & HANDLING Transport Hire/ Rental of Vehicles Transportation by hire truck Trip 1100 4,000 2,100,000 48,837 4,400,000 102,326 Truck running cost charged Months 450,000 10,465 0 - out Warehousing - Rental of warehouse Months Months 10 8,000 64,000 1,488 80,000 1,860 Handling Labour for loading and Trip 1100 500 350,000 8,140 550,000 12,791 unloading Wages for Drivers-2 Lumpsum 3 84,000 180,000 4,186 252,000 5,860 Packing Lumpsum 66,500 1,547 66,500 1,547 TOTAL - TRANSPORT, WAREHOUSING & 3,210,500 74,663 5,348,500 124,384 HANDLING
CAPITAL ASSETS ( over US$500) Vehicles Purchase of four wheeler Number 2 700,000 560,000 13,023 1,400,000 32,558 (Jeep) Motorcycle Number 10 45,000 360,000 8,372 450,000 10,465 Laptop Number 1 99,100 90,000 2,093 99,100 2,305 Comp. Mobile phone, internet Lumpsum 100,000 2,326 575,172 13,376 etc., Two wheelers (moped) Number 20 24,000 0 0 480,000 11,163 laboratory instruments & Lumpsum 0 0 350,000 8,140 appliances Hospital bed, wheel chairs & Lumpsum 0 0 250,000 5,814 accessories Surgical instruments and Lumpsum 0 0 400,000 9,302 appliances Ambulance Lumpsum 0 0 600,000 13,953 Computers & equipments Lumpsum 0 0 1,100,000 25,581 Furniture & equipments Lumpsum 0 0 270,000 6,279 TOTAL - CAPITAL 1,110,000 25,814 5,974,272 138,937 ASSETS
INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT Staff salaries Coordinator (part-time) Number 2 735,000 540,000 12,558 1,470,000 34,186 Asst.Coordinator (part-time) Number 2 483,000 360,000 8,372 966,000 22,465 Finance Consultancy (part- Number 3 284,000 216,000 5,023 852,000 19,814 time) Office Assistance (part-time) Months 24 19,250 180,000 4,186 462,000 10,744 Communication support staff Months 24 8,750 144,000 3,349 210,000 4,884 Programme director Number 1 540,000 0 0 540,000 12,558 Administrator Number 1 216,000 0 0 216,000 5,023
Staff benefits Per Diems Months Months 24 35,000 144,000 3,349 840,000 19,535 Allowance to staff Months 24 37,500 540,000 12,558 900,000 20,930 Housing Allowances Months 24 35,250 432,000 10,047 846,000 19,674
Office Operations Office rent (3000+7000) Months 24 34,000 270,000 6,279 816,000 18,977 Office Utilities-postage, Months 24 73,500 648,000 15,070 1,764,000 41,023 electricity etc., Office running costs Months 24 3,750 90,000 2,093 Office stationery Months 24 18,750 180,000 4,186 450,000 10,465 Share of office costs - Months 24 40,000 360,000 8,372 960,000 22,326 Headquarters
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Communications Telephone, email and fax Months 24 57,500 432,000 10,047 1,380,000 32,093 Other Accommodation/lodging Months 24 30,000 270,000 6,279 720,000 16,744 Travel - air/bus/train Months 24 44,000 432,000 10,047 1,056,000 24,558 Jeep running costs Months 24 16,250 180,000 4,186 390,000 9,070 Documentation & reporting Months 24 18,000 108,000 2,512 432,000 10,047 ACT Partners Coordination Lumpsum 90,000 2,093 420,000 9,767 Meetings
Visibility Banner, hat, stickers, T-Shirts Lumpsum 130,190 3,028 450,000 10,465 etc
TOTAL - PERSONNEL, ADMIN & 5,656,190 131,539 16,230,000 377,442 SUPPORT
AUDIT & MONITORING Audit of ACT Funds Lumpsum 150,000 3,488 447,550 10,408 Monitoring & Evaluation Months 24 38,750 245,000 5,698 930,000 21,628 External Evaluation Lumpsum 300,000 6,977 950,000 22,093 TOTAL AUDIT & 695,000 16,163 2,327,550 54,129 MONITORING
TOTAL EXPENDITURE 233,523,000 5,416,814 343,748,262 7,994,146
AMOUNT REQUESTED 2,696,476
Exchange Rate for Rev 1 43.00 Budget: Exchange Rate for Rev 2 43.00 Budget:
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THAILAND
In the earlier versions of the appeal the ACT CO included a proposal from the Church of Christ in Thailand (CCT). The CCT provided assistance in the initial disaster response phase and was developing further activities to respond to the longer term needs of specific communities. CCT and the ACT CO have been discussing the possibility of further supporting CCT in this process. A consultant was hired to assist both CCT and the ACT CO in the process and to assist in the preparation of a revised proposal.
After internal discussions the CCT came to the decision not to continue inclusion in the Appeal for its post-Tsunami relief programme. The main reason for this decision is the realisation that the approach of CCT and the approach of ACT are not compatible. This mostly relates to the issues of project management, particularly regarding the integration of Christian witness or ministry into humanitarian activities. CCT has given the local churches the responsibility for the post-tsunami response rather than a ‘development’ agency within the organisation. CCT has no specific unit for emergency response.
In consultation with CCT it has therefore been agreed to take out the proposal for the CCT and not to seek funding for their activities through the ACT Appeal.
ACT CO has sought and received new directives for the earmarked funds for Thailand. Funds transferred to CCT will be reported as part of the appeal.
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SOMALIA
I. REQUESTING ACT MEMBER INFORMATION
Norwegian Church Aid (NCA)
II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION
Norwegian Church Aid (NCA) is an independent ecumenical organization working for people’s basic rights, based on Christian faith. NCA works for the benefit of the poor, destitute and oppressed, regardless of ethnic origin, gender, political affiliation or religion. In order to achieve long term results, NCA co-operates with local NGOs and church organizations working with crisis intervention, long-term development programmes and advocacy.
NCA’s humanitarian assistance in Somalia, began in Gedo region in 1993 in response to the massive human displacement, death, starvation and lack of clean water in connection to the fall of the Somali Government in 1991 and the inter-clan fighting that followed. Since then, NCA has maintained its presence, to respond to escalating needs, in emergency and rehabilitation programmes, focusing on primary education, HIV/AIDS, rural water development, peace building, eradication of female genital mutilation (FGM), gender sensitization, food security and capacity building.
NCA covers all the seven districts of Gedo region, i.e. Bardera, El Wak, Dolow, Luuq, Bula Hawa, with the main operational base being in Garbaharre and Burdhubo.
III. DESCRIPTION OF THE EMERGENCY SITUATION
On December 26th 2004, a massive earthquake occurred off the West Coast of Northern Sumatra and West of Pulo Kunji. A Tsunami wave, triggered by the quake, struck the Somali coastline causing unpredicted damage. Northeastern and southeastern coastal areas were the worst affected, particularly a stretch of around 500-650 km between Hafun in the Bari region and Garacad in the Mudug region. The damage reportedly extended to other parts of the Somali coast, including the Lower Juba region.
IV. DESCRIPTION OF THE SITUATION IN THE AREA OF PROPOSED RESPONSE
On December 30th 2004, an assessment team comprising of OCHA, WFP, WHO, UNICEF, ECHO and the Associated Press TV flew from Hafun Island to Bender Beyla and later over Garacad, the three sites identified to be the worst affected.
The assessment team reported that many coastal villages and towns had been destroyed or submerged by the tidal wave resulting in the deaths of 300 Somalis, 283 seriously injured and leaving hundreds of families without shelter and in need of urgent assistance. It is worth noting that the Tsunami brought further suffering to a population already affected by four consecutive years of severe droughts, food insecurity, asset depletion and minimal access to basic services.
According to OCHA’s field report, the total number of affected people along the Somali coastline and hinterland stands at 18,000 households (approx. 54, 000 people). Normally, approximately 6
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members constitute a household but in this case, 3 members were suggested to be ideal, due to the fact that December -January is the peak season for migratory fishing population.
NCA’s and SCF/UK’s formed and sent an assessment team to Bender Beyla District in Bari Region of North East Somalia some 350 km from Garowe. It is bordering to the east by the extensive Indian Ocean Coast, and to the West by the vast arid plains. The population was estimated at 60,000 people, where 60% are fishermen and the rest classified as pastoralist, petty traders and IDPs.
At the time of assessment, the team found that most of the boats, engines and fishing nets had been washed away and others damaged, inhibiting community livelihood. During the off-season, most of the communities migrate to hinterland towns for employment and cattle herding. Although the community has access to other fish species for home consumption, they form an insignificant percentage of the food basket due to traditional beliefs and practices.
A discussion held with Eyl District authority and community elders concluded that fishing equipment should be distributed to co-operative groups that will reimburse the initial cost of the equipment. This would have developed into a revolving fund where each willing group of fishermen could eventually participate. This was thought to go a long way to benefit many families that might not have been targeted in the initial distribution.
However, although it was NCA’s initial intention to include replacement of fishing gear in their intervention, the majority of the INGOs and some UN organizations came to concentrate on this aspect of the relief, leaving very few players in the equally important area of Water and Sanitation. NCA has a lot of experience in Water and Sanitation after interventions in the East African region in general and in Somalia in particular (Gedo region). It is for this reason that NCA proposes to concentrate its relief efforts in this area and leave fishing related activities to other agencies.
The NCA and SCF/UK assessment mission carried out on January 17-22 confirmed that a total of 120 shallow wells were buried and water reservoirs destroyed by waves in Eyl and Bender Beyla District. Water quality; range from salty to brackish with high turbidity. The water points for domestic consumption are shared with livestock leading to increased pollution and hence to an increase of water-borne diseases. The community has since the Tsunami disaster dug shallow wells which are unprotected from waste matter inflow, a situation that will worsen during the rainy season floods. Over a period of one month, the Somali Red Crescent MCH noted a gradual increase of diarrhea cases, and general upsurge in cases of gastroenteritis. It is speculated that, with the onset of the Dyer (rainy) season, air- and water-borne diseases like Bilharzias, typhoid, dysentery, respiratory tract infection (RTI) and cholera will pose a real threat in the absence of good sanitation and water systems.
UNICEF’s June 2004 survey on IDP’s in Puntland, indicated that there are a total of 25,744 internally displaced persons, out of which 13,417 are children under 18 years of age, with 6178 children being under 5 years. Very limited numbers of IDP’s have access to basic social needs. For example only 13.7 % have access to basic education, 91.1% and 48.3% have no access to health, nor water and sanitation, respectively. Further displacement caused by the Tsunami aggravates an already fragile community.
Security Situation In 1991, the central Government of Somalia, under the presidency of Siyad Barre collapsed following the outbreak of civil war. More than one million people have died since and twice the number have been displaced over the past 13 years of civil strife. Some states in the north have claimed autonomy
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while southern Somalia has largely maintained fiefdoms under warlords and militias as a form of political and societal organisation.
Puntland state of Somalia has kept its head above the surface since the disintegration of Somalia as a state. Puntland state was founded in a consultation conference in March 1998, arranged both by political parties and by traditional leaders in North-Eastern Somalia. A regional administration was instituted with the aim of incorporating it into a future federal Somalia. They approved a charter for a transitional three-year period, elected a Parliament, appointed a president and set up a judiciary. This explains why Puntland unlike Southern Somalia has enjoyed relative peace, economic and social development in a region characterized by civil strife
V. TARGETED BENEFICIARIES
• The Water project will be implemented in Bender Beyla District targeting 22000 Beneficiaries and 6200 people in villages in Eyl District. • The Sanitation programme will be implemented in all the villages listed below under activities, in both Bender Beyla and Eyl Districts, targeting a total of 28000 People.
Criteria for the Selection There are established authorities in Garowe that serves as the regional administration center for Puntland. These Authorities are well structured with a “ministry” of information, Internal Cooperatives, Planning and development. These ministries are updated with figures of the affected population.
NCA has established a working system with the already existing community-based organizations, district councils, youth organization, women groups, education committee and water committees. These groups have assisted in targeting vulnerable people. Besides, the UN-OCHA in collaboration with HADMA (Humanitarian and Disaster Management Authority, Puntland), has zoned different INGOs in different areas to avoid overlapping. The regions presented in this proposal are the areas allocated to NCA to implement its intervention in Water and Sanitation. This means that no other Organization is expected to pursue the same kind of intervention in this area. Others may offer other interventions like fishing, food distribution, infrastructure etc.
VI. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION
Goal: The aim of the project is to restore human dignity and to restore survival chances for over 28,000 people affected directly or indirectly by the Tsunami by providing clean drinking water for the human population and livestock, and adequate sanitation.
Objectives: A) Provide clean drinking water to 22000 affected population in the listed 10 villages in Bender Beyla District, and 6200 residents of the 5 villages of Eyl District B) Improve on environmental Sustainability, by mobilising and supporting the community to dig pit latrines in the 15 villages in both Districts
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Activities for Objective A): • Support construction of Bender Beyla Water System • Support construction of Aris Village Water System • Support construction of Dhudo Village Water System • Support construction of Baq Baq Village Water System • Support construction of Kulule Village Water System • Support construction of El dhirdhir Village Water System • Support construction of Falah Falah Village Water System • Support construction of Qhuntheed Village Water System • Support construction of Suuj Village Water System • Support construction of Dhuur Village Water System • Support construction of Maraya Village Water System • Support construction of Badey Village Water System • Support construction of Dharin Ragas Village Water System • Support construction of Garmal Village Water System • Support construction of Kabaal Village Water System • Provide working tools for the water committees • Train the committees in all 15 villages on good book-keeping • Reconstitute the water committee to include all the stakeholders • Increase collection of revenue for sustainability
NCA has formed Water and Sanitation Committees in Bender Beyla, Aris, Dhudo, Baq Baq, Kulule, El Dhirdhir, Dhuur, Qhunteed, Falah Falah, and Suuj, preparation to the Implementation of the Water and Sanitation Projects. Designs and Tender documentation for Bender Beyla, Aris, Dhudo, Baq Baq, and Kulule are complete, and the tendering for construction is in progress. The designs for the other villages are ongoing. An informative and detailed list and description of the villages is available at ACT CO.
Activities for Objective B): • Procure digging kits • Work with Health committee • Hygiene Training in all 15 villages
Project Implementation Methodology As mentioned above Puntland state has established Governmental authorities in Garowe that serve as the regional administrative center. NCA will plan and implement the programme with these local authorities.
NCA has signed a project agreement with two local organizations, namely SDO and FOPAG, who will facilitate in community mobilization, which will be a continuous process for the entire project life. In addition, an Implementation-planning Workshop will be held in the week before the project commences. The Local NGO’s will make it clear from the beginning that no external support will be provided to the water users after the project implementation. The community will have clear understanding on goals and strategies of the project.
NCA will maintain collaboration with local community-based organizations and sign a project agreement(s) for community mobilization, co-ordination, training and implementation. Previous
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partnership agreements have worked very well and NCA remains optimistic that the same will be replicated for Ely and Bender Beyla.
Water and sanitation committees will also be formed with the assistance of the local authorities. They will be trained and given the mandate to implement the programmes under the supervision of a local NGO and of NCA.
NCA shall make use of the well co-ordinated, efficient and effective logistics and finance personnel in Nairobi. Procurement of major items not available in Garowe shall be subjected to the normal tendering committee procedures.
Inputs for the project Programme Water Engineer 1 Programme Team Leader 1 Assistant Programme Water Engineer 1 Community Development Officer 1 Drivers 2 Vehicles 4x4 car 2 Office/Guest House/ store 2
Planning Assumptions • Security will remain stable throughout the implementation period • There will be no heavy rains to make the roads impassable in the initial stages of the program • There will be flight clearance throughout the implementation period
Implementation Time Table The Project is budgeted to run between March 2005 and end of July 2006.
Transition/ Exit During the intervention phase, service delivery shall be for free. After the fifth month, the community shall be prepared in earnest for sustainability. The water committee members shall be trained on revenue collection and management. The community will thereafter be required to pay minimal user fees for the services to allow the daily operation and maintenance of the facilities.
To ensure project sustainability the local NGO identified will oversee the management of the project for an additional 3 months together with the water committees. During this period, the project should commit to the payment of direct staff salaries i.e. one technician, 2 watchmen and 2 money collectors, through the water committees. This is a very crucial period for the project and it will prepare the water committees for gradually taking over the responsibility of the project.
VII. ADMINISTRATION, FINANCE AND PROGRAMME MANAGEMENT
Expatriate staff • A Regional Representative heading the East African office; based in Nairobi • The Regional Coordinator is deputized by an Assistant Regional Coordinator; based in Nairobi • Program Coordinator heading the Somalia Program. He/she is based in Nairobi with frequent visits to Somalia. • Programme Assistant; based in Nairobi • Programme Water Engineer; based in Somalia with frequent visit to Nairobi
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• Assistant Programme Water Engineer; Based in Somalia with frequent visit to Nairobi
Local staff. • Program Team Leader; based in Garowe • Community Development Officer; based in Garowe
Finance and logistics Management A Finance Manager heads a team of three certified accountants, who monitor and control all expenditures and transactions in adherence to NCA rules and regulations. NCA accounting books are subjected to external audit by KPMG, certified public accountants, every six months. An internal auditor based in Oslo audits NCA Nairobi office annually.
A logistics co-ordinator, with a team of 4 logisticians and 2 drivers, manages the logistics’ department. All tenders and procurement are subjected to a tendering committee, made up of program heads and finance department to ensure transparency.
VIII. MONITORING, REPORTING AND EVALUATIONS
Local committees will be set up, comprising of respected elders, local authorities and the beneficiaries. These committees will be mobilised, sensitised and trained on project management. The committee will be given a crucial role in the implementation. NCA will employ one Program Team Leader, one Programme Water Engineer, one Assistant Programme Engineer, and a Community Development Officer to be operating between Garowe, Bender Beyla and Eyl. The Program Co-ordinator will be visiting the field frequently to monitor and evaluate the progress, and will report to the Regional Representative and to NCA, Oslo.
Field staff submits monthly reports while the program coordinator and finance manager writes quarterly, narrative and financial statements respectively. NCA Shall evaluate the project progress on a quarterly basis. The evaluation team will be comprised of all the stakeholders. After completion, an external consulting team will be invited to evaluate the project impact. Reporting Schedule • Relief Phase narrative and financial reports as of 31st March 2005 received by ACT CO by 31st May 2005 • Interim narrative and financial reports as of 30th September 2005 received by ACT CO 31st October 2005 • Interim narrative and financial reports as of 31st March 2006 to be received by ACT CO 30th April 2006 • Final narrative and financial reports as of 31st July 2006 to be received by ACT CO three months after the closing date of the appeal - by 30th October 2006
IX. CO-ORDINATION
There is a fairly large representation of UN bodies including UNDP, WFP, UNICEF, ILO, OCHA and UNHCR. International NGO’s include CARE, Diakonie ADDRA and SCF/UK. Commendable, reliable and efficient local organizations include Kaakulo community Development Volunteer, Somali Resource and rehabilitation Organizations, Puntland Human Rights Organization, SHILCON, DANDOR , Garwado, SWV, AID, VDC, SOCA, SORSO and OTP. NCA will co-ordinate with UN, International NGO’s and Local NGO’s at local, regional and national fora.
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X. BUDGET
Name of implementing member : NORWEGIAN CHURCH AID, SOMALIA Appeal Reference Number: ASRE-51 (Revision 2) Appeal Name : ASIA EARTHQUAKE AND TSUNAMIS Period :1st January 2005 - 31st December 2006
Description Type No. Unit Cost Budget Unit Units USD USD
INCOME RECEIVED through ACT Geneva Various Donors ( See ASRE51 Spreadsheet for details) 598,027
INCOME RECEIVED directly & From other appeals - ( Includes local cash and non cash 377,860 contributions) Various Donors ( See ASRE51 Spreadsheet for details) Transfer from other appeals 60 INCOME PLEDGED ( See ASRE51 Spreadsheet for details) 40,000
TOTAL INCOME 1,015,946
Water Projects 1. Bender Beyla Water Supply Intake Works Well Excavation in rock m3 25 20 500 Well Lining and Gravel Packing Item 1 1,000 1,000 Pump House / Control House Item 1 3,000 3,000 Solar Powered Pumping System Item 1 18,000 18,000 Rising Mains (11/2'' Dia GI) m 175 35 6,125 Contruction of collector Tanks (10m3) No 2 4,000 8,000 Transmision Mains Gravity mains : (i) 3" Dia GI Pipes m 175 40 7,000 (ii) 2" Dia GI Pipes m 318 30 9,540 (iii) 11/2 " Dia GI Pipes m 60 25 1,500 Distribution Mains (i) 11/2 " Dia GI Pipes m 650 25 16,250 (ii) Gully Crossing Item 1 2,000 2,000 Fittings (20% of cost of Pipes) Item 1 8,083 8,083 1m3 Capacity BPT Item 1 500 500 Tapstands/Communal Water Points No 4 1,000 4,000 Water Meters No 250 50 12,500 Valve Chambers Item 1 1,000 1,000 Anchor Blocks No. 50 30 1,500 Sub-total 100,498
2. Aris Water Supply and Sanitation Project Intake Works/Pump CRm/Pumping System Well Excavation in rock m3 25 20 500 Well Lining and Gravel Packing Item 1 1,000 1,000 Pump House / Control House Item 1 3,000 3,000 Solar Powered Pumping System Item 1 18,000 18,000 Distribution main (11/2'' Dia GI) m 300 25 7,500 10m3 Capacity Plastic Tank No. 1 2,500 2,500 Tapstands/Communal Water Points No 4 1,000 4,000 Anchor Blocks No. 30 30 900 Valve Chambers Item 1 1,000 1,000 Fittings (20% of cost of Pipes) Item 1 7,500 7,500 Sub-total 45,900
3. Dhudo Water Supply Project
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Pipes 2" Dia GI Pipes m 120 30 3,600 1" Dia GI Pipes m 300 20 6,000 Excavation of Trench, Compaction and Backfill, m3 500 3 1,500 for Gravity Main Tapstands/Communal Water Points No 4 1,000 4,000 Fittings (20% of cost of Pipes) Item 1 1,920 1,920 Sub-total 17,020
4. Baq Baq Water Supply Project Pipes 3" Dia GI Pipes m 300 40 12,000 2" Dia GI Pipes m 100 30 3,000 Solar Powered Pumping System Item 1 18,000 18,000 Tapstands/Communal Water Points No 2 1,000 2,000 Fittings (20% of cost of Pipes) Item 1 3,000 3,000 Valve Chambers Item 1 1,000 1,000 Anchor Blocks No. 30 30 900 Sub-total 39,900
5. Kulule Water Supply Project Water Berkard 25m3 Capacity No 4 5,000 20,000 Sub-total 20,000
6. El Dhirdir Water Supply Project Pump House / Control House Item 1 3,000 3,000 Solar Powered Pumping System Item 1 18,000 18,000 Pipes 1" Dia GI Pipes m 200 20 4,000 Rising Mains (2'' Dia GI) m 200 30 6,000 10m3 Capacity Masonry No. 1 4,000 4,000 Tapstands/Communal Water Points No 4 1,000 4,000 Valve Chambers Item 1 1,000 1,000 Fittings (20% of cost of Pipes) Item 1 2,000 2,000 Anchor Blocks No. 50 30 1,500 Sub-total 43,500
7. Falah Falah Water Supply Project Water Berkard 25m3 Capacity No 4 5,000 20,000 Sub-total 20,000
8. Qhunthend Water Supply Project Water Berkard 25m3 Capacity No 4 5,000 20,000 Sub-total 20,000
9. Suuj Water Supply Project Water Berkard 25m3 Capacity No 3 5,000 15,000 Sub-total 15,000
10. Dhuur Water Supply Project Intake Works/Pump CRm/Pumping System Well Excavation in rock m3 25 20 500 Well Lining and Gravel Packing Item 1 1,000 1,000 Pump House / Control House Item 1 3,000 3,000 Solar Powered Pumping System Item 1 18,000 18,000 Distribution main (11/2'' Dia GI) m 300 25 7,500 10m3 Capacity Plastic Tank No. 1 2,500 2,500 Tapstands/Communal Water Points No 4 1,000 4,000 Anchor Blocks No. 30 30 900 Valve Chambers Item 1 1,000 1,000 Fittings (20% of cost of Pipes) Item 1 7,500 7,500 Sub-total 45,900
11. Maraya Water Supply Project
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Water Berkard 25m3 Capacity No 4 5,000 20,000 Sub-total 20,000
12. Badey Water Supply Project Water Berkard 25m3 Capacity No 4 5,000 20,000 Sub-total 20,000
13. Dharin Ragas Water Supply Project Intake Works/Pump CRm/Pumping System Well Excavation in rock m3 25 20 500 Well Lining and Gravel Packing Item 1 1,000 1,000 Pump House / Control House Item 1 3,000 3,000 Solar Powered Pumping System Item 1 18,000 18,000 Distribution Mains (11/2'' Dia GI) m 300 25 7,500 10m3 Capacity Plastic Tank No. 1 2,500 2,500 Tapstands/Communal Water Points No 4 1,000 4,000 Anchor Blocks No. 30 30 900 Valve Chambers Item 1 1,000 1,000 Fittings (20% of cost of Pipes) Item 1 7,500 7,500 Sub-total 45,900
Garmal Water Supply Project Water Berkard 25m3 Capacity No 4 5,000 20,000 Sub-total 20,000.00
Kabaal Water Supply Project Pump House / Control House Item 1 3,000 3,000 Solar Powered Pumping System Item 1 18,000 18,000 Pipes 1" Dia GI Pipes m 200 20 4,000 Rising Mains (2'' Dia GI) m 200 30 6,000 10m3 Capacity Masonry No. 1 4,000 4,000 Tapstands/Communal Water Points No 4 1,000 4,000 Valve Chambers Item 1 1,000 1,000 Fittings (20% of cost of Pipes) Item 1 2,000 2,000 Anchor Blocks No. 50 20 1,000 Sub-total 43,000
Direct Programme Related Costs a) Staff Salaries and renumeration Programme Water Engineer Month 12 3,000 36,000 Program Team Leader Month 12 1,500 18,000 Assistant Water Engineer Month 12 1,500 18,000 Community Development Officer Month 12 1,000 12,000 Programme Assistant (Nairobi - Based) Month 12 1,500 18,000 Drivers (2 No.) Month 12 1,000 12,000 b) Accommondation and Travelling Item 1 40,000 40,000 Allowances Total Direct Programme Related Costs 154,000
Training Villages 15 4,000 60,000
Sanitation Programme Gabbage Dumping Pits No. 15 1,500 22,500 Latrine Digging complete with Shelter No. 54 1,500 81,000 Total 103,500
TRANSPORT, WAREHOUSING & HANDLING Transport Four wheel Drive vehicle (2) Vehicle- 24 2,000 48,000 Month Fuel Vehicle- 24 1,000 24,000
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Month Material Transportation Item 55,000 1 55,000 Air Transport Item 1 60,000 60,000 Office/Guest House/Store Rent Month 12 2,000 24,000 Wages for Security/ Guards Month 12 600 7,200 Handling Item 1 20,000 20,000 Wages for labourers Sum Saterite Phone No. 3 1,000 3,000 Laptop Computers No. 4 1,500 6,000 Telephone, Electricity and Water Month 12 1,000 12,000 Total Transport, Warehousing & Handling 259,200
Audit Fees - Auditors Lumpsum 2,000
TOTAL BUDGET 1,095,318
AMOUNT REQUESTED 79,372
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EVALUATION
Following ACT's evaluation policy, an evaluation is obligatory as the Appeal surpasses the set US$ 5-million. Given the extraordinary gravity of the Tsunami disaster and the importance of the ACT Alliance's relief and rehabilitation interventions, the evaluation process will consist of three phases. The first phase or "Real-Time Evaluation" was characterised by a review process benefiting from the still ongoing relief activities. The second phase or "Mid-term Evaluation" will follow the usual approach of reviewing the emergency interventions and the planning for the rehabilitation and reconstruction well after the direct emergency period. The third phase will be an “Impact- Evaluation”.
In line with ACT Evaluation guidelines an external evaluation of the program will be initiated in the three countries with the largest interventions of ACT members (Indonesia, Sri Lanka, and India). This will be done through the ACT Evaluation mechanism, which aims to “enhance transparency and accountability, and allow for lessons to be learnt”. The evaluation will help determine the relevance and fulfilment of the objectives of the project or program in question, to measure impact and effectiveness, as well as how well resources were used, and to serve as an aid to future decision making.
Phase 1 – the Real Time Evaluation - has been completed by August 2005. Phase 2 is expected to commence mid-April, 2006 with a final report by late July 2006. Phase 3 is expected to be conducted in 2007.
This evaluation will try to facilitate a learning process and is expected to provide recommendations based on the lessons learned for the ACT Members involved, the ACT Co-ordinating Office, as well as the ACT Alliance in general. The evaluation will also benefit from the broader humanitarian community's evaluation efforts of the Tsunami disaster. This will be achieved by exchanges within the ALNAP network.
The evaluation will be co-ordinated by an External Team Leader who has the capacity to represent ACT and its alliance members. Each country program will be evaluated by a team , consisting of the Team Leader, an external Team member and a local Team member, who have comprehensive experience of humanitarian work and of the situation and the region. The Terms of Reference will be agreed with the concerned ACT members at each stage of the evaluation process.
Provision is also being made for reporting back to the implementing members on lessons learned from the evaluations and capacity building inputs. Three evaluation workshops will be held in February and March 2006.
The 3-Phase Evaluation Approach The main reasons for the inclusion of a "real-time" evaluation are the following:
• It allows the ACT alliance at an early stage in the relief process to review its interventions in the light of the set quality criteria of both ACT itself and of the international humanitarian action (e.g. Code of Conduct, SPHERE, ALNAP). • Given the enormous stakes of this disaster, it will be an advantage for ACT to be able to report back to the Alliance at an early stage about the quality and impact of its interventions. • ACT will in the future adhere to this new approach in evaluations of humanitarian assistance, aiming at higher quality in interventions and gaining momentum internationally.
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• The Phase 2 Evaluation, which will be held after the emergency relief work, during the stages of rehabilitation and reconstruction, will benefit from the methodological basis laid out during the Real Time evaluation. • The Phase 3 Evaluation, will again benefit from the methodological basis laid out during the earlier phases. • The most important reason, however, is that the implementing members will benefit from an evaluation process which is both external and participatory. They will thus be able to have access to early analyses of the appropriateness and impact of their interventions and learn from previous lessons. This will allow them to correct and improve their actions already during the early stages of the post-emergency programmes.
All three phases have a participatory character. Therefore implementing members are expected to be actively involved in pre- and post-briefings, field work, and - where needed - logistical support. It is recommended that some staff members of the implementing ACT members accompany the three external evaluators during field trips to their respective programme areas. These staff members will function both as resource persons and as active co-evaluators providing to the mission a participatory element.
The ACT co-ordinating mechanisms in Indonesia, Sri Lanka and India will all be important programme resources to the evaluation.
The evaluation will include the different intervention activities as included under the programmes and furthermore assess the Appeal support mechanism like the ACT Co-ordination mechanisms, Transport and Warehousing and Logistics programme support, overall ACT co-ordination and Funding.
In accordance to the ACT Evaluation guidelines Mission Plans will be prepared for each phase by the team leader in consultation with the ACT Implementing Members and the ACT CO.
The original budget is revised upwards from USD 148,200 to USD 273,900 to incorporate a third phase in the evaluation process.
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Evaluation Budget
Description Type of Unit No. of Units Unit cost Proposed (USD) Budget Rev.2 INCOME RECEIVED through ACT Geneva Various Donors ( See ASRE51 Spreadsheet for 175,121 details)
INCOME PLEDGED 0
TOTAL INCOME 175,121
EXPENDITURE Fees Consultants Phase 1 Team Leader Days 35 450 15,750 2days preparation+ 27days fieldmission+ 6days report Consultant Days 31 400 12,400 1day preparation+ 27days fieldmission+ 3days report Regional Consultants - 3 persons Days 36 350 12,600 1day preparation+ 9days fieldmission+2days report Sub total - phase 1 40,750
Phase 2 Team Leader Days 46 450 20,700 4days preparation+ 36days fieldmission+ 6days report Consultant - 2 persons Days 82 400 32,800 1day preparation+ 36days fieldmission+ 3days report Regional Consultants - 3 persons Days 42 350 14,700 1day preparation+ 10days fieldmission+3days report Sub total - phase 2 68,200
Phase 3 Team Leader Days 46 450 20,700 4days preparation+ 36days fieldmission+ 6days report Consultant - 2 persons Days 82 400 32,800 1day preparation+ 36days fieldmission+ 3days report Regional Consultants - 3 persons Days 42 350 14,700 1day preparation+ 10days fieldmission+3days report Sub total - phase 3 68,200
Total - Consultants Fees 177,150
Travel Team Leader Geneva Briefing + Debriefing trips 6 400 2,400 Travel to and in region trips 3 3,000 9,000 Consultants Geneva Briefing trips 8 800 6,400 Travel to and in region trips 4 3,000 12,000 Regional Consultants Travel in country trips 3 500 1,500 Sub total - travel 31,300
Accomodation/meals Field Mission (all consultants) days 375 150 56,250 Briefing/debriefing Geneva days 14 150 2,100 Sub total - accomodation 58,350
Miscellaneous Insurance/visa/imunusation, etc. lumpsum 1,700 1,700
Asia Earthquake & Tsunamis 188 ASRE 51 (Revision 2)
Total Evaluation 268,500
Post Evaluation Seminars (In 3 countries) lumpsum 3 7,000 21,000
Total Budget Evaluation 289,500
AMOUNT REQUESTED 114,379
Asia Earthquake & Tsunamis 189 ASRE 51 (Revision 2)
ACT CO-ORDINATION AND COMMUNICATION
The scale of the emergency and the size of the appeal has an immediate and ongoing impact on the workload and costs of the ACT CO. The workload of the programme, finance and administrative staff have seriously increased and there has been a large increase in telephone, mobile phone, computer supplies, stationary and other support costs.
The budget allows for additional temporary staff at the ACT CO for up to two and a half years. It provides for a full-time assistant programme officer to work with the Asia programme officer exclusively on this appeal, so leaving time for other emergencies under the responsibility of the programme officer. It also provides for a finance/reporting assistant to support the finance officer in tracking the large volume of flows on this appeal, supports the programme officer in checking budgets and financial reports related to the appeal and maintaining records and filing systems for reporting and correspondence concerning the appeal. It further allows for temporary programme assistance in times of extra volumes of work due to revisions.
The budget allows for a minimum of 20 visits over a two year period by ACT staff (the Director, programme and finance staff, communications staff) to the countries within the appeal as required. There is also provision in the budget for a number of ACT Alliance co-ordination meetings over the two year period. It is anticipated that there will be at least five such meetings in Geneva and possibly four meetings in the region. Now the initial phase of donor co-ordination meetings has passed, meetings will include also the implementing agencies which will add to costs.
The additional office costs have been calculated on the basis of the cost of additional office space and telephone and computer connections, together with additional computer supplies and a monthly charge for telephone, mobile phone, fax, post and office consumables.
Whilst the ACT Co-ordination budgets for Sri Lanka and Indonesia also contain provision for capacity building, it is foreseen that there will be a further need for a number of short term consultants to assist with monitoring, reporting, capacity building and other needs beyond the time availability of the CO staff. A total of 200 days has been budgeted for this provision over two years.
PriceWaterhouseCooper has been requested to audit the accounts for the co-ordination expenses incurred at the ACT CO in Geneva, in Indonesia and Sri Lanka as well as for the Evaluation.
Communication and Information: Funding for the communication budget line will be used to cover expenses (travel, telecommunications, photographic, accommodation and per diems) incurred by communicators drawn from the ACT membership and the ACT CO to cover the emergency, as well as the post crisis phase. The ACT CO will endeavour to co-ordinate visits from Alliance communicators to get a regular flow of information for all members, and will plan a ‘one year after’ visit as part of an overall communications strategy to illustrate the ACT members’ response to the disaster. It allows furthermore for communication workshops with the members in Indonesia, Sri Lanka and India.
Asia Earthquake & Tsunamis 190 ASRE 51 (Revision 2)
Budget
ACT CO-ORDINATION AND COMMUNICATIONS BUDGET TO 31 DECEMBER 2006
Description Budget Revision 1 Proposed 18-Feb-05 Budget Rev. 2 USD USD
INCOME RECEIVED through ACT Geneva Various Donors ( See ASRE51 Spreadsheet for details) 495,748
INCOME PLEDGED -
TOTAL INCOME 495,748
EXPENDITURE Staff Salaries & Benefits Assistant Program Officer 190,000 120,000 Finance Assistant & Program Assistant (2 Persons) 80,000 180,000 Staff Permits 500 Sub Total 270,000 300,500
Staff Benefits Housing allowance - Assistant Porgram Officer 10,000 Travel 5,000 Sub Total - 15,000
Recruitment Costs - 5,000
ACT Consultancy and accompaniment Consultancy fees 130,000 100,000 Travel & other related expenses 15,000 Sub Total 130,000 115,000
Visits to Region International travel 60,000 80,000 Accommodation & meals 10,000 Travel insurance 10,000 Other related costs 10,000 Sub Total 60,000 110,000
ACT Office Operation Costs 30,000 Office Rent 25,000 Office Stationery & Utilities 3,000 30,000 28,000 Communications Telephone and Fax 24,000 10,000 Sub Total 24,000 10,000
Postage & Courier - 500 Sub Total - 500
Capital Expenditure Computers and accessories (4) 6,000 8,000 Insurance - Equipement - 1,000 Sub Total 6,000 9,000
Meetings Accomodation & Meals 40,000 15,000 Sub Total 40,000 15,000
Asia Earthquake & Tsunamis 191 ASRE 51 (Revision 2)
ACT Communications and Information 40,000 External communicators's Travel costs 10,000 ACT Visibility materials/ Resources 10,000 Communications' related costs 10,000 Sub Total 40,000 30,000
Audit Fees - 15,000
Total BUDGET 600,000 638,000
AMOUNT REQUESTED 142,252