Aceh and CSO Strengthening

8/2/2019 Aceh and CSO Strengthening

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Badan Rehabilitasi dan Rekonstruksi (BRR) NAD-Nias

United Nations Development Programme

Support to Strengthen the Capacity and Role of Civil SocietyOrganizations in the Recovery of Communities in Aceh and Nias

.

This project has been formulated to strengthen the capacity of local civilsociety organizations (CSOs) in Aceh and Nias to enhance grass-rootparticipation in the reconstruction process. The project will also contributeto developing the foundation for the growth of a dynamic civil society in

the region. A strengthened civil society is vital to the process of Building aDignified Society, after years of civil conflict and the importance has beenmagnified further following the earthquakes and tsunami in Aceh andNias.

The project will provide support for capacity development of CSOsthrough training, exchange programmes, and establishment of a CivilSociety Resource Center. Small grants will also be provided to respond tolocal CSO initiatives relating to community-based monitoring of

reconstruction, basic social services and income generating activities. Thesmall grants will serve as a tool to apply the knowledge and skills gainedfrom the training, thus ensuring greater and more sustainable impacts.

While primary attention will be given to community groups mostadversely affected by the tsunami in Aceh and Nias, the project will alsobenefit community groups in the poorest, non-affected areas.

The project will be undertaken through partnerships between BRR, UNDPand local CSOs and national/international institutions. The project will beimplemented over four years (2006-2009), with funding totalling USD6,100,000. The project is being funded through the Multi-Donor Trust Fundfor Aceh and North Sumatera (MDTFANS).


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TABLE OF CONTENTS

PART I SITUATIONAL ANALYSIS........................................................... 4PART II RATIONALE FOR THE PROJECT ................................................. 5

2.1 Needs to be addressed................................................................................................... 52.2 UNDP Comparative Advantage ..................................................................................... 62.3 CSO Capacity Building Needs Assessment .................................................................... 8

PART III STRATEGY .................................................................................. 93.1 Overview ......................................................................................................................... 9

3.2 Project Outputs and Activities ..................................................................................... 10PART IV COORDINATION AND COMPLEMENTARITY........................... 19PART V MANAGEMENT ARRANGMENTS .............................................20

5.1 Implementation Arrangements ................................................................................... 205.2 Implementation of Project Activities ........................................................................... 205.3 Procurement of Goods and Services:........................................................................... 215.4 Financial Management and Flow of Funds ................................................................. 22

PART VI MONITORING, REPORTING, EVALUATION AND AUDIT......... 23

6.1 Project Monitoring Framework.................................................................................... 236.2 Reporting ...................................................................................................................... 246.3 Audit and Evaluation Provisions .................................................................................. 246.4 Risks and Mitigation Measures..................................................................................... 256.5 Anti-corruption Strategy .............................................................................................. 25

PART VIII COST AND FUNDING ............................................................... 27PART IX RESULTS AND RESOURCE FRAMEWORK................................ 29

Annexes:

Annex A. The chart of BRR M&E system ................................................... 34Annex B. Map of CRP grants distribution................................................ 35Annex C. Secretariat-NAD Province and Nias.......................................... 36Annex D. Flow of Fund .............................................................................. 37

Annex E. Detailed Budget ........................................................................ 35Annex F. Implementation Schedule ........................................................37


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Acronyms

ACE Association for Community EmpowermentACP Advisory Committee on ProcurementADB Asian Development BankADF Aceh Development FundBappenas Indonesian Central Planning AgencyBRR Rehabilitation and Reconstruction AgencyCAPC Contracts, Assets and Procurement CommitteeCBO Community Based organizationCBR Community-Based Recovery Initiative

CRP Community Recovery ProgrammeCSO Civil Society OrganizationCSRC Civil Society Resource CenterERP Enterprise Resource Planning SystemERTR Emergency Response and Transitional Recovery ProgrammeGRO Grass-roots OrganizationIAPSO Inter-Agency Procurement Services OfficeIMPACT An association of Aceh CSO Facilitators

INGO International NGOITB Invitation to BidKDP Kecamatan Development ProjectMDG Millennium Development GoalsMDTFANS Multi-Donor Trust Fund for Aceh and North SumateraMSU MDG Support UnitM&E Monitoring and EvaluationNAD Nanggroe Aceh DarussalamNGO Non-Governmental Organization

NPD National Project DirectorOLPS Office of Procurement and Legal ServicesP2KP Urban Poverty Eradication ProgramRFP Request for Proposal

TOT Training of TrainersUNDP United Nations Development ProgrammeUNIMS UN Information Management ServiceUSAID US Agency for International Development


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PART I SITUATIONAL ANALYSIS

An earthquake with a magnitude of 9.0 on the Richter scale and resultant tsunamis onDecember 26 devastated the South Asia region and particularly the Indonesianprovinces of North Sumatera1 and Nanggroe Aceh Darussalam (Aceh) on the island ofSumatera. The estimated number of people killed exceeded 250,000, while close to100,000 remain unaccounted for or missing. There were an estimated 574,054displaced persons and those partially or totally losing their livelihoods were estimatedat over 800,0002. The tsunami flooded coastal areas and washed away homes and

buildings, roads and bridges, water and electricity supplies, crops, irrigation and fisheryinfrastructure, food and fuel networks. In the affected areas, economic life came to ahalt as businesses, resource systems and infrastructures have collapsed. Millions ofpeople saw their families and communities torn apart; the trauma caused by thiscatastrophe has been severe. In the areas not directly affected by the earthquake andtsunami, economic and social impacts have also been significant, as the direct impactson the affected communities have been negative on the regional economy.

Various organizations and individuals responded rapidly to the emergency, andmaterial, financial and human resource support was provided from across Indonesiaand around the world. Immediately following the tsunami, Aceh and Nias Island wereopened to the international community to provide emergency relief services. Workingwith local government, local and national civil society groups, teams from foreigngovernments, multilateral development and finance organizations, and internationalnon-government organizations (NGOs) provided emergency humanitarian assistance.

Local civil society organizations (CSOs, consisting of non-government organizations,community based organizations, and grass roots organizations) mobilized themselvesto support relief efforts as well as to prepare for participating in the longer-termreconstruction and recovery activities. The demand on local CSOs as implementingpartners by the international community and national organizations has beenenormous. However, as assessments showed immediately following the tsunami, localCSOs were severely constrained by the extensive loss of personnel by mortality anddisplacement. This constraint was combined with the fact that organizational andtechnical capacities were minimal in most CSOs. Further, the history of conflict and

distrust in Aceh has severely limited the activities, out-reach functions, and generalcapacities of local CSOs. Historically, the majority of CSOs have focused on advocacy,human rights, and trauma counseling for victims of military operations, rather thanreconstruction and community development efforts.


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PART II RATIONALE FOR THE PROJECT

2.1 Needs to be addressed

There are a large number of CSOs that have operated in Aceh3 for many years. Veryfew, however, have been active in livelihoods support and community development. Inthis post-tsunami era, the majority of interventions of local CSOs are still part of theemergency response focusing on housing and infrastructure, food and clothingdistribution, and basic education. Little focus has been placed on communityempowerment, reviving livelihoods, and increasing participation of CSOs in the

reconstruction process.

The Indonesian Governments Master Plan for the Rehabilitation and Reconstruction ofAceh, Nias and North Sumatera emphasizes local participation and sustainablelivelihoods as underlying the entire reconstruction process. In the Master Plan there iscommitment to, and scope for, collaboration across different sectors and groups insociety, as well as for public participation. The government has allocated funds andcreated an office to specifically monitor and coordinate the reconstruction through

participatory principles. It has created a tax-deductible status for contributions toNGOs through the Aceh Recovery Fund. Thus, there are clear opportunities for CSOstrengthening in general, as well as related to sustainable livelihoods work morespecifically.

The Rehabilitation and Reconstruction Agency (BRR-Badan Rehabilitasi danRekonstruksi) for Aceh and Nias was established on April 16, 2005, as a coordinatingagency for the reconstruction of Aceh and Nias. With a vision of Building a DignifiedSociety in Aceh and Nias, this agency has a mandate to emphasize capacity-buildingand grass-roots participation to ensure continuity in the long-term reconstruction ofthe tsunami-affected areas. The policy of the Multi Donor Trust Fund for Aceh andNorth Sumatera (MDTFANS) also seeks to promote bottom-up and demand-drivendevelopment initiatives and support a policy dialogue amongst the internationalcommunity, civil society and the Government on the progress of the recovery process.

The BRR Monitoring and Evaluation (M&E) system employs a participatory and bottom-up approach, depending heavily on CSOs and local community groups. The M&E

system is envisaged to facilitate the collection of data on community needs, outputs,gaps and bottlenecks of the reconstruction programme at the local level. The systemalso includes a Complaints Handling Mechanism to deal with issues and problems atthe most appropriate level i.e. problems at the community level will be dealt with atthat level. The chart of BRR M&E system is attached as Annex A. In order to enableCSOs and local community groups to participate actively in BRRs monitoring and

l i i i i h i f h d b h d


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The project is important for a number of reasons:

It will strengthen CSOs organizational and technical capacities necessary to

build the foundation for the growth of a dynamic civil society; It will contribute to developing a strengthened civil society, which is vital to the

process of Building a Dignified Society in Aceh; It will enable CSOs and local community groups to participate meaningfully in

the recovery of Aceh and Nias, including the BRRs monitoring and evaluationactivities;

It will contribute to creating an environment more conducive to collaborationbetween government (BRR in particular) and CSOs in the recovery effort;

It will strengthen networks both among local CSOs and those between localCSOs and national and/or international institutions;

It will benefit approximately 20,000 affected and poor households in terms ofbasic social services and increased incomes; and

It will strengthen the capacity of community groups, enabling them toparticipate in other programmes.

2.2 UNDP Comparative Advantage

UNDP has developed a strong working relationship with CSOs in the area of povertyreduction and community-development across Indonesia through its specializedMDGs Support Unit (MSU). In Aceh and North Sumatera, UNDP has been activethrough its support to the Community Recovery Programme (CRP) in collaboratingwith local CSOs to implement community-based development programmes. The CRPhas supported a total of 96grants to NGOs and CBOs in all districts of Aceh and a totalof 108 grants to NGOs and CBOs in 20 districts of North Sumatera since it launched its

operations in 1999, reaching more than 25,000 poor households (see the Map of CRPgrants distribution in NAD and North Sumatera in Annex B). The UNDPs support to theCRP in these two provinces, and similar programmes in other regions, hasdemonstrated thatsmall grants to CBOs (rather than NGOs) result in more sustainableimpacts and that a combination of capacity development and small grants for CBOswere not only mutually reinforcing but contributed effectively to building trust andeffective networks among stakeholders.

In the aftermath of the 26 December disaster, UNDP has expanded and strengthenedits partnerships with local CSOs in Aceh through the Forum LSM Aceh, representingsome 78 local NGOs throughout the province. Partnerships with these civil societynetworks have expanded UNDPs network with local communities and their socialinstitutions and have made it strategically positioned to assume a role in facilitatingthe strengthening of local CSOs in Aceh.


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series of training workshops on programme formulation, strategic planning,community organising, participatory rural appraisal (PRA) and the SustainableLivelihoods Framework (SLF), some 120 representatives from local CSOs were

equipped with a functional understanding of community-development related toolsand strategies. Coordination meetings were also carried out which contributed tostrengthening networks amongst local CSOs in Aceh and between CSOs and localgovernment authorities. The programme has also built confidence amongst partnerCSOs, enabling them to lobby and negotiate with other partners, INGOs andinternational institutions.

With support from UNDP, the CRP has also conducted a preliminary assessment of

community priority needs on Nias Island in the aftermath of the tsunami andearthquake in March 2005. The assessment was conducted in preparation for a

programme of support to assist in the restoration of community livelihoods. The

assessment revealed that whilst the majority of interventions focused on the

emergency response housing and infrastructure, food and clothing distribution, little

focus had been placed on community empowerment and reviving livelihoods. The

assessment also highlighted that, except for the religious-based institutions e.g.

churches, there were not many NGOs and/or CBOs active on the island.

Immediate support by UNDP in response to the Aceh and Nias crisis was linked tomedium-term recovery programming in order to support an effective transition fromimmediate emergency relief activities towards sustainable recovery from the crisis. TheAceh Emergency Response and Transitional Recovery Programme (ERTR) wasestablished to provide grant and technical support to enhance the response andrecovery efforts of the government and civil society in Aceh and Nias.4 It is beingundertaken through partnerships with local and national government authorities,

national NGOs, local civil society groups, the private sector and internationaldevelopment organizations. To support the ERTR Programme, UNDP establishedprogramme offices in Banda Aceh, Meulaboh (Aceh Barat), and Chalang (Aceh Jaya) aswell as a logistical support office in Medan. UNDP is also currently setting up an officein Gunung Sitoli to support the ERTR Programme on Nias Island.

UNDP has developed a major new project to provide technical and operationalassistance to the Agency for Rehabilitation and Reconstruction (BRR) in order to assist

BRR to effectively and accountably achieve its mandate. This project is being fundedthrough the Multi-Donor Trust Fund (MDTFANS) and has been designed to achieve anumber of results including enhanced transparency in decision making, andstrengthened participation of CBOs, NGOs, the private sector, local government,donors and other stakeholders in planning, implementing and monitoring ofreconstruction activities.


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2.3 CSO Capacity Building Needs Assessment

Between March and May 2005,5

UNDP supported two sets of activities that constitutean assessment of CSO capacities and needs for capacity development. The activitiesinvolved interviews and focus group discussions with CSO members, governmentworkers and local communities, a survey, and workshops and training related tosustainable livelihoods analysis. The later was used as a means of assessing capacityand needs, while simultaneously providing resources that the participatingrepresentatives of 56 CSOs could consider using in their work.

The assessment teams found relatively weak organizational and technical capacities

amongst all types of participating CSOs. Organisational capacities such as humanresource management, operational and financial management, strategic planning andproject management were minimal in most CSOs; practical abilities related to field datacollection, analysis, facilitation, monitoring and evaluation were similarlyunderdeveloped. The assessment teams found that local NGOs had slightly betterorganizational capacities than the CBOs, but that the CBOs were stronger than theNGOs in technical capacities related to community engagement and grassrootsorganizing. This reflects the reality that most NGOs in Aceh have traditionally been

advocacy-focused and not community development-oriented. CBOs are typicallygroups focusing on a single issue, and has a constituency-based direct ownership ofactivities. However, while participation and empowerment have not been centralstrategies in most CSOs work in Aceh, the groups that participated in the assessmentactivities openly and enthusiastically embraced the tools they learned and were keento make use of them in their respective fields. Other traditional and religious-basedorganizations are present in every village and they have considerable influence andrelevance to local communities.

Major capacity development needs identified by the assessment relate to AcehneseCSOs ability to:

operate as effective organizations;

participate meaningfully in the processes open to them through theGovernments Master Plan for the Rehabilitation and Reconstruction of Aceh,Nias and North Sumatera, particularly interfacing effectively with government;and

contribute to the achievement of sustainable development outcomes withcommunities in their areas of work.

The needs identified relate primarily to individual and institutional change, and includean assumption that improvements in CSO capacities occur as a result of bothindividuals knowledge, skills, attitudes and behaviours, and the systems, proceduresand facilities used by the institution that such individuals work in.


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PART III STRATEGY

3.1 Overview

Building on the findings of the CSO needs assessment and lessons learned drawn fromUNDP programmes of support in Aceh, North Sumatera and other regions, this projectwill focus on strengthening the capacity of local CSOs to enhance grass-rootparticipation in the reconstruction process. The project will also contribute tocollaboration between CSOs and local government authorities to accelerate post-tsunami reconstruction as well as developing the foundation for the growth of a

dynamic civil society. A strengthened civil society is vital to the process of Building aDignified Society in Aceh and Nias. The more immediate objectives of the project areto:

strengthen CSOs organizational and technical capacities, through training,networking and exchange programmes;

provide technical assistance and capital grants to CSOs for initiatives thatcontribute to community recovery and empowerment of local people; and

develop processes, mechanisms and provide capital grants for CSOs to monitortsunami recovery programs and to provide input into policy.

Support from MDTFANS/UNDP/BRR to local CSOs through this project forms part of abroader effort by the international community and national government to supportlocal CSOs to participate meaningfully in the recovery of communities in Aceh andNias. In this respect, this project will also complement livelihoods support through theERTR programme and the Technical Support for BRR provided by UNDP.

The activities to be supported by this project are those that seek toadd value to, andresult in, the strengthened capacity of communities to participate in otherprogrammes such as the World Bank-assisted Kecamatan Development Programme(KDP), the Urban Poverty Programme (P2KP), the ADB Earthquake and EmergencySupport Programme, and USAID-supported Community-Based Recovery Initiative(CBR).

Within this strategy, the project will support three key outputs, as follows:

1. Local NGO networks and over 210 CBOs having enhanced capacities to monitorreconstruction processes, to facilitate community-development and to build aneffective and dynamic civil society;

2. A mechanism established for the local NGO networks to monitor reconstructionactivities at the community level and to provide input to BRR and local


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Impact indicators of these three key outputs:

- Number of CSOs effective on influencing reconstruction process and local pro-

poor policies;- Number of community groups involved in monitoring reconstruction process and

in carrying out community development programmes;- Number of affected and poor households having increased access to basic social

services including basic health, primary education, clean water and sanitation; and- Number of affected and poor households having increased incomes.

Long term approach to support

While committing to a four-year support to strengthen the capacity of CSOs in Acehand Nias, it is recognized that a sustained commitment over longer duration will benecessary to develop a dynamic civil society, thus contributing to Building a DignifiedSociety. The strategic review of CSOs and overall experience and lessons from thisproject will provide the basis for the development of a long-term approach to supportCSO capacity development. By its nature, capacity development6 is a long-term processand beyond the current project timeframe, further support is envisaged uponcompletion of this project.

3.2 Project Outputs and Activities

Experience in other situations highlights the benefits of a flexible and adaptiveapproach and the need to evolve projects as knowledge improves. The projectactivities (training and small grants) are mutually reinforcing and will be carried out ina phased-approach to ensure proper targeting and to maximize positive impacts.

Awarding the small grants through a competitive basis to selected NGOs and CBOsincluding from those that participate in the training would provide opportunity formutual-reinforcement between the two project components. The small grantsassistance would serve both as an incentive and a tool to ensure sustainability. Whilstthe bulk of activities will be implemented during the expanded phase (2006-2009), theinitial phase (2005 2006) will cover the following activities:

A strategic review of CSOs will be undertaken through partnership betweenthe local NGO networks and local universities in Aceh and Nias. Technical

assistance through engagement of national and/or international specialists willbe provided by this project to support the CSO review undertaking. The resultsof the review will not only serve as the basis to identify appropriate CBOs andNGOs for the expanded scope of training and small grants assistance under theframework of this project, but also provide a basis to develop a strategic andlong-term approach to build a dynamic civil society in Aceh and Nias.

Training of Trainers (TOT) focusing on monitoring leadership building and


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international institution reputable in capacity development and withestablished networks with local NGOs in Aceh and Nias, whilst trainingcurriculum and manuals are being developed. Participants for the TOT will be

selected from the core member facilitators of IMPACT as well as from the NGOnetworks and local universities in Aceh and North Sumatera. Gender issues willbe integrated into all topics of the TOT and gender balance in the TOTparticipation will be ensured by recruiting women participants from women-ledNGOs and those focusing on gender issues such as Flower Aceh, KelompokKerja Transformasi Gender (KKTGA), Aisyiah of Muhammadiyah and localuniversities.

In addition to taking advantage, where appropriate, of the community

facilitators of other programmes such as KDP, P2KP and CBR, this projectincludes funding to support approximately 45 community facilitators who willbe drawn from and managed by Aceh Development Fund (ADF). 8 With solidexperience in community development and strong linkages with NGO networksin and outside Aceh, ADF has 70 community facilitators, all of whom areAcehnese, working at the community level in almost all districts in Aceh. ADFalso has seven (7) community advocators whose job is to mentor and supervisecommunity facilitators, provide technical support and advice for projectactivities at district levels. The main functions of the community facilitators areto (i) disseminate information on the project activities and reconstructionpolicies/programmes in the target villages and gather queries from communitygroups for discussion with BRR; (ii) identify specific target groups includingwomens groups for the small grants assistance and support participatoryplanning and management procedures; (iii) provide technical support tocommunity groups during implementation of grant activities; and (iv) monitorthe quality of project activities and prevent corruption.

The experience gained in the initial phase of the project and further consultations withrelevant stakeholders will provide the basis for defining the expanded scope andcoverage of the training and the application of knowledge and skills through provisionof small grants. Since communities are located in a range of rural and urbanenvironments, each with their own circumstances and needs, the grants assistanceframework is therefore not overly prescriptive, requiring the responsible parties toalways adapt their approach to the particular circumstance. The expanded phase of theproject will strengthen the gender-sensitive approach established during the initial

phase.

The expanded phase will support three major outputs to be accomplished throughtraining, exchange programmes, establishment of civil society resource center andsmall grants assistance. The project activities are mutually reinforcing and all togetherwill become the building blocks for the growth of a dynamic civil society in the region.


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Interrelationship between project outputs

Output 1: Local NGO networks9 and over 210 CBOs having enhanced capacities tomonitor reconstruction processes, to facilitate community-development and tobuild an effective and dynamic civil society

One major activity under this output is training (10 training workshops per year)on arange of topics related to reconstruction monitoring, community-development,leadership building and strategic planning, gender-related issues, and organizational andproject management. Training on reconstruction monitoring will target local NGOs andtheir networks that will apply their knowledge and skills to facilitate community-basedmonitoring in the affected areas in Aceh and Nias. Training on community-development and project management will be provided to CBOs that have grass-rootsconstituencies and/or practical experience in implementing community-development

programmes. Training on leadership building/strategic planning and gender as a cross-cutting issue will be targeted to both NGOs and CBOs so as to enable them to developleadership with strategic vision and social drive and to mainstream gender issues intotheir programming and implementation cycles. The training workshops will beimplemented by partnerships (between IMPACT representing the NGO networks and anational or international organization) established during the TOT. This partnershipprovides an opportunity for local NGOs and national or international institutions todirectly exchange experience, knowledge and skills.

The other principle strategy for effective capacity development is to increaseopportunities for local actors to share experiences amongst themselves and learn fromone anothers knowledge, successes and failures. Knowledge sharing will befacilitated by a series of exchange programmes that will enable local CSOs to learndirectly from the experience of leading CSOs within Aceh and Nias, other regions ofIndonesia and abroad The exchange programmes could include apprenticeships

- Training- Exchange

Programme- Resource

Center- Small grants

StrongCivil

Society

CSOResource

Center

Enhancedcapacities

andleadership

Basic socialservices and

increasedincomes

A DIGNIFIEDSOCIETY

Activities

Out ut 1.

Out ut 2. Out ut 3.


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assistance carried out by various actors at the village level.10 This will utilize andcomplement results from the community-based monitoring to be systematicallyforwarded to the relevant stakeholders (BRR in particular) for discussion and follow-up.

The resource center will be managed by IMPACT (representing the local NGO networksin Aceh) in partnership with a national or international organization with a goodreputation for institutional development. A series of consultations with the NGOnetworks in Aceh concluded that IMPACT should be designed to carry out thismandate. In view of the different interests of individual NGOs, the partnership withIMPACT would also help prevent potential conflict among different NGOs and theirnetworks. Under this project, the daily operation of the Resource Center will be

gradually transferred to IMPACT and local NGO networks through a planned quarterlyprogression to be agreed at the beginning of the project. The project will continue itsoversight role in the Centers management until IMPACT and the NGO networks withthe confidence of most participating NGOs can develop the capacity to run the Center.

To ensure sustainability, the resource center will manage activities contributive tosupporting the centers operational requirements. These activities include amongothers providing services for training and meetings, conducting contracted research,creating publications etc. The resource centers Business Plan is being developed by

IMPACT and the NGO networks in Aceh.

In the longer term, the main focus of this resource center will include, but not limitedto:

Learning (through sharing information, knowledge, development actionapproaches and tools) to better serve local communities;

Better utilization of scarce resources through sharing expertise, knowledge andsupporting joint activities;

Bringing issues from communities to policy makers; Highlighting issues related to gender and diversity; and Empowerment of communities through community training and technical

assistance by the community facilitators enhancing capacities ofcommunities, the poor and the vulnerable in particular, so that in the long runthey are able to participate equitably and represent themselves in the policymaking process and to monitor the cumulative impact of various policies at thelocal level.

Output 3: Approximately 20,000 affected and poor households, including women-led households, benefiting from basic social services and securing increasedincomes.

The major activity under this output will be small grants assistance (140 small grantswith @$15 000/grant) The small grants will be focused on supporting basic social


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It is anticipated that demand for grants assistance in these communities in Aceh andNias would be high. Due to the disaster, there were an estimated 570,000 displacedpersons and those partially or totally losing their livelihoods were estimated at over

800,000. In the areas not directly affected by the earthquake and tsunami, economicand social impacts have also been significant. In addition, despite being rich in naturalresources, poverty levels in Aceh remain on average at 29.8% (Human DevelopmentReport 2004:180; Progress Report on the MDGs, 2004:90).

Eligibility criteria for the small grants assistanceTypes of

grants

Criteria

Grants for Basic Social Services Grants for Income Generation

Who can apply? Community Based Organizations such as pre-cooperatives /cooperatives,neighborhoods organizations, local religiousorganizations, womens groups etc.

Community Based Organizations (pre-cooperatives, farmers groups, fishers groups,local religious organizations, womensgroups etc)

Targetbeneficiaries

Poor communities and target populationsadversely affected by the tsunami includingpopulations lacking access to basic healthand education services, youths (drop outs,orphans), women (in crisis, unemployed,poor single mothers), elderly, handicapped,homeless, etc.

Poor communities and target populationadversely affected by the tsunami, includinghigh job-loss groups, youth, drop outs, smalltraders, marketers and distributors offarming, fishing, handicraft, and other homeindustry production and other relevantgroups.

Eligible types of

interventions

Primary education by non-governmental

providers with specific emphasis onfamilies/regions most affected by thedisaster

Community initiatives for primary health careand nutrition, sanitation etc

Other social services for specific vulnerablegroups affected most by the tsunami such assupport to youth programs, elderly carefacilities, womens crisis intervention, traumahealing, day care, orphanages, etc.

Compliment and do not replicate otherinitiatives;

Provide equal opportunities for assistanceirrespective of race, religion, gender orpolitical party; and

Utilize local resources in a sustainablemanner and do not undermine existingcoping mechanisms.

Support for production, distribution and

marketing of groups of small traders, orproduce of farmers, fisher folk, handicrafts,and home industries, etc

Economic environmental work such as wasterecycling, nurseries for re-greening, etc

Empower the poor and their communities tofurther help themselves;

Improve the access of the poor to credit forproductive activities and other resources tofurther improve their levels of income andwelfare;

Compliment and do not replicate otherinitiatives;

Provide equal opportunities for assistanceirrespective of race, religion, gender orpolitical party

Utilize local resources in a sustainablemanner and do not undermine existingcoping mechanisms; and

Are economically viable, cost-effective andlikely to yield sustainable benefits.

Items eligible forfinancing

Small-scale equipment and materials Rehabilitation of selected small

infrastructures Training and technical assistance (materials,

fees for field staff, trainers, etc.) Educational materials and other school

inputs Primary health care supplies Traditional medicine gardens inputs

Start up inputs (seeds, fertilizers, pesticides,seeding, etc)

Rehabilitation of selected smallinfrastructures

Tools and small-scale equipment Training and technical assistance (materials,

fees for field staff, trainers, etc.) Incremental personnel costs for field based

project activities


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Cost Sharing Local organizations are expected tocontribute at least 8% of the total projectcosts. This contribution can be in cash or in-kind, including donation of materials,equipment, labor, office support, etc

Administration fee for implementing CBO: 5-10%

Local organizations are expected tocontribute at least 8% of the total projectcosts. This contribution can be in cash or in-kind, including donation of materials,equipment, labor, office support, etc.

Administration fee for implementing CBO: 5-10%

The small grants will be awarded on a competitive basis to CBOs and other grass-rootsorganizations, including those that participate in the training programme. Equallyimportant as the screening of proposals is the screening of the CBOs implementingthem. The project will evaluate past results of the partner CBOs, the quality ofparticipation by the target population in the design of their projects, and the CBOssystems, accountability, transparency, and potential for sustainability.

Based on a preliminary assessment done by BRR, NGO networks and UNDP, 70 villagesconsidered as having a high priority for assistance will be targeted for the smallgrants.11 Of the 70 targeted villages, five (5) villages are located in Nias, 50 villages in 10highly affected districts in Aceh (Banda Aceh, Aceh Besar, Aceh Jaya, Aceh Barat, AcehUtara, Nagan Raya, Pidie, Bireun, Simeulue, and Sabang) and 15 villages in the poorest,less/non affected districts in Aceh including Aceh Singkil, Aceh Barat Daya and Aceh

Tamiyang. Community-based institutions such as meunasah, mukim and gampong,

dewan ulama, panglima uten, panglima laot, kejeruen blang,komite pengungsiand otherreligious, traditional and social institutions in these target villages will be encouragedto participate as partners. The overall small grants assistance will be managed throughpartnerships between local NGOs that have solid experience in small grants deliveryand national or international organizations reputable in grant management andcommunity development.

Indicative distribution of grants by year is specified in the table below

YearTypes of grant2006 2007 2008 2009

Total Indicativedistributionof grants

Grants for basic social services 7 15 15 10 47 26%

Grants for income generatingactivities

7 15 15 10 47 26%

Grants for women programmes andenterprises

7 15 15 10 47 26%

Grants for reconstruction monitoring 10 10 10 10 40 22%TOTAL 31 55 55 40 181 100%


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Targeted Villages in Highly Affected and Poor Districts in Aceh


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Targeted Villages in Nias


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centers, schools, financial services, government services and water supply andsanitation systems.

This project will result in the strengthened capacity of communities to participate inother programmes and will fill the gaps in the World Bank-assisted KDP and P2KP, theADB Earthquake and Emergency Support Programme, and USAID-supportedCommunity-Based Recovery Initiative (CBR). The small grants assistance will not onlybenefit those most adversely affected by the tsunami but also the poorest populationsin the non-affected areas. The Provincial Coordinating Team supported by thesecretariats in Banda Aceh and Nias linked to BRR will minimize overlaps and facilitatelinkage with other programmes. The Coordinating Team will convene regular

consultative meetings with other partners who are implementing other programmesof support related to local CSOs in Aceh and Nias.

PART V MANAGEMENT ARRANGMENTS

5.1 Implementation Arrangements

This project will be implemented by the United Nations Development Programme(UNDP), with Badan Rehabilitasi dan Rekonstruksi (BRR) as the UNDPs government

counterpart. UNDP, as the Implementing Partner of the project, will have overall

responsibility for substantive management of the project. Day to day project

management will be overseen by the UNDPs Programme Manager for Poverty

Reduction and Civil Society Partnership.

In close consultation with BRR, UNDP will provide support services, including, inter-alia,

recruitment and contracting of project management and technical staff, procurementof services, support for budget and financial management, etc., and overall monitoring

of the implementation of activities and services for this project on behalf of the donor

partners of the MDTFANS in order to ensure effective and efficient use of resources.

The UNDP team in Jakarta will be assisted by UNDP offices in Banda Aceh, Meulaboh,

Calang of Aceh Jaya and Nias to support supervision and monitoring of the field

project activities. UNDP has also established a logistics office in Medan to facilitate

procurement, transport and other logistical processes.

5.2 Implementation of Project Activities

Implementation of each of the project components (capacity development and smallgrants assistance) will be contracted out on a fair and competitive basis to reputablenational or international institutions. These national or international institutions will be


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development priorities, and to ensure that all relevant stakeholders including localgovernment authorities, civil society groups, and the private sector are engaged inestablishing priorities and strategies, and to oversee and monitor project directions,

results and lessons learned. In support of the Coordinating Team, technical workinggroups will be created to provide technical and thematic advice to the design,implementation and monitoring and evaluation of the specific project activities.

Organizational Arrangements

Secretariats linked to BRR will be established in Banda Aceh and Nias as the

implementing arms of the Coordinating Team, comprising at least four core sectionsfor: capacity development; grants management; monitoring and evaluation; andadministration and finance. The secretariat teams will be comprised of a senior projectcoordinator and a deputy project coordinator, project support officers for capacitydevelopment and grants management, monitoring officers as well as logistical,administrative and finance staff. The Charts of the secretariats are attached asAnnex C. The secretariats will also be supported by a technical assistance team whichwill include specialists that have extensive knowledge and experience in civil societyand community development in the following fields of expertise:

Institutional development and training;

Information and monitoring;

Community development; and

Gender mainstreaming

UUNNDDPP

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LSM/KSMLSM/KSM

RESPONSIBLE PARTIES

BBRRRR

LSM/KSMLSM/KSMTARGET GROUPS/

GRANTS RECIPIENTS

Coordination

Su ort a nd R e ortin

SSEECCRREETTAARRII AATT

(( AAcceehh && NNiiaass))


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Agency Procurement Services Office (IAPSO) databases, and through direct emaildistribution (i.e. through the IAPSO procurement notices distribution list). ProcurementNotices for will be posted on:

UNDP Indonesia Website

UNDP Global Website

IAPSO

BAPPENAS / BRR e-Aceh Web Site

Procedures and criteria for evaluation of bids will be detailed in tender documents.Generally, proposals/bids will be assessed according to principles of technical quality

(including proposed approach and work plan, responsiveness to the specifications ofthe scope of services, and capacity and experience of the proposing organization /firm, including experience on previous similar projects) and value for money.

Results of procurement processes for the project will be reviewed by UNDPs Contracts,Assets and Procurement Committee (CAPC) and UNDP's Advisory Committee onProcurement (ACP) in New York, as relevant, in order to ensure that competitive andtransparent processes are undertaken.

In order to ensure efficient and prompt procurement processes that meet UNDPcorporate standards, the UNDP country office in Indonesia has received support tostrengthen its procurement capacity in response to the tsunami. In terms ofprocedures, UNDP has special guidelines for procurement of goods and services inemergency contexts that are being applied for the tsunami response. This includes anincreased delegation of authority to the country office, as well as expedited review andapproval processes for contracts.

Additionally, the procurement section in Jakarta has been strengthened andprocessing times streamlined through provision of additional staffing support(including additional international Procurement Officers on loan from other countryoffices), specialized procurement technical assistance from UNDP's New York Bureau ofManagement and from the UNDP Inter-Agency Procurement Services Office (IAPSO) inCopenhagen.

In order to minimize risks associated with procurement and contracting of services,

UNDP's Office of Procurement and Legal Services (OLPS) in New York, as well as byUNDPs global Office of Audit and Performance Review, have fielded missions to assessprocurement risks and provide recommendations on procurement risk mitigationmeasures. Additionally, training on risk assessment and management has beenprovided to UNDP programme and operational staff.


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For payment of services contracted by UNDP, through UNDP procurement processes,

payments will be made directly by UNDP to contractors based on benchmarks and

deliverables specified in agreements/contracts. Prior to issuance of progress payments,

UNDP will review and evaluate narrative and financial reporting, including supporting

documentation. UNDP will provide support funding to the provincial secretariat based

on monthly budget request, including support for coordinating team and technical

working groups as well as for institutional and staff support costs.

Financial reporting will be undertaken as per UNDP and MDTFANS procedures, and aspart of overall project reporting. Information on contracts and expenditures will bepublicly posted to ensure transparency on the UNDP websites.

Supported by the secretariats of the provincial coordinating team, the technical

working groups assess proposals from NGOs, CBOs, and other local partner institutions

and work with them to improve or supplement proposals and work plans to meet the

project standards and targeting criteria. The completed proposals are forwarded to the

provincial coordinating team for approval. Once approved, the provincial coordinating

team, through the secretariats, submits a request to the partnership-based responsible

parties, who disburse the funds directly to the beneficiary groups through a directbank transfer. The Chart of Flow of Funds is attached as Annex D.

To ensure proper and effective use of the funds, project funding especially for grantassistance will be provided in tranches: the first payment (maximum of 25%) forpreparatory activities, the second (about 75%) for the bulk of proposed projectactivities and for completing the project.

PART VI MONITORING, REPORTING, EVALUATION AND AUDIT

6.1 Project Monitoring Framework

Internal Monitoring

A computerized monitoring system will be set up to provide regular updates on theprogress of project implementation including locations, types of activities, durationof project activities, disbursements, beneficiaries, budget balance and so on. This

will be combined with a web-based information service linked to the UNDP andBRR websites.

Regular on-site monitoring will be jointly carried out by BRR (Banda Aceh and Nias)and the UNDP team in Jakarta, Banda Aceh, Meulaboh, Calang and Nias.

External Monitoring


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6.4 Risks and Mitigation Measures

Major project risks and the measures used to mitigate them are found in the tablebelow:

No. Risks Risk Mitigation Measures1 Given the enormous amount of assistance

and interest in the post-tsunamireconstruction and peace process in Aceh,there is a chance of overlap with otherprogrammes

An assessment includingmapping of other programmes.

Project preparation throughintensive consultations withdifferent stakeholders.

Provincial Coordinating Teamchaired by BRR holding regularcoordination meetings with other

partners2 Potential conflicts between NGOs engaged as

implementing partners and those notengaged

Engaging NGO network(s) such asIMPACT that legitimatelyrepresent majority of local NGOsand their networks asimplementing partner(s)

3 Potential jealousy of poor populations in thenon-affected areas over those in affectedareas that mostly benefit from reconstruction

assistance including the project

Targeting poor communitygroups in the non-affected butpoor districts

4 Following the Helsinki Peace Agreement,potential conflicts between formercombatants and non-combatants due tomany programmes benefiting formercombatants

Project target groups notdesegregated by conflictinvolvement

Instead, community groupsaffected by the tsunami and/orthose classified as being poortargeted to benefit from theproject activities.

5 Local CSOs dependency on outsideassistance

Engaging local CSOs not only asbeneficiary groups but also asimplementing partner(s).

Capacity development combinedwith application of knowledgeand skills through grants andestablishment of the CSOResource Center.

Mitigation of other risks particularly those relating to operational and administrativematters will be based on the recommendations of an assessment of UNDPs tsunamiresponse, which has been undertaken by the UNDP country office together withUNDPs global Office of Audit and Performance Review. Additionally, UNDP's globalOffice for Legal and Procurement Services has provided trainings to UNDP programmestaff on risk assessment and mitigation measures for procurement and contracting of


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mitigate these potential corrupt practices is that the project procedures encourageoversight and action by multi-stakeholders, not just UNDP and/or BRR. The project willemploy the following, but not limited to, actions to minimize corruption risks:

Detailed eligibility criteria for small grants will be developed under theleadership of a Multi-Stakeholder Coordinating Team;

Selection of grantees will be done on a competitive basis and approved by theMulti-Stakeholder Coordinating Team;

Funding for grant assistance will be provided in two tranches based onassessments of progress;

Participatory monitoring involving community members will be carried out; Joint regular monitoring by UNDP and BRR;

Financial reports for each discrete activity will be completed by the responsibleparties; There will be annual external audits by the governments audit agency; and Independent external evaluations will be undertaken

With BRR as the UNDPs government counterpart, the project will also make use of theBRRs approach to prevent corruption. The BRR approach to overcoming thechallenges presented by corruption is to establish the highest ethical standards inregards to staff and officials of BRR. As an approach Beyond Islands of Integrity, BRR

also aggressively promotes to the public and to its partners the appropriate ways toengage with BRR so as to minimize the potential for corruption.

Specific programmes include:

All staff and officials of BRR sign detailed Integrity Pacts that outline the ways inwhich they are to manage potential ethical hazards in performing their duties;

All development partners whose programs are endorsed by BRR sign an anti

corruption pact which they are able to use to affirm their commitment topotential interlocutors who might wish to engage them in any corruptactivities;

Transparency in program development and reporting including through theRAN Database System which once fully operational will provide detailedinformation through an open internet program the status of all projects beingfunded in rehabilitation and reconstruction of Aceh and Nias;

Deployment of a 40 person strong (international and national) team of experts

with a mandate to ensure quality assurance of programs being implementedthroughout the affected regions;

Deployment of a 30 person team of national auditors who are tasked withoverseeing compliance and also providing advice to procurement teams with aview to preventing any deviation from appropriate systems;

Active promotion of a no gratuities program that targets both at staff and


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resources through potentially corrupt practices. In this way the process of investigationmay be seen akin to a stitch of prevention in time saves 9 investigations later.

The Unit has also established an active complaints handling process. Since beingestablished in mid September to mid November the Unit received some 120complaints. Of this figure some 20% related to possible issues of corruption orcollusion, while a further 18% relate to issues of processing tenders. A further 16%relate to issues of staff performance.

In addition to providing a mechanism to launch reviews of systems and practices, thecomplaints system generates very useful data, which is used by the Unit to developprogrammes of targeted intervention, be these systems reforms orinformation/education campaigns.

In the near future the Unit will, in cooperation with other institutions, launch acampaign targeting officials, business people, NGOs and the media focused onproblems related to collusion in tendering. The programme will cover both regions ofAceh and Nias.

PART VII LEGAL CONTEXT

This Project Document will be the instrument envisaged in Article 1 of the Agreementbetween the Government of Indonesia and the United Nations DevelopmentProgramme (UNDP) concerning the assistance under the Special Fund Sector of theUNDP, signed by the parties on 7 October 1960 and endorsed in a letter form theMinistry of Foreign Affairs of the Government of Indonesia dated 25 January 1967.

The following types of revisions may be made to this Project Document, with thesignature of the UNDP Resident Representative only, provided he or she is assured thatthe other signatories of the Project Document have no objections to the proposedchanges:

Revisions to, or expansion of, any of the appendices of the Project Document; Revisions which do not involve significant changes in the immediate objectives,

outputs or activities of the project, but are caused by the rearrangements ofinputs already agreed to or by cost increased due to inflation: and

Mandatory revisions, which re-phase the delivery of project inputs or increasedexperts or other costs due to inflation or take into account expenditureflexibility.

PART VIII COST AND FUNDING


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Capacity development for CSOs and their Networks 1,515,000

Small grants for:Basic needs and basic social services

Income generating activitiesWomen programmes and enterprisesReconstruction monitoring

2,715,000705,000

705,000705,000600,000

Technical assistance 873,800

Implementation Management and Monitoring & Evaluation 882,800

Overhead 117,000

TOTAL (USD) 6,100,000

Detailed budget and implementation schedule are attached as Annexes E and F,respectively.


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30

Intended Outputs Output

Targets/Indicators(Four Year Project)

Indicative Activities Responsible parties Inputs

(All figures USD)

Exchange programmes(apprenticeships, cross-visitsand mentoring activities)conducted

20 core leaders of local CSOsparticipate in internationalexchange programmes

partnership between localNGO (s) andnational/internationalinstitution

Develop criteria andprocedures for selectingtraining participants

Identify participants fromNGOs and CBOs for thetraining, including a core ofgroup trainers

Design and conduct Trainingof Trainers (TOT)

Develop Training Curriculumand Manuals

Conduct training onreconstruction monitoringfor NGO networks

Conduct training oncommunity developmentand project management forCBOs

Conduct training onleadership building andgender for NGOs and CBOs

Work with NGO networks todevelop procedures andmechanisms forimplementing exchangeprogrammes

recruitment, procurementand contracting, andcontractor payments


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(All figures USD)

Regular reports onmonitoring progressdeveloped and informationshared with BRR, UNIMS andother relevant stakeholders

that participate in themonitoring training) eligiblefor the small grants

Provide grantsforcommunity-basedmonitoring activities toselected NGOs

Work with NGO networks todevelop system andmechanism for the ResourceCenter

Identify technical assistanceand services needs for theResource Center

Provide technical assistance

and procure goods & servicesfor the establishment of theResource Center

Develop monitoring toolsand system incl. a web-basedinformation service for theResource Center

3 Approximately 20,000

affected and poorhouseholds, includingwomen-led households,benefiting from basic socialservices and securingincreased incomes.

A strategic and long-term

approach developed to buildcapacity of local CSOs in Acehand Nias

140 small grants for basicsocial services and incomegeneration provided to CBOsin 70 selected villages

Conduct strategic review of

CSOs

Develop policies andprocedures for contractingout management of smallgrants

Contract out grants

UNDP for overall supervision

and oversight

National/internationalinstitutions and local NGOsand/or their networks asResponsible Parties

UNDP, in consultation with

Grants ($ 2,115,000)

Strategic Review ($85,000)

Community Facilitators($269,000)

International Consultants($43,000)


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(All figures USD)

47 CBOs working on incomegeneration

47 CBOs working on women-based activities

47 CBOs or more working toprovide and maintain basic

social services

140 CBOs more capable oforganizing themselves andmobilizing their ownresources to address theirpriority needs.

management on acompetitive basis topartnership between localNGO (s) andnational/internationalinstitution

Provide funding for

community facilitators toprovide technical assistancefor the grant activities

Develop criteria andprocedures for appraisingproposals and monitoringimplementation

Select proposals (from CBOsthat participate in the

training) eligible for grantsfor basic social services andincome generation

Provide small grants toselected CBOs

Evaluate innovative practicesand assess scope forreplication

BRR, for financial andtechnical support,recruitment, procurementand contracting, andcontractor payments

National Consultants($98,000)

Implementation Mgmt andM&E ($ 295,000)


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Annex A. The chart of BRR M&E system

BRR MONITORING AND EVALUATION SYSTEM

Project progressreporting

Participatory monitoringmechanism

Complaints

Handling

mechanism

BRRBRR

NGOs,

Donors

PMCS

Consultant

Contractor

PIU

Bupati*/

Bappeda**

Enter into computer

Camat Camat Camat

Summary and forwarding

Data collection monthly byvillage head

Bupati*/

Bappeda**

Non-governmentprojects

Governmentprojects

Impact surveys1 2 3 4

Type of

data:

Timing:

Outputs, bottlenecks, fund

use

Bi-monthly

Community needs, outputs, gaps,

bottlenecks

Monthly

Outcomes,

impact

6 or 12 months; asneeded

Complaints

Ongoing

Carried out by

Local

NGOs, CSO

academics,

Statistics

Bureau, donors,etc.

FacilitatedbyLN

GOs,

CSOs

Rollout: Off-budget process launchedin mid-Sept.

Quick scan by surveyors by 3 Oct;

gradual rollout of full system

To be decided By 16 Sept

Complaints

from community

via PO boxes,

SMS, e-mail

Random

Field

checks

5

Technical

Field check

of projects

By

Outsourced

surveyors

Outputs,

Quality

Ad hoc

Oct


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Annex B. Map of CRP grants distribution.


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Annex C. Secretariat-NAD Province and Nias

Secretariat - NAD

Secretariat - Nias

DEPUTY

PROJECT COORD.

PROJECT

MANAGEMENT

SECTION

MONITORING &

EVALUATION

SECTION

ADMIN &

FINANCE

SECTION

SENIOR PROJECT COORD.

CAPACITY

DEVELOPMENT

SECTIONSMALL GRANTS

MANAGEMENT

SECTIONMONITORING &

EVALUATION

SECTIONADMIN &

FINANCE

SECTION


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Annex D. Flow of Fund

FLOW OF FUN DS

MMDDTTFFAANNSS

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TTEECCHHNNIICCAALL TTEEAAMM

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Appraisal

Monitoring

Report

Request forPayment

Contribution

LSM/KSMPEMERINTAHLSM/KSM

PEMERINTAHTARGET GROUPS Proposal

ProjectApproval

LSM/KSMPEMERINTAHLSM/KSM

PEMERINTAHRESPONSIBLE

PARTIES

Report


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A F I l i S h d l


41/43

Annex F. Implementation Schedule

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

A. Capacity Development for CSOs and their Networks

1. Strategic Review of CSOs

2. Training of Trainers (TOT)

3. Curriculum and Manual Development

4. Short-term and Applied Training

a. Monitoring of Reconstruction Assistance

b. Organizational and Project Managementc. Community Development including Feminization of community development and

gender auditing

5. Exchange programmes (apprenticeships, cross visit & mentoring)

6. Development of Civil Society Resource Center

Sub Total A.

B. Small Grants Facility

1. Grants for basic needs and basic social services

2. Grants for income generating activities

3. Grants for women programmes and enterprises

4. Grants for reconstruction monitoring

Sub Total B.

C. Technical Assistance

International Consultants

Community Development Specialist

Monitoring Specialist

Gender Specialist

Training Specialist

National ConsultantsCommunity Development Specialist

Monitoring Specialist

Training Specialist

Programme Officer

Programme Assistant/GIS Specialist

HR Specialist

Procurement Specialist

Community Facilitator : - Aceh (41 prs)

- Nias (4 prs)

Sub Total C.

2009YEAR

Support to Strengthen the Capacity and Role of Civil Society Organizations in the Recovery of Communities in Aceh and Nias

2006 - 2009

BL. I t e m 2006 2007 2008

41

YEAR


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2009

YEAR

BL. I t e m 2006 2007 2008

D. Implementation Management and Monitoring & Evaluation

Establishment of Coordinating TeamEstablishment of Technical Working Groups

Banda Aceh Office (Secretariate)

- Senior Programme Coordinator

- Project Officers (2 prs)

- Project Staff (2 prs)

- Admin & Finance Staff (2 prs)

- Car (Kijang)

- Motor Cycle

- Computer (HW, SW) and peripherics (printer, scanner, etc.),

PCLaptop

Printer

Scanner

UPS

Network equipments

- photocamera,

- moviecamera,

- recorder (x2),

- technical and general documentation (manuals, technical publications,),

- Office fornitures and stationery,

- Meetings/Workshops

- Others

External Annual Audit

Nias Office (Secretariate)

- Deputy Programme Coordinator

- Project Officers (1 prs)

- Project Staff (2 prs)

- Admin & Finance Staff (1 prs)

- Car (Kijang)- Computer (HW, SW) and peripherics (printer, scanner, etc.),

PC

Laptop

Printer

Scanner

UPS

Network equipments

- photocamera,

- moviecamera,

- recorder (x2),

42

YEAR


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2009BL. I t e m 2006 2007 2008

- technical and general documentation (manuals, technical publications,),

- Office fornitures and stationery,

- Meetings/Workshops- Others

43

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