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Mobile Health Clinic Initiative Proposal

Mobile Health Clinic Initiative Proposal

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A S A P  Full  Proposal And  Appendices  Mobile  Health  Clinic A S A P Full Proposal And Appendices Mobile Health Clinic Document Transcript

  • Mobile Health Clinic Initiative Socially Responsible Humanitarian Assistance for Communities Affected by the Sidoarjo Mud-Flow Disaster Prepared for the consideration of Santos Ltd. by the Australian Sidoarjo Assistance Project in co-operation with Gaia Foundation July 2009
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 Mobile Health Clinic Initiative Socially Responsible Humanitarian Assistance for Communities Affected by the Sidoarjo Mud-Flow Disaster Prepared for the consideration of Santos Ltd. by the Australian Sidoarjo Assistance Project in co-operation with Gaia Foundation July 2009
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 project, brings a wealth of experience in managing OVERVIEW successful mobile clinics, including a clinic for street children in Yogyakarta, funded by the British This paper presents a funding proposal for a mobile Embassy in Indonesia. The Gaia Foundation’s health clinic initiative in Sidoarjo, East Java, policy of community consultation and co-operation Indonesia. The aim of the initiative is to combat the will help to ensure that the mobile health clinic growing health crisis in Sidoarjo by providing free operates to achieve optimum community satisfaction health care services to mud-flow affected and results. communities. The initiative has been developed by a local Indonesian non-government organisation On a broader scale, the Mobile Health Clinic (NGO), Gaia Foundation, in collaboration with the Initiative also possesses several advantages to other Australian Sidoarjo Assistance Project (ASAP), and possible modes of assistance. Firstly, its mobility in consultation with Sidoarjo community representatives. Given the complex nature of the makes it well suited to the changing environment of Sidoarjo mud-flow disaster and its frequently the mud-flow affected area, and the population changing dynamic, the Mobile Health Clinic Initiative movements that occur as a result. In contrast, provides an effective and viable way to achieve establishing any permanent health infrastructure in significant improvements in community health. The communities surrounding this area would be total cost for twelve months’ operation of the clinic unviable given the unpredictability of the mud-flow amounts to $141,866.00 (AUD). itself. Secondly, the clinic is ‘mobile’, meaning it will be able to conduct visits to multiple locations, While all post disaster responses should incorporate ensuring that health-services are distributed a comprehensive health care plan, in the mud-flow equitably across the affected communities. In doing affected areas of Sidoarjo this requirement is yet to so, the Mobile Health Clinic Initiative supports good be adequately addressed. The extent of health inter-community relations, where these relationships problems faced by people living in mud-flow affected have come under increasing strain in recent years. communities is of grave concern, with many having Thirdly, the mobile health clinic compliments, but experienced a decline in overall health and well- does not interfere with, other assistance operations being since the mud-flow began in 2006. This in Sidoarjo, such as the activities of the Sidoarjo decline in health owes largely to the poor living Mud-Flow Mitigation Agency (BPLS). In fact, health conditions of affected communities, and particularly care is one important area which has been largely of those now living in refugee camps. Many mud- neglected in emergency relief efforts, highlighting the flow victims live without adequate food, clean water need for a targeted response. or shelter. These communities are particularly vulnerable to poverty related illnesses, such as As project coordinator, Gaia Foundation enjoys a dysentery, respiratory problems, nausea, and skin reputation for taking an integrated approach to irritations, some of which are caused by high levels achieve excellent results in all its projects. The of noxious gas present in the Sidoarjo environment. proposed clinic will be managed entirely by Such health problems are further compounded by a severe lack of access to adequate and affordable Indonesian staff, including East Javanese, in close health care services, such as local health clinics - cooperation with local community members. The many of which have been lost in the disaster. The project also includes detailed monitoring and reporting components, ensuring transparency and Mobile Health Clinic Initiative seeks to address some accountability to its donor. of these fundamental health concerns by providing regular medical check-ups, basic treatments, medicines, dental care, and a paramedic for Considering all of the positive attributes of a mobile emergency services, free of charge. To ensure health clinic, this initiative would make an excellent equity and accessibility, the Clinic is designed to component of Santos’ Corporate Social make routine and on-demand visits to a number of Responsibility portfolio in East Java, while improving mud-flow affected communities. Gaia Foundation, the quality of life for those directly affected by the the Java-based coordinating NGO body for this mud-flow disaster. 2 View slide
  • T ABLE OF CONTENTS Overview…………………………………………………………………………………………2 Background………………………………………………………………..…………………….4 Health in Mud-flow Affected Communities…………………………………..……………….5 Mobile Health Clinic Goals and Technical Operation........………………………………....8 Goals........………………………………………………………………….…………….8 Project Operator: Gaia Foundation……………………………………………………8 Gaia Foundation Staff………………………………………………..…………………8 Gaia Foundation Community Consultation and Planning………………………..…9 Visit Route and Schedule………………………………………………………………9 Program Socialisation....……………………………………………………………...10 Operational Set-up......………………………………………………………………..10 Budget..........……………………………………………………………………….….10 Monitoring…………………………………………………………………………..….10 Key Advantages of Mobile Health Care Clinic Initiative..………………………………….11 Conclusion..……………………………………………………………………………………12 View slide
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 in Sidoarjo. Such an initiative possessed several BACKGROUND advantages to other possible assistance programs for both practical and socio-political reasons. It was also an acknowledgement of the fact that health is The Sidoarjo mudflow disaster began in May 2006 and fundamental to human welfare. Ignoring the health has resulted in the displacement of approximately issues that currently confront communities in Sidoarjo 75,000 people.1 The mud flow continues to this day, would undermine other vital contributions to basic causing severe social and economic breakdown in social and economic development, such as education surrounding communities. In response to the disaster, and employment. the Australian Sidoarjo Assistance Project (ASAP) was established in 2008 to help achieve a long-term, Gaia Foundation has since undertaken further sustainable and fair solution to the mud-flow disaster community consultation in Sidoarjo and obtained a through community, corporate and government positive response about the proposed initiative from engagement. Gaia Foundation was recommended to community representatives and local health workers. ASAP as a local partner organisation by numerous Gaia has also begun extensive preparation and consultants working on disaster relief in Indonesia. planning in order to ensure the project can be Gaia has a reputation as one of the most professional implemented as soon as funding is secured. and strategic local NGOs with a strong ethos of community empowerment and participation. In late 2008 ASAP supported an extensive mapping project of the disaster coordinated by Gaia. The aim of the 2008 mapping project was to help Ignoring the health issues that currently identify the main issues and dynamics of the disaster confront communities in Sidoarjo would directly impacting on the local community, in order to undermine other vital contributions to basic plan and implement an effective humanitarian response. Community health was one of the major social and economic development, such as problems identified, a finding which reflects several education and employment. 2 other investigations into the disaster. Upon consideration of this finding and after meeting with community groups in Sidoarjo, the Australian Sidoarjo Assistance Project discussed with Gaia Foundation the option of establishing a mobile health clinic. Both parties agreed that a mobile health clinic initiative would be an appropriate response to the health crisis 1 Yayasan Gaia 2009, Real Impact/Demand Assessment and Action Plan Development for Lapindo Mud-Volcano Disaster Communities, Yogyakarta, Indonesia. 2 See Centre for Housing Rights and Evictions (COHRE) 2009, Human Rights Submerged: The 3rd Anniversary of the Lapindo Mudflow Disaster, East Java, Indonesia, and the Responsibilities of the State, Report for the United Nations Special Rapporteurs on Housing and Health and the Representative of the UN Secretary General on the human rights of Internally Displaced Persons, pp. 5-6; Wahana Lingkungan Hidup Indonesia (Walhi) 2008, Friends of the Earth International 2007, Lapindo Brantas and the Mud Volcano in Sidoarjo, Indonesia available at http://www.foeeurope.org/publications/2007/LB_mud_vol cano_Indonesia.pdf. 4
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 6 environment. Such health problems are further compounded by a severe lack of access to adequate HEALTH IN MUD-FLOW and affordable health services, with many local health AFFECTED COMMUNITIES clinics having been submerged in the mud-flow and additional medical services yet to be supplied. Overall, there are severe inadequacies in the current provision 7 The provision of additional health care services is one of health care services in the Sidoarjo area. of the most urgent needs of mud-flow refugees and mud-flow affected communities in Sidoarjo. All post People living in mud-flow affected communities disaster responses are required to have a strong currently suffer from a range of concerning health 3 mental and physiological health care plan. In the problems. Those who live in houses around the mud- mud-flow affected areas, however, this need appears flow area contend with the presence of noxious gases, 4 to have been largely ignored. while many of those who have who have been forced to leave their homes now live in cramped shelters, Moreover, management of the disaster response in lacking adequate protection and security. These Sidoarjo is complicated by the ongoing nature of the cramped living conditions and the intense heat inside disaster, unlike disasters such as a tsunami or the make-shift shelters negatively impacts on the earthquake. As a result, these communities have health of residents, particularly of children and the 8 suffered an ongoing decline in overall health over the elderly. The poor sanitary conditions and lack of last 3 years, since May 2006 when the mud-flow clean drinking water in the area has also led to an began. Many of their illnesses are caused by the increase in illnesses like diarrhoea decline in living conditions, particularly for those now living in refugee camps. In November and December 2008, the Medical Emergency Rescue Committee (Mer-C), an Indonesian emergency health care NGO, undertook a Mud-flow victims often live without adequate food or preliminary survey of people affected by the disaster in shelter and can no longer safely drink local four displacement locations (Pasar Baru Porong, along groundwater. 5 Communities are particularly vulnerable the Besuki toll road, in Siring Barat, and Mindi Jatirejo 9 to poverty related illnesses such as dysentery as well Barat villages). The team documented 2,260 health as respiratory problems, nausea, and skin irritations cases. caused by high levels of noxious gas in the Sidoarjo 6 Overall, there are severe inadequacies Centre for Housing Rights and Evictions (COHRE) 2009, in the current provision of health care Human Rights Submerged: The 3rd Anniversary of the Lapindo Mudflow Disaster, East Java, Indonesia, and the services in the Sidoarjo area. Responsibilities of the State, Report for the United Nations Special Rapporteurs on Housing and Health and the Representative of the UN Secretary General on the human rights of Internally Displaced Persons pp. 5. 3 7 The Sphere Project, Humanitarian Charter and Minimum Ibid, pp. 5-6. Rohman Taufik 2008, ‘Lapindo Mud Contains Standards in Disaster Response: Chapter 5, Minimum Dangerous Chemical Elements’ Koran Tempo, August 4 Standards in Health Services, p. 254 available at 2008. Harsaputra, ‘Locals exposed to daily health hazards’, http://www.sphereproject.org/dmdocuments/handbook/h The Jakarta Post May 29 2009. 8 dbkpdf/hdbk_c5.pdf. COHRE 2009, above n 6, p. 4. 4 9 Imam Shofwan 2008, ‘Lapindo Mud Victim Health Ignored’ See for example, ‘Mercy for Victims of Mindi, 6 December Lapindo Victim’s Porthole, available at 2008’, available at http://en.korbanlumpur.info/stories/17- http://en.korbanlumpur.info/stories/local/330-kesehatan- story/419-mercy-for-victims-in-mindi.html and ‘Another korban-lumpur-lapindo-terabaikan.html Life Lost to Lapindo’, 3 December 2008, available at 5 Harsaputra, ‘As Land Sinks, 200 Families Threatened’ in http://en.korbanlumpur.info/stories/17-story/415-another- Jakarta Post, Wednesday 1 June 2009 life-lost-tolapindo-.html 5
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 Health consultation sessions were held in Mindi village, and masks were distributed to the three PAHs are substances commonly found near oil and villages (Siring Barat, Jatirejo Barat and Mindi) as well gas drilling sites and pose a serious risk to human as to those already displaced, living along the Besuki health. A recent study by the US Geological Survey toll road. The following health problems were found to also confirmed the presence of PAHs in and around be most prevalent in these villages: the mud-flow site at Sidoarjo. • Respiratory conditions: 21.81% (493 cases); • Musculoskeletal conditions: 15.35% (347 cases); The health and well-being of those people living in the • Nerve related problems: 15.13% (342 cases); villages surrounding the mud-flow containment area is • Cardiovascular conditions and high blood pressure: particularly vulnerable. The walls of houses have 13.23% (299 cases); cracked and floors have also suffered considerable • Digestion: 11.24% (254 cases); damage, exposing residents to noxious gases and • Skin problems: 9.73 per cent (220 cases) providing little protection from other pollutants. Sidoarjo hospital had as many as 1,500 patients The survey team also observed a low level of registered as affected by gas fumes in the three 12 community awareness regarding general health months immediately after the mud-flow began. issues, hygiene and sanitation, among those displaced by the disaster. The survey stated that this was exacerbated by the badly degraded environmental While a number of medical clinics have been conditions, such as strong gas fumes emanating from lost in the mud-flow, there has been no the mud, especially in Siring Barat village. subsequent replacement of permanent medical services or medical staff in the area and there The Sidoarjo Hospital has recorded an increase in patients registered as affected by gas fumes are few services directed at refugees. (hydrogen sulphide - H2S). Symptoms included dizziness, breathlessness, breathing difficulties, skin irritations, and nausea. Evidence suggests a 50% According to the East Java Sidoarjo Health Monitoring increase from 2006 to 2007 in patients seeking team, since that time the situation has continued to treatment for respiratory infections at district 13 worsen. In Jabon, three doctors work at the local 10 hospitals. For instance, according to Jabon health health clinic providing health care services to a sub- clinic records, the number suffering from respiratory district with a population exceeding 64,000. That is, illness increased monthly, from 60 patients in February roughly, one doctor for every 20,000 residents. There 2008, to 164 patients by May 2008. Acute respiratory has been no increase in medical staff in this region infection is also the illness most commonly since the mud-flow disaster. experienced by refugees living along the Porong- Gempol toll road. The loss of homes and sources of livelihood has also negatively impacted on the ability of affected Environmental pollutants, introduced into the area communities to access adequate and affordable health since the mud-flow began, continue to exacerbate care. These dispersed communities are now farther health problems. Research conducted by Walhi from health care facilities, leading to an increase in (Friends of the Earth Indonesia) using facilities at transportation costs which become prohibitive for Surabaya’s Airlangga University revealed that PAH― many of the unemployed in the district. Policyclic Aromatic Hydrocarbons― content in locations near the mud-flow far exceeded the limits of acceptable absorption for humans.11 10 COHRE, above n 6, p. 6. 12 11 Walhi Director Bambang Catur Nusantara in Rohman Friends of the Earth International 2007, above n 2, p. 5. 13 Taufik 2008, ‘Lapindo Mud Contains Dangerous Chemical Hasaputra 2008, ‘Locals exposed to Daily Health Hazards’, Elements’ Koran Tempo, August 4 2008. in Jakarta Post, Thursday 29 May. 6
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 For those who can access the remaining, poorly- Gaia’s health status assessment conducted in early equipped local health care centres, they find that while June 2009 found that the community which formerly diagnosis is free, medicines are expensive. Many resided in the marketplace at Pasar Porong, now in residents cannot afford treatment after diagnosis. Kedungsolo village, is particularly vulnerable to negative health outcomes, as their living conditions Some temporary medical services have been funded have rapidly deteriorated. Further, as of June 2009, by local NGOs. For instance in one case an NGO the Porong community health clinic is no longer distributed mosquito nets, while another provided free offering any reduced cost services for these victims. health services for 15 days. However, such services Likewise, former Besuki, Pejarakan and have been intermittent and haphazard. At the same Kedungcangkring villagers lack access to any time, neither local government nor the BPLS agency adequate and affordable health services. In particular, has taken up the specific issue of health care at 14 those living in make-shift housing along the toll-road Sidoarjo. are susceptible to poor health and illnesses. Other than the nation-wide basic health care for the underprivileged there has been no additional assistance to help mud-flow affected communities gain The Mobile Health Clinic Initiative is designed access to basic health services. Some of the to address the neglected issue of community residents in the affected communities do not even health and well-being in Sidoarjo, particularly in have a health care card. the most vulnerable communities which have In short, the overall prospects for improved community directly felt the impact of the mud-flow disaster. health in mud-flow affected regions of Sidoarjo remain bleak in the absence of additional health services. While the clinic will not be able to resolve the myriad health issues over night, the basic services it provides will help to alleviate basic health complaints, improving quality of life for those displaced by and living in the vicinity of the mud-flow. The following sections set out the goals and operational framework for the Mobile Health Clinic Initiative. 14 Imam Shofwan 2008, ‘Lapindo Mud Victim Health Ignored’ Lapindo Victim’s Porthole, available at http://en.korbanlumpur.info/stories/local/330- kesehatan-korban-lumpur-lapindo-terabaikan.html 7
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 MOBILE HEALTH CLINIC Project Operator: Gaia Foundation GOALS AND TECHNICAL The Gaia Foundation is a Java-based Indonesian OPERATION NGO with an exceptional international reputation and a wealth of past experience managing mobile health clinic projects, including the past five years in Java. Goals Since September 2004 Gaia has coordinated a mobile health clinic for Yogyakarta street children, providing The primary goal of the Mobile Health Clinic is to for over one thousand patients. The mobile clinic, contribute to the welfare of mud-flow affected sponsored in part by the British Embassy, circulates communities by improving overall health outcomes in three times a week, visiting up to 12 locations around these communities. Health is among the most the city. The program consists of a mobile clinic, two fundamental of human needs. Health is also a general doctors, two dentists and one assistant medic. foundation for community development; without good The service is offered to street children at no cost and health, individuals do not enjoy the freedom to engage includes both routine and on-demand visits. Due to its in other activities which enhance standards of living success, Gaia has since been invited by several other and quality of life, such as education and employment. NGOs and community groups to broaden the service 15 to new areas and communities. In addition to ongoing clinics, Gaia foundation has also managed emergency response mobile clinics in earthquake and The Mobile Health Clinic aims to tsunami affected communities. These efforts have gained support from UNICEF and CUSO Canada improve health outcomes across among other international organisations. mud-flow affected communities in Sidoarjo through the provision of Gaia Foundation Staff easily accessible medical check-ups, Gaia employs the highest quality of local staff from basic treatments, medicines, dental multi-discipline backgrounds. All staff have prior care, and emergency service, free of experience in both the NGO and corporate sector. In charge. particular, many Gaia staff members have a background in consultancy, since Gaia foundation is the NGO arm of the large consultancy company, Gaia Solutions. Employees include former NGO workers, consultants for community development in national/ To ensure equity and accessibility, the mobile clinic will international organisations, information technology make routine and on-demand visits to several mud- experts, consultants for business transformation flow affected communities dispersed throughout projects, consultants for human resources/organisation Sidoarjo. In addition, the clinic will also play an development and change management, business educating role by promoting awareness of health entrepreneurs, as well as senior managers in issues in the communities and working closely multinational companies. Yudhi Hermanu, who will be alongside local health authorities. managing the Sidoarjo Mobile Health Clinic, has over The clinic will collect valuable data about the overall 30 years experience in consulting on community 16 health issues in mud-flow affected communities which development issues. can be used in future by government agencies and NGOs working in the region. Thus the clinic will also assist in the co-ordination of targeted responses to 15 For more information visit: http://www.yayasan- some of the most urgent health issues. gaia.org/mc.htm; see also Appendix III: Gaia Foundation Profile. 16 See Mr. Yudhi Hermanu’s curriculum vitae in Appendix IV. 8
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 Gaia Organisation Community Visit Route and Schedule Consultation and Planning Gaia is currently working to devise a strategic and Gaia has a policy of involving local community in all its equitable route for its Mobile Health Clinic visits to activities, which are based on community consultation ensure maximum ease of access and that all affected 17 and collaboration. In the context of the Sidoarjo mud- communities in Sidoarjo are serviced. (See map in flow, Gaia’s ability to work together with local Appendix II). communities while maintaining a high level of professionalism and objectivity will be a vital asset. In preparation for the mobile clinic Gaia has already Pending finalisation of funding for the mobile health begun to liaise with local community representatives care clinic, Gaia will conduct meetings in all affected and local health workers. Sidoarjo communities to ensure that all community members are aware of the Mobile Health Clinic services. Gaia will also ensure that information regarding the visit schedule is widely disseminated and clearly displayed in community spaces. Gaia will arrange the Mobile Clinic visits through a weekly schedule as follows: No. Day Location 1 Wednesday Kedungsolo 2 Thursday Besuki 3 Friday Kedungsolo 4 Saturday Besuki Free visits to other 5 Sunday areas (final location In early June 2009, when Gaia mentioned the plotting to be defined) possibility of launching a health clinic to members of the former Renokenongo community (now living in Kedungsolo) they responded enthusiastically. The community also expressed eagerness to help socialise the program and participate as ‘general helpers’. Community leaders from the communities living alongside the Gempol toll road (formerly of Besuki, Pejarakan and Kedungcangkring villages) were also excited by the prospect of a community health clinic. They also showed a willingness to support and socialise the program among the community. Gaia obtained a positive response from initial discussions with the Porong community clinic representative, who stated that they are ready to support any organisations that wish to carry out a health service for the victims provided the program is substantial (i.e. continues for more than just a few days). 17 See proposed Mobile Health Clinic visit route map in Appendix II. 9
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 conducted outside of the vehicle, sheltered by a tent designed for the medical check-ups. Program Socialisation The socialisation plan for the future Mobile Clinic Budget program will be carried out in several steps: The complete budget for the Sidoarjo Mobile Health 1. LOCAL GOVERNMENT AND AUTHORITIES: Clinic can be found in Appendix I. It includes the initial It is essential that activities to be undertaken by start-up costs required for a Mobile Health Clinic and the Mobile Clinic have official permission and establishing a Gaia office in Lapindo, in addition to the support in executing the program. Gaia will liaise full operational costs of the Clinic for a twelve-month with relevant Indonesian Governments and bodies, period. The project will employ seven full-time staff including: the District Government of Sidoarjo, members in both medical and administrative Sidoarjo District Health Agency, Porong, capacities, with support also received from volunteers. Tanggulangin and Jabon Sub-District Offices, as well as Porong, Tanggulangin, and Jabon community health clinics. The total cost of $141,866 (AUD) is calculated 2. LOCAL SETTLEMENT AREA ASSOCIATIONS: based on the exchange rate of 8270.9 Rp/AUD as of 24th June 2009. After obtaining formal authorisation letters from local government institutions, Gaia will socialise the initiative to the head or leader of community associations in the settlement areas, both in The unit costs are specified in Indonesian Rupiah. The Kedungsolo and Besuki. Their assistance will be essential in disseminating information about the total cost is 1,173,360,000 Rp, which equates to initiative to the community. $141,866 (AUD) is calculated based on the exchange th 18 rate of 8270.9 Rp/AUD as of 24 June 2009. 3. GENERAL COMMUNITY/BENEFICIARIES: Monitoring Together with community association leaders, Gaia will socialise the mobile clinic initiative to the Gaia makes project monitoring and feedback an wider community through various channels. This important priority in all their work. Thus the Sidoarjo will include both community meetings prior to Mobile Health Clinic will conduct regular community commencement, as well as several evaluation feedback surveys to ensure that it is achieving meetings during the program execution to invite optimum results. Gaia frequently uses data collected community feedback and opinions. Gaia will use at Mobile Health Clinics to identify major health other media that can be distributed to the problems in visited communities. In the past this has community, such as pamphlets and posters. lead to conducting targeted health awareness campaigns alongside their regular check-up visits. The data collected can also provide a valuable Operational Set-Up resource for other NGOs and government agencies. Gaia also ensures accountability by documenting its Gaia’s Mobile Health Clinics operate with the use of a activities and posting regular updates on its website specially refitted jeep and the use of a local workshop and community blog. to accommodate the project requirements. The vehicle consists of two main areas to accommodate basic medical equipment and to enable practitioners to perform standard health examinations, consultation, treatment, and minor surgery. Two compartments for equipment, prescriptions and a separate area for sanitation equipment have been fitted inside the vehicle. The main health service activities are 18 Source:http://www.reuters.com/finance/currencies?srcAmt=1.0 &srcCurr=AUD&destAmt=--&destCurr=IDR accessed 24/6/09. 10
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 KEY ADVANTAGES OF MOBILE The clinic will visit numerous major population centres H EALTH CARE CLINIC (see map in Appendix II) so that access is equitably distributed across mud-flow affected communities. A further advantage of the Mobile Health Clinic Given the instability of land and insecurity of land- initiative is that the project does not interfere with the holdings in mud-flow affected areas, 19 the mobility of operations of the national Sidoarjo Mud-flow Mitigation the health care clinic is one of its central advantages. Agency (BPLS) in any way or form. While an urgent Since the area inundated by mud continues to issue, the provision of additional medical care for mud- increase, there is great difficulty in establishing a flow affected communities has not been taken up by permanent health-care centre. In contrast, the mobile the Indonesian Government or the BPLS. The health clinic can adjust its routes not only to changes provision of additional health services falls outside the in the physical environment but also changes in the framework of the Presidential Regulation of 2007, movements of mud-flow affected community which fails to mention any specifics with regards to populations. These communities are increasingly community health care. dispersed and transportation costs are increasing beyond the means of residents, many of whom are As discussed above, other than ad hoc temporary now unemployed. The mobile health clinic brings services, there has been no sustained public or health-care to the door step of those who otherwise do privately funded additional health service provided in not have practical access to health services. The Sidoarjo. The Mobile Health Clinic Initiative helps to fill mobile clinic will also help lessen the strain on local a substantial gap in efforts to improve the health and clinics, which are drastically understaffed as increased well being of mud-flow affected communities in demand outstrips capacity. Sidoarjo. Aside from the environmental instability of the region, one of the major dilemmas in establishing any The Mobile Health Clinic initiative does not assistance project in Sidoarjo is the need to ensure that assistance is provided fairly, across interfere with the operations of the national geographically dispersed communities. Sidoarjo Mud-flow Mitigation Agency (BPLS) in any way or form. Increased population pressures, lack of adequate shelter and unemployment have increased community tensions in Sidoarjo. In some areas, inter-community relationships are under intense strain since the onset of the disaster, due to an array of complex social, economic and political perceived inequalities. Thus any responsible assistance project in Sidoarjo must operate with an ethic of inter-community equity to ensure that it will not exacerbate tensions or potential for conflict between communities. The mobile health clinic initiative is sensitive to this need by being inclusive across community groups. 19 BPLS, ‘Lapindo dams may collapse any time, agency warns’ in Jakarta Post, 11 March 2009. Harsaputra, ‘As Land Sinks, 200 Families Threatened’ in Jakarta Post, 1 June 2009. 11
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 CONCLUSION The Mobile Health Care Clinic is a carefully co- ordinated response to the current health crisis in Sidoarjo. By directly visiting numerous locations in affected communities and providing free medical check-ups, basic treatment and medicines the clinic will improve the welfare of the most vulnerable groups in Sidoarjo. The clinic is well suited to the difficult Sidoarjo environment because it can adjust quickly to population movements and changes in the mud-flow dynamic. Importantly, the Mobile Health Clinic also ensures a degree of inter-community equity that is often lacking in other responses that target single community locations. Gaia Foundation, responsible for managing and co- ordinating the Mobile Health Care clinic, also brings to the project a wealth of practical experience and a highly professional group of staff to ensure optimum operation of the project. As this initiative has outlined, the Mobile Health Clinic initiative addresses a fundamental prerequisite for all future social and economic development in Sidoarjo: human health. But the project cannot go ahead without your valuable sponsorship. Santos is invited to take up the opportunity to make a significant contribution to the welfare of the Sidoarjo community and support this project for an initial twelve month period. Parties involved respect the right of donors to remain discrete thus we give Santos the option to become a sponsor on an anonymous or open basis. For this reason, the details of this specific initiative have not been disseminated beyond ASAP leadership. Gaia Foundation, ASAP and the people of Sidoarjo thank you for your present consideration of this important initiative and sincerely hope for your future support. 12
  • Gaia Foundation Mobile Health Clinic Initiative, 2009
  •         APPENDIX I  MOBILE HEALTH CLINIC BUDGET                 
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 APPENDIX I TOTAL Budget for Mobile Health Clinic Services - LAPINDO AREA 12 Months Operation: 20 Trips/Months - 240 Trips/12 Months Approx. 50 Patients/Trip: 1,000 Patients/Month - 12,000 Patients/12 Months COST/ SUB No DESCRIPTION QUANTITY/UNIT UNIT TOTAL A. PROGRAM INVESTMENT & RENT COST On Site Operations Office & 1 Staff Lodge 1 unit 12 months/rent 2,500,000 30,000,000 1 2 Project Relocation 1 package 10,000,000 10,000,000 Mobile Clinic & Operations 3 Vehicle (Rent) 1 package 180,000,000 180,000,000 See Table 1 Mobile Clinic Infrastructure & 4 Equipment 1 package 59,060,000 59,060,000 5 Laptop/Printers & Peripherals 1 set 1 set 15,000,000 15,000,000 Communication Set/Handy 6 Talkies 3 set 3 set 1,500,000 4,500,000 Operational Vehicle: Motor 7 Bike 1 unit 12 months/rent 750,000 9,000,000 SUB TOTAL A. 307,560,000 B. PROGRAM & PERSONNEL COST 1 Program Coordinator 1 person 12 man/months 5,000,000 60,000,000 Administration/Finance 2 Coordinator 1 person 12 man/months 3,500,000 42,000,000 3 Office Supplies 1 package 12 months 500,000 6,000,000 4 Medical Records 1 package 12 months 220,000 2,640,000 2 5 Program Running Cost 1 package 12 months 750,000 9,000,000 6 Physician 1 person 12 man/months 8,000,000 96,000,000 7 Dentist 1 person 12 man/months 5,500,000 66,000,000 8 Pharmacist 1 person 12 man/months 4,250,000 51,000,000 9 Paramedic 1 person 12 man/months 2,750,000 33,000,000 10 Driver 1 person 12 man/months 1,200,000 14,400,000 SUB TOTAL B. 380,040,000 1
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 C. MOBILE CLINIC TRIP OPERATIONAL EXPENSES 1 Medicine (see Table 2) 1 package 240 package/trip 1,500,000 360,000,000 Consumables Medical 3 2 Supplies 1 person 240 package/trip 150,000 36,000,000 3 Gas for Vehicle 1 package 240 package/trip 200,000 48,000,000 Vehicle Periodical 4 Maintenance 1 package 12 package/month 500,000 6,000,000 5 Meal & Snack per Day Trip 1 package 240 package/trip 150,000 36,000,000 SUB TOTAL C. 486,000,000 T O T A L A+B+C /12 months 1,173,600,000 AUD /12 1 months $141,866.00 Notes for Budget 1. Project Relocation: A temporary Gaia office will need to be established in the Lapindo area for the twelve-month duration of the project to administer operational management, and control all activities concerning the Mobile Health Clinic. This item includes all costs, aside from office rent, that will be necessary to furnish and assemble equipment for the temporary Gaia office. 2. Program Running Cost: This is required to help guarantee the smooth running of the Mobile Health Clinic. It inc ludes unpredictable costs such as possible administration fees. 3. Consumable Medical Supplies: This includes all medical supplies that will be required, not including the medicines listed in Attachment 2 of the Budget. The purchase of items such as sample cups, bags to place the medicine in, printing costs for clinic membership cards and medical records are incorporated. 1 Calculated at the rate of 8270.9Rp/AUD as of 24/6/09, sourced from http://www.reuters.com/finance/ currencies?srcAmt=1.0&srcCurr=AUD&destAmt=--&destCurr=IDR accessed 24/6/09. 2
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 TABLE 1: Medical Equipment & Vehicle COST/ QUANTITY/ TOTAL No DESCRIPTION UNIT UNIT (Rp.) (Rp.) A Mobile Clinic Infrastructure & Equipment 1 General Medical Equipment Mobile Examination Bed 1 unit 2,500,000 2,500,000 Acid Uric Monitoring System 1 unit 1,000,000 1,000,000 Bio Chemical Urine Analysis 1 unit 500,000 500,000 Blood Glucose Monitor 1 unit 5,000,000 5,000,000 Blood Pressure Monitor 1 set 1,500,000 1,500,000 Blood Test A, AB, O 1 unit 500,000 500,000 Body Height Scale 1 unit 150,000 150,000 Body Weight Scale 1 unit 120,000 120,000 Chair 2 set 200,000 400,000 Cholesterol test 1 set 500,000 500,000 Ear currete tool set 1 set 250,000 250,000 Ear/Nose/Throat Examination Tool Set 2 set 2,000,000 4,000,000 Emisis Basin 2 unit 25,000 50,000 Exam table 2 unit 500,000 1,000,000 Floorstand Examination light 2 set 500,000 1,000,000 Glucose Monitors 1 unit 1,500,000 1,500,000 I.V. Poles Set 1 unit 500,000 500,000 Lamp Set 2 unit 100,000 200,000 Medical Flashlight 2 unit 100,000 200,000 Medical Hamper 1 unit 200,000 200,000 Medical Minor Set 1 set 300,000 300,000 Medical Shelves 2 unit 1,500,000 3,000,000 Minor Surgery Kit 2 set 300,000 600,000 Mobile Medical Cabinets 2 unit 1,500,000 3,000,000 Mortar 1 set 50,000 50,000 Ophthalmoscopes 1 unit 1,500,000 1,500,000 Penlight 2 set 50,000 100,000 Portable Fire Extinguisher 1 unit 500,000 500,000 Pregnancy Test Pack 1 package 100,000 100,000 Refrigerator 1 unit 2,000,000 2,000,000 Mobile Vaccine Thermos 1 unit 1,200,000 1,200,000 Rontgent Viewer 1 unit 500,000 500,000 Solution Basin 2 unit 80,000 160,000 Sterilizer 1 unit 1,500,000 1,500,000 Stethoscope 2 unit 1,000,000 2,000,000 Thermometer 2 unit 50,000 100,000 Sub Total A.1. 37,680,000 3
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 2 Dental Equipment Mobile Dental Chair Unit 1 unit 10,000,000 10,000,000 Dental Extractor Toolset 1 set 5,000,000 5,000,000 Curing Light 1 unit 2,000,000 2,000,000 Sub Total A.2. 17,000,000 3 Complement Equipment Closed Trash box 1 unit 45,000 45,000 Disposable Face Mask 4 box 75,000 300,000 Examination Gloves 4 box 45,000 180,000 Hand Sanitizer 4 package 120,000 480,000 Needle & Syringe Set 6 package 500,000 3,000,000 Sterile Container 5 unit 75,000 375,000 Sub Total A.3. 4,380,000 B Mobile Clinic & Operations Vehicle (Rent) 1 Operations Vehicle (Rent) 12 months 5,000,000 60,000,000 2 Mobile Clinic Vehicle Unit (Rent) 12 months 10,000,000 120,000,000 Sub Total B. 180,000,000 TOTAL A1+A2+A3 59,060,000 TOTAL B. 180,000,000 TOTAL A + B 239,060,000 4
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 TABLE 2: Medicines No. PURPOSE MEDICINES REQUIRED 1 Antibiotics Amoxicillin, Ottoprim Forte, Butacyn, Doxyciclin, Erythromycin, Thiamphenicol, Ciprofloxacin, Lanacetin, Metronidazole, Chloramhenicol, Zenychlor. 2 Analgetics/Antipiretic Paracetamol, Antalgin, Ibuprofen, Metenamat, Pyroxicam, Natrium Dichlofenac. 3 Cough & Colds Remedy Alpara, Bronex, Delmacolin, Grantusit, Tera F, Ambroxol, OBH, Zenirex, Dextrometrophan, GG. 4 Genito Urinary System Antacida Doen, Cimetidine, Ranitidine 5 Anti Inflammatory Dexamethasone, Prednisone 6 Hypertension/Cardiovascular Reserpin, Captopril, 7 Antihistamine CTM, Bufacaryl, Profut, Polamec 8 Vertigo Enakur, Dymenhidrynate 9 Roburantia/ Multi-vitamin/ Vit B1, B6, B12, B Complex, C, Neurmec, Hufralgin, Neurodex, Mineral Sakaneuron, Mecobex, Calcium Laktate, 10 Anti Diarrhea Lopamid, Molagit 11 Enzyme Librozym 12 Anti Spasmodics Spasmal, Papaverin, Extract Beladona 13 Anti Asthma Aminophylin, Salbutamol, Ephedrine 14 Anti Hemorrhage Vit K, Danokrom 15 Obstetrics & Gynecology Methylgometrin Maleat 16 Anti Fungi Griseovulvin 17 Topicals Gameksan, Betamethason cream, Hydrocortisone cream, Gentamicyn oint, Miconazol cream, Acyclovir, Ichtiol, Zalp 2-4, Zalp Witfield, Chloramfecort 18 Suppositories Antihaemorhoid 19 Injections Neurothropil, Xylomidon, Duradryl, Cortisone, Epinephrine, Dexamethason, Sulfas Atropine, Vit K, Lido Cain, Diazepam, CPZ 20 Eye Drops/ Cream Kemicetin, Oxytetracyclin, Erlamycetin, Sulfacetamid 5
  • Gaia Foundation Mobile Health Clinic Initiative, 2009 21 Ear Drops Erlamycetin, Phenol Glycerol 22 Intestinal Parasites/Helminthes Pirantel Pamoat 23 Anti Uric Allopurinol 24 Kalium Aspar K 25 Psychotropic Diazepam, Luminal, CPZ, Haloperidol, Trihexiphenidil, Amiltripilin, 26 Others Ergotamine caffeine, Hipafix, Leucoplast, Rivanol, P K, Albendazol, Handscoon, Mask, Cream Pot, Oralit, Consumable Medical Supplies, Dental Medicine Kit 6
  •         APPENDIX II  MOBILE HEALTH CLINIC  ROUTE MAP               
  • APPENDIX II
  •         APPENDIX III  GAIA FOUNDATION PROFILE                 
  • YAYASAN GAIA Narrow the gap, because the gap matters…! Yogyakarta – Indonesia 2009
  • T ABL E OF C ONT ENT S OVERVIEW………………………………………………………………..…………3 1. YAYASAN GAIA’S PROJECTS…………………………………………..……….4 Mobile Health Clinic – Yogyakarta Street Children..…………………..…..4 Other Mobile Health Clinic Initiatives......…………………………………...5 Yogyakarta – Central Java Earthquake..……………………………..…….5 Pangandaran – West Java Tsunami..…………………………………..…..5 2. E MERGE NCY R E SP ONS E I NI TI ATI VE S …………………………………....6 Earthquake Disaster Response – Yogyakarta & Central Java………….…6 Tsunami Disaster Response in Pangandaran…………………………….…8 Flood Disaster Response in Central Java & East Java....……………….…9 3. P OST -E ME RG E NCY R E CO NS T RUCTIO N P ROJ E CT S ...... ..……………. .10 Preliminary Reconstruction – Yogyakarta Earthquake Disaster...........…10 Preliminary Community Reconstruction in West Java........………………11 Transitional Shelters in Sleman, Yogyakarta.........………………………..11 4. O T HE R P ROJ E CT S R UN BY Y AY AS AN G AIA .... .....……………………12 Mobile Community Assistance Pilot Program............……………………..12 Ayo Sekolah Program...........................................................................…13 Learning Centres......................................................................................13 Young Urban Farmers Life Skills Project.................................................13 YAYASAN GAIA LEADERSHIP COMMITTEE...............……………….………………14 Chairman Board of Trustees: Yudhi Hermanu................…………………14 Executive Director: Siti Difla Rahmatika..........................................……..15 REFERENCES........................................................……………….………………15 OFFICIAL DETAILS...............................................................……………….……16 2
  • OVERVIEW 1) Gaia Foundation (Yayasan Gaia) is a non-profit organisation based in the city of Yogyakarta in Central Java, Indonesia. It was founded in 2003 with the aim of reducing the economic and social divides that currently exist within Indonesian society. Yayasan Gaia therefore focuses on helping those who face difficulty in attaining even the most basic living standards, and its projects aim to improve their social and economic prospects. 2) Yayasan Gaia consists of 17 staff members with experience in both the private and public sector. Yayasan Gaia staff have extensive experience in working on aid-related projects in Indonesia and, since its establishment in 2003, they have conducted several long-term and short-term programs in partnership with various Indonesian and international organisations, including the British Embassy (based in Jakarta), the UN Office for the Coordination of Humanitarian Affairs (UN-OCHA), the International Organisation for Migration (IOM), and the Australia Indonesia Partnership run under the auspices of AusAID. Yayasan Gaia achievements include establishing a mobile health clinic for street children in Yogyakarta, constructing 55 semi permanent houses for tsunami victims in Bulakbenda-Madasari, Masawah Village, Cimerak, Ciamis, West Java, and assisting flood victims in Bojonegoro, East Java in January 2008. 3
  • 1. YAYASAN GAIA’S PROJECTS MOBILE HEALTH CLINIC – YOGYAKARTA STREET CHILDREN In October 2004, Yayasan Gaia launched a mobile health clinic program to deliver free health services to Yogyakarta street children. The mobile health clinic was run out of a Short Chassis 1972 Land Rover, which was modified in a local workshop to contain two compartments, with the first used as a storage space for medical equipment and with the second used as a space to give treatment to patients and for minor surgery. Main health services were conducted outside of the vehicle, under a tent designed for the medical check-ups. This initiative of Yayasan Gaia was supported by the British Embassy’s Small Grant Scheme, which covered the initial set-up and operational costs of the program for two years. The mobile clinic conducted three trips per week. During each trip, the clinic would travel to one of the five major locations where street children commonly gather in Yogyakarta. On each trip, the clinic would open for service for approximately two hours. The free-of-charge medical service provided included general check-ups, basic medical treatment for general and dental health, as well as minor surgery. Medical staff for the clinic was drawn from the 28 doctors and dentists who volunteered for the program. Since its first operation in September 2004, the mobile clinic has conducted 683 visits to street children in Yogyakarta. The total number of treatments provided so far is 4,565 with a total number of 3510 patients. The most common diseases were found to be upper respiratory infections (36 %), musculoskeletal (20 %) and dermatological diseases (11%); while the most frequently prescribed medications were antibiotics, analgetics/ antipyretics, anti inflammatories and vitamin supplements. 4
  • In addition to being supported by the British Embassy, the mobile health clinic program was also supported by other organisations and private companies, including: • PT. Dexa Medica, Jakarta & PT Dankos Jakarta, who funded the clinic’s medicine supply for 6 (six) months; • CRS Yogyakarta Project Office, who provided condoms and books about sexual and maternal health; • PT Dharmamulia Purnakarya (manufacturer of Susu Sapi Pohon, Yogyakarta), who provided healthy food for the Mobile Clinic patients; • Rotary & Rotaract Club Yogyakarta – Merapi: supporting several Gaia health campaign programs. Over four years of operation, the mobile health clinic program cost $45,810 (USD)- for its operational expenses (which included medical supplies, doctors & travel costs). The funds to cover all of these operational costs were provided by: • The British Embassy Small Scale Grant Program (2004), which provided the start-up cost of this program and the costs for its first year of operation. • Funds raised by Yayasan Gaia itself, collected from two main small scale businesses managed by the organisation: a café and an extreme games/outbound sports ground. Yayasan Gaia also ran a fundraising campaign that encouraged people to support the mobile clinic operation by donating a minimum amount of 30,000 rupiah (AUD 3.90). Any donations made were significant, as this amount was roughly equivalent to the average medical fee for one patient. • Support was also provided through Yayasan Gaia’s non-commercial partnerships with local pharmacies and medical agencies, who provided funding, medicine, and medical equipment. The costs above exclude all the investment/capital costs such as medical equipment, vehicles and other associated costs. OTHER MOBILE HEALTH CLINIC INITIATIVES YOGYAKARTA – CENTRAL JAVA EARTHQUAKE When an earthquake hit Yogyakarta and Central Java on 27 May 2006, resulting in the death of more than 4000 people, Yayasan Gaia set up a temporary refugee camp at a soccer field in Bantul, and the mobile clinic provided health services to 2614 patients over a period of two months. PANGANDARAN – WEST JAVA TSUNAMI The mobile health clinic was also used in Pangandaran, West Java (6 hours drive from Yogyakarta) when a tsunami hit the Pangandaran coast on 17 July 2006, resulting in 660 deaths. Yayasan Gaia opened a health service centre in Pangandaran on the day of the tsunami, and served 930 patients over the duration of its two week long operation. 5
  • 2. EMERGENCY RESPONSE INITIATIVES In addition to deploying its mobile health clinic, Yayasan Gaia also has extensive experience in providing assistance in situations where an emergency response is required. EARTHQUAKE DISASTER RESPONSE - YOGYAKARTA & CENTRAL JAVA As a response to the tragic earthquake that struck Yogyakarta and Central Java, on May 27, 2006, Yayasan Gaia carried out numerous social welfare services for earthquake refugees. While this began with the deployment of Yayasan Gaia’s mobile clinic (consisting of one vehicle equipped with medical supplies, doctors and volunteers) to remote earthquake locations, it later included the establishment of a medical service station on the Mblali soccer field in Seloharjo village of the Pundong District in Bantul. Although this station was initially intended to provide health services to earthquake victims, it was later expanded into a shelter and used to house refugees. The staff used by Yayasan Gaia on that occasion did not only involve the organisation’s own personnel, but also included 300 volunteers who contributed their time, effort and ideas to help the refugees. Yayasan Gaia also partnered with various organisations to provide supplies including medicine, food, clothes and domestic necessities. The region covered by Yayasan Gaia did not only include Mblali village but expanded to include 33 communities that consisted of around 11 sub-villages of 1,237 families, resulting in a total of 4,561 people altogether. This included 329 toddlers/babies, 728 children, 35 pregnant mothers and 756 seniors. This service was supported by 15 doctors, 15 medical students, 17 paramedics, and 120 volunteers working in shifts, all residing at Mblali Camp for the duration of the operation. During its operations at Mblali Camp, Yayasan Gaia treated more than 1200 patients. Some of the emergency response initiatives carried out by Yayasan Gaia in Seloharjo include: i) Temporary Shelter Development – established a range of kampung tenda (tent villages) consisting of 32 family tents, equipped with 8 community latrines/bathing areas, public tap water supplies from electric pumped wells, a medical clinic including minor surgery facilities (with 1200 medical treatments/records). 6
  • ii) Semi Permanent Public Latrines Development – the setting up of 33 semi permanent public latrines in the earthquake area in cooperation with UNICEF. iii) Food & Non-Food Supplies Distribution – supported through funding from CUSO Canada, provided both emergency food & non-food supplies for entire target group. iv) Stress Release Initiatives – The ‘Stress Release Project’ started on June 12 2006 and lasted for 30 days, and included: • “From village to village”: a series of entertainment programs and performance art run by musicians and comedians, and held in 8 affected village areas. • “From Mosque to Mosque”: a series of religious programs, regular visits and sermons to the sub-villages to boost and hearten victim’s spiritual needs. 7
  • TSUNAMI DISASTER RESPONSE IN PANGANDARAN In response to the tsunami that hit Pangandaran and its surrounding areas, Yayasan Gaia again carried out various measures to assist refugees. Through funding from CUSO Canada and some individual donors, Yayasan Gaia coverage expanded to include 8 neighbourhoods in Bulakbenda, which consisted of 373 families and 1095 individuals including 66 toddlers/babies, 175 children, 12 pregnant mothers and 64 seniors. The details of Yayasan Gaia’s emergency response initiative are described below: i) Mobile Health Clinic Deployment - Yayasan Gaia deployed its mobile health clinic (consisting of one vehicle equipped with medical supplies, doctors and volunteers) to remote tsunami locations, and established a medical service station at Bulakbenda (Madasari), Masawah sub-district, Cimerak district, Ciamis province. ii) Temporary Shelter Development – the establishment of a range of kampung tenda (tent villages) in Bulakbenda, each village area consisting of 120 family tents (for 600 individuals), 8 community latrines/bathing facilities, 4 water tanks (5000 litres each) with support from UNICEF, PU Pangandaran & Ciamis, a medical clinic including minor surgery facilities (720 medical treatments/records), 1 community tent hall, for community gathering, meeting and other social activities, 2 UNICEF school tents, a children’s playground tent to be used as a temporary school and for other children’s activities, and a warehouse/logistics tent. iii) Food and Non Food Supplies Distribution –starting from the fourth day of the tsunami, Yayasan Gaia, supported through funding from CUSO Canada, supplied all of the emergency food & non food supplies for the entire target group. 8
  • FLOOD DISASTER RESPONSE IN CENTRAL JAVA & EAST JAVA In response to the flood disaster in Sragen – Ngawi, Central Java, and Bojonegoro – Lamongan, East Java, from 28 December 2007 until 11 January 2008, Yayasan Gaia carried out a series of measures designed to assist those affected by the disaster. Yayasan Gaia again deployed its mobile clinic (consisting of one vehicle equipped with medical supplies, doctors and volunteers) and dropped supplies to the most remote flooded locations that were located in four different regions, and whose inhabitants were cut off and therefore lacked easy access to any kind of assistance. Yayasan Gaia – with some help from individual donors and volunteers – deployed 7 rubber boats to visit the isolated villages. Working together with local organizers and partially supported by two international organisations (CRS Yogyakarta Project Office and Save The Children Jawa Timur Office) and a private company (PT Sari Husada Yogyakarta), Yayasan Gaia distributed food, water and other supplies to 5000 families, including rice, instant noodles, biscuits, bottled drinking water, baby food, baby milk, tarpaulins, and sleeping mats. 9
  • 3. POST-EMERGENCY RECONSTRUCTION PROJECTS PRELIMINARY RECONSTRUCTION – YOGYAKARTA EARTHQUAKE DISASTER i) Physical Thematic Mapping & Community Socio-Economic Quick Assessment Yayasan Gaia, along with representatives from each group of refugees and 60 volunteers, gathered information about the affected area in order to facilitate recovery. This process involved mapping the location of various houses in the area, complete with detailed information about current condition and damage level of each house and to public facilities. It further involved recording the socio-economic conditions faced by locals, including demographic data, occupations, previous daily patterns related to community participation, and the range of skills held by locals. ii) Provision of Tools and Building Materials Yayasan Gaia provided a chainsaw, a table circle saw, an electric planer, and a technician to operate it. These tools were then used by the community to cut and process their own trees into wood and boards that could then be used as the main materials in reconstructing their homes, including the main frame for the house, the roof frame, and frames for the windows and doors. Yayasan Gaia also provided 1000 sheets of bamboo walls (2x3 meters squared) that were bought in West Java at a cheaper price. These bamboo walls were then shared amongst 180 families whose households included young children, elderly, orphans, or who were poor. iii) The OXFAM Innovative Transitional Shelter (ITS) Project From 5 September 2006 to 5 October 2006, Yayasan Gaia ran a project with one of Oxfam’s Innovative Transitional Shelter grants. Using this grant, Yayasan Gaia built 369 transitional shelters for 369 families in Seloharjo, spread throughout 7 Seloharjo sub-villages. iv) Gravity Fed Piped Water System Through Yayasan Gaia’s survey and village mapping, it was found that there was enough spring water surrounding the Mblali sub-village, Seloharjo to establish a gravity fed water system to areas of settlement, saving people some of the labour of collecting water. Working together with the community 1,262 meter of gravity fed piped water system were set-up for the people at Dusun Blali (sub-village/hamlet), which covered 989 lives/356 families (houses). Yayasan Gaia provided all the materials, while technical design and technical assistance through individual donors; with the community contributing all labour. Starting in February 2007, The GAP Foundation (a Corporate Social Responsibility initiative from GAP Inc. USA) committed to support the continuation of this project to enable more people to access water for their daily needs. As of June 2007, all the 2465 meters of piping system had been installed and were benefiting the community in 5 RTs in Mblali sub village, Seloharjo, Pundong, Bantul. Benefits provided to the community from this initiative also include allowing the community to utilise their small dry land plot surrounding their settlement area for planting some short-term crops such as: red onions, chillies and some varieties of beans. In addition, the larger volumes of water that can be accessed as a result of this system mean that local farmers are able to utilise their land plot any time of the year. 10
  • PRELIMINARY COMMUNITY RECONSTRUCTION IN WEST JAVA i) Physical Thematic Mapping A simple mapping of houses in 8 RT (neighbourhood cluster unit), complete with detailed information about current condition and damage level of each house and public facilities. ii) Community Socio-Economic Quick Assessment Record about the locals’ socio-economic condition, including demographic data, occupations, previous daily patterns that are related to community participation, and the range of capacity that the locals may contribute should it is required within community based reconstruction schemes (human resources, bamboo, stone, woods and other materials). iii) Provision of Housing Supported by UN-OCHA, Yayasan Gaia builds 55 semi-permanent houses for 55 families affected by the tsunami in Bulakbenda-Madasari, Masaweh village, Cimerak sub-district, Ciamis District. These houses, completed in July 2007, had raised floors to diminish the possibility of flooding. After this housing had been built, Yayasan Gaia, again in conjunction with UN-OCHA, helped these 55 families add latrine units to these houses. TRANSITIONAL SHELTERS IN SLEMAN, YOGYAKARTA Supported by the T-Shelter grant from IOM (funded by the World Bank), Yayasan Gaia built 301 transitional shelters for 301 families in Kalitirto village, Berbah Sub District, Sleman, Yogyakarta. This project began on 2 January 2007 and all 301 temporary shelters had been built by 27 February 2007. 11
  • 4. OTHER PROJECTS RUN BY YAYASAN GAIA In addition to their mobile health clinic, emergency response initiatives, and post- emergency reconstruction, Yayasan Gaia has also successfully managed a number of other projects, including: M O BIL E C O M M UN I TY A S SISTANCE P ILO T P ROG RAM , A US AID P A R T NE RS H IP (J UNE – D E CEMBE R 2007) The goal of this project was to teach local construction workers and community members some technical skills for building an earthquake-resistant permanent house, through using the construction of 9 prototype houses in both the Pundong Sub District (six houses) and in Bambanglipuro Sub District (three houses), Bantul, located in Yogyakarta Province. These prototype houses were used as training centres. The main objective of this plan was to build 9 (nine) earthquake resistant permanent houses in collaboration with community labourers and residents, to ensure that they knew the appropriate local standards for earthquake resistant houses. This endeavour helped raise the community’s awareness about the safe construction in the earthquake-prone area. 12
  • AYO SEKOLAH PROGRAM This program has been running since 2003 and assists students from primary schools, junior secondary schools and senior secondary schools with tuition. This program currently assists 50 students from several towns in Java. L E ARNI N G C EN T R ES Yayasan Gaia has also established two Learning Centres, one located in Dusun Sambi, Pakembinangun, Sleman – near Kaliurang, and the other in Watu Gupit, Gunung Kidul, both in the province of Yogyakarta. These two learning centres cater to various individuals/ groups: children, youths, adults, families, as well as profit/ non-profit oriented organisation – to give them a space in which they can address various issues concerning the development of personal/ professional/ technical competence, management skills & knowledge, and environmental awareness. Y OUNG U R B A N F A R ME RS L IFE S KILLS P ROJ E CT The Young Urban Farmers Life Skills program ran from December 2004 to July 2005 and was directed toward unemployed youth living on the urban edges of the city of Yogyakarta. This program aims to develop sustainable jobs in alternative farming, entrepreneurial activity, aided by soft loans for appropriate candidates. This program began in December 2003, with 5 groups of young farmers who started with Rp.10.000.000 each. 13
  • Y AYASAN G AIA L EADERSHIP C OMMITTEE In 2008, Gaia Foundation employed 17 people from diverse academic and professional backgrounds. Gaia staff have extensive work experience in both the profit and non-profit sectors and Gaia staff members include former NGO workers, consultants for community development in national/international organisations, information technology experts, consultants on business transformation projects, consultants for human resources/organisation development and change management, business entrepreneurs, and senior managers in multinational companies. Yayasan Gaia’s Leadership Committee are listed below: • Chairman of the Board of Trustees: Yudhi Hermanu • Executive Director: Siti Difla Rahmatika • Operations Director: Dipi Uti • Finance & Administration Manager: Ari Nurfadilah • Program Development Working Group Leader: Yudhi Hermanu • Capacity Building Working Group Leader: Dipi Uti • Water Accessibility and Health & Sanitation Working Group Leader: Suharyoko • Strategic Emergency Response Unit Working Group Leader: Fendri Romli CHAIRMAN BOARD OF TRUSTEES – CHAIRMAN YUDHI HERMANU Yudhi Hermanu – Chairman, Board of Commissioner, Yayasan Gaia; began his career as consultant in Yayasan Dian Desa - Dian Desa Foundation since 1984, starting as field, research and project coordinator until 1990, and continued as consultant team leader until 1997 and also served as Dian Desa’s assistant director for external affairs since 1989. During this period his client list has included:  World Bank/IBRD (Provincial Health Project, 1999)  Ministry of Health and BAPPENAS (Health Project - East Kalimantan, 1993-1995)  Ministry of Public Works and UNICEF (Clean Water Project - Jakarta, 1989-1990)  GTZ-Germany (Food Security Project - Flores, 1989)  International Development Research Centre/ IDRC, Canada (for wood fuel saving stove project in rural Yogyakarta, 1985-1987). His involvement on the issues of street children began when he was a team leader of CIUD project (Community Involvement in Urban Development), funded by Swiss Development Cooperation/ SDC in 1994 – 1997, where he collaborated with other institutions in setting up a special clinic for street children. Yudhi Hermanu accomplished his degree in Psychology from Gadjah Mada University in 1985, and gained his master degree in 1989 from School of Public and International Affairs, University of Pittsburgh, PA, USA, majoring in Manpower Planning and Human Resources Development. Since September 1997, Yudhi Hermanu joined Astra International Company: PT United Tractors Tbk in Jakarta as Change Management manager and become Head of MID Division (Management Improvement & Development) in 1999. In January 2000, United Tractors merged its MID Division with its Management Information System/ MIS Division and Yudhi Hermanu was appointed as the general manager. 14
  • EXECUTIVE DIRECTOR – SITI DIFLA RAHMATIKA Siti Difla Rahmatika – Executive Director of Yayasan Gaia since June 2005. She completed a degree in architecture from Gadjah Mada University, Yogyakarta, majoring in environmentally friendly building design. Currently, she is working on her post-graduate thesis in tourism planning at the same university. She has started her active involvement in various NGO initiatives by joining Yayasan Dian Desa (Dian Desa Foundation) in 1996, particularly in Program of Community Involvement in Urban Development (CIUD). Afterward, she also initiated several non-profit independent programs that later on became the basis of Yayasan Gaia. R EFE RE N CE S • The British Embassy – Small Grant Scheme, partnership in Mobile Clinic for Street Children Program: providing free health service for street children and urban poor in Daerah Istimewa Yogyakarta Province, August 2004 – August 2006. Contact: Lila Dwilita Sari, email: lilabrata@yahoo.com • Yayasan Dian Desa (YDD), Yogyakarta: partnership on providing clean water supply for 4500 lives of Yogyakarta earthquake victims (during emergency stage – 30 days); and the construction of 19 temporary public latrine/bath in Seloharjo, Pundong, Bantul, Yogyakarta, May – October 2006. Contact: Anton Soedjarwo, email: anton@yogya.wasantara.net.id, cell.phone: 0811250640 • CUSO Canada – Asia Pacific Region, Indonesia Office: partnership on helping the earthquake victims in Yogyakarta & tsunami victims in Pangandaran, reaching an amount of Rp. 300 millions fund deployment. Contacts: Sarah Ruth Whitmore, email: sarah_w@indo.net.id, Courtenay Ellingson, email: twocourt@yahoo.com • CRS – Yogyakarta Project Office: partnership on helping the victims of earthquake in Yogyakarta, tsunami in Pangandaran, and flood in Bojonegoro, East Java. Contact: Syahri Ramadhan, email: sramadhan@id.seapro.crs.org, cell phone: 0811286442 • OXFAM GB: Innovative Transitional Shelter (ITS) Project; partnership on the construction of 369 temporary houses for earthquake victims in Seloharjo Village, Pundong, Bantul, Yogyakarta. Contacts: • Dave Hodgkin, email: dave.hodgkin@gmail.com • Sonya Fleming, email: sfleming@oxfam.org.uk, sonyaf@oxfam.org.au • IOM International: T-Shelter Project; partnership on the construction of 301 temporary houses for earthquake victims in Kalitirto, Berbah, Sleman, Yogyakarta. Contacts: • David Samuel Wolfowitz, email: dwolfowitz@gmail.com • Diana Setiawati, email: dsetiawati@iom.int • UN-OCHA: partnership on the construction of 55 semi permanent houses for tsunami victims in Bulakbenda-Madasari, Masawah Village, Cimerak, Ciamis, West Java. Contact: Laksmita Noviera, email: noviera@un.org • UN-OCHA: partnership on the construction of 12 semi permanent public latrines for tsunami victims in Bulakbenda-Madasari & Rancaleutik, Masawah Village, Cimerak, Ciamis, West Java. Contact: Laksmita Noviera, email: noviera@un.org 15
  • • AIP (Australia Indonesia Partnership – AusAID): partnership on the Mobile Community Assistance Pilot Program: the training and construction of 9 (nine) Earthquake Resistant Prototype Houses in Pundong and Bambanglipuro, Bantul, Daerah Istimewa Yogyakarta Province (June – November 2007). Contacts: • Ian Hamilton, email: planner1@gmail.com • EJ Heri Wahyudi, email: ejheri.wahyudi@gmail.com • CHF International: partnership on the Mobile Community Assistance Core Program – AusAID, in doing the community training about Earthquake Resistant House in Klaten, Central Java; and Pundong, Bantul, Daerah Istimewa Yogyakarta (December 2007 – March 2008). Contacts: • Louis O’Brien, email: lobrien@chfindonesia.org • Robert S. Adams, email: robert_s_adams@hotmail.com, afghbob@yahoo.com • Mark Nagle, email: markenagle@yahoo.com • Save The Children, partnership on helping the flood victims in Bojonegoro, East Java (January 2008). Contact: Bambang ‘Kirik’ Ertanto, email: bertanto@savechildren.or.id O FFICIAL D ET AILS Full legal name (business Yayasan Gaia name) Acronym Gaia Legal status Non Profit Organisation Registration number(s) 1) Notary Deed: No. 4/ 15 Maret 2004 –Notaris: Budi Suryanto, SH., S.Sos. 2) Ijin Gangguan: No. 503/8939/HO/2006 – Pemerintah Kabupaten Sleman 3) NPWP: PEM – 428/WPJ.23/KP.0606/2006 – Kanwil DJP Jawa Bagian Tengah II, KPP Yogyakarta Dua Official address Jalan Jembatan Merah 84b – Prayan, Condong Catur, Sleman, Yogyakarta 55283 Postal address Jalan Jembatan Merah 84b – Prayan, Condong Catur, Sleman, Yogyakarta 55283 Contact person Siti Difla Rahmatika /Ms. Telephone number (62) (274) 524 117 Fax number (62) (274) 524 117 gaia@yayasan-gaia.org E-mail hallo@yayasan-gaia.org Internet sites Bahasa Indonesia: http://www.yayasan-gaia.org http://gaiacorps.blogspot.com http://corps.gaiasol.com/updates/index.html English: http://gaiacorps-e.blogspot.com http://corps.gaiasol.com/updates/index-e.html 16
  • BOARD OF DIRECTORS: 1. Siti Difla Rahmatika (Executive Director) 2. Zamri Kusaini (Finance/Administration Manager) 3. Dipi Uti (Operations Director) BANK ACCOUNTS: BANK MANDIRI Account name Yayasan Gaia Account number(s)  1370005074816 (for IDR currency)  1370005281866 (for USD currency) Bank name Bank Mandiri Cabang Sudirman Yogyakarta Address of bank Jalan Jendral Sudirman Yogyakarta SWIFT address of bank BEIIIDJA BCA (BANK CENTRAL ASIA) Account name Siti Difla Rahmatika Account number 0372233107 Bank name BCA KCU Sudirman Yogyakarta Address of bank Jalan Jendral Sudirman Yogyakarta SWIFT address of bank CENAIDJA 17
  •         APPENDIX IV  CV YUDI HERMANU     
  • CURRICULUM VITAE: YUDHI HERMANU Yudhi Hermanu Jln. Perumahan Bukit Sentul Jln. Sakura 3/7, Bogor, Indonesia Ph. +62 (0)811 160 162 / +62 (021) 831 40 32/33 yudhi@gaiasol.com EDUCATION 1985 Graduate, Faculty of Psychology, University of Gadjah Mada, Yogyakarta, Indonesia. 1989 Graduate, Manpower Planning and Human Resources Development, Graduate School of Public and International Affairs (GSPIA) University of Pittsburgh, PA, USA. 2001 AGMP (Astra General Management Program) Course, Asian Institute of Management, Jakarta, Indonesia EXPERIENCE Managing Director PT. Gaia Solutions (September 2002- Present) Gaia Solutions is a consulting company founded in 2002. Gaia Solutions offer various organizational enhancement initiatives within three core management areas: business process integration, people and organization alignment, and information, communication and technology (ICT) advancement. Consultancy initiatives conducted by Gaia Solutions include: • organization development, restructuring and transformation; • process based change management; • business process mapping and integration; • competence based HR management; • competence assessment center; • professional development and training. Previous clients include: Unilever, Krakatau Steel, Pemprov. D.K.I. Jakarta (Bapeda and BKD), BKN (Biro Kepegawaian Negara), Pertamina, Astra Honda Motors (AHM), Astra Oto Parts (AOP), Indonesian Forestry Department, Pfizer, Birdlife Indonesia, Asuransi Astra Buana (AAB), Pasifik Satelit Nusantara (PSN), Indonesian Health Department, CUSO Canada. See www.gaiasol.com 1
  • Program Development Working Group Leader Yayasan GAIA Yogyakarta/Gaia Foundation Yogyakarta (September 2003 to Present) Yayasan Gaia is an NGO based in Yogyakarta, founded in the year 2003 with the aim of reducing the economic and social gaps in society to increase overall welfare. See www.yayasan-gaia.org / www.gaiacorps-e.blogspot.com Division Head/General Manager Division of Management Information Systems (MIS) and Management Improvement and Development (MID), PT United Tractors, Jakarta (January 2000 – March 2006) Role and Responsibilities Manage overall corporate ICT (information and communication technology) system, oversee business process integration and knowledge management across 39 branches Indonesian wide and one head office in Jakarta). This required expertise in: • Networking Technologies: LAN/WAN, VSAT, Microwave and Other Wireless Network System • E-Business and Web Based Applications: Internet and Intranet System • Client/Server Systems: DEC 4200/8400, IBM R/S 6000, Sun Microsystem • Multiplatform Operating Systems: Windows, NT, Unix, Linux, OSF/1, and AIX • Corporate Business Applications: SAP, SyBase, Powerbuilder • Supply Chain Management: Logistic Network Strategy, Operational Analysis, Distribution Operation • Customer Relationship Management • Finance and Profitability Management • Information System Management: Executive Information Systems, Decision Making Systems, Strategic and Operation Early Warning Systems • Operation/Business Acumen and Analysis • Organizational Learning : Organizational Design, Knowledge Management, Change Management and Organization Performance Measurement Achievements • Lead and coordinated the enhancement of SAP integrated business application for Sales and Marketing Division and Finance and Accounting Division, which focused on sales and distribution, financial controlling, production planning, asset management and cash-flow management. • Lead and coordinated the implementation SAP integrated business application for Parts Division and Service Division. • Lead and coordinated the implementation of SAP integrated business application for Human Resources and General Affairs Divisions. • Lead and coordinated the implementation SAP integrated business application for overall end to end business operation of UTHI (United Tractors Heavy Industries), a subsidiary company in Singapore • Facilitated the Board of Directors in changing the existing performance management system into a balance scorecard based performance management system, and coordinated its implementation for all divisions and branches. 2
  • • Lead and coordinated the implementation of software migration project. • Initiated a competence based management system for MIS and MID divisions, which was later adopted by three other divisions. • Improved organizational structures in MIS and MID divisions from department based organizations into a matrix, working group based system. Head of MID Division and MIS Division PT United Tractors, Jakarta (January 1999 – January 2000) Role and Responsibilities • Defined, managed, developed and improved various corporate business transformation projects. • Designed and implemented a new company business model which integrated organization strategy, business process, people and technology. Achievements • Defined and developed business architecture based on the company’s competencies, critical processes and organization behavior. • Developed, deployed and continuously improved the company’s critical business processes, including management of customer relationships, the creation of market demand, logistics, supply sourcing, service delivery and support; • Managed Business Support and Service, an online daily helpdesk system, providing technological and strategic support for company operations. Change Management Director MID Division (Management Improvement and Development) Division, PT United Tractors, Jakarta (September 1997 – December 1998) Roles and Responsibilities • Developed an organization blueprint for construction machinery business transformation project toward moving from a market driven to customer driven company, • Manage human resource issues through process and matrix based organization, organizational development, performance management training, and business process of the organization. Achievements • Facilitated management team in defining the needed competencies and assessing proficiency levels. • Initiated and developed knowledge management approaches and strategies. • Developed a model for generative/proactive learning. 3
  • Director for External Affairs and Program Development Yayasan Dian Desa (Dian Village Foundation), Yogyakarta (January 1984 - August 1997) Roles and Responsibilities • 1998/1999 Consultant Team Leader; Project Preparation for MOU: PHP (Provincial Heath Project), World Bank – Indonesian Government. • 1995/1997 Consultant Team Leader, Community Involvement in Urban Development /CIUD (Yayasan Dian Desa, Swiss Development Cooperation/SDC Switzerland and BAPPEDA – Provincial Planning and Development Board, Yogyakarta , Indonesia). Achievements • Initiated the Yogyakarta Urban Forum: a sharing and networking opportunity for community groups and other urban stakeholders including the government, private sector and academic institutions. • Established the Urban Resources Center including the Urban Information Unit (incl. GIS/Geographical Information System) and Urban Consultancy Services. • Coordinated social marketing for urban development issues, developing and implementing new marketing strategies including: an information kiosk, interactive multimedia, a regular bulletin, film, radio/TV publicity, and local newspaper articles. • Developed and conducted training for potential urban development actors such as local government and NGO organisations concerning: personal skills and knowledge, presentation and negotiation techniques, conflict management, leadership, managerial coaching, and basic computer usage (including spreadsheet, database and word- processor training.) Team Leader Consultant and Technical Assistance for East Kalimantan Health Care, Water Supply and Sanitation Project (1993-1995) Role and Responsibilities • Problem identification, problem solving and strategic planning concerning human resources development and organizational development of East Kalimantan Province, Indonesia. Achievements • Developed job descriptions, job analysis systems and logical frameworks for problem solving and opportunity dealing for typical government's cross-sector projects; • Established training programs on human resources management, project management, conflict management and other related topics. • Facilitated communications and negotiated between the funding agency (World Bank/IBRD) and Provincial/Central Government agencies ( the Health Department and National Planning and Development Board). 4
  • Vice Team Leader Real Demand Study/Yogyakarta Urban Development Program (1990/1992) Achievements • Conducted an extensive survey to provide qualitative and quantitative assessment of the total demand for public infrastructure facilities and services of the urban households. • Analysed findings and prepared a report with recommendations on how to strengthen the human resources capacities and capabilities of local governments for the planning, programming and implementation of public infrastructure in the Yogyakarta urban area. Project Coordinator Monitoring and Evaluation of Public Hydrants and Water Terminals for the Urban Poor in North Jakarta Slums (1989-1990) Achievements • Conducted an extensive study to compare the planned objectives with the actual achievements of public water facilities. This study accessed impacts on community health and water prices, as well as community participation in project planning, implementation and maintenance. Research Coordinator Flores Integrated Food Security Project Flores (1989) Achievements • Conducted research into the living conditions in poverty stricken regions of Central Flores, East Indonesia. • Complemented comprehensive data collection and assessment of the internal and external factors that influenced living conditions including the natural environment, infrastructure, socio- economic and cultural conditions. • Constructed a logical framework for the analysis of interactions between different causes of rural poverty. • Identified viable problem solving opportunities for the Flores Integrated Food Security program. Field Coordinator Wood-fuel Saving Stove Production Project for Rural Yogyakarta (1985-1987) (Conducted by Yayasan Dian Desa and International Development Research Center, Canada) Achievements • Directed and successfully implemented an economic development project which worked to achieve economic independence in a community of ceramic workers while promoting the use of more environmentally friendly stoves. 5