Indonesia Assistance to Mount Merapi Displaced – IDN102 ... filerelated to setting up and the...

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

www.actalliance.org

Appeal

Indonesia

Assistance to Mount Merapi Displaced – IDN102

Appeal Target: US$ 708,867

Balance Requested: US$ 327,253

Geneva, 8 April 2011

Dear Colleagues,

In October 2010, Mount Merapi (mountain of fire) awoke with a series of small eruptions. A much larger

eruption (the worst since 1870) occurred on 5 November 2010. Thick ash, sand and gravel hit the nearby

cities of Yogyakarta, Magelang, Purworejo, Solo and Klaten. After almost three weeks of eruptions, more

than 365,000 people were forced to evacuate. The devastation covered many hundreds of square

kilometers of surrounding countryside, where ash as fine as cement powder has created a filthy gray

wasteland. More than 638 evacuation centers were set up in tents, village halls, school buildings and sport

stadiums.

ACT members in Indonesia all responded immediately: Church World Service Indonesia (CWSI) supported

local partners with baby kits, hygiene kits, plastic mats, blankets and psychosocial support. Christian

Reformed World Relief Committee (CRWRC) supported its local partner with food, hygiene kits, blankets

and floor mats. Diakonie Katastrophenhilfe (DKH) supported its partners in managing displacement points,

providing health services and psychological support, as well as with cooked food, potable water, mats,

blankets, baby food, hygiene kits, masks and cooking utensils. YAKKUM Emergency Unit (YEU) provided

mobile medical services, psychosocial services, food and non food items and emergency toilets. Yayasan

Tanggul Benkana Indonesia (YTBI) sent baby packages, biscuits, drinking water, sanitary napkins, masks and

food through its partner.

This full appeal is being issued to request support to the proposed responses of YEU and YTBI only. The

other ACT members in Indonesia (CWSI, DKH and CRWRC) will not be included in this full appeal as they

have been supporting partners bilaterally with their own funds.

YEU programme includes non food items, health and sanitation services, temporary shelter, activities

related to setting up and the running of evacuation centres, strengthening community based disaster

preparedness and livelihood activities. YTBI plans to assist with food and non food items, livelihood,

psychosocial, Disaster Risk Reduction and disaster preparedness activities.

Indonesia – Mount Merapi Eruption ACT Appeal IDN102 2

Project Start/Completion Date:

YEU & YTBI - 1 November 2010 to 31 October 2011 (12 months)

Reporting schedule:

Reports due YEU & YTBI

Interim Narrative & Financial 31 May 2011

Final Narrative & Financial 31 December 2011

Audit 31 January 2012

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

YEU YTBI Total Target

US$

Appeal Target 373,044 335,823 708,867

Less pledges/contr recd. 335,784 45,830 381,614

Balance Requested from ACT Alliance 37,260 289,993 327,253

Please kindly send your contributions to either of the following ACT bank accounts:

US dollar

Account Number - 240-432629.60A

IBAN No: CH46 0024 0240 4326 2960A

Euro

Euro Bank Account Number - 240-432629.50Z

IBAN No: CH84 0024 0240 4326 2950Z

Account Name: ACT - Action by Churches Together

UBS AG

8, rue du Rhône

P.O. Box 2600

1211 Geneva 4, SWITZERLAND

Swift address: UBSWCHZH80A

Please also inform the Chief Finance Officer Jean-Daniel Birmele ([email protected]) and Regional

Programme Officer Sudhanshu S. Singh ([email protected]) of all pledges/contributions and transfers,

including funds sent directly to the Requesting Members.

We would appreciate being informed of any intent to submit applications for institutional back donor

(government or foundations) funding and the subsequent results. We thank you in advance for your kind

cooperation.

For further information please contact:

ACT Regional Program Officer, Sudhanshu S. Singh (phone +41 22 791 6035) or ACT Deputy General

Secretary, Rebecca Larson (phone +41 22 791 6069 or mobile phone + 41 70 376 1711)

Rebecca Larson

Deputy General Secretary

ACT Alliance Secretariat


I. REQUESTING ACT MEMBERS INFORMATION

� Yayasan Tanggul Bencana Indonesia (YTBI)

� YAKKUM Emergency Unit (YEU)

II. IMPLEMENTING ACT MEMBER AND PARTNER INFORMATION

� Yayasan Tanggul Bencana Indonesia (YTBI)

YTBI was founded by the Communion of Churches in Indonesia (PGI/CCI) in Jakarta. Since early 2005 YTBI

has been an independent institution that deals with natural and human-made disasters/social conflicts and

related environmental problems in Indonesia. YTBI works through or with the churches in the affected and

vulnerable areas and has carried out Community Based Conflict Management (CBCM) in conflict sensitive

areas like Ambon, Poso, and Kalimantan; Community Based Livelihood Initiatives (CBLI) in Halmahera and

Sangihe, Aceh Singkil, Kutacane Aceh Tenggara; Community Based Disaster Preparedness (CBDP) in Ambon,

Halmahera, North Sumatera, Java, Alor and Nabire; emergency response to disaster areas in Indonesia;

emergency relief/rehabilitation post-tidal wave/earthquake in Aceh and Nias through ACT appeal ASRE51;

and emergency relief/post-crisis intervention of earthquake in Yogyakarta and Central Java through ACT

appeal ASID61.

YTBI Implementing Partner:

The GKJ Synod became official in the year 1956 by the name: Geredja-geredja Kristen Djawa/GKD or

Christian Churches of Java (now GKJ).

Pastoral services include:

o Scholarship assistance for pastors, pastors’ children and YKHD Church staff.

o Guidance of Smart Voters for the Central Java Governor’s election.

o Church Regions Level Disaster Management Training, March 11-13, 2008.

o Developing Writing Culture in the Church environment.

When the earthquakes struck Yogyakarta in 2006 and 2010, the Synod formed a Working Group (Pokja) that

assisted in carrying out humanitarian relief and mobilizing community participation during the recovery,

rehabilitation and reconstruction phases and also for Community Based Disaster Risk Management

(CBDRM). This was done by engaging the organizations under the GKJ umbrella, to better serve their

congregations as well as the general community.

To implement this program, YTBI collaborate with GKJ through its working group (Pokja).

� YAKKUM Emergency Unit (YEU)

YEU was established in 2001 and since then has responded to emergencies including the Dayak and Madura

tribal conflicts; the influx of migrant workers in Nunukan and East Kalimantan; several floods in Central, East

Java and Jakarta; sectarian conflict in Poso; the religious-ethnic conflicts in Moluccas Islands; the Bali

bombing; the Aceh tsunami and Nias earthquake (2004/2005); Yogyakarta earthquake (2006); West Java

tsunami and earthquake (2007); and the latest West Sumatra earthquake (2009) and Mentawai tsunami

(2010). YEU is also active in Myanmar, responding to cyclone Nargis since 2008. YEU is also aligned with

other faith based humanitarian organizations in Indonesia under the Humanitarian Forum Indonesia which

enabled YEU to support the joint humanitarian action in Gaza in 2009.

YEU is one of the working units under YAKKUM which has 11 hospitals, 11 community development units,

31 health clinics, one rehabilitation unit, one pharmacy and one emergency response unit. These are part of


a network which includes the churches and where YEU can train and mobilise people for possible

emergency responses.

YAKKUM/YEU has been a member of HAP since December 2009 and is preparing a two-year accountability

work-plan until the end of 2011. There are three strategic issues in the work-plan for 2009-2011, i.e.

capacity building in DRR mainstreaming at school, community organizations and health institutions;

improving the quality of programmes; and strengthening organizational development.

III. DESCRIPTION OF THE EMERGENCY SITUATION

Mt. Merapi, which is on the border of Central Java and Yogyakarta Province, could be loosely translated as

“Mountain of Fire”. It is the most active volcano in Indonesia and has erupted regularly since 1548. The

eruption in late October 2010 spewed out pyroclastic flows and ashfall (tephra) that later forced the

government to raise the alert to its highest level (4) and warn the villagers to evacuate to safer ground. The

evacuation order affected at least 200,000 people living on the foothills of the mountain. The exact number

of IDPs is still uncertain due to broad range of the impact of the pyroclastic flow and ash fall. The volcanic

activity continued until late November 2010.

On 3 December 2010, the authority lowered the alert level of Mt. Merapi to “Caution” (level 3) with the

potential of pyroclastic clouds and projected incandescent material1. The Geological Agency recommended

that there should be no community activity within the range of the exclusion zone and people had to stay in

the evacuation posts until further notice.

Casualty

Location Burn

(Severe) Moderate Total

Inpatient IDPs Nr. of

Shelter

Sleman district 190 87 277 86 11,468 36

Kulon Progo district 0 0 0 0 406 9

Yogyakarta municipality 0 0 0 0 461 33

Bantul district 0 0 0 0 0 0

Gunung Kidul district 0 0 0 0 504 13

Total Yogyakarta Province 190 87 277 86 12,839 91

Klaten district 8 33 41 14 3,054 6

Boyolali district 0 12 12 1 34 1

Magelang district 0 56 56 14 1,163 8

Magelang municipality 0 0 0 0 0 0

Temanggung district 0 0 0 0 0 0

Semarang district 0 0 0 0 0 0

Total Central Java Province 8 101 109 29 4,251 15

Total (2 provinces) 198 188 386 115 17,090 106 Table 1. The recapitulation of casualty and IDPs as of 9 December 2010, at 06.00 p.m.2

Tents, village halls, school buildings and sports stadium were used to accommodate the displaced

population. Most of the centres were overcrowded and had inadequate sanitation facilities. There were at

least 800 cases of trauma due to loss of property, loss of livelihood and death within the family. There were

also thousands of cases of respiratory problems. The limited capacity of the regional health institutions

(including puskesmas or community health centres at village level) was seriously challenged as they had to

mobilize their limited resources to cater to the needs of a wider population of displaced people. There were

severe burn cases, which were treated in Betehesda hospital (YAKKUM hospital), Sardjito hospital (state

hospital) and other private hospitals.

1 Information taken from www.bakornaspb.go.id/userfiles/file/td/LAPORAN SITUASI 3 December 2010.pdf 2 Data taken from www.bnpb.go.id/userfiles/file/td/LAPORAN SITUASI 9 Desember 2010.pdf


There was an enormous reaction from the public (individuals, churches, faith-based organisations,

companies, political parties, and others) in the form of food, logistics, health services, and sanitation

supplies. Many IDP camps were established spontaneously by the communities outside the 20-KM

restriction range to host the IDPs. This action was critical as the provincial government was not yet ready

with any plan for the IDPs. Given the urgency of the situation, the only support which could have been

organized rapidly was from local humanitarian organisations, private institutions and private donations.

After weeks of steady pyroclastic flow and ash fall, Mt. Merapi threatened with more lahar3 creating 15

lahar rivers down the mountain side. The consequences were immense; as 4,165 people were forced to

move to 13 IDP camps across 4 (four) districts as their houses were washed away by lahar containing hard

volcanic material such as sand and stone4.

The main road connecting Central Java Province and Yogyakarta Province became blocked and irrigation

systems and dams were seriously damaged. A total of 5,954 hectares of paddy were destroyed. Five school

buildings were swept away by the flow.

Map 1. The villages surrounding Mt. Merapi within the range 20 KM and 30 KM

5 (including the exclusion zone)*

*The blue squares are YTBI’s areas of intervention, while the green squares are YAKKUM/YEU’s areas of intervention.

Government Response:

The Government of Indonesia (GoI) declared the Merapi eruption a regional disaster and assigned the

responsibility to support the affected provinces of Central Java and Yogyakarta to the Disaster Management

National Agency (BNPB). At the ministry level, the GoI through its relevant departments has shown its

commitment to the disaster affected people. The Ministry of Health has provided health related support,

while the Ministry of Social Welfare and Farming is facilitating livelihood recovery.

3 A lahar is a type of mudflow or debris flow composed of pyroclastic material, rocky debris, and water. The material flow down from a volcano, typically along river valley. The term is shortened version of “berlahar” which originated in the Javanese language of Indonesia. (Wikipedia) 4 Data taken from BNPB on 16 February 2011, at 06.00 a.m. 5 Map taken from http://geospasial.bnpb.go.id/2010/11/05/peta-radius-desa-jarak-radius-20-km-dan-30-km-dari-puncak-merapi/ published on 5 November 2010.


There are questions about compensation being provided and inconsistencies. For instance, the GoI pledged

to provide compensation for the loss of livestock, but most of the people did not actually own their

livestock. They were hired by the owners to tend the livestock. In other cases, farmers had taken out loans

to buy livestock, which they will have to pay back even though they have lost all the livestock.

The GoI launched the action plan to respond to the impact of the eruption and lahar flows, in the month of

February, but the budget allocated for its execution needs approval of the parliament, which means further

delay before the funds could be released.

The GoI contingency plan, as proposed in the action plan, seems to be response-oriented. For example, it

has activities on cash-for-work, construction of around 2,750 temporary shelters, construction of dams and

irrigation systems, post-disaster health services and so on, but pays scant attention on preparedness

activities.

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

Current situation in the area of proposed response:

Settlements within the range of 10-15 kilometres from Mt. Merapi summit have been largely destroyed by

pyroclastic flow and ash fall and houses near the riverbanks have been washed away by the lahar. The areas

2.5 kilometres from the summit6, are considered by the authorities as danger zone level 3 and the villagers

are advised not to live within this range. According to reports, some of the IDPs return to their original

houses at noon to check their properties/livestock and return to the shelters at dusk for fear of sudden

pyroclastic or lahar flow occuring during the night. The rainy season exacerbates the situation.

Impact on human lives in the area of proposed response:

The construction of 2,750 temporary houses is behind schedule. It was planned to be completed by the end

of February, but due to lack of resources (financial and human) it is likely to extend beyond the planned

period. This creates further problems in managing the IDPs in difficult health, hygiene and sanitation

conditions.

The eruption and lahar have claimed the lives and livelihoods of people who were mostly farmers.

Previously, they relied solely on the fields and the livestock which have been destroyed. Thus, livelihood

recovery is a priority, along with the construction of temporary shelters.

A number of trauma cases have been identified. This condition has been triggered by various factors,

including death of a family member, loss of property/livelihood, the need to be cautious and continual

worry.

Description of the damages in the area of proposed response:

There were approximately 3,200 houses affected by the eruption, with severe, medium or partial damages,

in four districts (Sleman, Magelang, Boyolali and Klaten). Approximately 200 houses have been completely

destroyed by the lahar. Public facilities have suffered heavy damage and 371 school buildings, 15 health

facilities, 7 traditional markets, more than 15 bridges and many dams and roads have been seriously

damaged.

Security situation in the area of proposed response:

Although the authorities have lowered the status of Mt. Merapi to “Caution” (level 3), the communities

living within 10-15 kilometres of the summit have to be continually aware of the threats of pyroclastic

clouds, the ejection of volcanic materials, and lahar streams that can occur at any time.

6 Information taken from www.bakornaspb.go.id/userfiles/file/td/LAPORAN SITUASI 3 Desember 2010.pdf.


ACTION TO DATE AND EMERGENCY NEEDS

Responses of ACT Members:

a. Church World Service Indonesia (CWSI)

As part of CWS rapid response, CWS supported the local partners in providing emergency response in the

form of:

o 250 baby kits for 250 children under the age of 3

o 750 hygiene kits for 500 displaced adults and 250 displaced children

o 100 plastic mats for 100 displaced vulnerable groups

o 450 blankets for 450 displaced vulnerable groups

o psychosocial support for at least 100 displaced children

CWS works together with its local partners KYPA, Mitra Alam and LPASKA and coordinates with the ACT

Indonesia Forum members, UN Agencies, other NGOs and government officials. CWS will no longer be a

requesting member in the full Appeal as they utilized their own funds in responding to the crisis phase.

b. Christian Reformed World Relief Committee (CRWRC)

CRWRC supported its local partners, the emergency arm of Indonesian Christian Church (GKI) and

pledged funding directly to their emergency response for distribution of:

o food for 600 displaced during the emergency phase (7 days)

o hygiene kits for 600 displaced

o 100 blankets and floor mats for senior citizens and children

So far, GKI (Indonesian Christian Church) in Yogyakarta has been assisting the community around Mount

Merapi within the range 15-20 kilometres from the summit. They provide health services at the co-

ordination posts and through door-to-door services. CRWRC used their own funds for the response

during the crisis phase and will not be a requesting member in this appeal.

c. Diakonie Katastrophenhilfe (DKH)

Since the initial eruption on 26 October, DKH has been supporting PW Anshor (a youth movement

affiliated with Nahdlatul Ulama) Jateng and PC Anshor in Magelang to assist displacement posts in

providing services to 3,269 IDPs in eight evacuation buildings at Srumbung, Dukun and Sawangan sub-

districts.

On 28 October, two other organizations from Yogyakarta namely Dian Mandala and YKDKI (Yayasan

Kerabat Desa Kota Indonesia) joined the displacement posts to help provide services and assist with

various emergency needs. As of 1 November, DKH, in cooperation with the faculty of psychology from

Satya Wacana Christian University, Salatiga, has been providing psychological support to school-age

children.

DKH has distributed the following relief items: 2,000 packets cooked food (during the first two days

following the initial eruption), as well as setting up public kitchens; 6 containers of drinking water, 250

floor mats, 250 blankets, 50 baby blankets, 100 packets baby food, 200 packets hygiene kits, 100 packets

sanitary pads, 1,000 masks and cooking utensils for five public kitchens.

A DKH program officer has been seconded to provide advice to the staff of the various displacement

posts and evacuation camp management as quite a large amount of emergency relief goods are being

provided by surrounding communities and local NGOs. Mobile health services are also being provided by


the displacement post with 3 ambulances (each staffed by one doctor and two nurses along with all the

necessary medical supplies) provided by the Moslem Hospital Demak, Kudus and Jakarta.

Based on current development, DKH will not be a requesting member in this appeal as they utilized their

own funds for this immediate response during the crisis phase.

d. Yayasan Tanggul Bencana Indonesia (YTBI)

YTBI and its partner, Gereja Kristen Java (GKJ, or Christian Churches of Java) provided prompt response

following the eruption, along with the ACT Alliance members in Indonesia and local NGOs to collate early

information in the field. YTBI and GKJ together carried out a rapid assessment. Following the assessment

YTBI sent baby packages, biscuits, drinking water, women’s sanitary napkins, masks and food to GKJ for

distribution. YTBI/GKJ distributed 3.5 tons of rice in 3 locations, namely Plengkung Posko, Muntilan Posko

(Magelang Region), and Boyolali Posko.

Other activities by the GKJ:

o psychosocial activities, such as, puppet shows and schools kits (books, writing utensils, pencil-

boxes, etc) for 600 children through the LBKUB- GKJ Posko, Ampel synod

o assistance in the form of wheel barrows, spades, sand shovels and crowbars as well as jet pumps

distributed by GKJ Muntilan, GKJ Medari (Sleman) and LBKUM-GKJ Boyolali Poskos to 3 evacuation

posts. 60 wheelbarrows distributed to the GKJ Medari, GKJ Muntilan and GKJ Boyolali Poskos; 45

spades distributed to the GKJ Medari and GKJ Muntilan Poskos; 25 hoes to the GKJ Medari Posko,

30 sand shovels distributed to the GKJ Muntilan Posko and 15 crowbars distributed to the GKJ

Plengkung Posko. (The tools are used to clean up the sand and stones along with other debris

following the mud flows that still continue to date)

o health services provided in collaboration with the GKJ Pakem, particularly with the Tanen

Pepanthan serving around 200 patients as at 30 January 2011

e. YAKKUM Emergency Unit (YEU)

All YAKKUM units involved in the response:

Food and non-food Items

o Logistics needs have been met by YAKKUM development units and their networks (HFI, JKLPK, local

churches, companies, universities and the public) for the distribution of food and non-food items to

10,000 IDPs across 4 districts within three weeks.

o YEU provided approximately 800 IDPs from Hargobinangun village with food/logistics supplies

sufficient for a period of 2 months (mostly from public donations). YEU also helped many other

smaller evacuation centres (so called Posko Mandiri or self-reliant centres) as they were not

immediately supported by the government.

Health

o Mobile medical services provided by medical teams from eight YAKKUM hospitals assisted more

than 3,000 patients in the first three weeks. The main diseases treated are acute respiratory

infection, skin/dermatitis, diarrhoea, chepalgia, myalgia and gastroenteritis. The medicines and

medical personnel provided were direct in-kind contribution from YAKKUM hospitals. The

requested budget in the appeal (for crisis-phase) was to fill the gaps in health services during the

three-month crisis period. The proposed health/medical intervention is for three months in

anticipation of the impact from lahar which is predicted to last until the end of the rainy season for

approximately 1,000 people living near the riverbanks directly affected by the lahar upstream.


Psychosocial

o YEU together with the YAKKUM rehabilitation centre delivering psychosocial services have

provided for 276 persons with disabilities and their caregivers in the first three weeks.

o YEU facilitated a psychosocial program for 150 children and 30 adults at the evacuation centre

(Hargobinangun) providing them with some comfort and creating a sense of normality as well as

introducing disaster education in a children friendly environment (clowns, games and story telling).

YEU also provided group study assistance as schools were temporarily closed.

o Following the incidence of increased acute psychological problems among the affected population,

YAKKUM/YEU experts in psychiatry, psychology and counselling are developing a barrack-based

referral system to ensure proper attention is given to IDPs showing early psycho/psychiatric

symptoms and to increase the ability to provide early curative / counselling services.

WASH and Shelter management

o Ten emergency latrines have been constructed in Tersangede shelter to accommodate the need of

the IDPs from Sirahan village. YEU is assessing the construction of 10 latrines in another villages

impacted by lahar. Thus, there are 20 latrines planned in total.

o The management of the evacuation centre at the YEU training centre was considered as an ideal

model well prepared and ensuring the participation of the IDPs in the management. Based on this

experience, YEU was invited by the national authority to share the concept on shelter management

and long term recovery as well as preparedness. YAKKUM/YEU together with other institutions in

the Forum for Disaster Risk Reduction (DRR regional platform) and the Humanitarian Forum

Indonesia (HFI) are advocating the urgency of good shelter management and comprehensive

recovery planning.

*************************************************************************

YAKKUM EMERGENCY UNIT (YEU)

V. TARGET BENEFICIARIES

District Sub-district Village Male Female Total

Population HH

Nr. of

IDPs

Magelang Salam Sirahan 1,358 2,114 3,472 1,033 3,066

Ngluwar Blongkeng 213 444 657 164 92

Mungkid Ngrajek 1,318 1,892 3,210 803 535

Total Central Java Province 2,889 4,450 7,339 2,000 3,693

Sleman Pakem Hargobinangun 1,073 3,747 4,820 2,576 1,849

Cangkringan Argomulyo 3,840 3,976 7,816 2,238 576

Total Yogyakarta Province 4,913 7,723 12,636 4,814 2,425

Total Both Provinces 7,802 12,173 19,975 6,814 6,118

Table 5. YEU target location and population

Note:

The number of IDPs is always fluctuating, depending on the alert level of lahar upstream.

Criteria for selection of beneficiaries in the target locations:

o areas and community-based organisations (CBOs) where YAKKUM/YEU is engaged in long term

community organization activities

o areas and CBOs with a high risk due to its close proximity with the eruption epicentre and lahar

flows

o areas and CBOs which have the potential to implement sustainable programmes, including the

Disaster Risk Reduction (DRR) initiatives


The selection of target beneficiaries is based on the rapid assessment and direct implementation during the

crisis-phase. In addition, YEU obtains confirmation and approval from different sources; local authority,

coordination with DRR Forum in Yogyakarta and Central Java, to avoid any unnecessary overlapping of

areas/type of intervention.

Table 6. YEU target location and types of intervention YEU is collaborating with other YAKKUM units to provide assistance to a further 8 villages (in Central Java

Province). These villages were listed in the preliminary appeal – they were YAKKUM operational villages

where YAKKUM/YEU could ensure sustainable activities. YAKKUM units are responsible for managing

community organizing and livelihood programs, while YEU intervenes in Disaster Risk Reduction (DRR)

programs. YAKKUM units manage their own funds so they are not mentioned as implementing partner of

YEU in this appeal. The areas in collaboration with YAKKUM units are as follows:

District Sub-district Village

Srumbung Srumbung

Bringin

Ngablak Ngablak

Boyolali Selo Jrakah

Klakah

Tlogolele

Musuk Sangup

Jemowo

Klaten Kemalang Kemalang

Table 7. Areas in collaboration with other YAKKUM units

YEU also plans to collaborate with YTBI in assisting the community in 3 villages, namely Sirahan, Jrakah

and Klakah. While YTBI shares its expertise in assisting the schools through its School Based Disaster Risk

Management (SBDRM) program, YEU focuses in community based DRR program.

VI. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION

Goal

Ensuring fulfilment of the basic needs and the basic rights of the people impacted by the eruption and lahar

flow through emergency response and preparedness initiatives.

Objectives

Crisis Phase (3 months)

Objective 1:

To sustain basic living conditions of around 4,000 people affected directly by the eruption and lahar with

effective emergency responses in provision of immediate food/logistics, health (including mental health),

hygiene, sanitation and shelter management.

Types of intervention

District Sub-

district Village Food &

NFI Psychosocial Livelihood DRR

Magelang Salam Sirahan � � - �

Ngluwar Blongkeng � � - �

Mungkid Ngrajek � � - �

Sleman Pakem Hargobinangun � � � �

Cangkringan Argomulyo � � � �


Planned Activity Expected Output Expected Outcome Indicator (output)

1.1. Provision of

immediate food &

logistics

The distribution of food/logistics for

around 4,000 IDPs (proposed):

� Food supply for 800 people

� Hygiene kits for 4,000 people

� Tarpaulins for 500 families

� Mattresses for 500 families

� Blankets for 4,000

( the provision of food and logistics

in the first month was fully covered

through public donations and

organized by YEU)

The immediate need

of food/logistics for

around 4,000 IDPs is

maintained to

accelerate the

recovery process.

� 60% of total IDPs

are served.

� The list of items as

mentioned by the

IDPs during the

rapid assessment.

� The distribution of

items by the IDPs

themselves.

1.2. Mobile clinic in 5

target villages for 3

months through curative

approach in the

evacuation centres across

4 districts

� 1,000 patients are treated

through mobile clinics in 5

villages during a period of 3

months health services.

� Prevention of post-disaster

disease outbreak in 5 villages.

(mobile clinic carried out through

collaboration with YAKKUM

hospitals)

Health status for the

displaced people &

people living in

prone areas

(exclusion zone) is

maintained and

improved.

� 60% health status

records shows

improvement.

1.3. Render psychosocial

assistance for 150

children & 30 adults in 5

villages:

� Activities to alleviate

the trauma of the

children and adults

� Assistance for peer-

group learning in the

evacuation centres (as

transition before

returning to school)

� Pengajian or reciting

Koran as way to reduce

anxiety as well as to

obtain spiritual

balance.

� Daily recreational activities for

children & adults (different

sessions).

� Peer-group learning for

elementary & primary high school

students in the evacuation centre

on a daily basis. Daily pengajian in

the evening.

(YEU invites volunteers to render the

psychosocial activities)

Improved mental

health status of the

affected children &

adults in the

evacuation centres.

� 90% of children &

adults are actively

participating in the

activities.

1.4. Shelter management

support:

� Constructing of

emergency latrines

� Establishing

communication system

and instruments in 5

villages with other

villages on

eruption/lahar prone

areas

� Prevention initiatives to

promote the

importance of

maintaining hygiene &

sanitation in the

shelters

� The construction of 20

emergency latrines in the

temporary shelters.

� Establishment of communication

system and instruments are met

in 5 villages.

� 2 meetings to discuss the

maintenance of hygiene &

sanitation in temporary shelters

in each village.

� Regular meetings with the IDPs to

encourage self-reliance in

managing the temporary shelters

and to discuss the buffer

zone/safe zone.

Improved condition

on managing the

temporary shelters

by the IDPs.

� Nr. of temporary

latrines built.

� 65% from local

service providers &

IDPs attend the

meetings.

� 70% of the IDPs

know the outcomes

of the meetings.


� Management of the

shelters together with

the IDPS along with

protection initiatives

and deciding the buffer

zone/safe zone

Note:

The communication instrument is the

walkie-talkie for each village to help

monitor the condition of the

riverbanks from Mt. Merapi summit

and to collaborate with the existing

communication networking as part

of preparedness initiatives.

Post-crisis Phase (11 months)

Objective 2:

To alleviate the trauma of around 250 IDPs through facilitating the return to pre-eruption activities for those

still living in temporary shelters and those returns to their homes.


2.1. Re-assessment of

trauma cases &

information session in

5 villages:

� Group interviews

(male & female)

� In-depth interviews

with selected people

250 people participate in

the interviews

(approximately 50 people

from each village taking

into consideration gender

balance).

Result from re-

assessment is

measured and is

taken into account for

follow-on action.

� 90% of targeted participants

are actively involved in the

information sessions &

interviews (group & in-depth).

� Analysis of the result and the

follow-on planning.

� 70% of the participants know

the result analysis from the

interviews (feedback

mechanism)

2.2. Capacity building

for psychosocial care

providers in 5 villages

At least 10 psychosocial

care providers from each

village participate in the

activity (refresher

meetings, workshop or

training).

Improved knowledge

& skills in relation to

psychosocial care by

the IDPs/affected

population.

� 75% of the target participants

(psychosocial care providers)

are actively involved in the

activity.

� 90% of the participants receive

evaluation on the performance

of psychosocial care providers

(feedback mechanism).

2.3. Psychosocial care

for trauma affected

adults in 5 villages:

� Counselling for

people with acute

trauma

� Provision of

livelihood activities

as one of the

strategies to

recuperate from

trauma

� Delivery of counselling

sessions in each village

as arranged together

with the affected people.

� Delivery of activities in

livelihood to support the

psychosocial care.

Improved mental

health status of the

affected people.

� 50% of the treated population

actively involved in counselling

sessions in each village.

� Types of livelihood support

measured as psychosocial care.

� 70% target people receiving the

livelihood provide progress

reports on a regular basis.

Objective 3:

To replicate the good practices in shelter management and long term community-based disaster

preparedness to 5 target villages.


3.1. Develop mechanisms

for shelter

management.

� 2 sessions in each village

are held to identify the

practices from previous

Development of

standardized

mechanism for shelter

� 70% of the intended

participants are actively

involved in the sessions.


experience & identify gaps.

� Wrap-up meeting to

compile the results from

each village.

management by the

IDPs.

� 70% of the IDPs know

the results from the

sessions.

� 80% participants agree

on the mechanism for

shelter management.

3.2. Capacity building at

strengthening shelter

management &

mitigation initiatives in 5

villages, covering 5

principles:

� Identification of risk,

vulnerability & capacity

� Mapping of

exclusion/danger zone

� Contingency planning

in disaster

preparedness

� Developing early

warning system

� Task force

5 sessions in each village are

carried out to introduce the

principles.

(the series of activities to

render the 5 principles are

carried out with participatory

rural appraisal approach)

Development of

contingency planning in

each village through

inclusion of shelter

management principles

& mechanisms.

� 70% of intended

participants are actively

involved in the sessions.

� 70% of the participants

know the results from

the sessions.

� 80% participants agree

on the

design/contingency

planning in each village.

3.3. Preparedness

initiatives through

capacity building in

preventive & promotional

approaches in health

aspects for health care

providers in 5 villages.

� Health care providers in 5

villages are given capacity

building in (1) primary

health care & (2) first aid.

� Information dissemination

on health-related issues:

post disaster outbreaks,

health insurance in

emergency, etc.

Improved knowledge &

skills in relation to

health response in

emergencies.

� The list of health care

providers participating

in health-related

activity.

� 65% of total affected

population is able to

access the information.

3.4. Advocacy initiatives

for 5 villages to ensure

support from relevant

stakeholders in meeting

the rights of the affected

communities; the IDPs &

the people living in

exclusion zone.

� Workshops/ meetings/ co-

ordinations to synchronize

the understanding among

DRR actors (community,

CBOs, NGOs &

government bodies).

� Joint action in significant

issues on shelter

management &

preparedness.

Synchronized

understanding &

actions among relevant

actors.

� 65% of the local service

providers participate in

the events.

� 70% of the service

providers understand

the results from the

workshops/meetings.

� 50% of the people/

institution involved in

the advocacy process

commit to safeguard

the shelter

management &

preparedness

initiatives.

3.5. Media campaign in 5

villages to disseminate

the information on

shelter management &

preparedness to affected

community and CBOs.

� Monthly campaign designs

in 5 villages to bring to

attention issues on shelter

management &

preparedness.

� Documentation on the

practices of shelter

management &

preparedness initiatives by

the community & CBOs.

Information,

knowledge & skills on

shelter management &

preparedness are

enhanced.

� 75% of target

population in 5 villages

receive the information.

� Type of media

campaign designs

appropriate with local

value.

Note:


The advocacy initiatives would be supported by the existing networking called JaRI (or the networking of empowered and prepared

community), the existing CBOs and the significant government bodies.

Implementation Methodology

YEU implements directly in coordination with the YAKKUM units across four districts: Sleman, Magelang,

Boyolali and Klaten. The hospital-based approach combined with the community based approach will

ensure sustainability at the community as well as institutional level. YEU along with the YAKKUM units

pledge to collaborate with the existing CBOs, other ACT members and stakeholders.

The overall response is conducted in participatory manner, ensuring the involvement of

communities/local volunteers/local authorities in the project planning, implementation and evaluation.

YEU works closely with existing service providers in every village, such as the local volunteers,

village/hamlet authorities, health care providers and other local community groups. The role of local

service providers is to help in selecting the direct beneficiaries from the refresher meeting, workshop,

training and planned activities.

In the spirit of providing humanitarian assistance, YEU pledges to abide by the Code of Conduct for the

International Red Cross and Red Crescent Movement and Non-Governmental Organisations as well as the

ACT Code of Conduct for the prevention of sexual exploitation and abuse. YEU also ensures that issues on

gender, the need of vulnerable groups and the environment are taken into consideration. In addition, YEU

agrees to produce YEU/ACT Alliance visibility materials with regard to co-branding procedure, such in

banners for specific trainings, bulletin, information board, staff identification (card, shirt, vest, or pin),

posters, etc.

As part of HAP membership, YEU is undertaking the following benchmarks:

o Participatory: ensure the maximum involvement of the community or the target groups in the

program.

o Sharing of information is publicly available to beneficiaries, disaster-affected communities, YEU

staff and other stakeholders.

o Establish and implement the complaint-handling procedures that are effective, accessible and safe

for intended beneficiaries, disaster-affected communities, YEU staff, humanitarian partners, and

other specified bodies.

Prior to the implementation of the proposed program YEU, together with the target communities, agrees to

launch an information board containing:

o YEU vision and mission

o Agreed code of conducts for YEU field officer when engaging with the target village

o Proposed program in the target village as well as the timetable

o Procedure for handling the complaint(s) from the community

o Persons assigned as YEU working team in the target village

This has been done in Boyong hamlet of Hargobinangun village, and would be replicated in other areas.

As one of the strategies to sharing of information, YEU intends to produce bulletins to be distributed to the

communities and other stakeholders containing news on program implementation and any issues related to

disaster risk reduction.


Inputs for Project Implementation

Human Resources

Positions Number of staff Period of Work Notes

Project Manager 1 13 months Full time

Field staffs (6 CO & 1 psychologist) 7 13 months Full time

Field Accounting 1 13 months Full time

Field Cashier 1 13 months Full time

Monitoring & evaluation staff (from HQ) 1 13 months Full time

Information & Communication officer 1 13 months Full time

Driver 1 13 months Full time

Supporting staff; Logistician & Procurement 2 13 months Full time

Note:

The salary for personnel working on the first month of crisis-phase has been reported/ allocated in the direct program related cost

(see proposed budget).

Equipment

Car 2 unit For operational activities (rental basis)

Motorcycle 5 units For operational activities (rental basis)

Computer 3 units For field officers, logistician & information officer, as the old

computers were used extensively during crisis response &

have broken down due to ash fall.

Infocus 1 unit For meetings, training & awareness sessions programme as

the old infocus was used extensively during crisis phase and

was finally damaged due to ash fall.

Camera digital & recorder 1 unit For documentation purposes as the old camera was used

during the crisis response and finally broken due to ash.

Genset 1 unit Support for office and replacing the old genset as it was

extensively used for the evacuation centre during 3 month

crisis phase response.

Planning, Assumption and Prioritisation

There are several assumptions and risks concerning the planned program which may affect the

implementation and its outcome:

Assumptions:

o Transportation and communication between the target villages and the YEU office continues to run

well.

o Information and coordination system are functioning effectively to avoid overlap of relief

distribution and/or assistance.

o The close proximity with relief supplies may guarantee timely procurement.

Risk:

o The torrential rain on the summit of Mt. Merapi amplifies the danger of lahar flow. Information on

the status of the lahar flow is insufficient or not clear. The daily movement of IDPs from the

shelters to their houses is triggered by the unclear information from the authority whether they

have to be relocated or are allowed to return. There is no immediate information on regional

planning for the affected population.

o The number of IDPs is fluctuating from day to day due to high rate of migration to and from the

temporary shelters. This might affect the participation of target population in certain activities.


Prioritisation:

o Should insufficient financial support be received, the number of villages and the number of

participants/beneficiaries will be reduced. Capacity building activities for shelter management and

disaster risk reduction initiatives will be prioritised.

Implementation Timetable

Total implementation period : 14 months

Crisis Phase : November 2010 – January 2011 (3 months)

Post-Crisis Phase : February – December 2011 (11 months)

Month

No. Activities 1 2 3 4 5 6 7 8 9 10 11 12 13 14

CRISIS PHASE (3 months)

1.1. Provision of immediate food &

logistics. ��

1.2. Mobile clinic in 5 target

villages for 3 months. Curative

approach in the evacuation

centres across 4 districts

��

1.3. Psychosocial assistance for

180 children in 5 villages ��

1.4. Shelter management support. ��

POST-CRISIS (11 months)

2.1. Re-assessment of trauma

cases & information sessions

in 5 villages.

��

2.2. Capacity building for

psychosocial care providers. ��

2.3. Psychosocial care for adults in

5 villages. ��

3.1. Develop mechanism for

shelter management. ��

3.2. Capacity building for

strengthening shelter

management & mitigation

initiatives in 5 villages.

��

3.3. Preparedness initiatives

through capacity building in

preventive & promotional

approaches for health care

providers in 5 villages.

��

3.4. Advocacy initiatives in 5

villages to meet the rights of

the affected communities.

��

3.5. Media campaign in 5 villages

to disseminate the

information on shelter

management & preparedness.

��

Monitoring & Evaluation (once

every three-months) ��


Transition and Exit Strategy

YEU coordinates with the local authorities and stakeholders concerning YEU implementation arrangements;

hence there will be a clear understanding of YEU presence, planned activities as well as the complaint

handling mechanism. YEU also works closely with CBOs in the existing village/shelter to provide response in

the spirit of equal partnership, to share best practices and values in humanitarian assistance.

For the psychosocial project, YEU seeks the opportunity to work with local people in the target villages or

local university students/professors with relevant competency in psychology to deliver the psychosocial

activities. Contact with the target population suffering trauma requires familiarity with the locality and the

possibility of numerous visits. This could only be met when the psychosocial care providers are local people.

For the livelihood project, YEU seeks potential groups in the target villages with a measured track record in

managing funds/resources in a responsible manner. This is not an easy task, but with the help of different

people YEU tries to approach the group to help livelihood recovery.

For advocacy, YEU plans to bring together the affected community as well as the local CBOs in networking

with relevant actors such as the Provincial Disaster Management Agency (BPBD), the office for nation

building, politics and community protection (Kesbangpolinmas), the regional planning agency (BAPPEDA)

and local NGOs. This strategy is to ensure that the joint action and commitment from all actors might be

taken into consideration in the long run. Prior to leaving the location, YEU and the local authorities will

discuss and decide funding mechanisms for necessary follow-on activities under the government budget in

relevant departments/agencies (included in advocacy initiatives).

VII. ADMINISTRATION AND FINANCE

YEU will be responsible for the distribution of funds which will be received and managed by YEU head office

in Yogyakarta. YEU will be responsible for the project administration and implementation, including advice,

control and monitoring, reporting and evaluation of the project.

The administration and finance divisions of YEU will ensure that financial and management aspects are dealt

with according to established procedures. Reports will be submitted to ACT according to ACT guidelines.

The procedure of bookkeeping follows the existing standard operational procedure within YEU. An audited

financial report is budgeted and will be submitted to ACT Secretariat as per the reporting guidelines.

VIII. MONITORING, REPORTING AND EVALUATION

o YEU is assessing/developing the mechanism to encourage target beneficiaries’ involvement in the

monitoring-evaluation through monthly meeting basis.

o Monitoring will be carried out every month by appointed staff through field visits and discussions

with the team as well as the targeted beneficiaries. Supervision is carried out by YAKKUM Board

every three months through field visits and/or workshops for regular monitoring purpose as

regulated by YAKKUM.

o The program staff will be responsible for weekly field reports. The project manager prepares

monthly reports and submits them to YEU management, whilst scheduled progress and final

reports will be submitted to the ACT Secretariat by YEU management.

o An internal evaluation will be conducted based on the approved planning and agreed indicators

with the community at the end of the project. The outcome of this evaluation will provide a basis to

decide if further assistance is needed.


IX. CO-ORDINATION

Co-ordination within the project

The activities will be coordinated by the project manager and implemented by the field staff in coordination

with local stakeholders; women’s groups, health personnel, youth groups, religious leaders and teachers as

well as the government.

YEU also conducts coordination with other YAKKUM units on a monthly basis to measure the progress of

collaboration and sharing experience as input for follow on action.

Co-ordination with other ACT members

YEU coordinates closely with YTBI, both at the managerial level and field level on a regular basis. YEU and

YTBI are in regular coordination through emails and phone in submitting appeal proposals, and situation

reports, especially when YAKKUM/YEU and YTBI share areas of operation, for example, the three villages

(Sirahan, Jrakah and Klakah).

YEU and YTBI commit to further collaboration through inviting each other’s participation in the capacity

building, such as shelter management or first aid training.

Co-ordination with other organisations/local authorities in the area of intervention

YEU is actively involved in the NGO/INGO coordination meetings established by Kebangpolinmas/BAPPEDA

in four districts as arranged by BPBD in Central Java Province and Yogyakarta DRR Forum. Information is also

shared within the ACT Forum via coordination meetings and mailing list.

Communication

o Monthly and final reports will be accompanied by photographs and feature articles which illustrate

YEU activities.

o Information about YEU activities will be shared among the ACT Forum on meetings and mailing list,

including the potentials of collaboration and cooperation in the same field of response and or

areas.

o ACT visibility material such as banners for specific trainings, posters and leaflets will be produced

for dissemination along with stickers and staff identification items (cards and vests)

o There is a specific blog at www.oaseindisasters.posterous.com to which all stories and pictures of

the YAKKUM/YEU are uploaded.

X. YEU BUDGET

Description Type of No. of Unit Cost Budget Budget

Units Units IDR IDR US$

INCOME - Through ACT Geneva

Emmanuel Church, Geneva (20/12/2010) 4,495,000 500

Church of Sweden 1,711,517,279 190,380

INCOME - Cash and In Kind Donations Received

Directly

Cash from Public Donation received Directly (listed on sheet List Public

Donation)

237,222,500 26,957

In Kind Donations from Public Donations Receivde Directly (list on sheet List Public Donation) 1,037,928,500 117,946

TOTAL INCOME 2,991,163,279 335,784


ESTIMATED EXPENDITURE

DIRECT ASSISTANCE Crisis Phase Objective 1: food/logistics, health (incl mental he alth), hygiene, sanitation & shelter management.

Provision of immediate food and logistics. Food Supply (800 persons x 8 weeks) Week 8 28,000,000 224,000,000 25,455 Hygiene kits package 4,000 120,000 480,000,000 54,545 Plastic sheets/tarpauline pcs 500 130,000 65,000,000 7,386 Plastic mats pcs 500 75,000 37,500,000 4,261 Blankets pcs 4,000 30,000 120,000,000 13,636 Mobile clinic in 5 target villages x 3 months - curative approach in evacuation centres x 4 districts (1,000 patients)

Patients 1,000 25,000 25,000,000 2,841

Psychosocial assistance for 150 children & 30 adult s in 5 villages: Alleviate trauma of children & adults week 8 1,000,000 8,000,000 909 Peer-group learning in evacuation centres (transition before returning to school)

week 8 1,000,000 8,000,000 909

Pengajian or reciting Koran as way to reduce anxiety as well as to obtain spiritual balance

week 8 1,000,000 8,000,000 909

Shelter management support:

Emergency latrines units 20 3,000,000 60,000,000 6,818

Communication system in 5 villages with other villages on eruption/lahar prone areas

5 villages 5 5,000,000 25,000,000 2,841

Promoting importance of hygiene & sanitation in the shelters 2 meetings x 5 villages

Meeting 10 2,500,000 25,000,000 2,841

Protection initiatives in shelter management together with IDPs in deciding the buffer zone/safe zone - 2 mtgs x 5 villages

Meeting 10 2,500,000 25,000,000 2,841

Direct Programme Related Costs Travel, Accommodation & Meals (crisis phase) lumpsum 1 20,000,000 20,000,000 2,273 Personnel (1 Doctor, 3 Nurses, 5 psycho-social staff, 5 Community Organizers, 4 Logisticians)

month 1 56,000,000 56,000,000 6,364

Sub Total Crisis Phase 1,186,500,000 134,830

Post Crisis Phase Objective 2 : Alleviation of trauma & return to pr e-eruption livelihood (or new) activities

Re-assessment of trauma cases & information session s 5 villages x 2 groups/village. Group interviews (male & female); in-depth interviews with selected people

Meals Package 10 1,000,000 10,000,000 1,136 Transportation Package 10 2,000,000 20,000,000 2,273 Material Package 10 2,000,000 20,000,000 2,273

Sub total 5,000,000 50,000,000 5,682

Capacity building for psychosocial care providers - packages for 5 villages

Fee facilitator for training Village 5 15,000,000 75,000,000 8,523 Meals Village 5 4,500,000 22,500,000 2,557

Transportation Village 5 1,500,000 7,500,000 852 Material Village 5 2,000,000 10,000,000 1,136 Sub total 23,000,000 115,000,000 13,068


Psychosocial care for adults in 5 villages: counseling people with acute trauma (daily transport for Psychosocial staff, voice recorder, materials, cassettes, etc.)

Village 5 10,000,000 50,000,000 5,682

Livelihood activities to recuperate from trauma (grants facilities for livelihood groups)

5 villages 5 50,000,000 250,000,000 28,409

Sub-total Objective 2 465,000,000 52,841

Objective 3: Good practices shelter mgmt & long term CBDP in 5 t arget villages. Develop mechanism for shelter management - 5 villages x 2 sessions

Sessions 10 2,500,000 25,000,000 2,841

Strengthening shelter management initiatives in 5 villages: identification of risk, vulnerability & capacity; mapping of exclusion/danger zone; contingency planning in disaster preparedness scheme; developing early warning system & establishment of task force.

Session 25 5,000,000 125,000,000 14,205

Preparedness initiatives: capacity building in pre ventive & promotional approaches for health care providers x 5 villages.

Primary health care Training Village 5 25,000,000 125,000,000 14,205 First Aid Training Village 5 25,000,000 125,000,000 14,205 Advocacy initiatives 5 villages to ensure support from relevant stakeholders in meeting rights of affected communities; the IDPs & the people living in exclusion zone.

5 villages 5 10,000,000 50,000,000 5,682

Media campaign x 5 villages on shelter management, preparedness & accountability practices to affected community & CBOs.

lumpsum 1 75,000,000 75,000,000 8,523

Sub-total Objective 3 525,000,000 59,659

Direct Programme Related Costs Staff salaries and benefits Project Manager month 13 5,000,000 65,000,000 7,386 Field officers (5) e.g 3 Community Organizer, 1 Psychologist and 1 driver

month 13 15,300,000 198,900,000 22,602

Accounting and Field Cashier (2) month 13 3,600,000 46,800,000 5,318 Info/communications staff (1) month 13 3,500,000 45,500,000 5,170 Logistician, Procurement staff (2) month 13 2,940,000 38,220,000 4,343 Insurance (14 persons) Person 14 1,750,000 24,500,000 2,784 Field office/staff accommodation Car rental & maintenance (2) month 13 7,000,000 91,000,000 10,341 Rent Motorcycles and maintenance (5) month 13 5,000,000 65,000,000 7,386 Subtotal-Direct Programme Related Costs 574,920,000 65,332

TOTAL DIRECT ASSISTANCE 2,751,420,000 312,661

TRANSPORT, WAREHOUSING & HANDLING Transport, warehousing & distribution lumpsum 1 20,000,000 20,000,000 2,273 TOTAL: TRANSPORT, WAREHOUSING & HANDLING 20,000,000 2,273

CAPITAL ASSETS ( over US$500) Computers and supporting device (stabiliser) units 3 8,000,000 24,000,000 2,727 Printers/telephone fax units 1 3,000,000 3,000,000 341 Camera Digital and recorder units 1 2,500,000 2,500,000 284 Infocus units 1 7,000,000 7,000,000 795 Office Furniture lumpsum 1 10,000,000 10,000,000 1,136 Generator set units 1 9,000,000 9,000,000 1,023 TOTAL CAPITAL ASSETS 55,500,000 6,307


INDIRECT COST: PERSONNEL, ADMINISTRATION & OPERATIO NAL SUPPORT Staff salaries and benefits Director (HQ Office) - 20% month 13 4,000,000 52,000,000 5,909 F&A staff (HQ Office) - 25% month 13 3,000,000 39,000,000 4,432 HR staff (HQ Office) - 25% month 13 2,500,000 32,500,000 3,693 Monitoring&Evaluation officer (HQ) 2/50% month 13 6,000,000 78,000,000 8,864

Insurance (5 persons) Person 5 1,750,000 8,750,000 994

Admin and Operational support Stationery month 13 2,000,000 26,000,000 2,955 Board level coordination & monitoring (travel, room &board)

quarter 4 2,500,000 10,000,000 1,136

Communications Reporting, Email, Telephone, Documentation month 13 3,000,000 39,000,000 4,432 Visibility lump sum 1 10,000,000 10,000,000 1,136 TOTAL PERSONNEL, ADMIN & SUPPORT 295,250,000 33,551

AUDIT Internal Monitoring and Evaluation activity 3 5,000,000 15,000,000 1,705 External Audit lumpsum 1 50,000,000 50,000,000 5,682 TOTAL AUDIT 65,000,000 7,386

TOTAL PROJECT BUDGET 3,187,170,000 362,178

International Coordination Fee 3% 95,615,100 10,865

TOTAL REQUESTED 3,282,785,100 373,044

Income received 2,991,163,279 335,784

BALANCE REQUESTED 291,621,821 37,260

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


YAYASAN TANGGUL BENCANA INDONESIA (YTBI)

V. TARGET BENEFICIARIES

District Sub-district Village HHs IDPs 0-4 5-19

20-59

(Man)

20-59

(Women) > 60

Boyolali Selo Jrakah 269 849 102 272 212 204 59

Lencoh 649 1948 234 623 487 468 136

Klakah 1158 3473 417 1111 868 834 243

Magelang Sawangan Kapuhan 383 1149 138 368 287 276 80

Salam Sirahan 163 489 59 156 122 118 34

Klaten Kemalang Dawukan 642 2008 241 643 502 482 141

3.264 9.916 1191 3173 2478 2382 693

Table 2. YTBI target location and population

Criteria for selection of beneficiaries in the target locations:

o Families with seriously damaged houses.

o Vulnerable groups including pregnant women and nursing mothers, children (under-fives), and the

elderly.

o Locations that were totally destroyed.

o Areas of limited support.

o Schools located in disaster prone areas.

Types of intervention

District Sub-district Village FI &

NFI Psychosocial Livelihood CBDRM SBDRR

Boyolali Selo Jrakah √ √ √ - √

Lencoh √ √ √ √ √

Klakah √ √ √ - √

Magelang Sawangan Kapuhan √ √ √ √ √

Salam Sirahan √ √ √ - √

Klaten Kemalang Dawukan √ √ √ √ √

Table 3. YTBI target location and types of intervention

Note:

a. For distribution of food and non food assistance, YTBI will cover 50% of the beneficiaries from these two districts

(see table 2) assuming that the other 50% will be supported by other NGOs who are working there. Details on the

YTBI’s beneficiaries are presented in the table below:

Type of Beneficiaries Total

IDPs 4958

HH 1632

Babies 433

Children 1,002

Men 1,801

Women 1,722

Children + Men + Women 4,525

Table 4. YTBI target beneficiaries of proposed response

b. For Objective 4 (CBDRM) , YTBI will intervene only in 3 villages, namely: Lencoh, Kapuhan, Dawukan, while in the

other 3 villages namely, Jrakah, Klakah and Sirahan, YTBI will focus on strengthening schools through its School-


Based Disaster Risk Reduction (SBDRR). On the other hand, strengthening of communities will be conducted by YEU

through its CBDRR program.

VI. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION

Goal

To restore normality in the lives of the families worst affected by the Merapi eruption through needs based

humanitarian and disaster risk reduction support.

Objectives

Crisis Phase (3 months)

Objective 1:

To ensure sufficient intake of food for a period of three months along with basic non-food relief items for

4,958 people or 1,632 households to enable their survival, as well as reduce suffering in post-eruption crisis.

Description Type Output Indicator Outcome

Relief/crisis

phase

Food/

Basic ration

Rice, Sugar, Vegetables,

Cooking Oil,

Food rations

distributed according

to beneficiary

selection criteria

4,958 IDPs received

adequate needs

based food support

for a period of one

month

1632 HHs’

immediate basic

food and nutrition

needs are met during

the crisis period

Non-food Items

(NFI)

Hygiene Kits, Cleaning

equipment package

(Shovels, hoes, broom,

bucket, mop, etc) and

Blankets

Non-Food rations

distributed according

to beneficiary

selection criteria

The target

beneficiaries

received NFI

Beneficiaries

immediate basic NFI

needs are met

Activities during the Crisis Phase:

o Re-assessment of the needs in the target evacuation locations

o Identifying the target groups and households in the community

o Distribution of IDP cards

o Identifying suppliers and purchase the necessary supplies, tools and equipment

o Transportation

o Distribution

o Facilitation of activities with target groups

o Monitoring and Evaluation

Objectives (Post Crisis Phase 10 months)

Objective 2:

Target population in 6 villages enabled to resume day to day activities through relevant psychosocial

support.


Psychosocial Activities


Psychosocial

activities

Recreational

activities for

children &

adults

3 day training on basic Community

Based Psychosocial Support (CBPS) for

community volunteers

Children in 6 villages attend and watch

puppet shows & film presentations

Children in 6 villages read picture

books

Adults in 6 villages participate &

attend traditional art, games, sport,

etc

Reduction of

trauma in

children and

adults

Children resume their

normal activities in

school and at home

Adults resume their

normal productive lives,

able to continue regular

daily activities

Number of Beneficiaries

District Sub-district Village Children Adult

Boyolali Selo Jrakah 272 416

Lencoh 623 955

Klakah 1,111 1,702

Magelang Sawangan Kapuhan 368 563

Salam Sirahan 156 240

Klaten Kemalang Dawukan 643 984

3,173 4,860 Table 5. YTBI Number of target Beneficiaries for Psychosocial activities

Phases of activity:

o Re-assessment of the needs and community organization in 6 villages

o Identify volunteers in 6 villages to participate and deliver a basic training on Community Based

Psychosocial Support (CBPS)

o Discussion with formal and informal leaders to design the activities

o Organize the children and explain the plan for psychosocial activities to them

o Organize adults and inform them of the plan for psychosocial activities

o Implement recreational activities in every sub-village


Objective 3:

Enable 500 affected women and their families to recover the economic losses through capital and

livelihoods support.


Training &

provision of

capital for

livelihood

restoration to

women

Capital

support

for

livelihood

500 women participate and attend

training sessions

500 women adhere to the training

material of home industry and business

management

500 women have action plans after the

training

500 women in 50 groups receiving

500 women

became skilled in

different vocations

through skills

training

500 individual

business plans,

developed by the

trained women

The communities

are able to

recover and

enhance their

economic

capacities by

managing and

utilizing their

natural resources


capital for livelihood support

Managing

livelihood business

by women groups

Note:

o The vocational training programmes are based on the pre-disaster livelihood pattern of the women

beneficiaries.

o Each training will cover 10-15 women in each village

o The proposed livelihood activities such as agriculture, handicraft, home industries like baking, sewing, etc are

economically viable in the communities.

o Capital to initiate livelihood activities will be provided to groups consisting 8 -10 member, that have created

a management plan for collective enterprises.

Objective 4:

To develop Community-Based Disaster Risk Management (CBDRM) through capacity building in 3 villages

(Lencoh, Kapuhan, Dawukan), in Selo, Sawangan, and Kemalang sub-districts, Central Java Province

Activities:

Capacity building for communities on CBDRM


Community

Based

Disaster Risk

Management

activities

Capacity

building

Communities in 3 villages participate &

attend training sessions

Communities in 3 villages identify their own

skills & vulnerabilities in facing disasters

Communities in 3 villages conduct risk

mapping & produce evacuation maps

Communities in 3 villages attend First Aid

training

An emergency plan/disaster preparedness

system & mechanism for each village is

worked out by the communities

Communities in 3 villages participate in an

earthquake & tsunami simulation

There are village DRR regulations in 3 villages

(target location)

Participation of all

communities in every

activity

Skills and vulnerabilities

in dealing with disasters

are identified

Risk mapping and

evacuation plans in

every village

Emergency plan for

every village (disaster

preparedness system &

mechanism)

Monthly earthquake &

simulation practice

Village regulation based

on DRR

Communities

are aware and

prepared for

facing

emergencies

The risks that

the

community

usually face

are reduced

Phases of activity:

o Discussion with formal and informal leaders to design the activities.

o Organizing the communities

o Implementation of activities


Objective 5:

To develop School Based Disaster Risk Reduction (SBDRR) through capacity building in 6 schools, in Selo,

Sawangan, Salam and Kemalang sub-districts, Central Java Province.


Activities:

Capacity building for students, teachers and school committee on SBDRR


School

Based

Disaster Risk

Reduction

Capacity

building

Students, teachers & school committee

members in 6 schools attend training sessions


members in 6 schools identify their own skills &

vulnerabilities in facing disasters


members in 6 schools conduct risk mapping &

make evacuation maps


members in 6 schools attend First Aid trainings

An emergency plan/disaster preparedness

system & mechanism for each school is made

by the Students, teachers & school committee

members


members in 6 schools participate in simulation

There are school action plan in 6 schools

o Students, teachers

& school

committee

members have

awareness,

knowledge and

skills in organizing

& applying SBDRR

measures in school.

o 6 targeted schools

have action plans.

The targeted

schools have

preparedness

systems in

place & disaster

reduction tools.

These schools

will become

“safe places” in

case of disaster

with strategic

rescue routes

for evacuation

purposes.

Phases of activity:

o Discussion with each school to design the activities.

o Organizing each school

o Implementation of activities


Objective 6:

To develop a contingency plan (Emergency Response System and Mechanism) for GKJ as a local partner in

Yogjakarta and Central Java through capacity building


Developing

contingency

plan of the

GKJ as Local

Partner

Workshops There is an Emergency

Response System -

mechanisms and

contingency plan - for GKJ

that is shared and

implemented through the

congregations in the GKJ

service areas

The Emergency Response

System and Mechanism

(contingency plan) Document

of the GKJ Synod

The socialized Emergency

Response System and

Mechanism (contingency

plan) Document of the GKJ s

synod to the church regions

and congregations in the GKJ

service areas

The GKJ is able to

effectively

respond to

disasters by

utilizing their

own resources

and capacities


Phases of activity:

o Socialization and meetings for program planning at synod level

o Training and workshop at synod level

o Design, printing and distribution of contingency plan to all GKJ regions

o Follow-up results of training in 10 locations to determine GKJ Regions located in disaster prone

areas as a priority. Follow up and develop a contingency plan at the regional level.

Project Implementation Methodology

YTBI in coordination with the GKJ Synod and the GKJ implementing team will conduct several activities,

including:

Food and Non-food item distribution

o Conducting a re-assessment (rapid and in-depth)

o YTBI and GKJ implementing team will coordinate to undertake several technical aspects regarding:

- assessment and planning: gathering field data, including locations and conditions

of IDPs, number and types of items needed (to set priorities)

- procurement and distribution of relief items

- project management: job descriptions, team building, monitoring and reporting

(narrative and financial)

o Local level administration and accounting will be conducted by the GKJ implementing team in

Yogyakarta, assisted by the YTBI officer in charge.

o Procurement and packaging of material aid: beneficiaries in the communities will participate in

procurement procedure, packaging and distribution. In this phase, there will be rechecking of the

quality of food and non-food items. The packaging will be based on the number of households and

the type of beneficiaries. Items for adults, women and babies will be packed separately.

Psychosocial

o There will be basic CBPS training for the GKJ implementing team and volunteers

o Organizing target groups (children and adults) in each village according to the type of activities

o Involving youth and women in activities with the children,

o Motivating each adult group so that the activities (traditional art activities) will be decided on

independently by the individual groups

Livelihood support

o The women will be organized in the form of productive business groups.

o For the livelihood activities each group will appoint a chairperson, a secretary and a treasurer.

o After completion of training, captal support will be provided to each group through a Capital

Management group to develop the business.

CBDRM

o Training conducted to motivate and develop public awareness about the disaster risks that

surround them

o Preparing the community and village/hamlet authorities to build early warning systems and

cultivate the mindset and behavior of the DRR through the development of disaster mitigation

activities

o Each village will develop a contingency plan that also accommodates contingency plans in the

target school. The school contingency plan will be developed separately but merged with the village

contingency plan.


SBDRR

o Two separate modules will be developed for students and teachers, as the methods for children

will be different from that for adults.

o The participants will be able to map the risks and vulnerabilities, their causes and likely impact on

the school and village.

o Students, teachers and school committees will work out an action plan inclusive of a contingency

plan, which will be merged with the village Action Plan.

Workshop on GKJ’s contingency plan:

o The workshop is conducted at synod, congregational and regional levels, prioritizing the GKJ areas

that are disaster prone.

o There is a disaster prone mapping in the GKJ operational areas, made to prioritize the contingency

plan awareness and development.

� The GKJ implementing team will prepare and complete the narrative and financial

reports assisted by the YTBI officer in charge.

� Reports will be checked by YTBI before submission to ACT Secretariat.

� YTBI staff will conduct administration and procurement, while distribution is carried

out by the council staff and volunteers. YTBI will also monitor the application of the

ACT Code of Conduct and Sphere minimum standards.

YTBI in coordination with YEU will collaborate in several activities, such us:

o Sharing data and information about IDPs needs, updating the current situation in target locations,

etc

o Facilitating CBDRM training, contingency planning and other capacity building activities based on

each ACT member capacities.

o Strengthening of local partners

Inputs for Project Implementation

YTBI Jakarta Headquarters’ Staff:

Program Officer

o overall responsible for planning, implementation and reporting of activities

o conducting coordination and lobbying with the government and relevant organizations

o contacting and ensuring that only qualified facilitators are engaged

o making program implementation reports

o working with the regional council of churches

o working with local and national authorities as well as NGOs

o preparing modules for training and workshops

o conducting the training and workshops

o follow-up action plan of training and workshops

Finance Officer

o responsible for monitoring and checking the project finances

o supporting the partner’s capacity to develop financial management systems

o recording the income and expenditures for the project

o supporting bidding procedures for procurement of supplies to complement the partner’s finance

officer role

o producing financial reports

Information and Communications Officer


o working with local and national governments as well as NGOs


o publicize the project progress through the web site, leaflet and YTBI’s network

GKJ Staff:

Project Manager

o overall responsible for planning, implementation and reporting of activities

o conducting coordination and lobbying of the government and the relevant organisations

o making program implementation reports

Finance Officer (1 person)

o responsible for project finances on day to day basis

o recording the income and expenditures for the project financing

o conducting operational area bidding for procurement of materials

o making project financial reports

Administration & Information, Communications & Publication Officer (1 Person)

o responsible for administration during the implementation of activities

o responsible for file documentation

o responsible for inventory documents, furniture, and other equipment that support the program


o working with local and national governments as well as NGOs

Field Officer (4 persons)

o responsible for planning and implementation of activities in each location

o coordinating with stakeholders in the field regarding implementation

o providing progress reports twice a month

o providing financial and narrative progress reports

o assisting the coordinator as well as the finance and administrative staff in program implementation

o assisting the facilitators in meeting the needs for the various activities

o recording the process and results of every activity

Volunteers (10 persons)

o supporting procurement, packaging, and distribution of assistance to beneficiaries for three

months

Equipment

o office equipment, supplies

o field office set-up in Yogyakarta

Transportation: transportation of commodities and staff

o transporting the procured aid (truck rental, driver, fuel)

o car Rental

Planning, Assumption and Prioritisation

Constraints

The rapidly increasing number of evacuees in more than 200 evacuation points in Yogjakarta and Central

Java has drastically affected the appropriateness of the supply chain for the displaced population. The

unclear status of the Mount Merapi volcanic eruption, is prolonging the period of displacement.

Consequently the displaced population needs to survive on external support for relatively a longer period of

time for all essential support, including food support.


Prioritization

Activities will be implemented according to the implementation schedule below, and dependent on timely

receipt of funds. Where funds are insufficient to implement all planned activities, assistance will be

prioritised for the most vulnerable people in the target groups.

Implementation Timetable

The project will be implemented for 13 Month, from November 2010 to November 2011.

MONTHS

ACTIVITIES 1 2 3 4 5 6 7 8 9 10 11 12 13

Crisis Phase

Need Assessment (rapid and in-depth) �

Coordination (partners, ACT members and

networking)

�

Preparation for implementation �

Procurement and packaging �

Distribution � � �

Post Crisis Phase

Psychosocial programs � � � �

Livelihood Support � � �

CBDRM for community � � � � � �

SBDRR � � � � � � �

Workshop on GKJ’s Contingency Plan � � � � � �

Monitoring & evaluation � � � �

Reporting by partner � � � � � � � � � � � �

Reporting by YTBI � � � �

Transition and Exit Strategy

The GKJ team coordinates with the local authorities and stakeholders in providing services for the target

beneficiaries. The program will be handed over to the local government authorities for further post-crisis

assistance.

GKJ, as a local partner, has a strong strategic position for active involvement in disaster response

management. It is planned to assist GKJ in building an emergency response mechanism that will provide the

necessary guidelines, using GKJ internal capacities and involving all stakeholders including the government

for future disaster management.

The disaster preparedness mechanism that is being developed in village schools is inteneded be a reference

to simulate and develop DRR programs based on risk analysis and hazard characteristics in other locations.

Disaster preparedness teams in each village will initiate and be the motivator for these activities to continue

and be shared with others. The school teachers will provide further training for the students and also for

others seeking posts of responsibility in the preparedness teams.

Gender:

YTBI will pay particular attention to women’s needs and gender specific vulnerabilities. In the planning,

implementation, monitoring and evaluation YTBI and its partner will ensure gender balance in the personnel

involved activities.

Sphere Standards:

YTBI makes every attempt to abide by the Sphere standards in its distribution of aid to ensure that the

quality and quantity of the items delivered are really fulfilling the needs of the survivors. The Sphere

standards have been followed during emergency phase and specifically in the food and non-food crisis

distribution.


Codes of Conduct:

YTBI abides by the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-

Governmental Organisations as well as the ACT Code of Conduct for the prevention of sexual exploitation

and abuse, fraud and corruption and abuse of power. Transparency and accountability were prioritized to

be applied by all staff in the office and in the field. YTBI strongly recommends stopping any activities that

are not compatible to local customs and norms.

VII. ADMINISTRATION & FINANCE

Administration and financial management are very important aspects for successful delivery of assistance.

Therefore the project manager should establish a good system in which the implementation process will run

smoothly. In this regard, it should also be stated that regular reports to donor partners is a matter of utmost

importance.

o The direct administration and implementation will be taken care of by the GKJ implementation

team.

o YTBI will transfer the funds to GKJ for purchasing of items as planned.

o Purchasing, procurement and distribution of assistance will be conducted by the GKJ

implementation team.

o YTBI’s program officer will supervise all purchasing and distribution. This policy is intended to

overcome any problem and to ensure that food and supplies will be delivered to targeted

beneficiaries as planned.

o After program implementation, the GKJ implementation team will submit reports to GKJ Synod and

YTBI, including receipts for the acquisition and distribution of assistance.

o At the end of the project, the Finance Unit will collect the supporting documents/data and carry

out an internal audit. Reports will be submitted to the funding partners.

VIII. MONITORING, REPORTING AND EVALUATION

The aim of monitoring is to observe and record the progress made during implementation of the program by

collecting information through various monitoring activities. Monitoring activities provide information on the

effectiveness and impact of the assistance program in meeting the needs of the affected community.

Monitoring will be conducted every three months by YTBI staff, while final evaluation will be conducted at

the end of the project.

The reporting system in this program is as follow:

o Monthly reports (narrative and financial) by the GKJ implementation team to the GKJ Synod and

YTBI.

o Mid-term interim and final narrative and financial reports as well as an audit of the appeal

accounts will be submitted to the ACT Alliance secretariat as per the reporting guidelines.

o An internal evaluation will be carried out by a team consisting of YTBI and GKJ staff and community

representatives.

IX. CO-ORDINATION

Coordination within the project

The project manager (GKJ Implementing Team) will coordinate with finance, administration, and field

officers to ensure proper planning within each unit. This coordination will be conducted at least once every

two weeks during the project implementation. Coordination with YTBI in Jakarta will be conducted by the

same schedule or as needed.


Coordination with ACT Member (YEU)

o Prior to implementation of activities in the same location (Jrakah, Klakah and Sirahan village), YTBI

and YEU will explain to the village authorities and community that YTBI and YEU are members of

ACT Alliance, and will work according to their respective institutional capacity to respond to the

humanitarian needs as well as to enhance community capacity.

o Capacity and ability of each institution (YTBI and YEU) will support each other, especially in

facilitating the training given to the communities and the schools. For example first-aid training for

YTBI’s target groups will be facilitated by a trainer from YEU.

o Coordination and communication in the field will be conducted by the GKJ implementation team

with YEU in the technical implementation of the program.

o For the same location (Jrakah, Klakah and Sirahan village), the GKJ implementing team and YEU

will facilitate schools and communities in making an action plan together, and explain to all parties,

how to integrate school contingency plans into the village contingency plan.

o Monthly meetings will be conducted between the GKJ the implementing team and YEU to evaluate,

update activities, share problems / findings in the field, and explain the plan of activities next

month.

Coordination with Government & other NGOs

o YTBI together with GKJ will report on activities undertaken in each location to the government at

district, sub-district and village levels. This will be done, also to ensure that there is no overlapping

of assistance or beneficiaries with other agencies working in the same location.

X. YTBI BUDGET

Description Type of

Unit

No of

Units

Unit Cost

IDR

Budget

IDR

Budget

US$

INCOME

INCOME - funds received through ACT

National Christian Council in Japan 39,690

Wider Church Ministries 5,000

MRDF 1,140

TOTAL INCOME 45,830

ESTIMATED EXPENDITURE

DIRECT COSTS

Crisis Phase

Rice kg 19,005 8,000 152,040,000 17,277

Sugar (2 kg/HH) kg 3,264 12,000 39,168,000 4,451

vegetables (4 cans per 1,251 children) can 4,008 9,000 36,072,000 4,099

Vegetable Oil (2lt/HH) Litre 3,264 9,000 29,376,000 3,338

Sub total Food 256,656,000 29,165

Non-Food Relief Items

Hygiene Kits/ HHs Package 1,632 50,000 81,600,000 9,273

Cleaning equip. (Shovels, hoes, brooms, buckets,

mops, etc)

House hold

(HH)

816 250,000 204,000,000 23,182

Blankets HH 1,632 30,000 48,960,000 5,564

Packaging Lump sum 1 5,000,000 5,000,000 568

Volunteers: 10 persons x 30 days days 300 60,000 18,000,000 2,045

Sub total- NFIs 357,560,000 40,632


SUB TOTAL - CRISIS PHASE 614,216,000 69,797

Post Crisis Phase

Psychosocial Activities

3-day Training Community Based Psychosocial Support (CBPS) to volunteers

Training kits for participants (Bag, note Book,

pulpen, etc)

Village 6 1,000,000 6,000,000 682

Rent room, chair and desk for training Village 6 5,000,000 30,000,000 3,409

Banner, flipcart,spidol, hardpaper,etc Village 6 2,000,000 12,000,000 1,364

Module & handout for participants Village 6 1,000,000 6,000,000 682

Equipment for practice session (to build

participant's skills for puppet shows)

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

Light refreshment for 3 days training Village 6 2,700,000 16,200,000 1,841

Fee for facilitator and Co. facilitator Package 1 12,500,000 12,500,000 1,420

Sub-sub total 90,200,000 10,250

Recreational activities for children

Puppet show & film presentation (Puppets, stage, refreshments, film) 100 children

Making stage for pupet show Village 6 3,500,000 21,000,000 2,386

Puppets of various kinds Village 6 3,500,000 21,000,000 2,386

DVD Film Village 6 250,000 1,500,000 170

Gift for children Village 6 1,500,000 9,000,000 1,023

Sub-sub total 52,500,000 5,966

Recreational activities for adults

Traditional art (material for dance, music, tools for

games, sport & snacks during activities)

Package/

village

6 5,000,000 30,000,000 3,409

Sub-sub total 30,000,000 3,409

Total - Psychosocial/recreational programme 172,700,000 19,625

Livelihood Support

Livelihood training skills Location 6 20,000,000 120,000,000 13,636

Capital for livelihood support

(Agriculture, handicraft, home industry, cookies,

sewing, etc)

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

Total- Livelihood training skill 620,000,000 70,455

Community Based Disaster Risk Management

DRR Orientation & establish community awareness team in villages (30 participants/location)

Training kit (map, book, pencil, paper, film, etc) Location 3 5,000,000 15,000,000 1,705

Module & handout for participants Location 3 1,000,000 3,000,000 341

Consumption for 3 days training Location 3 4,000,000 12,000,000 1,364

Banners Location 3 200,000 600,000 68

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

Follow up training : 0

Establishment of community awareness team in

each village & planning.

Location 3 2,000,000 6,000,000 682

Sub-sub total 44,100,000 5,011


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


Consumption for 3 days training Village 3 4,000,000 12,000,000 1,364


Follow up training :

Formulate, finalisation & compiling village capacity

& vulnerabilities document by participants &

community awareness team

Village 3 3,000,000 9,000,000 1,023

Information sharing of village document &

meetings for community plan to reduce

vulnerability

Village 3 4,000,000 12,000,000 1,364

Sub-sub total 43,500,000 4,943

Risk Mapping & evacuation map (50 participants)




Follow up training : 0

Meeting for awareness raising and risk mapping in

each village

Village 3 500,000 1,500,000 170

Making 5 evacuation maps in each village Village 3 2,500,000 7,500,000 852

Making evacuation roads in each village Village 3 1,500,000 4,500,000 511

Sub-sub total 33,000,000 3,750

First aid training (30 participants/location)

Module & Practice Books for participants Village 3 5,000,000 15,000,000 1,705


Facilitators & co-facilitators Village 3 5,000,000 15,000,000 1,705

Equipment used in training implementation Package 1 3,000,000 3,000,000 341


First Aid equipment for community awareness

team in each village

Village 3 4,000,000 12,000,000 1,364

Sub-sub total 63,000,000 7,159

Emergency Plan (50 participants)

Module and handout for participants Location 3 1,000,000 3,000,000 341

Refreshment for 3 days training Location 3 4,500,000 13,500,000 1,534



Information sharing & mapping of emergency plan

by participants & community awareness team

Village 3 500,000 1,500,000 170

Design, Printing & distributing brochure of

emergency plan in each village

Package/L

ocation

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

Sub-sub total 28,500,000 3,239

Simulation of emergency Plan (3 times in 6 months)

Meeting preparation in each village Village 3 1,000,000 3,000,000 341


Simulation kits (speaker, first aid box, general

kitchen equipment package, etc.

Village 3 5,000,000 15,000,000 1,705

snacks during simulation Village 3 3,000,000 9,000,000 1,023

Sub-sub total 27,000,000 3,068

Total Develop Community Based Disaster Risk Mgmt 239,100,000 27,170

Develop School Based Disaster Risk Reduction (SBDRR )

Training/workshop PHVCA (Participatory Hasard Vulnerability & Capacity Assessment) & formation DRR teams.

First sessions for student (PHVCA)

Consumption for 3 days training School 6 3,000,000 18,000,000 2,045

Training tools and equipment School 6 500,000 3,000,000 341

Banners School 6 200,000 1,200,000 136

Second sessions for teachers & communities (PHVCA)


Sub-sub total 46,200,000 5,250

Workshop on Forming DRR teams in schools

Refreshment for 1 day training School 3 2,000,000 6,000,000 682

Preparedness bags & tools (First Aid, Megaphone, ropes for stretchers)

package/ school

3 3,000,000 9,000,000 1,023

Film Presentations & Discussions

DVD films (5 peace/school) piece 30 50,000 1,500,000 170

Sub-sub total 16,500,000 1,875

First Aid trainings for students, teachers & school committees

First sessions for students (First Aid)

Module & Practice Books for participants School 6 5,000,000 30,000,000 3,409


Facilitators & co-facilitators School 6 5,000,000 30,000,000 3,409

Equipment for training & implementation Package 1 3,000,000 3,000,000 341


First Aid equipment for school awareness team in each school

School 6 4,000,000 24,000,000 2,727

Second sessions for teachers & school committees (F irst Aid)

Refreshment for 3 days training School 6 2,000,000 12,000,000 1,364

Sub-sub total 117,000,000 13,295

Workshop on mock drill scenario development in scho ols

Consumption for 1 day workshop School 6 1,000,000 6,000,000 682

Sub-sub total 6,000,000 682

Disaster mock drills in schools

Consumption (package/school) School 6 3,000,000 18,000,000 2,045


Mock drill tools and equipment School 6 500,000 3,000,000 341

Sub-sub total 21,000,000 2,386

Development of IEC Material

Making evacuation maps (billboard with big size) in each school

School 6 2,000,000 12,000,000 1,364

Making evacuation roads in each school School 6 1,500,000 9,000,000 1,023

Sub-sub total 21,000,000 2,386

Total Develop School Based Disaster Risk Reduction 227,700,000 25,875

Developing GKJ's contingency plan

Training & workshop on Contingency Plan (40 persons )

Training kits (Map, Book, Pencil, paper, etc) Person 40 30,000 1,200,000 136

Module & handout for participants Person 40 50,000 2,000,000 227

Refreshment for 3 days training (45 person = 40 participants + 3 GKJ Staff + 2 Facilitators)

Person/ day

135 60,000 8,100,000 920

Accommodation ( 2 person in 1 room) for 4 days (3 days training + 1 day before training)

Room/day 92 300,000 27,600,000 3,136

Rent room for 3 days training day 3 1,000,000 3,000,000 341

Transportation fee for participants Person 40 300,000 12,000,000 1,364


Design, Printing & distributing contingency plan document to all GKJ regions.

regions 30 100,000 3,000,000 341

Sub-sub total 64,400,000 7,318

Follow up training Emergency Planning

Follow up workshop in 10 location: photocopy material workshop, workshop kits & snacks

Location 10 10,000,000 100,000,000 11,364

Design, Printing & distributing document of contingency plan in each region.

regions 30 500,000 15,000,000 1,705

Sub-sub total 115,000,000 13,068

Total developing GKJ's contingency plan 179,400,000 20,386

DIRECT COSTS

Assessment, planning and coordination

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

trips 3 10,000,000 30,000,000 3,409

sub-sub total 30,000,000 3,409

PERSONNEL, ADMINISTRATION, OPERATIONAL SUPPORT

GKJ (partner)

Personnel- salaries and benefits

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

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


Administration, Publication & Information Officer

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

Field Officer (4) month 13 8,000,000 104,000,000 11,818

Health insurance (250.000/pers(7)x month) month 12 1,750,000 21,000,000 2,386

Sub total 248,500,000 28,239

Office Running costs

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

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

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

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

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

TOTAL DIRECT ASSISTANCE 2,403,616,000 273,138

CAPITAL ASSETS

Infocus Unit 1 10,000,000 10,000,000 1,136

Video Camera Unit 1 7,500,000 7,500,000 852

Motorbike Unit 1 13,000,000 13,000,000 1,477

TOTAL-CAPITAL ASSETS 30,500,000 3,466

TRANSPORT, WAREHOUSING & HANDLING

Transporting aid to beneficiaries location 6 2,000,000 12,000,000 1,364

Loading /offloading in all locations trips 12 1,000,000 12,000,000 1,364

Rent Car ( 1 unit) month 12 3,000,000 36,000,000 4,091

Gasoline for Car and motorbike month 12 2,000,000 24,000,000 2,727

TOTAL-TRANSPORT, WAREHOUSING & HANDLING 84,000,000 9,545

INDIRECT COSTS

OVERHEAD COSTS

YTBI-Jakarta Headquarters

Office running costs

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

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

Information and Communications

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

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

Personnel- salaries and benefits

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

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

Information & communications Officer (YTBI) month 12 3,500,000 42,000,000 4,773

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


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

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

MONITORING, EVALUATION & AUDIT

Monitoring (HQ staff quarterly travel & meetings with partners)

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

Package 4 5,000,000 20,000,000 2,273

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

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

Evaluation (PO, Finance staff, Internal audit)

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

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

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

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

Transport for local community involved in evaluation team

Package 1 900,000 900,000 102

External Audit Package 1 53,000,000 53,000,000 6,023

TOTAL MONITORING, EVALUATION & AUDIT 138,050,000 15,688

TOTAL PROJECT BUDGET 2,869,166,000 326,042

International coordination fee (3%) 86,074,980 9,781

TOTAL REQUESTED 2,955,240,980 335,823

INCOME 45,830

BALANCE REQUESTED 289,993

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


Appendix

YEU: Temporary Latrine Design(s)

Indonesia Assistance to Mount Merapi Displaced – IDN102 ... filerelated to setting up and the...

Documents

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