APPEAL. Appeal Target: US$ 3,578,740 Balance requested: US$ 3,578,740. Let's make them smile again ACT Bangladesh Forum

Transcription

1 APPEAL Emergency Assistance to the Rohingya Community in Cox's Bazar, Bangladesh BGD172 Appeal Target: US$ 3,578,740 Balance requested: US$ 3,578,740 Let's make them smile again ACT Bangladesh Forum

2 Table of contents 1. Project Summary Sheet 2. BACKGROUND 2.1. Context 2.2. Needs 2.3. Capacity to Respond 2.4. Core Faith Values (+/-) 3. PROJECT RATIONALE 3.1. Intervention Strategy and Theory of Change 3.2. Impact 3.3. Outcomes 3.4. Outputs 3.5. Preconditions / Assumptions 3.6. Risk Analysis 3.7. Sustainability / Exit Strategy 3.8. Building Capacity of National Members (+/-) 4. PROJECT IMPLEMENTATION 4.1. ACT Code of Conduct 4.2. Implementation Approach 4.3. Project Stakeholders 4.4. Field Coordination 4.5. Project Management 4.6. Implementing Partners 4.7. Project Advocacy 4.8. Private/Public sector co-operation (+/-) 4.9. Engaging Faith Leaders (+/-) 5. PROJECT MONITORING 5.1. Project Monitoring 5.2. Safety and Security Plans 5.3. Knowledge Management 6. PROJECT ACCOUNTABILITY 6.1. Mainstreaming Cross-Cutting Issues Gender Marker / GBV (+/-) Resilience Maker (+/-) Environmental Marker (+/-) Participation Marker (+/-) Social inclusion / Target groups (+/-) Anti-terrorism / Corruption (+/-) 6.2. Conflict Sensitivity / Do No Harm 6.3. Complaint Mechanism and Feedback 6.4. Communication and Visibility 7. PROJECT FINANCE 7.1. Consolidated budget 7.2.

3 8. ANNEXES 8.1. ANNEX 1 Context Analysis (open template) +/ ANNEX 2 Summary of Needs Assessment (open template) +/ ANNEX 3 Logical Framework (compulsory template) Mandatory 8.4. ANNEX 4 Risk Analysis Matrix (compulsory template) +/ ANNEX 5 Stakeholder Analysis (compulsory template) +/ ANNEX 6 Performance Measurement Framework (compulsory template) +/ ANNEX 7 Summary table (compulsory template) Mandatory 8.8. ANNEX 8 Budget (compulsory template) Mandatory 8.9. ANNEX 9 Security Risk Assessment (compulsory template) Mandatory for level 3 countries ANNEX 10 Humanitarian Advocacy Tool (compulsory template) +/-

4 Project Title Project ID Location Project Period Modality of project delivery Forum Requesting members Local partners Thematic Area(s) Project Summary Sheet, Bangladesh BGD172 Bangladesh / Cox's Bazar District / New Spontaneous Settlements From 15 October 2017 to 15 October 2019 Total duration: 24 (months) self-implemented CBOs Public sector local partners Private sector Other The ACT Bangladesh Forum Christian Aid (CA) ICCO Cooperation (ICCO) DanChurchAid (DCA) Diakonia CA: Dhaka Ahsania Mission (DAM), Christian Commission for the Development of Bangladesh (CCDB), Gana Unnayan Kendra (GUK) and Dushtha Shasthya Kendra (DSK) ICCO: MUKTI Cox's Bazar DCA: COAST Trust Diakonia: United Theatre for Social Action (UTSA) Shelter / NFIs Protection / Psychosocial Food Security Early recovery / livelihoods WASH Education Health / Nutrition Unconditional cash Advocacy DRR/Climate change Resilience Project Impact Project Outcome(s) To improve living conditions of the Rohingya refugees. A: Rohingya communities in target areas are food secure. B: Vulnerable Rohingya people in target areas have increased access to shelter needs. C. Improved personal and communal hygiene and increased access to safe water and sanitation facilities. D. Increased access to basic health care facilities and medical support. E. Increased protection and psychosocial support available to vulnerable and traumatised Rohingya communities. Target beneficiaries Beneficiary profile Refugees IDPs host population Returnees

5 Non-displaced affected population Estimated total number of direct beneficiaries by sector of intervention: Food Security: 5,100 HHs Shelter: 6,600 HHs NFI: 9,000 people Hygiene Kits: 61,200 HHs Waterpoints/tube-wells- 1,500 HHs Latrines: 3,000 HHs Health & Nutrition: 108,000 people Protection/ Psychosocial: 12,100 people Project Cost (USD) According to IOM and ISCG demographic data Male to Female ratio is 36:64. 3,578,740 (USD) Reporting Schedule Type of Report Due date Situation report First SitRep due 31 November 2017 SitRep: Monthly Final narrative and financial report (60 days after the ending date) Audit report (90 days after the ending date) 15 December January 2020

6 Please kindly send your contributions to either of the following ACT bank accounts: US dollar Euro Account Number A Euro Bank Account Number Z IBAN No: CH A IBAN No: CH Z Account Name: ACT Alliance UBS AG 8, rue du Rhône P.O. Box Geneva 4, SWITZERLAND Swift address: UBSWCHZH80A Please note that as part of the revised ACT Humanitarian Mechanism, pledges/contributions are encouraged to be made through the consolidated budget of the country forum, and allocations will be made based on agreed criteria of the forum. For any possible earmarking, budget details per member can be found in Annex 5 (Summary Table), or upon request from the ACT Secretariat. For pledges/contributions, please refer to the spreadsheet accessible through this link The ACT spreadsheet provides an overview of existing pledges/contributions and associated earmarking for the appeal. Please inform the Head of Finance and Administration, Line Hempel (Line.Hempel@actalliance.org) and Senior Finance Officer, Lorenzo Correa (Lorenzo.Correa@actalliance.org) with a copy to the Regional Programme Officer James Munpa (James.Munpa@actalliance.org), of all pledges/contributions and transfers, including funds sent direct to the requesting members. We would appreciate being informed of any intent to submit applications for EU, USAID and/or other back donor funding and the subsequent results. We thank you in advance for your kind cooperation. For further information please contact: ACT Regional Representative, Anoop Sukumaran (ask@actalliance.org) ACT Regional Programme Officer, James Phichet Munpa (jmu@actalliance.org ) ACT Web Site address: Alwynn Javier Global Humanitarian Coordinator ACT Alliance Secretariat

7 1. BACKGROUND 1.1. Context Bangladesh, one of the world s poorest nations, has seen a massive influx of Rohingya people fleeing violence and persecution in Myanmar. As of 21 Oct 2017, at least 815,000 Rohingyas are estimated to be sheltering in Bangladesh. Violence which began on 25 August has triggered a massive and swift influx and resulted in a critical humanitarian emergency. 603,000 new arrivals, according to IOM Needs and Population Monitoring, UNHCR and other field reports. Population movements within Cox s Bazar remain fluid, with increasing concentration in Ukhia, where the Government has allocated 3,000 acres for a new camp. Over half of the new arrivals are living in spontaneous settlements with little access to aid. A total of 143 Rohingya people, who were fleeing into Bangladesh from Rakhine State, died in several incidents of boat capsize in Bay of Bengal so far according to local law enforcement agencies. Most who made it to Bangladesh have walked 50/60 kilometres for up to six days suffering from trauma, exhaustion, sickness and hunger and are in dire need of food, water, shelter, protection and health care. Significant numbers of new arrivals have no shelter and are staying out in the open air or with other Undocumented Myanmar Nationals (UMN). Up to 90% of new arrivals are only eating one meal a day. Risk of communicable disease outbreak is very high given the crowded living conditions, open defecation and severe lack of adequate water and sanitation facilities. Health services are overwhelmed by the sheer number of new arrivals causing gaps in ability to prevent avoidable loss of life including primary and secondary health care, trauma care and rehabilitation, reproductive, maternal, neonatal and child health, SGBV treatment and mental health and psychosocial support specially for many of the women who have experience horrific and widespread GBV and trauma in Myanmar Needs According to the latest Inter Sector Coordination Group (ISCG) situation report, Humanitarian Response Plan and assessment report published by IRC and Relief International, the following humanitarian needs have been identified: Shelter and Non-Food Items (NFIs): All Rohingya that have arrived since 25 August are in need of emergency shelter and significant numbers of new arrivals have no shelter and are staying out in the open air. Shelters are overcrowded and there is acute lack of sufficient space or privacy and accessible pathways to move around. There are shelter materials like bamboo and plastic sheeting available in the market, however the prices are too high for majority of the arrivals. New arrivals also lack basic NFI items such as cooking utensils, clothing and blankets. Food Security: The food security situation is highly vulnerable with 8.5% of the HHs registering alarming poor food consumption score. Amongst the new arrivals, an estimated 126,175 people (Pregnant and lactating women and children under 5) needs supplementary feeding. WASH: WASH facilities in settlements are under immense strain and based on field observations, the current rate of construction for latrines does match the rate at which they are becoming full and therefore unusable. Nearly 50% new arrival don t have easy access to safe drinking water; some have to walk on average 0.5 kilometres to collect safe drinking water. Less than 25% new arrival have access to safe sanitary latrine and wash rooms. Lack of basic personal hygiene and dignity items including menstrual hygiene products coupled with lack of awareness and hygienic practice is increasing the risks and likelihood of disease outbreak. Women of reproductive age need menstrual hygiene kits and awareness. Health and Nutrition: Main health care needs include treatment for physical injuries including

8 gunshot wounds and burns, prevention and treatment of communicable diseases, antenatal care, emergency obstetric care services, reproductive health and S/GBV management. Maternal, new-born and child health care is critically needed with high numbers of pregnant (3% of total population) and lactating women (7% of total population) and children (58% of total population) amongst new arrivals. An estimated 288,400 people need nutrition assistance out of the all the newly arrived refugees as of 3 October. 149,350 children under 5 and 51,500 pregnant and lactating women need malnutrition prevention and treatment support through nutritious supplementary food. Protection: Lack of proper shelter, WASH facilities and lighting is aggravating protection risks, in particular for women, elderly, adolescent girls and persons with disabilities. Awarenessraising campaigns on child marriage, child labour, GBV, human trafficking is urgently needed. The numbers of female headed households, separated children and the need for GBV-related services is high; identification, referral, psychosocial support and counselling services (as well as medical follow up) needs to be upscaled Capacity to respond The requesting members (CA, ICCO Cooperation, DCA and Diakonia) with their local implementing partners (CCDB, DAM, Mukti Cox's Bazar, COAST Trust and UTSA) are already working in the Rohingya crisis. All the implementing partners have their offices in the proposed area and are already delivering relief items. All agencies involved have field, country and global capacities to work on the emergency situations relating to natural disasters, including refugee crisis. CA has over 3 decades of extensive experience of helping refugees across the globe, most notably relating to the current crisis Rohingya refugees who are living in camps in Western Thailand. CA supports displaced people in other parts of the world as well, such as Greece, Serbia and in various areas of the Middle East and in Africa (South Sudan, Congo and Burundi). Currently, with local partner CCDB and Dhaka Ahsania Mission, CA is supporting over 5,000 HHs with emergency WASH kits, Shelter kits and food package, as well as running a medical camp. ICCO works to improve the access of conflict-affected people to livelihoods and durable solutions to enable them to restore their self-sufficiency and build resilience. ICCO is also active in Syria, Jordan, Lebanon and North- Iraq through the Dutch Relief Alliance, a collaboration of 14 Dutch NGO s funded by the Ministry of Foreign Affairs of the Netherlands. In Southeast Asia, ICCO also supported refugees and internally displaced people along the border with Myanmar and Thailand since ICCO is a board member of The Border Consortium (TBC), a development organization that gives people from Myanmar food and shelter in refugee camps. DCA has long track record to support refugee camps in Uganda, Kenya, Ethiopia, and recently in Bangladesh. For example, together with its implementing partners, DCA has been working with various refugee camps including Jewi, in Gambella, Ethiopia with ECHO funding. Currently, DCA with COAST Trust is providing food and shelter support to 2700 refugee families. Diakonia has an extensive record of humanitarian work and since foundation in 1966, gained substantial experience in helping people affected by disasters and conflict. For three decades, Diakonia has been working with local partners on the Thailand-Myanmar border to provide humanitarian aid to Burmese refugees in 9 camps. 2. PROJECT RATIONALE (Logical Framework [Annex 3]) 2.1. Intervention strategy and theory of change The intervention will work on improving living conditions of the Rohingya refugees, by providing

9 comprehensive support of emergency food (to 5,100 HHs), shelter (to HHs), NFIs (9,000 people), WASH facilities (Hygiene Kits to: 61,200 HHs, Water-points/tube-wells to 1,500 HHs, Latrines to 3,000 HHs and addressing the emergency health care (to over 108,000 people) and psychosocial needs of 12,100 people.. The overall theory of change for the proposed response will be guided by the requesting members' commitment to Charter for Change for localisation of Humanitarian Aid, whereby embedding the commitments of funding, partnership, transparency, recruitment, advocacy, equality, support and promotion in programming in collaboration with local implementing partners. The intervention will also be guided by the Core Humanitarian Standard (CHS) focusing mainly on supporting partners to prepare implementation plan; ensure the participation of communities and local authority while selection of beneficiaries; coordination and collaboration with local authorities and other stakeholders such as the armed forces in charge of distribution management; establish Complain Response Mechanism; ensure gender and social inclusion while selecting and distributing the relief materials; carryout regular monitoring; ensure feedback mechanism; maintain proper financial and process documents and records. Sphere, ISCG and Humanitarian Response Plan and cluster coordination endorsed by local authorities will play a fundamental role in the response design. By providing basic shelter and NFIs, supplementary nutritious food package, hygiene kits, safe water and sanitation facilities, health care, awareness and psychosocial support the project will improve the living conditions for Rohingyas at the new spontaneous settlements Impact Overall objective/impact: To improve living conditions of the Rohingya refugees. The proposed action intends to provide a comprehensive set of support to the vulnerable Rohingya refugee communities residing in new spontaneous settlements under harsh conditions, which in long-term will enhance their coping capacity to ensure shelter, food security, hygiene, health, nutrition and protection. The vision of this project is to prepare the refugees to what the future holds, which is currently being scrutinised by the governments of both countries and the UN Outcomes A: Rohingya communities in target areas are food secure. Ind.1.1 % of targeted new Rohingya arrivals living in shelter structures that satisfies Shelter cluster guidelines. B: Vulnerable Rohingya people in target areas have increased access to shelter needs. Ind.I1.1. % of targeted Rohingya communities fulfil their daily food intake from emergency food items support which meets Sphere standards. C. Improved personal and communal hygiene and increased access to safe water and sanitation facilities. Ind.1.1. % of targeted Rohingya community households have access to ample quantity of safe drinking water. Ind.1.2. % of Rohingya communities have access to safe and dignified sanitation facilities and improved hygiene practices. D. Increased access to basic health care facilities and medical support.

10 Ind.I1.1. % of targeted Rohingya community HHs access medical treatment and health care facilities. E. Increased protection and psychosocial support available to vulnerable and traumatised Rohingya communities. Ind.1.1 % of targeted Rohingya community HHs suffering trauma access and participate safe psychosocial support Outputs A1.1. Rohingya Communities provided with nutritious supplemental food packets in a safe environment. Estimated # of beneficiaries: 5,100 HHs Estimated budget: USD 614, Ind ,100 Rohingya community HHs received food items support. Ind breastfeeding corners and safe space established. B1.1. Rohingya community HHs provided with Shelter Kits and NFIs. Estimated # of beneficiaries: 6600 HHs + 9,000 people Estimated budget: USD 254, Ind ,600 Rohingya community HHs received emergency Shelter materials. Ind ,000 Rohingya people received warm clothes for winter. C1.1. Rohingya Communities have access to WASH facilities and receive safe hygiene education. facilities. Estimated # of beneficiaries: 61,200 HHs Estimated budget: USD 1,006, Ind safe water points / deep tube-wells installed in targeted new spontaneous settlement camps. Ind ,200 Rohingya community HHs received Hygiene Kits. Ind sanitary latrines installed in targeted new spontaneous settlement camps for communal use. Ind ,400 Rohingya community HHs received hygiene information on personal and communal hygiene practices. D1.1 Rohingya community HHs have access to basic medical treatment and health care. Estimated # of beneficiaries: 108,000 people Estimated budget: USD 522, Ind medical camps (capacity to serve 300 patients per day) operational 6 months each with medical and health care support established. E1.1 Rohingya community HHs have access to psychosocial care services and awareness on GBV, human trafficking, abuse and violence promoted. Estimated # of beneficiaries: 12,100 people Estimated budget: USD 185, Ind Information and Community Centres established. Ind Interactive Popular Theatres organised. Ind safe kids corners established.

11 Ind Psychosocial counsellors made available and 70 group psychosocial care sessions held. Activities : A1.1 Procure and distribute food items (as per the guidelines of Food Security Cluster). A1.2 Identify HHs which require special food package for infants and children. A1.3 Community Development and cash Support for livelihood sustenance (conditional cash for work and unconditional cash support) A1.4 Set-up breastfeeding corners as part of Infant and Young Child Feeding in Emergency (IYCF-E) interventions. A1.5 Procure and distribute emergency shelter materials. A1.6 Provide technical support/orientation/training for establishing temporary shelter. A1.7 Procure and distribute non-food items A1.8 Procure and provide HHs with sanitary, hygiene kits and menstrual management kits. A1.9 Installation of tube-wells. A1.10 Provide HHs with gender segregated sanitary latrines and periodic dislodging of latrines. A1.11 Provide training to the community volunteers A1.12 Volunteers deployed to promote safe hygiene practices at HH level. A1.13 Establishment of emergency medical centres A1.14 Procure and provide medicines A1.15 Provide psycho-social care and counselling. A1.16 Awareness on trafficking, GBV, abuse and violence mobilised with volunteers. A1.17 Volunteer group formation and training, meetings A1.18 Kids corner for children A1.19 Information and Community Centre (ICC) A1.20 Interactive popular theatre shows on Rohingya issues with local community 2.5. Preconditions / Assumptions NGOs have access to work for Rohingya refugees for the next two years without sudden policy changes and abrupt relocation of camps. Law enforcement agencies and military continues to provide supporting roles in distribution management, security and demographic data of new settlements. Smooth coordination mechanism with ISCG members, UN bodies and local NGOs, as well as private sector actors. Security situation inside camps and between refugees and host communities remain stable and conducive to humanitarian aid.

12 2.6. Risk Analysis Cox s Bazar, with a population of 2,290,000 predominantly Bengali Muslims, is one of Bangladesh s poorest and most vulnerable districts, with malnutrition and food insecurity at chronic to moderate levels, and poverty is well above the national average. Population suffers from poor food consumption quality. Further increases in population and density are likely to affect the basic road and market infrastructure that exists, resulting in the need to build up services, with congestion already a major problem that is limiting access and mobility around large sites. The Government of Bangladesh begrudgingly accepts the Rohingya refugee population yet constantly tries to have them returned to Myanmar. The Rohingya are denied freedom of movement, employment, and education beyond the primary level. (Refugee Studies Centre, 06/2001). Durable solutions and development are not pursued for this population, as the government of Bangladesh seeks to limit the influx of refugees (WFP UNHCR 2012). The district is highly vulnerable to shocks, in an extremely fragile environment which has annual cyclone and monsoon seasons. For Rohingya, limited scope to build self-resilience, and access to cyclone shelters have been recurrent issues that will now magnify. High levels of criminality in the district are closely linked to the settlement economies. There is evidence of ongoing trafficking into the sex trade from the makeshift settlements into nearby urban centres. Strong links between displaced people, including self-identified camp and block management committees in the makeshift settlements, and well established local criminal networks engaged in human and drug trafficking present enormous challenges to site management and to preserving the safety and dignity of people living in displacement Sustainability / Exit strategy Conditions in Myanmar are not currently conducive for return. ACT agencies therefore expect to see protracted displacement in Bangladesh with Rohingya refugees relying heavily on humanitarian assistance over the coming months. All members will continue to work with Rohingya communities after initial rapid response phase and continue to meet basic lifesaving needs of the most vulnerable by expanding target population coverage through further funding and partnerships. ACT agencies objective is to meet the immediate needs of the target population whilst also seeking sustainability beyond the planned implementation period. A focus throughout the response will be to strengthen the capacity of the affected population through participatory processes and community involvement. Resilience of affected communities against subsequent disasters (e.g. Cyclones) will be increased through DRR/preparedness messaging and awareness campaigns. 3. PROJECT IMPLEMENTATION Does the proposed response honour ACT s commitment to Child Safeguarding? Yes No All requesting and implementing partners will strictly follow its commitments to prevent any abuse or mistreats in relation to a child, also in relation to PWD and PLW. All partners are strongly

13 committed a) not to allow use of child labour b) ensure a child safety and wellbeing c) integrate the child friendly approaches into the project activities (e.g. beneficiaries will be selected considering the presence of children under 5 in the family). The Child Safeguarding Guidance Document will be translated into Bengali and distributed to local implementing partners and relevant stakeholders for their adherence to the issue as well. In addition, complaints response mechanism will prioritise issues related to child safeguarding and engage law enforcement to sensitise the community ACT Code of Conduct Along with Child Safeguarding, ACT Code of Conduct will be a mandatory document to be signed by requesting/implementing members, their staff, consultants, and subcontractors (if any). The beneficiaries will be also oriented in the main values of the Code of Conduct with special focus on prevention of sexual exploitation and abuse; accordingly, the complaints mechanisms will be in place as described in section 5.3. The Sphere standards are referred to whenever new humanitarian projects are designed and indicators are set based on the Sphere standards which are some of the mechanisms to ensuring the standards are adhered to.act Members will also mainstream the Core Humanitarian Standards (CHS) into their work. Particularly, information sharing and implementation of complaints handling mechanisms will be key aspects of the CHS that Members will put in place during implementation. The standards will become the reference points when tracking achievements during monitoring exercises and reporting. In addition, the core principles are also referred to during implementation and during mainstreaming of protection activities such as psychosocial supports to the affected target group Implementation Approach The response approach is in line with the requesting members' individual response plan for the Rohingya refugee crisis as well as the Humanitarian Response Plan strategy to provide life-saving basic assistance in settlements and seek protection, dignity and safety of the refugees. Shelter, Food Security, WASH, Health and Protection are among the top funding requirements by sector, therefore our model of implementation fits with the wider humanitarian programme by ensuring comprehensive and equitable support based on vulnerability. To ensure that new arrivals in spontaneous settlements/camps are met with emergency lifesaving needs of protection and food security the project s approach considers both short-term support by distributing timely supplementary food package in collaboration and coordination with WFP and other major food security cluster agencies, emergency shelter and much needed NFI assistance as there is a large gap in the pipeline for household items compared to needs. To ensure refugees have developed improved personal and communal hygiene, access to safe drinking water and to basic healthcare and psychosocial support, for short-term emergency needs WASH kits containing as much as 12 items will be distributed every two months. Medical camps based inside the settlements capable of serving 300 patients per day will contribute to the overwhelming health needs for 18 months. Based on field observations, the current rate of construction for latrines does match the rate at which they are becoming full and therefore unusable. This is due to the fact that most emergency latrines are dual-ring and slab instalments and are overused. To address the sludge management, requesting members and partners will develop multiple context specific technologies for all the sites and install multiple-ring and slab instalments suitable for extensive use. To ensure safe water supply in the long-run, deep tube-wells will be installed for communal use.

14 Throughout the different stages of the project, participatory and inclusive approaches will be followed. To increase efficiency of the response and planning/monitoring processes, mobile-based applications (AKVO Flow, KOBO, MAGPIE) will be used Project Stakeholders The project has identified the following key stakeholders, who will have different roles and engagements in the project: Local government- beneficiary selection endorsement, community mobilization and infrastructure construction, distribution of relief items, conflict resolution; Armed forces/law enforcement- distribution management, complaints response and mitigation, joint security risk assessment and management; ISCG- coordination channel to larger response plan and wider sharing via SitReps and 4W, sharing lessons learned and technical support via various and relevant clusters and advocacy; UN and other private sector donors and partners Field Coordination Multilateral and bilateral Bangladesh based donors and UN agencies are organized under the umbrella of the Inter-Sector Coordination Group (ISCG) to engage in dialogue on development issues with the Government of Bangladesh. One of the ways in which the international humanitarian community coordinates with the government and other key stakeholders along sector lines, is through the cluster approach. Requesting members will participate at the district level clusters, which will facilitate community involvement and participation, and will establish mechanisms to enhance accountability to affected populations. As a result, sometimes we may need to revise the relief package such as food packets, target beneficiaries, WASH kits, etc. and requesting members therefore need to be flexible. Clusters will streamline communication of field updates as well as enhance the information documented by the cluster as a preparedness measure. The strengthening of this approach will contribute to a single line of coordination mechanism during this emergency between the district level GoB personnel and requesting members Project Management CA as the lead agency through a Project Steering Committee (PSC) and Project Implementation Committee (PIC), will be responsible for overall management, consolidation of reports, communication and overall coordination with the national and local level stakeholders for advocacy, donors and ACT Secretariat. Compliance to CHS standards, accountability, transparency and relevant code of conduct and policies are shared responsibilities of the requesting members and their local implementing partners. At the field level, implementing partners (DAM, CCDB, DSK, GUK, Mukti Cox s Bazar, COAST Trust and UTSA) will manage daily coordination and implementation of the project activities with technical support from the requesting members (from both country and field offices), whose financial and monitoring officers will have a firm grip on the workplan and tracking deliverables. Internal audit will be arranged by the lead agency and external audits will be set by ACT Secretariat Implementing Partners The requesting members have been working with their counterpart local implementing partners for many years in disaster management, response, early recovery, livelihood and health interventions. CA partner CCDB, is a prominent Bangladeshi NGO formed in 1973 primarily for relief and rehabilitation work post-independence war and has been responding to the Rohingya

15 refugee crisis from the very beginning providing lifesaving shelter, food security and WASH infrastructure and currently deploying large-scale intervention with multiple-donor funding streams. DAM, founded in 1958 is one of the largest NGOs in Bangladesh widely recognised for their sector expertise in health and education. DAM since 1993 has been offering counselling, medical care and social services to refugees with assistance from UNHCR through its Refugee Counselling Service Unit (RCSU). DSK officially and formally began working in Today, the organization has a broad range of activities and programmes including primary health care, water and sanitation, microcredit, informal primary education, relief and rehabilitation, climate change adaptation, food security and skill development training. GUK, a community led development organization has been working for the poor and extreme poor for over 30 years around empowerment of women, ensuring employment and livelihood of poor and extreme poor, disaster management, health and sanitation, access to local resources, primary education and social justice. Based on their experience, network, knowledge of working with Rohingya communities in Cox s Bazar and capacity, ICCO has proposed Mukti as its local implementing partner. They have been working in these settlements since 2000, with various partners including WFP, ACF, Save the Children, etc. on a wide range of sectors, like food security and livelihoods, WASH, health, education, and protection. Moreover, they maintain good relationships with the local authorities (government and clusters), the camp management as well as the beneficiaries. DCA partner COAST has been responding on Rohingya crisis from the beginning. COAST is implementing DCA supported project, providing supports- emergency food, WaSH, Noon Food Items (NFI) and Psychosocial Support Service (PSS) assistance to the Rohingya People in Cox s Bazar. Diakonia s partner UTSA is the pioneer organization on psychosocial care support in Bangladesh and has been working on it issues since UTSA has been working as a local partner of Diakonia Bangladesh since Each requesting member will capitalise on existing framework partnership agreements, financial and monitoring arrangements to ensure quality and timely implementation of the project Project Advocacy Humanitarian advocacy will be an integral part of the proposed project via multiple fronts: 1. ISCG- The humanitarian response to the Rohingya influx in Cox s Bazar, Bangladesh, is being coordinated by the Inter-Sector Coordination Group, which is led by the International Organization for Migration. The ISCG portal serves as a one stop information hub for the agencies working with the Rohingya issue. The portal aims to facilitate the sectoral coordination approach through disseminating the latest information on who is doing what, where and when, important events, news and stories from the field and is a robust advocacy platform in this field. 2. National level advocacy- through INGO Forum, INGO Emergency Sub-Committee, UN Clusters to raise issues and lessons learned to feed into the wider humanitarian response plan; and 3. Global advocacy through ACT Alliance, requesting member organisations' global advocacy platforms and communication channels. 4. Local level advocacy- As the local Disaster management committees (DMC s) of govt. are

16 responsible for emergency response primarily so ACT Bangladesh Forum takes initiatives to holds duty- bearers accountable to ensure needs of the Rohingya people. Act forum and implementing partners will keep a very close coordination with the Cox s Bazar district authority for addressing different needs of the newly arrived Rohingya people. Insert Simplified Work Plan 4. PROJECT MONITORING 4.1. Project Monitoring The project will be monitored by the PSC and PIC primarily guided by the Project Coordinator and M&E officers of respective agencies. Performance of project progress will be tracked monthly and quarterly reports capture results and lessons learned. Regular field visits and quarterly PSC meetings will ensure course correction against deviation from workplan. Baseline and end line studies will be done for the project as well. Participatory Communication with Community (CWC) method will be applied for beneficiaries involvement and monitoring through implementation committees, in which local representatives will play a vital role. Requesting agencies and local implementing partners will monitor field activities in situation of remote management also by using mobile based tools. Regular sharing performance data with partners will foster learning and adaptive management. ACT PME guidelines, principles and standard will be followed along with respective organization policy for project monitoring, M&E plan design. Capacity building of project staff on M&E of project will be given. Adherence to CHS standards will be monitored throughout the response. Robust feedback and complaints mechanisms will be put in place. Post distribution monitoring will be conducted quarterly, and findings will be integrated into subsequent activities.

17 4.2. Safety and Security plans The 5 identified safety and security threats are: 1. Natural disasters such as Cyclone, heavy rainfall and landslide- The district is highly vulnerable to shocks, in an extremely fragile environment which has annual cyclone and monsoon seasons. Cox s Bazar and Chittagong have been hit by more than three significant cyclones in the last two years. With weak shelters and little infrastructure in place, the displacement settlements are particularly vulnerable to impact. The requesting members will take precautionary measures to not plan for project activities during heavy rainfall based on weather forecasts to protect beneficiaries, staff and logistics from undue harm. 2. Political, government cooperation and religious issues- Political instability in Cox s Bazar is common and there is an underbelly of powerful players controlling the ecosystem. High levels of criminality in the district are closely linked to the settlement economies. Drug trafficking, mainly of methamphetamine or yaba, from Myanmar through Cox s Bazar and on into the region s markets has been a long-term issue which has increased significantly in recent years. There have also been cases of threats to faith-based organizations. These fears may lead to government withdrawing permission of INGOs to operate in such a vulnerable area. However, it has been proven that simple measures such as low visibility when tensions are high and avoiding routes identified as risky can mitigate such threats with relative ease. 3. Disease outbreak; health and hygiene issues- Lack of sufficient basic services, including electricity, safe drinking water and basic sanitation services, have increased the risk of disease outbreaks such as diarrheal diseases, typhoid, hepatitis, as well as other vaccine-preventable diseases. There have also been a number of identified cases of HIV in the camps. This puts the lives of our target beneficiaries as well as our staff on the ground. To mitigate this risk, the requesting members will make sure proper medical care is available, staffs are well oriented to avoidable health hazards and a robust reporting mechanism for swift action. 4. Rise of terrorism, unrest and riot- Government fears that Rohingya violence may help recruit extremists and the crisis could give birth to terrorism in the region. In these circumstances local intel on rising tension within the refugee communities and having regular contact with the military and armed forces will help navigate the project activities to avoid such threats. 5. Relationship with local community- As the situation in the forthcoming few months will likely remain fluid and fragile, local partners with extensive knowledge of the area and people will play a crucial role to maintain good relationship with both refugees and host community Knowledge Management Lessons learned and good practice will be captured throughout the response from several sources. All requesting ACT agencies will ensure community participation through all phases of the project, and will ensure that robust complaints mechanisms are put in place to ensure all segments of the crisis affected population can feed back. Post distribution monitoring will provide another source of information to be captured, shared and disseminated. Partner feedback and observations by ACT agencies will also be recorded and fed into overall learnings. All of the above will be documented throughout implementation of projects and collated to bring together key lessons learned, recommendations and good practice. Social media will also be a key tool in disseminating and engaging with wider audience about the humanitarian response implemented by member agencies with the support of ACT Alliance.

18 5. PROJECT ACCOUNTABILITY 5.1. Mainstreaming Cross-Cutting Issues To promote greater gender equity in meeting their needs, requesting members and implementing partners will: (i) tailor their sector specific interventions in response to the needs, capacities and priorities of women, girls, men and boys as identified through assessment, analysis and planning efforts; and (ii) Include targeted actions to address specific gaps or discriminatory practices. Among many dimensions of exclusion, we deliberately consider gender, disability, environment, resilience and social inclusion and participation as the key cross-cutting issues in the regular development programmes/projects. For us, this becomes even more important during disaster response operations. From the design of the project to conducting initial assessments and the actual implementation of the project, special attention will be paid to these issues. The following sections will describe how each of these issues will be addressed and concerned within the project Gender Marker / GBV To promote greater gender equity in meeting their needs, requesting members and implementing partners will: (i) tailor their sector specific interventions in response to the needs, capacities and priorities of women, girls, men and boys as identified through assessment, analysis and planning efforts; and (ii) Include targeted actions to address specific gaps or discriminatory practices. Rohingya refugees crossing into Cox s Bazaar in Bangladesh are faced with a multifaceted crisis, which has impacted on their lives in various ways. Shelter and Non-Food Items: The forced displacement of Rohingya refugees from Myanmar to Bangladesh has impacted on their (women s, girls, boys and men s) access to shelter and basic materials for living with dignity. Pregnant women, the elderly, the disabled and other people with specific needs may not be able to build their own shelters and may require support. The specific needs of child-headed households and single young and elderly women and men should be met without creating further stress, danger and exposing people to undignified solutions. Often protection risks arise because of the failure to understand the different needs of individuals. WASH: The current Rohingya refugee crisis has impacted access to clean water and adequate hygiene and sanitation facilities by women, girls, men and boys in different ways. Gender and age largely determine what real access refugees can have to water and sanitation services and who decides on their use. It can also determine how limited or inappropriate WASH services and facilities can affect different groups within the refugee population. It is important to understand these differences and deliver humanitarian response services and aid that assist all segments of the affected population, while placing no one at risk. Nutrition: A humanitarian crisis, such as what the Rohingya refugees are presently facing has different impacts on the levels of nutrition available to women, girls, men and boys. Gender and age largely determine nutritional needs and how a person is affected when those needs are not met. For example, women of child-bearing age require more dietary iron than men, and when pregnant or breastfeeding, should also consume more protein. However, while the crisis impacts on the one hand, gender inequality for women and girls hampers their ability to access adequate

19 and consistent amounts of nutritious food to meet their own needs as well as those of their families. Availability of nutritious food coupled with improved access to adequate health and WASH services reduces levels of acute and chronic malnutrition for women and their dependents. The combination of chronic diseases and specific nutritional needs may make older men and women more vulnerable in emergencies. Integrating gender equality into nutrition programming is thus critical. Protection: Gender-based violence (GBV) is among the greatest protection challenges individuals, families and communities face during humanitarian emergencies (IASC, 2015). For this reason, GBV prevention and response is a key cross-cutting priority in humanitarian action, which requires a coordinated effort to ensure that all sectors address this issue in the planning and implementation of their response efforts. For example, girls and women often face greater violence in overcrowded or poorly designed shelters and can risk sexual abuse and exploitation when negotiating shelter or essential items. Unregulated and unprotected distribution sites risk excluding older men and women, unaccompanied boys and girls because of harassment and violence. Requesting members and implementing partners will make sure that the assistance and protection provided meets the needs of all the affected population equally, that their rights are protected and that those most affected by the crisis receive the support they need. To aid this, we will follow the gender tip sheets prepared for each ISCG sector Participation The proposed project has been developed based on comprehensive needs assessment by member agencies and the local implementing partners who have first-hand situation update and context specific knowledge of the humanitarian crisis on the ground. Due to the scale of humanitarian crisis and coordinated nature of the response, the design of the project is primarily based on the needs and gaps identified by the Inter Sector Coordination Group (ISCG) based in Cox s Bazar and other multi-sector assessments based on primary data, such as the one conducted by Relief International and International Rescue Committee and sub-sector reports. The design has also been guided by our own field-level observations specially on gender and protection issues. The project will ensure that the community s feedback at every stage, from planning, implementation and M&E are not only captured as lessons learned but also navigate the intervention to best fit for purpose as the project moves forward. This ensures that communities are well informed and actively engaged in decision making as well as design and monitoring of the project. This will also develop ownership over activities and results, which, in turn, will help to make the project s achievements sustainable. Efforts will be made to ensure the inclusion of most marginalized are engaged in project (women, adolescent girls and boys, PWD, elderly and PLW). The project will follow leave no one beheld mandate to include most marginalized and excluded group of people as much as possible appreciating the local implementation dynamics of other INGOs, LNGOs, private sector and UN bodies and also bearing in mind that the vast majority of Rohingya refugees are extremely vulnerable Social inclusion / Target groups ACAP, which stands for Accessibility, Communication, Attitude and Participation, is as an innovative and revolutionary framework was to achieve inclusion for all within development

20 activities, including DRR and emergency relief and response. Requesting members will use the ACAP Inclusion framework to ensure inclusion of marginalized groups and people with disability across all stages of the project. For example, the proposed project can promote inclusive shelter model, which will be designed and checked against the ACAP subscribed "Accessibility" test to ensure that the shelter model adapts the recommended guidelines for accessible design per the local context. By incorporating the special requirements or adaptations necessary for people with disability, into the basic shelter model, the project will ensure that all shelters constructed under the project will be accessible by default Conflict sensitivity / do no harm As the ongoing Rohingya refugee crisis response is being coordinated by multiple actors such as UN bodies, ISCG, NGO Affairs Bureau, local District Commissioner s office, police and military as well as local government representatives, there is always a be a risk of internal conflict. To minimize this risk, the project implementation team will consult with the stakeholders early during planning phase and respect their opinions and suggestions. Moreover, regarding maintaining quality of work, the implementing partners will set the minimum standard for each items/activity and display this at the community level, so that people can judge either the work meets the minimum standard or not. The project team will never give any prior commitment to the community people regarding what they cannot do prior to execution. In addition, the requesting ACT members and implementing partners will strictly adhere to ACT CoC, individual organisation's CoC and there will be an obligation on all partners, volunteers and staff working with the members to report incidents where they see others breaking the code of conduct. This is a non-negotiable collective responsibility. Whistleblowing policy & referral mechanism to be clearly explained to all partners, volunteers and staff 5.3. Complaints mechanism + feedback All implementing partners aim to fulfill all nine commitments of the Core Humanitarian Standard on Quality and Accountability (CHS) throughout its response. As far as complaints handling (Commitment 5) is concerned to manage complaints in a timely and fair manner only by trained expert(s) is a key to agencies to respond to the complaints as well as keep and protect information. The project beneficiaries and key stakeholders will be informed about the complaints mechanisms for quality of aid provided and staff attitudes/behaviours. Furthermore, the complaint-handling processes will be designed in close consultation with the beneficiaries/key stakeholders and placed in communities accordingly. Considering local specifics, if women's voice is unheard or they are shy to voice out their concern, special women's consultations will take place as part of complaints mechanism. In addition, the contact details of the complaints officers will be shared with the beneficiaries for urgent and/or special incidents. Prevention from sexual exploitation and abuse (PSEA)- All partners, staff and volunteers to be briefed on PSEA, to be clear on their responsibility to report incidents they witness, to be clear on the mechanism through which to do this (outlined under area 3), and to encourage community members to speak out and report cases in their communities (though referral mechanism or through C&F mechanism) 5.4. Communication and visibility All requesting members and implementing organisations will work under a common ACT Alliance