Appeal. Assistance to Hurricane Ivan Victims LACA41 Appeal Target: US$ 1,006,228 Balance Requested from ACT Network: US$ 408,962

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1 150 route de Ferney, P.O. Box Geneva 2, Switzerland Appeal Tel: Fax: Coordinating Office Caribbean Jamaica & Grenada LACA41 Appeal Target: US$ 1,006,228 Balance Requested from ACT Network: US$ 408,962 Geneva, 15 October 2004 Dear Colleagues, Hurricane Ivan hit Jamaica between September Ivan also battered the eastern Caribbean where it caused severe destruction to the island of Grenada as a category 3 Hurricane. 17 people in Jamaica were reported dead after the hurricane and there were also reports of injuries. Ac cording to the Ministry of Labour and Social Security, Hurricane Ivan affected 100,000 families. There is currently a widespread shortage of safe drinking water and inadequate sanitation and medical services in many parishes. Hurricane Ivan is the worst hurricane in Grenada s recorded history, surpassing the ferocity of Hurricane Janet in 1955 the last to inflict such damage. Its long-term effects are now being analysed. Of a total population of 100,000, it is currently estimated that 85,000 people are now homeless and live in the public buildings that have survived the storm. These include churches and makeshift shelters. A significant number of people are living in private homes that are now stretched to capacity. ACT member, Christian Aid (CA), together with its partners in Grenada and Jamaica, has assessed the situation and plans to respond with assistance to the more vulnerable of the communities affected. In Grenada they are focusing on the support of the children and young population as the hurricane hit when students were about to commence the new academic year. Therefore CA is proposing projects comprising: skills training programmes for teenagers to involve them in the reconstruction activities; temporary education for children while the schools are being rebuilt and psychosocial support to the young population In Jamaica, they plan to implement immediate relief and rehabilitation activities through: food assistance; shelter; water and sanitation; agriculture and livelihood recovery; income generating activities along with advocacy and disaster preparedness. ACT is a global alliance of churches and related agencies working to save lives and support communities in emergencies worldwide. The ACT Coordinating Office is based with the World Council of Churches (WCC) and The Lutheran World Federation (LWF) in Switzerland.

2 Project Completion Date: CA Jamaica - 31 May 2005 CA Grenada - 31 July Summary of Appeal Targets, Pledges/Contributions Received and Balance Requested CA Jamaica CA Grenada Total Target US$ Appeal Targets 682, ,829 1,006,228 Less: Pledges/Contr Recd 597, ,266 Balance Requested from ACT Alliance 85, , ,962 Please kindly send your contributions to the following ACT bank account: Account Number A (USD) Account Name: ACT - Action by Churches Together UBS AG 8, rue du Rhône P.O. Box Geneva 4 SWITZERLAND Swift address: UBSW CHZH12A Please also inform the Finance Officer Jessie Kgoroeadira (direct tel / , address jkg@act-intl.org) of all pledges/contributions and transfers, including funds sent direct to the implementers, now that the Pledge Form is no longer attached to the Appeal. 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 Interim Director, Jenny Borden (phone or mobile phone ) or ACT Appeals Officer, Elsa Moreno, (phone or mobile phone ) ACT Web Site address: Jenny Borden Interim Director, ACT Co-ordinating Office

3 3 JAMAICA I. REQUESTING ACT MEMBER INFORMATION Christian Aid, UK along with its partners in Jamaica II. IMPLEMENTING ACT MEMBER INFORMATION ACT member, Christian Aid (CA), UK is the lead agency for the ACT appeal for Jamaica. CA has been working in Jamaica since 1995 and currently supports seven partners in the country. CA s Programme Manager for Jamaica is regularly in touch with the partners in the field and also regularly monitors the programmes and financial management systems of all the partners. CA s emergency team members will be involved along with the partners for the proposed emergency programme which has been developed on the basis of the plans developed by the implementing partners. Christian Aid Partners in Jamaica S-CORNER - so called as it is located in the corner of an S-shaped road and is based in downtown central Kingston in a long established urban ghetto. S-Corner community programmes focus primarily on community health, community mobilisation, conflict resolution and education for youths through their well known grassroots college. Christian Aid has supported S-Corner since 1995 and, currently supports its community health and education programmes as well as core costs. Christian Aid has recently made a grant to support refurbishment of its building WROC - THE WOMEN S RESOURCE OUTREACH CENTRE is based in a formerly middle-class area of Kingston which has since the late 70 s been abandoned and has slowly decayed into part of the inner city. East of S-Corner, it is on the fringes of extremely poor and often violent communities. It is working mainly to mobilise the community and develop programmes in counselling and remedial education. It has a health clinic which caters especially for women and also plans to start a male wellness clinic. Christian Aid supports core costs WCC - THE WOMEN S CONSTRUCTION COLLECTIVE - provides preliminary access and training for low income women to gain employment in the construction industry in Jamaica. Training both rural and urban women, it also runs a women s support group for past trainees. Christian Aid supports core costs and institutional strengthening as well as rural training 3CS - CHILDREN AND COMMUNITY FOR CHANGE - is a community-based project that operates in Kingston, Ocho Rios and St Catherine. It emerged out of a programme of support to the community of Mandela Terrace, which was started by JAS with support from Christian Aid. Today, it is a fully-fledged community development programme partly managed and run by community residents. It works to develop life skills and awareness of HIV/AIDS among young people, children and parents. Christian Aid supports its core programme as well as its efforts to become more self-sustainable financially. A recent grant was awarded to 3C to help it purchase a bus which will be used both for income generation and for public education ADA - THE ASSOCIATION OF DEVELOPMENT AGENCIES - is based in the capital Kingston. An umbrella organisation, it carries out networking, advocacy and research work on macro-economic and policy issues which are often relevant to Christian Aid s advocacy and other campaigns. Christian Aid funding goes towards

4 4 advocacy and research ST PATRICK S FOUNDATION is a secular organisation running five centres in extremely deprived areas of West Kingston (known for having the highest murder rates in the country) including Riverton a public rubbish dump. St Patrick s is a formal institution offering remedial education, skills training for young people, health services, and some home- based care for people suffering from Hansen s disease JAS - JAMAICA AIDS SUPPORT - Christian Aid supports its educational and medical outreach support to people living with HIV/AIDS, including gays, lesbians, bisexuals, sex workers and prisoners, all of whom are marginalised and discriminated against in Jamaica. It also carries out public education, research, fundraising and advocacy work on HIV/AIDS and its links to poverty and inequality. Christian Aid also support JAS s core costs Among the seven partners, St. Patrick Foundation, WROC and S-Corner will be directly involved in the proposed emergency intervention. III. DESCRIPTION OF THE EMERGENCY SITUATION Hurricane Ivan, a strong category 5 hurricane with speeds of 250 km/h or over 150mph hit Jamaica between September Ivan also battered the eastern Caribbean where it caused severe destruction to the island of Grenada as a category 3 Hurricane. 17 people in Jamaica were reported dead after the hurricane and there were also reports of injuries. According to the Ministry of Labour and Social Security, Hurricane Ivan affected 100,000 families. Assessments made by the Government of Jamaica and the UN systems confirm the need to help the families most affected by Hurricane Ivan with immediate relief and medium rehabilitation programmes. There is evidence of a widespread shortage of safe drinking water and inadequate sanitation and medical services in many parishes. It should be mentioned also, that although the whole Caribbean region has been affected by three hurricanes in 2004, there has been very little said in the media about the difficult situation in Jamaica. Description of the Situation in the Area of Proposed Response Shelter and other Basic services: According to the UNDAC data as on 19 September, a total of 11,678 houses, 53 health centres/hospitals and 21 schools have been partially or full destroyed. The assessment also shows that based on the preliminary analysis, 5% of houses assessed have been completely or severely damaged 1. As per the assessment carried out by the Ministry of Labour and Social Security, 100,000 persons have been affected by the crisis 2. 19,396 persons urgently require food and 57 shelters were opened, housing 1,104 persons. During the assessment carried out by CA s emergency officer from September in two urban locations in Kingston and St. Thomas and Westmoreland, some of the residents expressed the urgent need for food. In urban locations, the purchasing power of the people is very low and they do not have access to any property resources unlike their counterparts in rural areas. Since the electricity supply has not been fully restored, the 1 Ibid 2 Hurricane Ivan Update: Office for Disaster Management and Emergency Management (ODPEM) as on 28 th September; presentation made on 28 th September in the UNDP co-ordination meeting, Kingston.

5 5 availability of safe drinking water is also a problem in many parishes 3. There are also urgent sanitation problems and health and sanitation in Kingston and the inner city areas is of major concern. In some places, health centres have been totally destroyed. During the assessment, one of the senior staff of PAHO, (regional body of WHO) revealed that the incidence of gastro-intestinal and diarrhoeal disorders is increasing in the worst affected parishes. Infrastructure: There are reports of severe infrastructure damages in many places. Jamaica Public Service Company (JPS) reports 1,300 poles have been blown down and 100 transformers damaged 4. Due to the landslides, roads have been completely or partially destroyed in some parishes. In Clarendon 19 out of 35 health centres are not functioning. Of the 324 health centres across the island, 45 closed due to damage or lack of access. 70% of production capacity at the National Water Commission (NWC) has been adversely affected - this affects pumping stations, relief stations and pipelines. While 10 schools were totally destroyed, 65 schools require immediate support for roofing. Livelihoods: Livelihoods have been fully destroyed both in the urban and rural areas. There is 100 per cent destruction in the livelihood sector, especially in agriculture - the estimated loss being J$6-$7 billion. There is extensive damage to crops, livestock and fisheries. Banana plantations, coconut trees, breadfruit trees, and other food and cash crops of the island have been severely destroyed. Poultry farming has also suffered a huge loss and the loss of birds is estimated to be 500,000. Both in urban and rural areas, family-owned chicken rearing was a main source of livelihood. This has been totally destroyed. Tourism, the main source of livelihood and a major foreign exchange earning area has been seriously affected. Many other areas of the economy also largely depend on this sector. During the assessment in St. Thomas and Westmoreland, group discussions with the villagers revealed that livelihood options have been totally destroyed and it would take a minimum of 6-9 months to return to normal. There is also destruction of fishing equipment along the sea front. Social Unrest: Looting has been reported in some parts of the country. Due to the social unrest, a state of public emergency was declared in the entire country this was lifted on 22 September. In some parts of the country a curfew has been declared. IV. TARGETED BENEFICIARIES For the immediate relief distribution the following will be targeted: 2,506 persons for food, 39 families for housing, 767 families for zinc, 318 families for tarpaulin, 273 families for mattresses, 640 families for bleach, 631 families for water purification, 212 families for blankets and 248 families for sanitation kits. The relief materials will be provided directly by Food for the Poor to the partners and CA through the appeal funds will support the distribution costs. CA has already disbursed funds for this as the relief distribution will start the second week of October. 325 most vulnerable families (1,625 persons) will be targeted for livelihood support as part of the medium term rehabilitation programmes. This will focus on the provision of inputs for individual and group based poultry farms, block-making units, agriculture and kitchen gardening. In addition to this, there is also a focus on water/sanitation and hygiene promotion programmes. Medium term rehabilitation programmes will be 3 The entire country has been divided into 14 parishes for administration purpose. Each parish is governed by an elected council under the leadership of a mayor. The parish council is governed by the Ministry of Local Government and Community Development. 4 The Gleaner (National Daily), Kingston, Jamaica 14 th September, 2004.

6 6 implemented by WROC and S-Corner in the parish of St.Thomas and in inner city Kingston respectively. Priority groups for both immediate relief and medium term rehabilitation include: women female headed households the elderly economically and socially deprived sections people living with HIV/Aids. V. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION Three CA partners based in Jamaica would implement the emergency programmes. This section will focus on partner s activities. ST. PATRICK S FOUNDATION Goal: To ensure the survival and promote the protection rights of persons affected by Hurricane Ivan in inner city of Kingston. Objectives To provide food for 2,506 vulnerable persons To provide shelter for families To provide other immediate relief materials such as mattresses for 273 families, bleach and water purification materials for 640 and 631 families respectively, blankets for 212 families and sanitation kits for 248 families. Planned Activities St. Patrick s Foundation has been nominated by Christian Aid s Jamaican partners to take the lead role in coordinating relief distribution. The relief materials will be supplied by Food for the Poor International and the appeal funds will support the costs involved in distribution and monitoring. CA and St. Patrick s Foundation have already established relationships with Food for the Poor International. All CA partners, namely ADA, JAS, S-Corner, WROC, St. Patrick s Foundation and 3CCCs, will carry out the distribution in the field. Two warehouses have been identified for storage of relief materials which will be transported to each implementing agency for distribution under the supervision of the site monitors. Relief Food Package Unit No of Units Rice 2lbs 20,048 Flour 2lbs 20,048 Sugar 2lbs 20,048 Oil 1ltr 2,506 Tinned food 3 tins 30,072 Peas & Beans 2lbs 20,048 Baby Formula 2tins 280 Shelter Package House (Food for the Poor) House 39

7 7 Zinc Sheets 7,774 Nails lbs 28,641 Ply Board sheets 245 Lumber (2x4x12) pieces 6,637 Tarpaulins tarps 318 Mattresses mattresses 317 Blankets blankets 222 Monitoring and Management of the Programme A monitoring and management committee has been set up comprising representatives of six CA partners. This committee will be responsible for the overall co-ordination and management. To ensure better monitoring, a relief co-ordinator and two site monitors will be appointed for a period of one month. They will oversee the distribution of the relief materials to ensure that distribution is carried out as planned. Community based relief committees will be involved in screening and identifying the most vulnerable families. Periodic reports will be submitted by each distributing agency to the relief co-ordinator and the relief co-ordinator, through St. Patrick s Foundation which will submit a weekly and a final report to Christian Aid. Christian Aid and the Jamaican partners will jointly recruit a Jamaican national who will have overall responsibility for managing both the immediate and medium term response. This person will be attached to one designated partner and will report to Christian Aid and its donors. S-CORNER Goal: To ensure the survival and promote the development rights of persons affected by hurricane Ivan in the inner city of Kingston. Objectives To meet the immediate livelihood needs of 125 families To sensitise community residents on issues related to water, health and sanitation and conflict management in the context of a post emergency environment. Planned Activities S-Corner and Children and Community for Change will co-ordinate implementation in the communities where they have been operational. Livelihood: Employment provided for 125 families (approximately 60% female headed households) Poultry farming - 50, block making 50 and vegetable gardens 25. Poultry Farming (S-Corner): 50 families will be trained in poultry farming and small-scale business management. The poultry farming will be carried out on a group basis, as it will be more cost effective in urban areas. Activities include: identification of project sites, provision of 4,000 chicks and other necessary inputs and supplies, establishment of two central poultry farms with processing facilities, capacity building in chicken rearing and small-scale business management. Block Making (S-Corner & 3Cs) Identification of 50 members to be trained in block making and business management. As part of this, the following activities will be carried out: identification and securing of work site, procurement of necessary equipment, collaboration with established institutions (in this case with Jamaica Social

8 8 Invest Fund and other agencies) for provision of training for youths in block making, marketing and small-scale business management. Vegetable Gardens: 25 families will be provided with the necessary inputs and training to start and manage vegetable gardens. Beneficiaries will be provided with seeds, tools and organic fertilisers. Capacity building on alternative farming technologies and pest management will also be incorporated into the programme. The gardening will be based on the methodology of hydroponics that was developed primarily for limited space combined with modern science to maximise on production while reducing input costs. Initially, twenty-five youth will be trained to establish and maintain the facilities and act as promoters/trainers of trainers. They will train other community members who will in turn train others over a period of six months. The farming and garden project will have families growing different crops in their backyards and on rooftops. These crops are marketable produce and will be sold to micro restaurants in the community as well as the S-Corner restaurant and catering service, scheduled to start in January, Sensitisation on Sanitation, Hygiene and Conflict Management: Community members will be helped to organise themselves using community organisation techniques. Sensitisation programmes will be organised on sanitation and hygiene and conflict management in the inner city of Kingston. Monitoring and Management S-Corner and Three C s have jointly developed a terms of reference which will guide them in selecting and hiring a project officer. The Project officer s responsibilities will include overseeing and monitoring the five community based projects as well as strengthening relationship with the community and the implementing agency. All project areas will have a delegated supervisor who will assist in the day to day execution and supervision. This method will ensure that all projects are being carried out as per the agreed plan. For example, processing of chicken should meet the health standards set by the government of Jamaica. A monitoring and management committee has been set up involving the representatives of six CA partners. The committee will also be involved in monitoring the programme implementation. Periodic reports will be submitted to Christian Aid by S-Corner. Christian Aid and the Jamaican partners will jointly recruit a Jamaican national who will have overall responsibility for managing both the immediate and medium term response. This person will be attached to one designated partner and will report to Christian Aid and its donors. WROC Goal: To secure continuing livelihoods and promote the development and survival rights of communities affected by Hurricane Ivan in Kingston and St.Thomas.

9 9 Objectives To assist households in recovering livelihoods in agricultural production by re-establishing small poultry and agriculture enterprises. To promote health, hygiene and disaster preparedness in affected communities. To strengthen community based organisations in St.Thomas and Lyndhurst Greenwich area of Kingston and enable them to sustain their activities as community responsive bodies To co-ordinate rural-urban programmes and share experiences and resources at the local and national and levels To advocate for better disaster preparedness measures. Programme Activities LIVELIHOOD PROGRAMMES Poultry Farming: To support 100 families in re-establishing poultry farms using standardised techniques. Conduct rapid assessments to select the beneficiaries and their areas of production; organisation of beneficiaries in groups and orientation on the standardised approach to farming and its management; implementation of an agreed system for the provision of inputs to poultry farmers for production, processing and marketing; capacity building of the beneficiaries to acquire Food Handlers Permits; supplying materials for chicken coops and other necessary items; design and costing for building and operating small community slaughter and processing facilities according to the specified standards; supplying of chicks and chicken feed (6 weeks); establishing chicken processing centres for good quality products. Agriculture Support: To support 100 families with agriculture programmes to rebuild their livelihoods. The following activities will be carried out: design and implement system for allocating the necessary inputs to the beneficiaries, financial resource (grants) and or planting materials and other necessary inputs for food crops like plantains, bananas, dasheen, vegetables - carrots, cabbage, peas, beans spices and ginger. WATER SANITATION AND HYGIENE (WASH) PROMOTION: A water (technical aspects) and sanitation needs assessment will be carried out in Lyndhurst Greenwich, Kingston and St. Thomas Parish; capacity building of WASH Promoters in urban and rural areas to carry out health and hygiene promotion programmes; implementation of community awareness programmes; develop, print and distribute educational materials in urban and rural areas; provision of hygiene kits to 300 families; supply of essential drugs to the health clinic. Water & Sanitation Package Unit No of Units Bleach Gallon 3,170 Water purification tablets Tbts 18,930 Sanitation Kits Kit 248 Linking Rural Urban Livelihood: The main purpose of this programme is to establish the link between the rural livelihoods with that of the opportunities in urban situations, especially for providing marketing opportunities for rural products. Following are the activities proposed: capacity building of beneficiaries for marketing and setting up appropriate marketing centres in the urban areas. Monitoring Mechanisms The two components of the project (Livelihoods and WASH) will be implemented and monitored by two

10 10 teams comprising WROC & CCPG along with project staff. Each team will be supported by a Project Steering Committee, one based and operating from Kingston (WASH), the other based and operating from St. Thomas (Livelihoods). Project Steering Committees The PSC will have the following responsibilities: Provide overall guidance and take decisions regarding the implementation of the project, including the work plan and approving criteria for the selection of beneficiaries Approve the budget and ensure the systems of accountability and transparency Monitor project implementation and related expenditure, including reviewing monthly project reports Ensure the maintenance of standards, eg. in relation to backyard poultry production Mobilise resources for the project LIVELIHOODS PROJECT The PSC for the Livelihoods Project Steering Committee will be chaired by WROC while day-to-day administration of the project will be the responsibility of the Co-ordinator of the CCPG working directly with the project staff. The Committee comprises the following: CBOs in the three project localities, namely the Johnston Mountain /Taris/Spring Bank Citizens Association; the Trinityville Area Extension Organisation and the Whitehorses, Botany Bay & Pamphret Development Benevolent Society Rural Agricultural Development Authority (RADA) of the Ministry of Agriculture Public Health Department/Ministry of Health The Rural Water & Sanitation Programme (of the Ministry of Water & Housing) The CCPG and WROC A representative of the Food and Agriculture Organisation (FAO) will be invited as an Observer to the PSC) because of its role and interest in upgrading standards for backyard poultry operations, WASH PROJECT The WASH project administered from WROC urban centre will have a PSC comprising representatives of : WROC Board (1) CCPG Management Committee (1) CCPG Staff CBOs (e.g., Women for Progress/Beechwood Home Accessories Ministry of Health/Public Health Department One rural CBO A representative of PAHO/WHO (with whom WROC partnered to soft-launch WASH in 2003) will be invited to sit on the PSC. This PSC will be chaired by the CCPG while the day to day administration of the project component will be the responsibility of the Manager of WROC. In addition to this, monitoring and evaluation will be a continuous process done through the monthly reports and mid-term evaluation after three months.

11 11 A monitoring and management committee has also been set up comprising the representatives of six CA partners. The committee will also be involved in monitoring the programme implementation. Periodic reports will be submitted by S-Corner to Christian Aid. A national staff appointed by Christian Aid will be also involved in monitoring the programme implementation along with CA international staff based in London. Implementation Methodology Immediate Relief: St. Patrick Foundation has been nominated to take the lead role for this component. The relief materials will be supplied by Food for the Poor International and the ACT appeal funds will cover costs involved in the distribution and monitoring. CA and St. Patrick s Foundation have an already established relationship with Food for the Poor International. Distribution in the field will be done by all CA partners, namely ADA, JAS, S-Corner, WROC, St. Patrick Foundation and Children and Community for Change (3CCCs). Medium Term Rehabilitation Two CA partners will implement medium term rehabilitation projects. The capacity building programme will be co-ordinated by Christian Aid. This will be done through two visits from the Emergency Officer, support and visits from the London based Programme Manager and additional support from the Emergencies and Programme Support teams. Inputs for Project Implementation Material and human resources needed for implementation include:- One Christian Aid national emergency officer (consultant) for programme facilitation and co-ordination Partner - St. Patrick Foundation One relief co-ordinator responsible for relief distribution and logistics- (for one month); two site monitors (for one month) for monitoring the relief distribution plus operational costs for communication equipment. S-Corner One Project Officer; One Community mobiliser; transportation and operational costs for communication equipment. WROC One livelihood officer; two Community monitors, one Community animator for five months. A computer set and operational costs for communication equipment and transportation. Implementation Schedule Activities Sept Oct Nov Dec Jan Feb Mar Apr May Assessment Dev of Consolidated Plan Distrib of immediate relief materials Micro planning for Livelihood Progs Grp formation & capacity building Supply of Livelihood inputs Water, Sanitation & Hygiene progs Advocacy & Sensitisation on

12 Conflict Management Monitoring & Review Evaluation Final Report 12 Planning Assumption, Constraints and Prioritisation Since the hurricane season is not yet over in the region, the possibility of another hurricane cannot be ruled out. For the livelihood programmes, unfavourable weather conditions could seriously hamper implementation. Security could also be a concern as there are reports of an escalation in violence after Hurricane Ivan. In the inner city of Kingston, there is sporadic violence caused by factors external to the community and outside the partners influence. This could have a negative influence on the youth involved in different components. Since the whole Caribbean is affected by hurricanes, it is important to sustain the interest of the international community in Jamaica, especially given its status as a middle-income country and the subsequent incorrect perception that the Jamaican poor do not need external aid.

13 13 VI. ADMINISTRATION AND FINANCE Christian Aid, UK will be responsible for the overall implementation of the programme. CA will facilitate the communication process between ACT and the partners in Jamaica. CA has been supporting the implementing agencies for other development programmes therefore, allocation of funds will be made to the partners as per the existing guidelines. CA will also adhere to the guidelines of ACT in the disbursement and utilisation of funds. The programme manager for CA Jamaica, along with the National Emergency Officer will make sure that appropriate utilisation certificate along with the audited statements are handed over to CA by each implementing partner agency. VII. MONITORING, REPORTING & EVALUATIONS Beneficiaries will be identified on the basis of the criteria developed by the partners. For the immediate relief distribution, partners have already identified the list of beneficiaries with their contact details. Since the materials are going to be supplied by the Food for the Poor International, there will be an additional monitoring by Food for the Poor. Efforts are also being made to adhere to the Sphere Standards in the programme implementation. A monitoring and management committee has been set up comprising the representatives of six CA partners. The committee will be also involved in monitoring the programme implementation. A national staff appointed by Christian Aid will also be involved in monitoring the programme implementation along with CA international staff based in London. Periodic monitoring visits by CA London Emergency and LAC team members will ensure that the project is implemented as per the agreed plan. Each partner will submit the status reports and the final report to CA. The appeal will be evaluated, using the monitoring tools, environmental factors that lead to the success or failure of the project as well as the performances of the project staff. CA will, according to the ACT guidelines, submit the necessary interim and final narrative and financial reports to the ACT Co-ordinating Office according the schedule below. Reporting Schedule Mid term interim narrative and financial reports - 31 January Final narrative and financial reports to be received by the ACT CO by 31 August VIII. CO-ORDINATION As part of the needs assessment, CA s emergency officer and senior staff of CA partners have firmly established relationships with national and international humanitarian organisations in Jamaica. It is these coordination efforts that have resulted in the agreement with the Food for the Poor in acquiring relief materials. Contacts have been also established with the Office for National Reconstruction (ONR), UN Systems, PAHO, International NGOs such as Save the Children, Oxfam GB, Jamaican Red Cross and other national NGOs. Efforts will be made to strengthen the co-ordination process. Partners have also established a co-ordination mechanism. A management and monitoring committee has been established with representatives from each partner and it has also developed mechanisms to ensure joint monitoring. Efforts have also been made to establish relationships with the Jamaican Council of Churches, previously supported by Christian Aid. JCC is involved in co-ordinating relief interventions of the church network members in Jamaica. It is also planned to explore the possibilities of involving CA partners in the existing JCC network.

14 14 IX. BUDGET INCOME Food for the Poor International Food Packages 40,179 Food for the Poor International Shelter Material Packages 493,557 Food for the Poor International Water & Sanitation Packages 13,529 CAID 50,000 TOTAL INCOME 597,266 ESTIMATED EXPENDITURE Description Type of No of Unit Cost Budget Budget Unit Units Jam$ Jam $ US$ RELIEF Food packs for 2,506 persons packages 40,179 Shelter Materials for families packages 493,557 Water and Sanitation packages 13,529 Hygiene promotion teaching materials lumpsum 28, Hygiene promotion kits for 300 families kit , Sub Total 548,232 LIVELIHOOD Rural - Assistance to 100 families Chicken rearing farm packages package ,000 1,500,000 25,000 2 chicken processing centres with freezers lumpsum 200,000 3,333 Agricultural 4,800 seeds, planting materials, fertilisers & tools lumpsum 480,000 8,000 Urban Inputs for marketing centres for 10 women households ,000 1,667 Block Making machine and moulds lumpsum 150,000 2,500 Raw materials for block - construction lumpsum 100,000 1,667 Paving of work area & perimetre fencing lumpsum 250,000 4,167 Chicken rearing at group level for 50 families package ,000 5,000 Chicken processing centres with freezer lumpsum 100,000 1,667 Support for Vegetable Gardens with seeds & fertilisers for 25 families package ,000 4,167 Preparation of farming sites lumpsum 50, Training on hydroponic farming lumpsum 75,000 1,250 Subtotal 3,555,000 59,250 ADVOCACY & DISASTER PREPAREDNESS Vulnerabilities & small island developing states lumpsum 50, Community mobilisation & conflict mgmt lumpsum 100,000 1,667 Subtotal 150,000 2,500 CAPACITY BUILDING Awareness trng for volunteers & staff lumpsum 50, Livelihoods, Emergency Mgmt

15 15 & Preparedness Lumpsum 300, Subtotal 350,000 5,833 Description Type of No of Unit Cost Budget Budget Unit Units Jam$ Jam $ US$ PROGRAMME PERSONNEL & SUBSISTENCE CA emergency officer (consultant) month ,000 12,000 Relief Co-ordinator month , Livelihood Officer Month ,000 4,500 Project Officer month ,000 3,000 Community monitors month ,000 4,000 Community animator month ,000 2,083 Site Monitors month , Community mobiliser month ,000 2,000 PLA Consultant days ,000 3,000 Staff travel (national) lumpsum 230,198 3,837 International travel trips ,000 1,800 Staff subsistence(international staff) Day ,500 1,875 Sutbtotal 2,375,698 39,595 Warehousing, Packaging, Distribution & Transportation Warehouse & Storage for food 49, Transportation of relief goods lumpsum 251,063 4,184 Transportation of livelihood inputs lumpsum 80,000 1,333 Plastic Bags ( 2 sets/family / package). package ,000 1,333 Handling charges lumpsum 50, Packagers (2 volunteers) per agency day , Sub total 534,863 8,914 CAPITAL EQUIPMENT Computer, Desk Top 1 unit 70,000 1,167 Administration and Support Costs Administration cost for three partners 303,132 5,052 Agency Management Cost for 3 partners 62,771 1,046 Agency Management Cost for CA (2% of 7,949,064) 158,981 2,650 Communication Telephone and Fax for 3 agencies Lumpsum 79,600 1,327 Stationery Office Stationaries Lumpsum 60,000 1,000 Sub Total 664,484 11,075 Audit, Monitoring and Evaluation Monitoring Lumpsum 100,000 1,667 Review and Evaluation Lumpsum 250,000 4,167 Audit Lumpsum?????? Sub total 350,000 5,833 TOTAL EXPENDITURE 682,399 Less Income 597,266 BALANCE REQUESTED 85,133 Budget Exchange Rate: 1US$ = Jam$ 60

16 16 GRENADA I. REQUESTING ACT MEMBER INFORMATION Christian Aid (CA) II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION Christian Aid has more than twenty five years experience of responding to emergency situations in the Caribbean. For years, its established partner for post hurricane relief, response and rehabilitation was the Caribbean Conference of Churches (CCC) which, through its ecumenical network, supported churches and Christian Councils across the region. In times of special ongoing emergencies, Christian Aid has also provided additional support to Christian Councils as well as working with support systems provided by the CCC. One example of this was in 1995, when, following the eruption of the Soufriere Hills in Montserrat, additional capacity was provided to the Montserrat Christian Council by a seconded Emergency Relief Officer and recruitment of a local Programme Officer. However, the CCC has now delegated its relief role to the Caribbean Disasters Emergency Relief Agency (CDERA) and no longer directly supports NGOs and churches. However, CDERA is a para statal organisation and its local Grenadian counterpart, NERO - has formal, but minimal contact with NGOs. Grenadian organisations have had to choose another option for liasing with the Caribbean and beyond. As a result of this and based on many years of institutional relationship with the Caribbean Policy Development Centre (CPDC) of which they are a member, NGOs in Grenada have chosen this agency as their formal intermediary with international organisations. CPDC - itself formed originally by CCC - is now handling liaison with donors on behalf of the Inter-Agency Group of Development Agencies - the network of NGO in Grenada. Caribbean Policy Development Centre (CPCD) CPDC is an umbrella organisation with membership from the Anglophone, Francophone, Creole and Spanish speaking Caribbean territories. Christian Aid has supported CPDC s policy and advocacy work since It is currently its most important regional partner for several reasons: CPDC engages with its national membership on issues of governance, social justice and development, people s participation in development, gender equity and trade - all of which are consistent with Christian Aid s corporate aims and priorities for the Latin America and the Caribbean region. In 1995, Christian Aid decided to cease direct support to national programmes in Grenada and Dominica. This further increased the importance of CPDC as they became the main institution through which Christian Aid could continue monitoring and engaging on issues of national development in the Windward Islands. This dialogue has continued in the last few years with periodic visits from Christian Aid s policy and programme staff. CPDC has contributed to Christian Aid s campaign and policy work on trade and by providing Caribbean contributions to negotiations around Cotonou. CPDC s programmatic, policy and advocacy positions are rooted in the national and sub-regional realities, as communicated to them through NGOs both individually and through national networks. CPDC aims to work in accordance with the Code of Conduct and SPHERE guidelines. In Grenada the NGOs have formed an umbrella network known as the Inter Agency Group of Development Organisations, which is a member of the CPDC. The network comprises: Grenada Community Development Organisation GRENCODA Agency for Rural Transformation ART New Life Organisations NEWLO

17 17 Grenada National Council of the Disabled GNCD Grenada Save the Children Development Agency ltd. GRENSAVE Grenada Education and Development Programme GRENED Grenada National Organisation of Women GNOW III. DESCRIPTION OF THE EMERGENCY SITUATION Hurricane Ivan is the worst hurricane in Grenada s recorded history, surpassing the ferocity of Hurricane Janet in 1955 the last to inflict such damage. Its long-term effects are now being analysed. Now that the search and rescue phase is over, government and aid agencies are starting the next phase of relief: provision of immediate relief needs; clean water, health care and shelter; and planning for medium term rehabilitation. Of a total population of 100,000, it is currently estimated that 85,000 people are now homeless and live in those remaining public buildings that can accommodate large numbers (Source: Grenada; Macro-socio economic assessment of the damages caused by Hurricane Ivan September 7 th 2004; OECS). These include churches and makeshift shelters. A significant number of people are living in private homes that are now stretched to capacity. CPDC s member organisations have conducted rapid needs assessment exercises in some of the affected villages. In this way they have worked with communities to identify needs and, while food is clearly the most pressing need, the following issues have been highlighted: local organising structures to identify needs, and co-ordinate the relief activities to be conducted; psycho-social counselling and additional care for young people; food security; shelter; and education, as the hurricane commenced simultaneously when all students were to commence their new academic year. IV. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE Current situation in the area of proposed response While detailed needs assessments are still being conducted, it is clear that there has been serious extensive damage to property, crops and livestock over a large part of the Island. Thousands of people have been displaced by the damage and even more have been indirectly affected. As people remain in temporary shelters and begin to repair or rebuild their homes and their lives, priority needs identified by government and by organisations on the ground are: the clearing of land; food; resettlement and shelter items; temporary schooling for primary and secondary students; and the need for agricultural inputs in the form of either seeds and tools for immediate sowing of the next crop as well as livestock rebuilding. Aid is being delivered through the National Emergency Relief Organisation (NERO) and other international actors such as UNICEF, the Red Cross and the government. Plans are also being drawn up to address the medium to longer-term needs such as the reestablishment of the tourist sector, agriculture, basic primary education, basic social services and the reconstruction of buildings. Given the overwhelming damage done to Grenada s basic infrastructure, it is estimated that rebuilding efforts will take at least one year in the first instance. Households affected by Hurricane Ivan by type of repair required by Parish Parish Total # of HH Proportion requiring repair Minor b Major c Proportion requiring reconstruction a Proportion suffering no damage Total number of houses damaged St. George's St. John's ,367 2,191 St. Mark's St. Patrick ,247 St. Andrew's ,783

18 18 St. David's ,530 Carriacou Totals 31,122 27,735 ( a Requiring reconstruction due to significant damage to structural frame; b Minor damage includes windows, doors destroyed or damaged and damage to partial roof covering; c Major damage includes roof structure destroyed or damaged) (Source: Grenada; Macro-socio economic assessment of the damages caused by Hurricane Ivan September 7 t 2004; OECS) Impact on human lives in the area of proposed response A 1998 poverty assessment analysis, carried out by the Caribbean Development Bank s Poverty Assessment, calculated the country s poverty level at approximately 32%. Of this, 55% comprised youth and children as well as women and female-head households whose employment and income was tied to the agricultural sector. Initial assessments done by NERO and the NGOs in Grenada now bear out this analysis of who is vulnerable in Grenada: UNICEF estimates that 4,000 children are now living in shelters. Post-trauma specialists on site have reported an immense need for psychosocial counselling and additional care for young people. Social networks have been very disrupted by the loss of community centres and houses. As a result, attention to older people has considerably diminished. In the absence of pipe borne water, drinking and cooking water now comes from the rivers where people bathe and wash. The Pan-American Health Organization notes a rising incidence of illness related to the rapidly deteriorating quality of water. Deficiencies in water, food and basic hygiene have suddenly increased responsibilities of women, particularly in rural areas. In addition, the loss of income will put additional strain on poor women for some time to come. General characteristics of these communities include: High percentage of female-headed households with more than two dependent children. These constitute as much as 50-75% in varying communities. High rate of unemployment or partial employment linked to manual labour in the agricultural sector. Poor housing infrastructure. Densely populated households. Inadequate living conditions for children. General inability to meet basic needs in a sustainable way. Rapid assessments undertaken by CPDC s local partners, alongside official assessments, reveal a need for water and non-perishable food items, temporary shelter (tarpaulins), roofing materials (galvanised iron and wood), generators, galvanised iron cutters, construction related tools, chain saws and tools to clear debris. A key area identified by Grenadian organisations is the critical need for community mobilisation to take charge of the local situation within communities. With over 90% of the population now stationary and not engaged in productive activity, there is a critical need for community empowerment activities in order to initiate the redevelopment process. This should also encourage and help mobilise emotionally distraught people to start all over again, including women and youth, who make up the majority of impoverished groups. Description of the damages in the area of proposed response The impact on the youth of the loss of 95% of schools is very serious. Children are unable to attend school in the foreseeable future. This is especially serious for those in graduate classes who needed to pass exams to gain admittance to higher education in the 2005/6 academic years. Some 30,481 students have been affected in the aftermath of hurricane Ivan. Damage to the education sector was second only to the housing sector in its severity. The estimated cost to the sector is EC$ 196 million dollars. A more correct figure however, would be approximately EC$ 215 million. This figure would more accurately reflect the damage to the entire network of schools and skills training institutions in the country. The destruction to the education sector is a particularly hard blow to the Grenadian society as

19 19 much emphasis and hope had been placed on education in order to transform the economy and society. The Government of Grenada's medium-term Economic Strategy Paper , notes that development of human resources constitutes the single most important element of Grenada's national development. The government recently concluded a Strategic Plan for Educational Enhancement and Development , SPEED, with significant support from the international donor community. The main objectives of the plan are going to be seriously challenged by the effects of the disaster on the education sector. The plan focused on the following objectives: to provide universal access to education; to improve radically the quality of education; and provide learners with relevant knowledge attitudes and skills (Source: Grenada; Macro-socio economic assessment of the damages caused by Hurricane Ivan September 7 th 2004; OECS). Parish Schools Pre-primary Primary Secondary Tertiary No Repair $ Recon $ No Repair $ Recon $ No Repair $ Recon $ No Repair $ St George's ,991 31, ,308,690 1,032, ,139, , ,759,755 St Andrew's 8 1,272,214 Carriacou 22 8, ,724 Totals ,991 31, ,589,842 1,032, ,143, , ,759,755 Table below (from OECS estimates based on official sources and consultation with government officials) presents the costs of reconstruction and reinforcement of existing structures to some $80 million. Direct effects $000's Reparation of damaged schools 40,875,653 Replacement of lost schools 1,290,501 Repair to libraries, national archives & historic sites 3,252,882 Repair of damaged community centres 222,048 Repair to sports facilities 34,067,181 Total 79,708,265 Indirect effects 516,200 Total 80,224,465 Community centres play a central role in the community. Many serve as libraries, day care centres during the day, adult skills training centres and adult literacy centres in the evening and as a locations for community meetings. The loss of these centres may negatively impact the strength of social capital in Grenada and reduce the support services which the government and civil society can make available to members of the various communities. Sturdy community centres may be able to replace schools as a shelter in the event of a natural hazard, thus reducing the wear and tear of the school buildings in the event of a natural disaster. (Source: Grenada; Macro-socio economic assessment of the damages caused by Hurricane Ivan September 7 th 2004; OECS) Grenada is heavily dependent on tourism. It is expected that economic growth, which has been steady over the past decade, will be reversed in the next year. Hotels can be expected to be ready for the 2005 season, but the balance of the 2004 season will have been lost. Several key hotels have announced temporary closure. Some beachfront hotels will need to be entirely reconstructed. This set back to the tourist sector will have medium if