ADAPTASI PERUBAHAN IKLIM DAN KETANGGUHAN (APIK) …

JANUARY 2016 (REV. MARCH 2016)

This report is made possible by the support of the American People through the United States Agency for International Development (USAID.) The contents of this report are the sole responsibility of DAI and do not necessarily reflect the views of USAID or the United States Government.

ADAPTASI PERUBAHAN IKLIM DAN KETANGGUHAN (APIK) PROJECT:

Project Year 1 Work Plan

~ Second Draft for Review ~

CONTRACT NO. AID-497-C-16-00003

APIK

Adaptasi Perubahan Iklim dan Ketangguhan

Project Year 1 Work Plan i

ADAPTASI PERUBAHAN IKLIM DAN KETANGGUHAN PROJECT

PROJECT YEAR 1 WORK PLAN

Project Title: Adaptasi Perubahan Iklim dan Ketangguhan Project

Sponsoring USAID Office: USAID/Indonesia Office of Environment

Contract Number: AID-497-C-16-0003

Contractor: DAI

Date of Publication: January 2016 (revised March 2016)

Author: DAI

Project Year 1 Work Plan ii

TABLE OF CONTENTS

SECTION 1:

INTRODUCTION ................................................................................................................ 1

OVERVIEW OF APIK ................................................................................................................ 1

VISION, THEORY OF CHANGE, & APPROACH .................................................................................. 2

PROJECT YEAR 1 WORK PLAN.................................................................................................... 3

WORK PLAN ORGANIZATION ..................................................................................................... 4

PROJECT RESULTS FRAMEWORK ....................................................................................... 6

INTRODUCTION ...................................................................................................................... 6

HIGH LEVEL RESULTS ............................................................................................................... 6

TASK LEVEL RESULTS ............................................................................................................... 9

APPROACH TO APIK TASKS ............................................................................................. 11

INTRODUCTION .................................................................................................................... 11

TASK 1: INTEGRATE CLIMATE CHANGE ADAPTATION AND DISASTER RISK REDUCTION INTO NATIONAL-LEVEL

POLICY AND COORDINATION ................................................................................................... 11

Introduction & Theory of Change ................................................................................. 11

Key Task Partnerships .................................................................................................. 12

Subtask 1.1: Support national-level implementation of the RAN-API and the integration

of CCA and DRR into annual work plans of government ministries. ............................... 13

Subtask 1.2: Develop national level tools, guidelines, analyses, and other knowledge

products that facilitate mainstreaming of CCA and DRR ............................................... 14

Subtask 1.3: Strengthen national CCA/DRR coordination .............................................. 14

TASK 2: ENHANCE SUBNATIONAL GOVERNMENT AND COMMUNITY RESILIENCE TO CLIMATE CHANGE AND

WEATHER-RELATED NATURAL DISASTERS ................................................................................... 15



Subtask 2.1: Integrate CCA and DRR into local governance processes ........................... 17

Subtask 2.2: Build local capacity to support vulnerability/risk assessments .................. 18

Subtask 2.3: Strengthen landscape-level CCA and DRR mechanisms ............................. 18

Subtask 2.4: Improve provincial and district disaster response capacity ....................... 19

Subtask 2.5: Implement sustainable community level CCA and DRR measures.............. 20

TASK 3: STRENGTHEN TARGETED CLIMATE AND WEATHER INFORMATION SERVICES ............................. 20



Subtask 3.1: Conduct CWI stakeholder consultations at all levels and develop roadmap

.................................................................................................................................... 22

Subtask 3.2: Build capacity of CWI producers, communicators, and users to develop,

disseminate, and apply climate and weather data ....................................................... 23

Subtask 3.3: Utilize media, communication campaigns, and social marketing to share

CWI and raise awareness about climate change impacts ............................................. 23

TASK 4: AWARENESS AND CAPACITY DEVELOPMENT FOR THE PRIVATE SECTOR .................................... 23


Project Year 1 Work Plan iii


Subtask 4.1: Engage and enhance cooperation with relevant business associations. .... 25

Subtask 4.2: Develop or strengthen forums, tools, and analyses to improve private

sector understanding and integration of climate and disaster risks into plans and

operations .................................................................................................................... 25

Subtask 4.3: Engage private sector actors to promote awareness and build resilience

among companies and communities in targeted districts/landscapes .......................... 26

Subtask 4.4: Disseminate information and examples that promote actions by private

businesses to strengthen resilience to natural disasters and climate change ................ 26

TASK 5: PROJECT COORDINATION AND DOCUMENTATION .............................................................. 26

Introduction ................................................................................................................. 26

Subtask 5.1: Develop and disseminate models on the successful integration of local and

national strategies for CCA and DRR mainstreaming. ................................................... 27

Subtask 5.2: Facilitate broader coordination and collaboration and strengthen the

capacity of other USG organizations including USAID projects to mainstream DRR and

CCA .............................................................................................................................. 28

PROJECT MANAGEMENT ................................................................................................ 29

INTRODUCTION .................................................................................................................... 29

GENERAL PROJECT MANAGEMENT............................................................................................ 29

Management Plan........................................................................................................ 29

National Office ............................................................................................................. 29

Regional Offices ........................................................................................................... 30

Planned General Project Management Activities .......................................................... 32

PROJECT REPORTING ............................................................................................................. 33

RESILIENCE FUND ........................................................................................................... 35

ILLUSTRATIVE RESILIENCE FUND ACTIVITIES ................................................................................. 35

SELECTION PROCESS .............................................................................................................. 36

PY1 RESILIENCE FUND ACTIVITIES ............................................................................................ 36

GENDER STRATEGY ......................................................................................................... 38

ALIGNMENT WITH USAID’S GENDER POLICIES ............................................................................ 38

KEY DEFINITIONS AND GUIDING PRINCIPLES ................................................................................ 39

ILLUSTRATIVE CHALLENGES AND OPPORTUNITIES .......................................................................... 40

PY1 GENDER ACTIVITIES ........................................................................................................ 41

COMMUNICATIONS, OUTREACH & KNOWLEDGE MANAGEMENT .................................... 42

INTRODUCTION .................................................................................................................... 42

STRATEGY AND METHODS ...................................................................................................... 43

Knowledge Dissemination ............................................................................................ 43

Knowledge Capture ...................................................................................................... 45

Capturing Tacit Knowledge .......................................................................................... 45

ENVIRONMENTAL MITIGATION AND MONITORING ........................................................ 48

Project Year 1 Work Plan iv

EXHIBITS

EXHIBIT 1: APIK PROJECT THEORY OF CHANGE ................................................................................................................. 2

EXHIBIT 2: SUPPORTING PLACE-BASED RESILIENCE UNDER APIK .......................................................................................... 3

EXHIBIT 3: APIK RESULTS FRAMEWORK ......................................................................................................................... 10

EXHIBIT 4: TASK 1 THEORY OF CHANGE ......................................................................................................................... 12

EXHIBIT 5: KEY TASK 1 PARTNERSHIPS FOR PY1 ............................................................................................................... 12

EXHIBIT 6: SUBTASK 1.1 ACTIVITIES FOR PY1 ................................................................................................................. 13

EXHIBIT 7: SUBTASK 1.2 ACTIVITIES FOR PY1 .................................................................................................................. 14

EXHIBIT 8: SUBTASK 1.3 ACTIVITIES FOR PY1 .................................................................................................................. 15

EXHIBIT 9: TASK 2 THEORY OF CHANGE ......................................................................................................................... 16

EXHIBIT 10: KEY TASK 2 PARTNERSHIPS FOR PY1 ............................................................................................................ 16

EXHIBIT 11: SUBTASK 2.1 ACTIVITIES FOR PY1 ................................................................................................................ 17





EXHIBIT 16: TASK 3 THEORY OF CHANGE ....................................................................................................................... 21

EXHIBIT 17: KEY TASK 3 PARTNERSHIPS FOR PY1 ............................................................................................................. 21




EXHIBIT 21: TASK 4 THEORY OF CHANGE ....................................................................................................................... 24

EXHIBIT 22: TASK 4 PARTNERSHIPS FOR PY1 .................................................................................................................. 24






EXHIBIT 28: APIK ORGANIZATIONAL CHART ................................................................................................................... 31

EXHIBIT 29: PROJECT MANAGEMENT ACTIVITIES FOR PY1 ................................................................................................ 32

EXHIBIT 30: PROJECT REPORTING ACTIVITIES FOR PY1 ..................................................................................................... 34

EXHIBIT 31: RESILIENCE FUND SUPPORT ACTIVITIES IN PY1 ............................................................................................... 36

EXHIBIT 32: GENDER DEFINITIONS AND CONCEPTS .......................................................................................................... 39

EXHIBIT 33: CHALLENGES AND OPPORTUNITIES IN GENDER EQUALITY AND WOMEN'S EMPOWERMENT IN CCA/DRR .................. 40

EXHIBIT 34: GENDER ACTIVITIES FOR PY1 ...................................................................................................................... 41

EXHIBIT 35: TARGETS FOR WEBSITE CURATION AND DISSEMINATION .................................................................................. 44

EXHIBIT 36: ILLUSTRATIVE APIK KNOWLEDGE PRODUCTS ................................................................................................. 46

Project Year 1 Work Plan v

ACRONYMS

ACCCRN Asian Cities Climate Change Resilience Network

APIK Adaptasi Perubahan Iklim dan Ketangguhan Project

CCA Climate Change Adaptation

CDCS Country Development Cooperation Strategy

COR Contracting Officer’s Representative

COP Chief of Party

CWI Climate and Weather Information

DCOP Deputy Chief of Party

DRR Disaster Risk Reduction

EMMP Environmental Mitigation and Monitoring Plan

GOI Government of Indonesia

GUC Grants under Contract

IMACS The Indonesia Marine and Climate Support Project

InAware Indonesia All Hazards Warning and Risk Evaluation System

IUWASH Indonesia Urban Water, Sanitation, and Hygiene Project

LG Local Government

KMPB Kelompok Masyarakat Penanggulangan Bencana

M&E Monitoring and Evaluation

PDC Pacific Disaster Centre

PDPT Program Pengembangan Desa Pesisir Tangguh (Resilient Coastal Village program)

PLANAS-PRB National Platform for Disaster Risk Reduction

PY1 Project Year 1

RAN-API National Climate Adaptation Action Plan

RAN PRB National Action Plan on Disaster Risk Reduction

SEA Sustainable Ecosystem Advanced Project

TAMIS Technical and Administrative Management Information System

TATTs Technical Assistance and Training Teams (USAID OFDA funded program)

Project Year 1 Work Plan vi

UU Desa Law No.6/2016 on Village Governance and Management

USAID United States Agency for International Development

USG United States Government

Project Year 1 Work Plan 1

Section 1:

INTRODUCTION

OVERVIEW OF APIK USAID’s five year “Adaptasi Perubahan Iklim dan Ketangguhan” (APIK) Project supports the Government of Indonesia to strengthen climate and disaster resilience, working in an integrated manner from the national level down to the regional and community levels. In support of this overall objective, APIK seeks to:

• Mainstream climate change adaptation and disaster risk reduction into national and sub-national governance frameworks;

• Build the capacity of local communities and the private sector to address climate change and weather-related natural hazards; and

• Support the use of information for climate and disaster risk management among key stakeholders.

At the national level, APIK provides technical assistance to national level ministries to strengthen their understanding of climate change and the impact of weather-related natural disasters, and to mainstream tools and approaches that facilitate the systematic consideration of climate change adaptation (CCA) and disaster risk reduction (DRR) in their core planning, budgeting, and operations. Given the cross-cutting nature of CCA/DRR, APIK works with economy-wide agencies—such as the Ministry of Planning (BAPPENAS) and the National Disaster Management Agency (BNPB)—as well as technical ministries such as Environment and Forestry (KLHK), Marine Affairs and Fisheries (KKP), Energy and Mineral Resources (MEMR), Public Works and Public Housing (PUPERA), Agrarian and Spatial Planning, and Agriculture (Kementan).

At the subnational level, APIK seeks to build the capacity of local governments in East Java, Southeast Sulawesi, and Maluku to address CCA & DRR through planning and operations, public outreach, and the institutionalization of resilience-building practices in day-to-day activities. With a regional office located in the respective provinces, the Project works in targeted landscapes with the communities on the front lines of climate change and disaster resilience in the target districts to implement measures and link those measures to the relevant government processes in a holistic systems approach.

Crosscutting the national and subnational levels, APIK further seeks to mainstream CCA/DRR into the private sector as well as the improved uptake and utilization of climate and weather information (CWI) services. Private sector engagement is critical to addressing shared economic risks and livelihoods, while improved climate and weather information services empower public and private institutions alike to better prepare for and respond to climate and disaster risk.

APIK will strictly adhere to do no harm principles throughout all activities and will ensure all team members are fully briefed and understand these principles.


VISION, THEORY OF CHANGE, & APPROACH Project Vision. The vision for USAID’s APIK Project is that, after five years, the prioritized geographies—including local governments, businesses, and households therein—will have achieved measurable gains in resilience to natural disasters and climate change, with concrete examples of adaptation in practice serving as replicable models for DRR and CCA integration across the archipelago. Further, such local improvements in resiliency will be enabled, cemented, and sustained through the confluence of more accessible, user-focused climate information services and the mainstreaming of disaster preparedness and climate adaptation into core governance processes at all levels. Ultimately, realizing this vision of improved management of climate and disaster risk will contribute to broader government adaptation objectives as set forth in the RAN-API and RAN PRB as well as USAID/Indonesia’s Country Development Cooperation Strategy and the U.S. Government’s Global Climate Change Initiative.

Theory of Change. APIK’s overarching theory of change to achieve this five-year vision is presented below in Exhibit 1.

Exhibit 1: APIK Project Theory of Change

IF:

• Climate change adaptation and disaster risk reduction is mainstreamed into national and sub-national governance frameworks, including planning, policies, and budgets;

• Local communities and the private sector possess the awareness, initiative, and capacity to address climate change and weather-related natural hazards;

• Stakeholders have access to climate and weather information that is usable, clear, and developed in a participatory manner; and

• Governments, businesses, and communities maximize the impact of respective efforts by working collaboratively at the landscape level

THEN:

• The public and private sector—from national level to the subnational level to the community level—will systematically integrate climate change into their planning and investment processes in a coordinated manner; and

• Indonesia will be better able to management climate and disaster risk and achieve resilient economic growth.

Technical Approach. To translate this theory of change into action, the APIK Project will apply a technical approach centered on place-based resilience, which emphasizes that vulnerability to natural disasters and climate change are directly linked to each locale’s unique landscape, socioeconomic, and institutional characteristics. Place-based resilience moves beyond generalities to understand the climate story at the local government and community levels, and is enabled and strengthened through horizontal collaboration with neighboring communities as well as vertical linkages to the broader policy environment. In this regard, national adaptation policies and tools must be designed in a manner that keeps a sense of place at the fore, while place-based CCA/DRR actions—both successes and failures—must inform the adaptive evolution of these policies and tools over time.

Building from the strategic objectives and targeted sectors set forth in the RAN-API, Exhibit 2 presents the integrated, mutually reinforcing components of APIK’s place-based approach:

• Institutional resilience. Under Indonesia’s decentralized system, place-based resilience requires that national ministries (Task 1), as well as subnational governments


(Task 2), mainstream DRR and CCA principles into public planning and investments. The strengthening of governance institutions and national-subnational linkages sets the stage for place-based adaptation actions and bolsters the ability of public service providers themselves to withstand and recover from future shocks and crises.

• Socioeconomic resilience. Place-based resilience also requires that DRR/CCA principles be incorporated into business models across different economic sectors, supporting livelihoods and green economic growth. Fostering sustainable incomes is particularly important among the poor, whose resource-based livelihoods often face the greatest exposure to weather stresses and climate shifts.

• Landscape resilience. The vulnerability of place is interconnected with the ecological, hydrological, and meteorological characteristics of the surrounding landscape. Ecosystem services represent important safeguards that protect urban, rural, and island communities from extreme and changing weather. Sustaining these services demands spatially integrated, transboundary resource management using hydro-meteorological data (Task 3) accompanied by the mobilization of upstream and downstream stakeholders around shared environmental risks (Task 2).

• Climate and weather information (CWI) services. Finally, CWI services (Task 3) play an important enabling role in achieving place-based resilience, with the resulting information products informing sound, evidence-based decision making across all tasks and activities. Climate services are not, however, an end in themselves; rather they are a means for people, businesses, and institutions to better understand their place and how/if it is changing.

PROJECT YEAR 1 WORK PLAN Covering the period November 2015 through September 2016, the project year 1 (PY1) work plan presents a plan of action to guide APIK through its critical start-up and formative stage, striving to put into place a solid foundation from which the Project can rapidly achieve impact. It builds substantially off the concepts presented in DAI’s technical proposal as well as the deep experience of institutional subcontract Mercy Corps Indonesia in mainstreaming CCA/DRR into government and private sector processes across the archipelago. Key principles of this work plan are as follows:

• The development and articulation of an overall APIK theory of change as well as supporting theories of change for each of the APIK tasks;

• The integration of technical components to ensure that the Project takes full advantage of the mutually reinforcing nature of the respective APIK tasks;

• The forging of strong relationships and linkages with national and subnational stakeholders, thereby engendering sustainability from the start;

Exhibit 2: Supporting Place-Based Resilience under APIK


• The identification and initiation of quick-win, rapid start activities that can build from past successes, register early results, and inform the Project in further project development;

• Clear linkages of all work plan activities to the APIK Monitoring and Evaluation Plan and the Project’s targeted outcomes and deliverables;

• Putting in place the systems for capturing data and information and then documenting, reporting and communicating APIK results and lessons learned; and

• Creation of a strong Project team, including the spirit and drive for working together and with others to maximize programmatic potential.

While APIK will implement a broad range of operational and technical activities over the planning period, efforts will focus on the following themes:

• Site selection. During the open months of the Project, APIK Regional Managers in East Java, Southeast Sulawesi, and Maluku will work with the APIK National Office, USAID, and local stakeholders to conduct a site selection process to identify the priority landscapes, cities, and districts within each province.

• Situational analyses. From the national to the subnational levels, the political, institutional, and economic situation continues to evolve, with major changes occurring even since the original design of APIK. Thus, in order to ensure that the Project’s resources are most effectively utilized, the APIK team will undertake a series of analyses to inform programming, such as the compilation of the Climate and Weather Information Services Study and Roadmap.

• Baseline data collection. Building from the recently submitted Monitoring and Evaluation (M&E) Plan, the APIK team will collect baseline data to inform how the project tracks progress.

• Establishment or strengthening of existing City/District Resilience Teams. An important aspect of the APIK approach is to work through City/District Resilience Teams, meaning that, following the site selection, APIK will immediately begin to engage local governments in the process of setting up interdisciplinary resilience teams that will serve as the cornerstone of subnational activities.

• Launch Resilience Fund. During PY1 APIK will launch the Resilience Fund through the issuance of challenge grants as a platform to both raise CCA/DRR awareness and begin targeted field activities.

• Complete Operational Start-Up. As outlined in the Mobilization Plan, the Project will work to complete operational start-up over to the opening 3-4 months, including the establishment of offices in all regions and establishment of project systems.

WORK PLAN ORGANIZATION The PY1 work plan will consist of the following sections and annexes:

Section 2: Project Results Framework. Section 2 introduces the APIK Results Framework, presenting the approach to the achievement of task-level results, high-level results, and high level results. The results framework also sets forth the life-of-project targets.

Section 3: Approach to APIK Tasks. The third section addresses APIK’s approach to each of the five tasks presented in the scope of work. This includes the


introduction of each subtask and a table of activities which describes the types of activities, the outputs, and the schedule for implementation.

Section 4: Resilience Fund. Section 4 summarizes the key steps to launching the Resilience Fund during PY1, including the types of activities that are likely to be targeted for funding.

Section 5: Gender Strategy. Section 5 addresses the integration of gender into APIK programming during PY1. Focal points will include: implementation of a gender analysis, development of a gender action plan, and the operationalization of an internal gender working group.

Section 6: Communications and Knowledge Management Plan. Section 6 describes the overall approach of the Project to communications and knowledge management, including how APIK will engage in communication activities that have impact, as well as how those activities and knowledge will be institutionalized through documentation of, for example, best practices and case studies.

Section 6: Project Management Strategy and Activities: The final section of the work plan details APIK’s general management strategy, including organizational chart and approach to matrix management; and a detailed description on planned activities in key.

In addition to these above sections of the work plan, there are also three annexes that accompany the submission of the document:

Attachment A: Environmental Monitoring and Mitigation Plan. Annex A is submitted in accordance with Section F of the APIK contracts which requires the preparation of an EMMP in association with the first annual work plan.


Section 2:

PROJECT RESULTS FRAMEWORK

INTRODUCTION The achievement of APIK’s overall objective of improving Indonesia’s capacity to manage climate and disaster risk (Sub IR 3.3.3) as well as engagement in key climate change and resilience dialogues (Sub IR 3.3.4) requires a clear, logical pathway from activities to results to High-Level Results, to High-Level Outcomes to the USAID Country Development Cooperation Strategy. Exhibit 3 on the following page—the APIK Results Framework—sets forth this pathway for each of the APIK High-Level Outcomes. As noted in the introductory section, these outcomes are as follows:

High-Level Outcome 1: Integration of climate change adaptation and disaster risk reduction into national and subnational governance frameworks improved (represented in brown shading in Exhibit 3);

High-Level Outcome 2: Capacity of local communities and the private sector to address climate change and weather-related natural hazards strengthened (represented in blue shading in Exhibit 3); and

High-Level Outcome 3: Utilization of information for climate and disaster risk management among key stakeholders improved (represented in green shading in Exhibit 3).

Each High-Level Outcome is linked largely to one or two APIK tasks. With a focus on governance frameworks, for example, HLO-1 extends from Task1 (integration of CCA/DRR into national policy and coordination) and Task 2 (enhance subnational government and community resilience). Similarly, with an emphasis on community and private section resilience, HLO-2 is supported by activities and results conducted under Task 2 and Task 4 (private sector CCA/DRR capacity development). HLO-3, however, is uniquely linked to Task 3 (climate and weather information systems strengthened). Finally, all three high-level outcomes are driven in part by activities and achievements under Task 5, which seeks to document and disseminate successful models across all APIK tasks and sub-tasks.

HIGH LEVEL RESULTS APIK’s high level results (HLRs) represent the primary, measurable targets of the Project, making them the key determining factors in how activities are structured during PY1 as well as the life of the project. The APIK scope of work sets forth five high level results, with three additional HLR added to reflect the USG climate change adaptation standard (F) indicators. The eight high level results are described below, including key definitions and the supporting task level results.


High Level Result 1: National and subnational public institutions with improved capacity to integrate and address CC and natural disaster risk

A standard climate change indicator, HLR 1 measures the number of national and subnational institutions with improved capacity to address climate change and disaster risk risks. These institutions may include relevant national government entities (such as ministry directorates or agencies) as well as subnational institutions (including provincial government departments, local government departments, public agencies, or utilities) government institutions (such as ministries, departments, or commissions) issues have new or increased ability to use new or different approaches, processes, strategies, or methodologies to mitigate and/or adapt to climate change. “Improved capacity” is then broadly defined as the acquisition of new or increased ability to use new or different approaches, processes, strategies, or methodologies to mitigate and/or adapt to climate change.

As portrayed in Exhibit 3, six task level results will contribute the achievement of HLR-1, including the operationalization of national CCA/DRR forums, the strengthening of CCA/DRR networks, improved awareness of GOI officials of the economic impact of climate change and natural disasters, the training of subnational government staff in CCA/DRR, the implementation of subnational climate change and disaster risk vulnerability studies, and the facilitation of landscape resilience strategies between one or more local government entity.

High Level Result 2: Laws, policies, strategies, plans or regulations addressing CCA/DRR officially revised, proposed, or adopted at the national or subnational levels

HLR-2 focuses on strengthening the governance framework at the national and subnational levels through the introduction or improvement of policies, strategies, and regulations. Also a standard USG indicator, these policy documents may take many difference forms, including laws passed by parliament, ministerial decrees, ministerial guidelines, or implementing strategies at the national level; as well as laws, executive decrees or guidelines, or district-wide strategies at the local level. Three specific task level results will contribute to the achievement of HLR-2, including the proposal or enactment of the aforementioned policies at the national level, the facilitation of revisions to the National Climate Change Action Plan (RAN-API), and the support of new/revised plans, processes, or budget allocations at the subnational level.

High Level Result 3: Community and private sector stakeholders implementing appropriate CCA and DRR measures

HLR-3 transitions to the field level, with APIK supporting CCA and DRR measures with local communities and businesses. “Communities” are all jurisdictions at the sub-district level or below, including villages and neighborhoods. Private sector stakeholders may also take a variety of forms, such as small and medium enterprises (SMEs), microfinance institutions, companies, or business associations. The determination of “appropriate CCA and DRR measures will be associated with formal or informal institutional evaluations such as a climate change vulnerability assessments or disaster preparedness studies. The resulting interventions may be broad in scope, including improved water resources management, flood/drought mitigation measures, the utilization of climate information services, business plans, and changes to supply chains.

Four task level results will contribute to HLR-3, including the implementation of CCA/DRR measures with LG support, climate risk management measures undertaken by businesses


across multiple sectors, private sector pilot activities to improve resilience, and the improved awareness of private sector stakeholders concerning climate and disaster risk.

High Level Result 5: Stakeholders using new or improved climate information services.

HLR-5 seeks to strengthen climate and weather information systems in support of better decision-making and investment by a broad array of stakeholders, including ministry directorates, government departments (dinas), public service providers (PDAMs), public agencies, companies, businesses, and communities (desa). “Climate information services” are those services that collect, package, and disseminate data products about weather and climate conditions, trends, warnings, and impacts (either realized or potential). “Using” implies that stakeholders are actually applying the information to inform their actions/decisions, as opposed to being passive recipients. Contributing task level results include climate and weather information services demonstrating improved usage as well as institutions with strengthened capacity to apply, develop, and disseminate tailored climate information services.

High Level Results 4, 6, and 7: People (and the proportion of women) with increased capacity to adapt to climate change impacts

High Level Results 4, 6, and 7 all gauge the number of people who benefit from APIK training/capacity building. HLR-7, a USG standard indicator for climate change adaptation, provides the most basic measure by simply counting the number of participants in APIK-supported training events, such as study tours, online and in-person courses, on-the-job training, workshops, participant training events, and third-party administered training.

HLR-4, however, provides a more rigorous set of criteria to directly evaluate the extent to which the individuals in question have a new or increased ability to use new or different approaches, processes, strategies, or methodologies to adapt to climate change. Such “increased capacity” may be evidenced by pre and post-intervention testing, self-assessments, surveys, and longitudinal studies to assess how new skills were applied on the job. HLR-6 then builds directly from HLR-4 by assessing the proportion of individuals with improved capacity that are women.

As depicted in Exhibit 3, High Level Results 4, 6, and 7 are truly crosscutting measures which flow from all task-level activities and results. In other words, there is not a single task or set of results that contributes to HLRs 4, 6, and 7, as nearly all of APIK’s support will include a form of capacity-building for individuals to better manage climate and disaster risk.

High Level Results 8: Amount of investment mobilized (in USD) for climate change adaptation as supported by USG assistance

HL-8 focuses on amount of investment that can be mobilized through a variety of instruments and vehicles, including common funding instruments, parallel investments, or in-kind support committed and delivered by LGs and private sector. Funding may be mobilized from governments or public multilateral entities or private sector (e.g. corporate investments) and should help to advance the objectives. The finance mobilized shall be enabled by USG assistance for actions, activities, projects, or programs that avoid, reduce, or sequester GHGs, or that support actions, activities, projects, or programs that increase capacity to adapt to the impacts of climate variability and change. HLR-8 builds from accumulation of achieved target result across TLRs and HLRs.


TASK LEVEL RESULTS The first column of Exhibit 3 provides the complete list of task level result and the estimated life-of-project target. There are a total of 17 task level results, averaging three to four results per five technical tasks. The approach to tracking each of these tasks is described in the APIK Monitoring and Evaluation Plan accompanied by the APIK Monitoring and Evaluation Field Manual. Section 3 of the work plan further breaks down the activities of project year 1 that will contribute to the realization of each task level result.


Exhibit 3: APIK Results Framework


Section 3:

APPROACH TO APIK TASKS

INTRODUCTION Section 3 of the PY1 Work Plan addresses APIK’s approach to each of the five tasks presented in the scope of work. This includes the introduction of each task and a task level theory of change, the identification of the key PY1 partners associated with each task and the engagement approach for the first year, as well as the description of the respective subtasks that fall under the five technical tasks. Each subtask description also includes the table of proposed activities in support of the APIK Results Framework, covering the period November 2015 through September 2016. More specifically, the subtask tables summarize the type of activities, the outputs, and the anticipated schedule for implementation.

TASK 1: INTEGRATE CLIMATE CHANGE ADAPTATION AND DISASTER RISK REDUCTION INTO NATIONAL-LEVEL POLICY AND COORDINATION

Introduction & Theory of Change

Home to the largest economy in Southeast Asia, Indonesia is projected to be one of the world’s fastest-growing markets this year. While growth prospects are strong, however, they stand in stark contrast to Indonesia’s level of risk to climate change and hydro-meteorological disasters. The archipelago is perennially ranked among the most at-risk nations in the world, yet the current national enabling environment is insufficient to safeguard recent development gains and future growth targets against the looming variable of climate change.

Under Task 1, APIK will apply a development-first adaptation strategy to heighten national government awareness of the risks posed to critical development goals by climate change and hydro-meteorological disasters and to strengthen the government’s response by mainstreaming CCA/DRR tools and approaches. More specifically, APIK will work with and through the RAN-API Secretariat and the Ministry of National Development Planning (BAPPENAS) to elevate the visibility of the RAN-API and equip key line ministries to support its implementation. The Project will also work with BNPB and Planas PRB to accelerate understanding of climate/weather issues and their integration into the CCA-DRR agenda, and engage with the Indonesia Climate Alliance (ICA), other NGOs that are concerned on climate adaptation issues, and intra-governmental working groups to strengthen horizontal CCA and DRR coordination and share lessons learned from Task 1 activities between government ministries and departments.

The task level theory of change to achieve this five-year vision is presented below as Exhibit 4.


Exhibit 5: Task 1 Theory of Change

IF:

• National institutions possess an improved awareness of the economic impacts of climate and disaster risk and adopt policies and that incentivize CCA/DRR;

• National forums networks are established to strengthen coordination amongst government ministries and facilitate the sharing of DRR/CCA knowledge between practitioners; and

• The National Climate Change Action Plan is regularly updated by the Secretariat to reflect lessons learned at the local level;

THEN: • National public institutions will have improved capacity to integrate and address

climate change and disaster risk, thereby contributing to a stronger governance framework for CCA/DRR.

During PY1, Task 1 activities will focus on establishing institutional partnerships, assessing the current status of CCA/DRR policies at that national level, and identify entry-points for supporting both existing and new national forums and networks.

Key Task Partnerships

Exhibit 5 identifies key institutional partnerships necessary to the implementation of activities under task 1 during the planning period.

Exhibit 6: Key Task 1 partnerships for PY1

Partner Summary of PY1 Engagement

BAPPENAS • Identify technical assistance needs of the RAN-API Secretariat, the preparation and implementation of the RAN-API, the process for revising the RAN-API, as well as how APIK can support synchronization efforts between programs and projects.

KLHK • Support KLHK’s efforts to formulate policies, norms, standards, procedures, and criteria in the field of implementation of climate change adaptation as well as the evaluation and reporting of progress.

• Assist KLHK in the identification of the next steps for the SIDIK (VA online) system.

BNPB • Identify initial opportunities for integrating climate change adaptation into disaster risk reduction policies and procedures.

BMKG • The main CWI producer

• Building a joint activity that is able to fill the current gaps in the information and data for vulnerability assessment and early warning systems.

• Working together to assist deliver information to agencies and parties involved and the community with respect to climate change, especially at the project site.

KEMENDAGRI • Facilitate the implementation of the general guidance and coordination in the field of facilitating the implementation of regional government affairs, regional development planning, synchronization and harmonization of regional development and public participation, related to climate change adaptation.

ATR/BPN • The ministry has a strategic role in encouraging spatial planning including the threat, impact and vulnerability to climate change.

• Supporting the implementation of adaptation action at regional level.

KKP • Potential of existing adaptation practices that can serve as means of learning for increasing and expanding adaptation efforts in the marine and fishery sector.



KEMTAN • The ministry has developed strategies to anticipate the issues and threat of climate change, whether in terms of mitigation or adaptation. APIK will provide support to ensure strategies are integrated and comprehensive

KEMKES • Carrying out advocacy, dissemination and capacity building of climate change adaptation the health sector at national level.

• Drawing up norms, standards, guidelines, and criteria for adaptation the health sector to the impacts of climate change.

APEKSI/APKASI • Support networking at city/district level government.

National level CCA / DRR Forums

• Enumerate all national level CCA/DRR forums and current strengths and weakness

• Support ICA to establish a permanent institutional home.

• Planas PRB is a national level forum that facilitates the exchange of information about disaster risk reduction (DRR) projects and activities conducted by various stakeholders. In addition, they encourage the development of ways of adaptation implementation and encourage consensus and consultation, both at central and regional levels. APIK will assess opportunities to work with Planas PRB and gaps where they need support.

Subtask 1.1: Support national-level implementation of the RAN-API and the integration of CCA and DRR into annual work plans of government ministries.

The RAN-API strategy provides the framework that national government agencies use to coordinate climate change adaptation actions across the country, including pilot locations, budget planning, programming, and indicators against which progress will be tracked. Significant institutional changes under the new administration, however, have slowed the implementation of the RAN-API and the expiration of donor funding for the Secretariat has created a degree of institutional uncertainty. Therefore, the focus of PY1 activities under Subtask 1.1 will be to work closely with BAPPENAS to assess the status of RAN-API implementation and identify potential technical assistance entry-points where APIK’s resources can have the greatest impact over the near term. Exhibit 6 summarizes the principle activities envisioned for Subtask 1.1 during the first year of implementation.

Exhibit 7: Subtask 1.1 Activities for PY1

Activity Output Timeline

Assess the implementation status of the RAN-API (including the monitoring and evaluation framework) and the Secretariat’s technical assistance

- Gap analysis RAN-API, including what is needed and what exists identified;

- Targeted LTTA/STTA support mobilized until permanent government financing is allocated (Scope of work).

Mar – Apr

Evaluate existing national plans, programs, and policies related to CCA/DRR, including the current status of ReNas-PB (Penanggulangan Bencana). Desa Pesisir Tangguh (KKP), ProKlim (KLHK), Desa Tangguh Bencana (BNPB), Desa Siaga (KemSos). Undang-Undang Desa.

- National policies, plans, and programs for CCA/DRR reviewed and entry-points identified.

Mar – Jun

Socialize conclusions and recommendations of national policy review to key stakeholders, such as KLHK, BNPB, and Bappenas to be taken into

- Focus group discussion and meeting notes completed.

- National seminar which includes

July –

Sept



consideration in the formulation of policies and preparation of supporting instruments.

the opinion of the speakers, participants and conclusions / recommendations

Working closely with KLHK and BNPB, facilitate the drafting of policies and design guidelines or standard instruments to support the implementation of CCA and DRR integration.

The availability of 10 Minutes of Meeting and a draft policy documents and guidelines / operational modules to carry out the integration of CCA and DRR.

Aug.- Sept

Subtask 1.2: Develop national level tools, guidelines, analyses, and other knowledge products that facilitate mainstreaming of CCA and DRR

A number of CCA and DRR tools, guides, and processes already exist or are in development for use by Indonesian Government ministries and local governments. APIK will support efforts to refine these and other tools, improve vulnerability monitoring, and use the results to advocate for CCA/DRR integration into the national development agenda. In this regard, APIK will prioritize tools and knowledge products that “make the case” for development-first adaptation measures.

As the first step towards the improvement of these tools and guidelines during PY1, APIK will evaluate their effectiveness in a participatory manner with stakeholders as a means to identify entry-points for project support. Exhibit 7 summarizes the principle activities envisioned for Subtask 1.2 during the first year of implementation.

Exhibit 8: Subtask 1.2 activities for PY1


Research/assess what tools, guidelines, approaches, and funding mechanism currently exist, including SIDIK, LGSAT, and BNPB vulnerability index.

Strengths, weaknesses, opportunities, and threats assessment of existing nation level tools, guides, and approaches to CCA/DRR mainstreaming.

Mar-May

Support targeted assistance to the SIDIK system. While TA will depend on above assessment, likely entry-points include a revised user interface and integration of DR criteria.

Improved user interface for SIDIK system

June-Sept

Develop CCA/DRR cost-benefit analysis tool/approach for targeted economic sectors (building from existing national level study supported by USAID).

CCA/DRR cost-benefit analysis tool developed for at least one economic sector.

June-Sept.

Subtask 1.3: Strengthen national CCA/DRR coordination

The integration of climate change adaptation and disaster risk reduction into the national and subnational governance frameworks is a relatively new initiative. As such, as individuals and institutions obtain experience and identify key ingredients to successfully mainstreaming CCA/DRR, it will important that coordination mechanisms are readily available that facilitate the sharing of lessons and best practices both horizontally across different sectors and vertically across difference levels of government. Subtask 1.3 seeks to meet this need through the establishment and strengthening of coordination forums and practitioner networks. During PY1, APIK will focus efforts on compiling an inventory of what networks


and forums are already in existence and where the greatest opportunities exist to strengthen these networks. Exhibit 6 summarizes the principle activities envisioned for Subtask 1.1 during the first year of implementation.


Activity Results Timeline

Mapping the stakeholder forums and practitioner networks that support developing strategies with CCA and DRR integration approach in one or more sectors.

Finalized mapping of CCA/DRR coordination mechanisms and practitioner networks.

Mar – May

Workshop to disseminate the results of the CCA/DDR coordination mapping and collaboratively identify priority issues and approaches for the integration of CCA and DRR.

Workshop completed and results and recommendations documented.

May

Assess ICA’s and Planas PRB existing roles and institutional status and, where applicable, help to identify a permanent institutional home, explore long-term financing options, and formalize ICA’s standard operating procedures.

Supported and formulated a roadmap of ICA and Planas PRB (or the integration of their activities in a single entity).

Jun – Aug

Support APEKSI and APKASI to organize an annual “municipal resilience forum” that convenes local government practitioners to showcase successes in DRR/CCA integration, recognize municipal resilience leaders, and formulate policy recommendations to national agencies.

Municipal resilience forum annual meeting

Aug – Sept

“Climate-week” collaboration with KLHK / BNPB / Civil Society Alliance through the national climate change adaptation workshop (i.e. climate week, bulan PRB, etc.).

“Climate Week” forum supported as a means for national coordination

Sept

TASK 2: ENHANCE SUBNATIONAL GOVERNMENT AND COMMUNITY RESILIENCE TO CLIMATE CHANGE AND WEATHER-RELATED NATURAL DISASTERS


Subnational entities—including cities, districts, and communities—are on the front lines of climate change adaptation. Unfortunately, they often lack the tools, knowledge, and resources to mount a commensurate response to climate and disaster risk. It is therefore of great importance that a clear pathway towards resilience be developed to aid subnational institutions in Indonesia. Notably, there are already a number of global initiatives that highlight the urgency of supporting local government resilience, including the UN-Habitat’s Cities and Climate Changes Initiative (CCCI) and World Mayors Council on Climate Change (www.worldmayorscouncil.org). While Indonesia’s National Action Plan for climate change has helped to bring this urgency to Indonesia, much of the focus has been on the mitigation of greenhouse gases, while support for local government adaptation efforts has been limited.

Under Task 2 APIK will focus on local government and community capacity building, using entry-points such as local government working groups and community-based vulnerability


mapping to convene stakeholders and facilitate planning and actions that strengthen landscape, socioeconomic, and institutional resilience. Importantly, place-based interventions under Task 2 are linked to and enabled by a strengthened national enabling environment (Task 1), relevant climate and disaster information (Task 3), and the engagement of the private sector around shared risks (Task 4). The theory of change for Task 2 is presented in Exhibit 9 below.


IF:

• Subnational government plans, processes, and budgets reflect climate change and disaster risks;

• Subnational government staff have the awareness, skills, and resources to mainstream CCA/DRR into their duties as well as to contribute to the completion of vulnerability assessments and disaster risk studies;

• Subnational governments actively coordinate climate change adaptation and disaster risk reduction efforts at the landscape level (across political jurisdictions); and

• Communities possess the awareness, tools, and resources to implement practical CCA/DRR interventions;

THEN: • Subnational government and communities will have improved capacity to integrate

and address climate change and disaster risk, thereby contributing to a stronger subnational governance framework for CCA/DRR and more resilient communities.

The focus of work under Task 2 during the planning period will be twofold. First, during the February to March timeframe, the APIK Regional Managers in East Java, Southeast Sulawesi, and Maluku will work with the APIK National Office, USAID, and local stakeholders to conduct a site selection process to identify the priority landscapes, cities, and districts within each province. This critical process will be presented in a separate, stand-alone document (the “Site Selection Memorandum”) to USAID at the end of January. Due to the time involved in the site selection process as well as the formalization of a partnership agreement with each subnational partner, the majority of the subnational activities presented in the tables below are not anticipated to begin in earnest until April.

The second focal point of Task 2 during PY1 will be the establishment of city/district –based working groups. An important aspect of the overall APIK approach is to work through “city/district resilience teams”, meaning that, following the site selection, APIK will immediately begin to engage local governments in the process of setting up interdisciplinary resilience teams that will serve as the cornerstone of subnational activities henceforth.



Exhibit 11: Key Task 2 Partnerships for PY1


Bappeda (local government planning agency)

• Leading agency for APIK implementation working group.

Environmental agency (BLH) and Bapedal where

• Working group member and part of leading agency for APIK implementation.



appropriate

Forestry and agriculture agency (Dishut, Disperta)

• Working group member, focus on land based issues, especially for agriculture sector.

Maritime and fisheries agency (DKP)

• Working group member, focus on sea and fisheries issues, especially for sea level rise and fisheries

Provincial watershed management agency

• Working group member, focus on soil and water conservation.

Disaster management authority (BPBD)

• Working group member, focus on weather-related disasters.

Health agency (DinKes) • Working group member, focus on water/vector borne disease.

BWS/BBWS and BPDAS where appropriate

• Provide information on watershed including issues, potential intervention to solve watershed problems.

Public Works, Water Resources agency

• Working group member, together with PDAM, focus on water sector.

Public water utility (PDAM) • Responsible agency to provide clean and drinking water within city/district.

Local University • Working group member and support APIK implementation to bridge subnational government to the community and corporate, as well as part of scientific based resource discussion.

Local NGO • Working group member and support APIK implementation to bridge subnational government to the community and corporate.

Subtask 2.1: Integrate CCA and DRR into local governance processes

Central to APIK’s Task 2 strategy is the facilitation of city/district resilience teams at the kabupaten/kota and landscape level that involve stakeholders from diverse sectors (civil society, business, universities, and local government) and serve as the institutional leads for interventions. More specifically, each resilience teams will foster ownership given the crosscutting nature of CCA, provide continuity of initiatives, and serve as a platform for dialogue between the village and district levels. During PY1, APIK Regional Managers and governance/institutional development specialists will focus on the establishment of these groups, working closely with the selected local government partners to determine the make-up of each group, hold initial stakeholder meetings, and develop the governing/organization guidelines for each team. Throughout the process, the Regional Managers will encourage gender balance and inclusive, interdisciplinary membership. The following table summarizes the principle activities envisioned for Subtask 2.1 during the first year of implementation.



Conduct “resilience roadshow” to local government departments and agencies, including governor, mayor/regent, Bappeda, BPBD, etc.

Kick-off meetings with each subnational government partner.

Feb – Mar

Developments of partnership agreement between APIK and Mayor/Regent, including planned activities for PY1.

Fully executed partnership agreements with local government partners

Mar

Identify and strengthen existing groups, or facilitate the establishment of new, interdisciplinary resilience teams in each local government, including identification of stakeholders, development of operating protocol, and formal endorsement of district/city head.

Resilience team established by executive decree within each LG and initial meetings held.

Apr – Aug

Support peer-to-peer learning with recognized local government leaders in CCA/DRR such as climate teams in

1-2 study tours organized for provincial Apr – Aug



Semarang. representatives in each province.

Conduct public policy review of existing CCA/DRR governance framework in targeted LGs.

Public policy assessment for each LG partner completed.

July – Sept

Establishment of coordination mechanism among selected city/districts in a selected landscape.

Coordination chart & procedures Apr –Sep

Subtask 2.2: Build local capacity to support vulnerability/risk assessments

Implementing vulnerability assessments (VAs) will be a major focus of the initial phase of APIK implementation. Vulnerability assessment is as much about the process itself as it is the end product, providing an ideal entry-point for collaboration and learning as well as the blending of the local climate story (bottom-up) and the science climate story (top-down) to reach a shared understanding.

During PY1 the emphasis of Subtask 2.2 will be supporting each resilience team to initiate and conduct the vulnerability assessment. It is critical that the VA be led by the city/district resilience team, meaning that the commencement of the process will be contingent upon the establishment of the team. As such, only those that have already appointed the team will initiate the vulnerability study during the opening project year. Exhibit 12 summarizes the principle activities envisioned for Subtask 2.2 during the first year of implementation.



Compile existing vulnerability assessment guidelines / experiences and reports and develop standard scope of work to guide process.

- Potential VA guidelines collected and selected

- SoWs, tools and guidelines for V/RA

Mar - Apr

Identify university partners to support science-based vulnerability assessment process.

At least one local university in each targeted province is selected to support vulnerability assessment process.

May – Jul

Conduct vulnerability assessment training program in eligible districts for local government, researchers, and communities

Training report, follow up/action plans

Aug – Ongoing

Initiate climate change vulnerability assessments, including:

- Climate impacts inventory, including disaster events for the last 5 – 10 years back.

- Climate projection analysis and climate scenario. - List of CCA and DRR plans development. - Prioritizing CCA and DRR activity plans. - Finalizing CCA and DRR action plans

Draft vulnerability assessment completed.

Sep – Ongoing

Link, develop, and enhance SIDIK system in each of APIK province

Related local government stakeholders trained and data are collected for SIDIK

Jun – Sep

Subtask 2.3: Strengthen landscape-level CCA and DRR mechanisms

Climate change and natural disasters have no regard for political boundaries, making it essential that subnational governments work collaboratively toward landscape resilience.


During PY1 APIK will therefore seek to lay a strong foundation for trans-boundary collaboration working with and potentially expanding the mandate of existing city or district based CCA / DRR teams to mitigate climate risk, principally through the aforementioned site selection process. While trans-boundary activities will be limited during the planning period given the focus on establishing city/district resilience teams, the APIK regional managers will introduce APIK’s landscape approach from the outset during the resilience roadshows to the provinces as well as during the development of partnership agreements with the respective cities and districts. Exhibit 13 summarizes the principle activities envisioned for Subtask 2.3 during the first year of implementation.



Conduct baseline governance assessment at Province / District / Landscape level including budget allocation for CCA / DRR and existing policies and regulations regarding CCA / DRR

Baseline assessment results Apr – Jun

In collaboration with IUWASH project, carry out needs assessment in Brantas watershed

Water information/data related on CCA/DRR in Brantas watershed,

May

Carry out landscape-based stakeholder mapping and refer to existing conflict assessment to identify relevant trans-boundary institutions, dynamics, opportunities and challenges

Stakeholder mapping document incorporated with conflict assessment

Jul – Sept

Compile and compare district and provincial spatial plans and asses how that land-use zoning takes into account ecological and hydrological risk.

District and Province spatial plans compilation and land use analysis documents,

Jul – Sept

Convene landscape-based “risk roundtables” to identify shared environmental risks across the watershed/coastal/small islands as a first step toward landscape-level adaptation

Environmental risk on watershed/coastal/small islands identified

Sept – Ongoing

Subtask 2.4: Improve provincial and district disaster response capacity

Risk reduction measures can help minimize damages, but the reality is that disasters will occur. Resilience therefore requires robust disaster preparedness and response systems at the place-based level as the default frontline for a disaster response. During PY1, APIK will build off of the work of the TATTS program to map the institutional status of each province’s disaster response agencies. We will further explore options to facilitate the rollout of the InAware system with the Pacific Disaster Center. Exhibit 14 describes the principle activities envisioned for Subtask 2.4 during the first year of implementation.



In conjunction with the TATTS project, carry out needs assessment of the provincial and district disaster management authorities, including mapping the institutional status of BPBDs and other relevant stakeholders.

Provincial/distract disaster preparedness and response needs assessment

Apr – Jun

Explore options/approaches for the rollout of the USAID-supported InAware system in the priority geographies by working with APIK resource partner

Consensus achieved with PDC on APIK support for InAware

Apr – Jun



Pacific Disaster Center. capacity building

Review existing library of curriculum/training modules with BNPB and KLHK and develop draft training schedules for priority districts/cities.

Priority training modules identified for APIK priority districts/cities

July – Sept

Assist BPBDs to initiate the establishment of local disaster community groups (KMPBs) under the auspices of Desa Tangguh Bencana through district decree.

Preliminary meeting/discussion with BPBD and local gov’t. on

possible KMPB structure in community.

Sept – Ongoing

Subtask 2.5: Implement sustainable community level CCA and DRR measures.

A wave of policy reforms is giving communities greater decision-making authority accompanied by the resources to act. The Village Act of 2014, for example, provides villages with their own pools of funds for the first time in Indonesia’s history, opening the door for direct, place-based CCA actions. APIK will build off this momentum to support community-based climate and disaster risk responses, helping local decision-makers to determine how to make the best use of the available public resources.

Activities under Subtask 2.5 will be limited during the planning period due to the prioritization of district/city-led vulnerability assessments which will ultimately inform the selection of priority sub-districts and villages/kelurahan. Nonetheless, in instances where the city/district resilience team is able to rapidly identify quick-win opportunities, APIK regional teams will begin to support participatory, community climate risk mapping.



Begin the process of community-based vulnerability assessments and risk profiles using participatory climate risk mapping.

Community-based vulnerability assessments and risk profiles mapped.

August - Ongoing

Community-level baseline measurement (community resilience measurement tool from API Perubahan, the Desa Tangguh Bencana/Destana, ProKlim, or Desa Pesisir Tangguh/PDPT indicators – as baseline)

Community-level baseline established

Sept – Ongoing

Assess the implementation of Undang-Undang Desa (UU Desa) at targeted villages i.e. capacity and priority of each village in implementing UU Desa with specific regard to potential allocation of funds for CCA / DRR activities through UU Desa

Assessment report Sept – Ongoing

TASK 3: STRENGTHEN TARGETED CLIMATE AND WEATHER INFORMATION SERVICES


Task 3 focuses on the collection, packaging, and dissemination of climate and weather information (CWI) services. Better climate and weather information systems are fundamental to fostering place-based resilience across the archipelago, saving lives in the near term (i.e. disaster risk reduction) while supporting better planning and public


investment in the medium to long term (i.e. climate change adaptation). Critically, improved information is not an end in and of itself, but must be linked to institutional capacity building (Task 1 and Task 2), pro-poor programming for sustainable livelihoods (Task 2 and Task 4), and trans-boundary ecosystem management (Task 2). Exhibit 16 below displays the guiding theory of change for Task 3.


IF:

• National, subnational, and community organizations have strengthened capacity to apply, develop, and disseminate tailored climate information services;

• Select climate and weather information services are better tailored and packaged to meet the defined needs of climate change practitioners.

THEN: • The utilization of information for climate and disaster risk management among key

stakeholders at all levels (government , private sector, community) will be improved, leading to better management of climate and disaster risk.

The focus of work under Task 3 during the planning period will be the completion of the CWI Roadmap. There are numerous CWI tools already in operation, and it is therefore imperative that APIK assess both the current supply and demand in the CWI marketplace to understand where the Project’s resources can be best applied.



Exhibit 18: Key Task 3 partnerships for PY1


BMKG • Assess the current status of the Climate Change Information System (CCIS), a web-based system developed under DataKlim. Contains historical climate data organized by 170 stations across the country.

• Identify current role of the Information System for Hydrology, Hydro-meteorology, and Hydrogeology (SIH3)

National Disaster Management Agency (BNPB)

• Explore potential collaboration for the InAware Disaster Preparedness System, an advanced hazard early warning and monitoring system that consolidates hazard information and alerts from various national and international sources.

Ministry of Public Works, Directorate of Water Resources (PU/SDA)

• Operates a crowd-sourcing platform for disaster reporting as well as co-operator of the Information System for Hydrology, Hydro-meteorology, and Hydrogeology (SIH3)

ESDM • Co-operator of the Information System for Hydrology, Hydro-meteorology, and Hydrogeology (SIH3)

Ministry of Environment and Forestry (KLHK)

• Identify information needs for better decision-making, including the linking of climate and weather data to the SIDIK system.

CCROM • Coordinated regional climate downscaling experiment organized by the IPCC to obtain a complete grid of downscaled data at 20*20 km. Evaluate how this data can be utilized in vulnerability assessments.

University forum for climate change (Forum Universitas PRB (ITB/ITS/etc.)

• Platform for engaging potential universities at the regional level. Such cooperation will be vital for producing CWI products useful to local governments.

Geospatial Information Agency (BIG)

• Standardize geospatial data related to climate and weather information and other derivative product

• Supporting spatial data for derivative analysis from Weather & Climate Information



Ministry of Marine and Fisheries (KKP)

• Potential source of Maritime weather and climate data

• Assess the existing usage of weather and climate data for maritime & fisheries purposes

PUSAIR & Balai Besar Wilayah Sungai

• Potential source of hydrological information at the landscape level that can be used under vulnerability assessments.

Ministry of Health • Potential collaboration to incorporate health issues in vulnerability assessments

Subtask 3.1: Conduct CWI stakeholder consultations at all levels and develop roadmap

Despite the proliferation of online databases dedicated to climate, weather, and hydrological information, limited analysis has been carried out regarding what climate and weather information (CWI) products would be most useful at the place-based level and how those products are best disseminated. It is therefore critical that APIK understand what CWI products already exist, how they are (or are not) already being used, and what are the major unmet climate and weather information needs.

The focus of Subtask 3.1 during PY1 will be the implementation of a participatory assessment of the climate information services marketplace. The assessment will be carried out using qualitative methods (key informant interviews, focus group discussions) and quantitative methods (structured surveys) beginning at the national level and then extending down to the subnational level (community, district, and provinces). Exhibit 18 below describes the key activities, outputs, and estimated timeline for the completion of this participatory assessment process.



Define and segment CWI user marketplace based upon information requirements

Listing/enumeration of key climate and weather information users

Feb – Mar

Carry out stakeholder interviews and surveys of users across the marketplace to identify specific needs on the national and sub national level

Results/information of CWI needs assessment.

Mar – Sep

Construct climate information services value chains. Using the results of the interviews and surveys, we will analyze how disaster and climate information progresses through the value chain.

Climate information services value chain completed for key economic sectors.

Jul – Sep

Assessment of the existing CWI producer regarding the roadmap, existing system, infrastructure, procedure, human capacity, listing available data, resulting products (i.e., packaged data), and evidence of actual application.

Evaluation of the current supply of CWI products

May – Jul

Development CWI Roadmap for CWI producer (Short, Mid & Long Term)

CWI producer Roadmap Jun – Aug

Summarize and integrate all CWI supply gaps (i.e., unmet demand) and weaknesses in the value chain into the CWI Roadmap road map and identify planned technical assistance.

APIK CWI Roadmap completed Jul – Sep


Subtask 3.2: Build capacity of CWI producers, communicators, and users to develop, disseminate, and apply climate and weather data

With many CWI services already in the design and operating phases, opportunities abound for APIK to build capacity at the subnational level (including local offices of BMKG, LG technical departments, provincial technical ministries, and local universities) as well as leverage existing national/donor investments at the national level. During the planning period, however, APIK will focus on the completion of the aforementioned Roadmap to inform the targeting of Project resources. It is therefore expected that PY activities under Subtask 3.2 will be limited to initial stakeholder engagement and the development of capacity-building plans in cooperation with national and subnational CWI producers.



Identify menu of capacity-building options associated with the Roadmap, including exchanges, internships, and study tours, course modules, and on the job training to increase capacity of BMKG and BNPB staff.

Menu of capacity-building options compiled and disseminated

Aug – Sept

Engage local universities as centers of excellence in CWI service provision.

Resilience Fund grants issued to three local universities

Aug – Sept

Evaluate potential community-based CWI approaches using low-cost, open-source tools, including assessing the extent of the maker movement in Indonesia

Assessment and recommendations for testing low-cost open-source tools and engaging local maker labs

Aug – Sept

Subtask 3.3: Utilize media, communication campaigns, and social marketing to share CWI and raise awareness about climate change impacts As BMKG and other producers develop better, more actionable products, it will be important to publicize their availability and build the user base. Given that such communications and social marketing campaigns will occur following the identification of the selected CWI services and products, activities under Subtask 3.3 will be limited during PY1 to the engagement of media and relevant stakeholders to disseminate the current status of climate and weather information systems in Indonesia more broadly.



Design/conduct media campaigns in conjunction with Indonesia’s climate week to share the preliminary results of the CWI Roadmap.

Media/awareness campaign to highlight the status of climate weather information services in Indonesia and garner momentum for improvements.

Aug – Sept

TASK 4: AWARENESS AND CAPACITY DEVELOPMENT FOR THE PRIVATE SECTOR


APIK’s Task 4 strategy emphasizes the engagement and mobilization of business associations and business networks around shared risks in key economic sectors, such as the fishing industry in the Maluku Islands or cocoa and rice production in SE Sulawesi. Specifically, APIK


will support business participation in developing strategies and investments that strengthen local resilience to climate and disaster risks as well as facilitate business access to improved climate and weather information services. In addition, the Project will use the Resilience Fund to encourage private sector involvement in projects and in developing products, technologies, and processes that communities and households can use to strengthen local climate resilience. Exhibit 16 below sets forth the theory of change of the Task 4.


IF:

• Private sector stakeholders—from small businesses to corporations to business associations—possess increased awareness concerning the economic impacts of climate change and natural disasters;

• Businesses integrate CCA/DRR into their business models and planning; and

• Targeted economic sectors implement pilot risk management activities to improve resilience to climate change and natural disasters;

THEN: • The private sector at the national and subnational levels will possess improved

capacity sector to address climate change and weather-related natural hazards.

The focus of work under Task 4 during the planning period will be understanding and documenting the economic impact of climate change on key economic sectors in Indonesia. Towards this end, APIK will survey the analyses that have already been completed and determine where key information gaps exist. The Project will also begin gathering feedback directly from the private sector on perceptions concerning climate change and disaster risk impacts in their supply chains and commercial services.



Exhibit 23: Task 4 Partnerships for PY1


Indonesian Chamber of Commerce (KADIN)

• Leading national business association with the power to convene the business community and a broad network that APIK will link into for the dissemination of best practices and lesson learned.

Indonesian Exporters Association (GPEI)

• Network of enterprises focused on the international market which will have a strong interest in ensuring the resilience of supply chains to overseas buyers.

American Chamber of Commerce (AmCham)

• Key partner for engaging US and international companies doing business in Indonesia. Can provide significant convening power and assist APIK in holding forums, roundtables, and the like.

Risk, Reduction, and Resilience in Asia Pacific Program

• As a program that supports business resilience around the region, they have a strong network of private sector partners that may be engaged for the purposes of sharing best practices and approaches applicable to Indonesia.

Agribusinesses companies such as Syngenta, Cargill

• Heavily influenced by the climate and weather related disasters, agribusinesses represent a logical initial partner for surveying perceptions on climate risk.

Insurance companies such ACA, Japanese Risk Reinsurance, and Swiss Re.

• As key partners in risk sharing for natural hazards, APIK will survey insurance companies to better understand their current products that may be applicable to targeted business sectors.



Disaster Resource Partnership

• As an organization focused on disaster risk reduction, APIK will engage DRP to look at approaches for integrating DRR into business plans.

Subtask 4.1: Engage and enhance cooperation with relevant business associations.

Business associations facilitate access to extensive networks of companies, enterprises, and entrepreneurs, providing a window into different sectors of the economy and the interests of the private sector community. Jakarta, for example, is home to a large number of national business associations, with the most prominent being the Indonesia Chamber of Commerce (KADIN), while numerous others serve the business needs of specific countries (e.g., the American Chamber of Commerce of Indonesia) or sectors (the Association of Indonesia Coffee Exporters). At the provincial level, especially in Maluku and SE Sulawesi, businesses often associate through less formal networks. During project year 1 APIK will seek to identify and engage relevant business associations, beginning first with national level associations and continuing down to the regional level. Exhibit 22 below summarizes the initial activities envisions for Subtask 4.1.



Map established business associations at the national level, including sector specific associations such as the Association of Indonesia Coffee Exporters

Institutional map of relevant business associations, including actions and approaches already adopted for CCA/DRR

Mar – May

In cooperation with a leading business association such as KADIN, design and implement a survey of businesses in 2-3 targeted sectors concerning climate change and disaster risk awareness and planning.

Perceptions survey of the business community on CCA/DRR issues

Apr – Sept

Conduct initial resilience roundtables with key business associations to disseminate the results of the survey

Private sector stakeholders engaged through risk roundtables.

Sept

Subtask 4.2: Develop or strengthen forums, tools, and analyses to improve private sector understanding and integration of climate and disaster risks into plans and operations

Better information on the economic impacts of climate change represents the fundamental first step to engaging the private sector. By presenting potential risks in economic value gained or lost, businesses will be more likely to take tangible actions to safeguard their investments and adjust their sales and marketing strategies. Such information may also incentivize the development of new approaches or products, such as the issuance or new insurance products to share risk. Per the below exhibit, PY1 activities under Subtask 4.2 will therefore focus on compiling existing analyses, conducting additional economic impact studies, and disseminating the results through business forums.





Building from the USAID-supported climate change economic impact study, identify two initial economic sectors for in depth economic analysis, enlisting sector and commodity experts and downscaled climate projection where appropriate.

Sector-based “climate stories” for two economic sectors completed.

Mar – Jun

In partnership with national business associations such as AmCham and Kadin, organize initial annual business forum on climate and disaster risk reduction in the private sector.

Annual Private Sector Resilience Forum

Aug – Sept

Subtask 4.3: Engage private sector actors to promote awareness and build resilience among companies and communities in targeted districts/landscapes

Building from the business workshops and forums discussed above, the APIK team will use the Resilience Fund to facilitate actions by businesses and incentivize public-private partnerships that strengthen the resilience of local communities and important supply chains and the landscape and district level. Similar to Subtask 4.1, activities at the provincial level during the planning period will emphasize the institutional mapping of the business sector in the selected landscapes and subnational governments followed by the collection of perceptions data on climate and disaster risk within prioritized economic sectors.



Map established business associations at the provincial level by district and by sector.

Institutional map of relevant business associations, including actions and approaches already adopted for CCA/DRR

July – Sept

In cooperation with provincial business associations, design and implement a survey of businesses in at least one targeted economic sector concerning climate change and disaster risk awareness and planning.

Perceptions survey of the business community on CCA/DRR issues

Apr – Sept

Subtask 4.4: Disseminate information and examples that promote actions by private businesses to strengthen resilience to natural disasters and climate change

With a focus on institutional mapping, collecting survey data of private sector perceptions of climate and disaster risk, and the convening of initial resilience roundtables, no major activities are envisioned under Subtask 4.4 during the planning period.

TASK 5: PROJECT COORDINATION AND DOCUMENTATION

Introduction

Task 5 emphasizes the capturing and sharing of CCA/DRR successes as well as the importance of coordination between the many organizations active in the climate change and disaster preparedness sectors, including GOI counterparts, the broader donor community, and other USAID projects. Towards this end, the APIK Communications, Outreach, and Knowledge Management team will organize meetings, document best


practices, and share lessons learned and successful CCA and DRR implementation models drawn from its experience. The team will also support coordination with other related USAID-funded climate change projects, such as IUWASH, the Climate Change Adaptation Project Preparation Facility for Asia and the Pacific (ADAPT Asia-Pacific), and the Climate Adaptation and Disaster Resilience project (CADRE).

The focus of PY1 activities under Task 5 will be the development of the communications, outreach and knowledge management plan (which is included as a draft in this document as Section 7) followed by the establishment of the Project’s communications and knowledge management systems. APIK will also take advantage of the many new USAID projects starting during the same time period and immediately commence regular roundtable discussions on how climate change adaptation is being integrated across the USAID portfolio.

Subtask 5.1: Develop and disseminate models on the successful integration of local and national strategies for CCA and DRR mainstreaming.

During the planning period Subtask 5.1 will be devoted to the refinement and operationalization of the APIK communications, outreach and knowledge management plan (See Section 7). This plan describes the various approaches the Project uses to communicate knowledge gained through partner engagement and field implementation, including the wide dissemination of project reports, studies, and analyses in both hard and soft copies; presentations at regional and national workshops sponsored by other organizations; and the production of videos that highlight innovative DRR and CCA initiatives being undertaken by local governments and communities.

Once approved by USAID, APIK will immediately begin to implement the communications, outreach, and knowledge management plan by establishing the necessary communication platforms and protocols.



Draft APIK communications, outreach and knowledge management plan

APIK communications, outreach and knowledge management plan completed

Jan

Design and operationalize key communications platforms, including website, social media accounts, and smartphone application.

Key communications platforms established and operating

Feb – May

Develop Publications Manual, which will provide detailed guidelines on the formatting and compilation of fact sheets, best practices, success stories, community profiles, etc.

Publications Manual completed Apr

Conduct regional staff training on APIK communications products and approaches

Regional staff understand the communications plan, including responsibilities related to best practices documentation

Aug


Subtask 5.2: Facilitate broader coordination and collaboration and strengthen the capacity of other USG organizations including USAID projects to mainstream DRR and CCA APIK will play an important coordination function among USAID implementing partners (particularly IUWASH PLUS and SEA) and other USG organizations by convening regular meetings at both the national and target province levels to discuss and share approaches for integrating DRR/CCA into activity workplans and implementation strategies. The project will also provide other USAID projects with targeted short-term technical support to supplement the documented lessons learned and best practices we share at partner meetings. In addition a key function of APIK will be working closely with BAPPENAS and other relevant government departments to enhance coordination for climate change and resilience through the technical team (Tim Teknis) meetings chaired by BAPPENAS.



Organize regular USAID meetings with USAID IUWASH PLUS and SEA projects to to share approaches/progress on the integration of CCA/DRR across projects at national level as well as in the three targeted provinces

Quarterly coordination meetings organized.

Mar – Ongoing

Enhance coordination with other USG sponsored efforts to strengthen CCA/DRR capacity in Indonesia (i.e. USDA, USACE and others)

Quarterly coordination meetings organized

Mar - Ongoing

Knowledge exchange for other project including USAID/OFDA

Recognition from other project for potential use of the tool(s) developed by APIK

Aug-Sept

Organize Technical Team (Tim Teknis) of Climate Change and Disaster Resilience meeting and Governance Board meeting of USAID Environment Executing Agency (Bappenas)

Quarterly Technical Team meeting organized, and Governance Board meeting organized as necessary.

Apr - Ongoing


Section 4:

PROJECT MANAGEMENT

INTRODUCTION Project management for APIK—as with any a large, five-year undertaking—is complex and critically important to the smooth and effective operation of the project. This section covers the approaches and tasks to be undertaken in various aspects of APIK management. In this section, we cover the areas of general management, project management and compliance systems, and project reporting.

GENERAL PROJECT MANAGEMENT

While the ultimate success of APIK will depend on the effectiveness of the project’s technical components, their ability to operate effectively (both independently and as an integrated whole) is equally dependent on the organizational and management structures and systems the team puts into place in their support. The project’s approach to achieving its high level outcomes is based on the establishment of clear lines of authority among team members to enable technical oversight excellence, supportive project management, and the integration of key cross-cutting elements. Exhibit 27 presents the APIK organizational charts for the project’s national and subnational offices.

Management Plan

As depicted in Exhibit 27, APIK key personnel and lead finance/administrative staff are stationed in the national office in Jakarta. Regional offices in East Java, Southeast Sulawesi, and Maluku—under the leadership of DCOP Agus Hernadi—will be managed by senior professionals and staffed with technical specialists across all APIK areas of activity.

This management plan:

• Gives our team the ability to match common approaches with tailored technical assistance that responds to local needs;

• Allows our most senior advisors to provide overall direction in their respective technical areas within the project, as well as input into central government policy and programming deliberations;

• Provides for a full-time presence at the local level, facilitating understanding and responsiveness to local needs and opportunities.

The following subsections provide detail on the organizational structure at the national and regional levels.

National Office

The Jakarta office serves as the APIK headquarters and manages relationships and reporting to USAID and central government counterparts. Jakarta also serves as the base for APIK’s designated four key personnel, senior technical specialists, and lead finance and administrative personnel; all of whom work closely with the project’s regional teams.


Our experience has shown that frequent and open communication, sharing of lessons learned and technical knowledge, and flexibility are key to effective implementation of decentralized projects. Most senior staff will travel frequently to the regions to provide targeted technical support, ensure that APIK activities are proceeding as planned, gather lessons learned and best practices, and work with regional managers to ensure that APIK is maximizing every opportunity to leverage technical assistance and support from within the project, other donor projects, the private sector, and other partners. More fully, the role of the Jakarta office is to:

• Provide overall strategic direction and technical leadership to APIK, ensuring technical coherence and maximizing cooperation across all technical component, in addition to appropriate gender integration and conflict sensitivity;

• Oversee national engagement with central Indonesian Government stakeholders such as BAPPENAS, the Ministry of Public Works, BMKG, and KLHK;

• Communicate, coordinate and serve as liaison with USAID, the GoI and others;

• Coordinate with CCA- and DRR-related projects and organize regular USAID partner and donor coordination meetings;

• Provide technical support, guidance and resources to the regional offices;

• Ensure that all offices apply common standards and approaches in project activities;

• Disseminate success stories, best practices, lessons learned, and innovations;

• Monitor and evaluate project performance;

• Manage the Resilience Fund; and • Oversee APIK administration and finances.

Throughout PY1, the National Office will have an especially important role in overseeing the start-up of the project’s central location and regional operations, including establishing regional offices, hiring project technical and operational staff, key IT and office procurement, and leading site selections.

Regional Offices

APIK regional offices will be located in East Java, Southeast Sulawesi, and Maluku. These offices will serve as primary implementation centers for all assistance provided to the local level, and will fall under the direction of DCOP Agus Hernadi. Regional offices will be led by senior Indonesian experts who guide technical teams and are responsible for day-to-day activity implementation and direct interface subnational government entities to mainstream CCA and DRR into relevant planning, budgetary, or operational processes. Regional Managers have decision-making authority and oversight responsibility for project activities within their regions and will be supported through daily communications with and frequent visits from staff in the Jakarta office. Regional Managers will also visit Jakarta for regular project coordination and administration meetings, as will regional technical staff, who will travel between regions and Jakarta for project technical reviews to share lessons learned, review accomplishments, and discuss strategies for addressing specific challenges. In addition, the Regional Managers will oversee the implementation of the Resilience Fund at the subnational level.

As manager of APIK’s overall interventions at the subnational level, DCOP Hernadi will arrange meetings every four months—rotating among the regional offices—where the Jakarta-based technical experts and Regional Managers will discuss programmatic progress, challenges, and best practices. This will capitalize on the scale of APIK and facilitate open communication, team-building, adaptive management, and team cohesion.


Relationship between the Project and DAI Home Office Based on more than 30 years of experience in supporting long-term, complex development projects in Indonesia, the relationship between the project and DAI’s home office is based on three principles:

• Empower the Chief of Party (COP) with appropriate autonomy and authority to implement projects;

• Establish and maintain real-time communications between project and home offices and hold quarterly reviews that involve the COP, other senior project staff and home office staff to ensure proactive troubleshooting before issues become serious; and

• Have periodic home office communications with the Contracting Officer’s Representative (COR) to ensure client satisfaction and that the project meets or exceeds USAID’s expectations.

DAI’s home office supports APIK by providing technical oversight, responding to USAID requests for contractual information, issuing accurate invoices and other financial statements, assisting with recruitment, and mobilizing short- and long-term personnel. This support is provided through the services of a Senior Project Manager supported by a Project Associate. The Senior Project Manager provides overall technical support to APIK and serves as the COP’s day-to-day point of contact in the DAI home office. The home office team organizes quarterly project reviews with the COP to discuss and resolve management and technical issues or respond to requests for information. They also coordinate home office support (including Finance, Contracts, Procurement, Information and Management Technology, Human Resources, etc.) to ensure that the COP has the support and resources needed to manage APIK and meet or exceed USAID expectations.

Exhibit 29: APIK Organizational Chart


Planned General Project Management Activities

While the above sets forth the overall structure of how APIK is organized and managed, there are several critical general management tasks that will be undertaken in Year 1 in order to ensure a rapid and efficient start-up of the project. These tasks have already been elucidated in the Mobilization and Quick Start Plan submitted in December 2015, and key tasks are summarized in the following table:

Exhibit 30: Project Management Activities for PY1


Develop and submit Project Year 1 Work plan PY1 Workplan submitted and approved by USAID

January

Establish permanent office space Permanent office lease signed and Jakarta-based staff are working in the office

January

Recruit Jakarta-based staff Jakarta-based staff are hired and onboarded

February-March

Establish regional offices Three regional offices are established and key technical and administrative staff are hired

March-April

Teambuilding Activity New APIK staff are onboarded, trained on DAI policies and USAID regulations, and brought together towards a common vision

April

Conduct Ethics, Anti-Discrimination and similar staff training

Establish improved understanding of appropriate business behavior working under USAID

Ongoing

Visits to regions by national operations staff for training/ monitoring

New employees onboarded, and improved levels of compliance with policies and procedures

March-April

Customize APIK Technical and Administrative Management Information System (TAMIS)

Project TAMIS is tailored to meet APIK technical and operational needs

March-April

Customize APIK Field Operations Manual Operational manual for APIK project updated and function

February

Set up IT infrastructure and systems IT equipment and software procured and installed in central and regional offices

March-April

Set up Field Accounting System (FAS) Project financial system is operational and finance staff are trained

March-April

Formalize and strengthen relationships with local subcontractors

Subcontracts are fully executed and coordination has begun

January-February 2016

Regular tracking of finances, status of procurement, etc. Compliance and up-to-date, accurate financial information

Ongoing

Weekly meetings with USAID COR Improved project management coordination with COR, COP, DCOP, and senior technical team

Ongoing

Among the activities listed above are start-up tasks to establish and tailor the management and compliance systems during the start-up period. DAI has developed supporting administrative, monitoring and evaluation, and financial systems to facilitate the smooth, responsive implementation of our projects while simultaneously ensuring that they are fully compliant with USAID and US Federal Government regulations. During APIK start-up, DAI


staff—working both remotely and as part of our in-country start-up teams—will assist in the setup and tailoring of the following systems:

• The Technical and Administrative Management Information System (TAMIS) is a customizable, secure database that serves as a workflow management and reporting tool that integrates activity management, project administration, impact and performance monitoring, and streamlines subcontract and grant management along with other management tasks. The basic APIK TAMIS platform is already operational, and DAI will submit a technical approval for a TAMIS programming specialist to provide further remote customization support during the mobilization period in March 2016. Specific tasks for this STTA will include customizing the technical implementation activity records to meet the initial work plan and data management requirements, set up the M&E module to reflect the approval Performance Monitoring Plan, customize the grants management module to reflect the approved Resilience Fund Management Plan and Grants Manual, and add administrative tracking features.

• DAI will request to send a Senior Systems Administrator, along with our IT Specialist Rispan Afrialdi, to set up IT infrastructure and systems in the Jakarta and field offices (approximately March 2016). The Senior Systems Administrator will also train local IT support on DAI IT policies and procedures, review processes of network monitoring and server maintenance, and establish product instruction manuals as needed. Procurement for essential IT equipment and software has already begun in December 2015.

• DAI’s Field Accounting System (FAS) represents an important tool for managing APIK vendors, day-to-day expenses, and monthly payroll. The FAS system also requires in-country customization and training, which is anticipated to take place in March 2016 once we have the APIK offices and computer systems fully operational.

• The Field Operations Manual (FOM) is the central location for all of APIK’s policies, procedures, work instructions, and forms. The FOM template builds on DAI’s project management and compliance experience, and incorporates policies that are regularly updated to reflect any changes in US Government requirements and regulations. This template is currently being customized by our operations specialists during the month of January to ensure that it reflects the unique aspects of the AIPK contract, the Indonesian legal framework, and USAID regulations.

PROJECT REPORTING APIK project management and technical professionals will provide overall project wide guidance and direction to the activities being performed in each region and in the national office. Project reporting involves a wide array of project staff and evolves from the locations where work is being performed. Based on guidance provided from the national office, key information is gathered at the local level, reviewed and combined with other locations at the regional level, and then reviewed for completeness, consistency and accuracy at the national level. Project reporting will evolve from each region where the work is being performed and will be assimilated into comprehensive project reports. This section describes many of the regular or periodic tasks involved with managing APIK in accordance with the Contract and with USAID guidelines.

Overall, APIK will strive to follow three main principles in its reporting:

• Broadly involve staff in the development of project reports;


• Clearly link reports to the Performance Monitoring Plan (PMP), upon which project implementation and success is gauged; and

• Develop a reporting system that responds to the needs of USAID, the Government of Indonesia and, importantly, project stakeholders at the local level.

Exhibit 31: Project Reporting Activities for PY1


Produce and distribute bi-weekly Reports (or bi-weekly coordination meeting with COR)

USAID is informed and engaged in project implementation

Ongoing (bi-weekly)

Produce and distribute Quarterly Reports Two Quarterly Reports developed and approved by USAID

April, July 2016

Produce and distribute Participant Training Report

Two Participant Training Reports developed and approved by USAID

April, July 2016

Produce and distribute Annual Report in both English and Bahasa Indonesia

One Annual Report developed and approved by USAID

October 2016

Produce and distribute Pipeline Analysis Report

Nine Pipeline Analysis Reports developed and approved by USAID

Ongoing (monthly)

Produce and distribute accrual report Three Accrual Reports developed and approved by USAID

March, June, September 2016

Produce and distribute Quarterly Financial Status Report

Two Quarterly Financial Status Reports developed and approved by USAID

April, July 2016

Produce and distribute periodic progress reports as required

Periodic progress reports developed as required by USAID

Ongoing


Section 5:

RESILIENCE FUND The APIK Resilience Fund serves as a flexible means to encourage the participation and collaboration of local non-governmental and private sector entities toward the achievement of programmatic objectives as well as to bring complementary technical expertise to bear appropriate. More specifically, the Fund consists of a mix of grants and subcontracts to that will spur innovations in new products and services, and/or support actions by NGOs and private businesses to co-invest with local governments in risk-reduction measures. The Resilience Fund will be used to support project activities at all levels—national, provincial, city/district, and community—as the Project seeks to strengthen the ability of communities, local governments, and businesses to anticipate and/or respond to weather-related disasters or climate shifts.

Section 4 of the APIK PY1 Work Plan provides a brief overview of the Resilience Fund, including the general types of activities envisioned under the Fund, a summary of the selection process, and the primary activities associated with the Fund during PY1. The publication entitled “APIK Resilience Fund Management Plan and Grants Manual” provides the detailed guidelines to how the Fund will be utilized, including types of awards, eligible organizations and activities, the steps in the award (procurement) processes, and methodologies followed to monitor and evaluate of activities implemented under the auspices of the Fund.

ILLUSTRATIVE RESILIENCE FUND ACTIVITIES The Resilience Fund will be used to engage local institutions in activities that support the achievement of APIK’s objective to improve climate and disaster risk management in Indonesia. A particular emphasis will be placed on the following types of activities:

Development of new climate information and analytical products/services. This activity could include supporting a university or private business to develop or expand its provision of climate risk analyses for local governments and private businesses. The Project will also seek opportunities to link small and medium-sized enterprises with the burgeoning “maker movement” for the development and marketing of low-cost products in Indonesia that enable communities and cities to reduce risks from floods and extreme weather events.

Development of financial/insurance products that reduce physical and financial risks to poor households from extreme weather events. Products could include creating guarantees for microfinance loans that enable poor, highly vulnerable households to improve their structures or relocate to less vulnerable areas. This activity could also entail expanding on work of APIK partner Columbia University to test new crop insurance products in the targeted provinces.

Support to projects that protect/rehabilitate coastal or upland areas to reduce risks from extreme weather events. The Resilience Fund will also


support projects proposed by NGOs or civil society organizations that define a clear approach for reducing flood/landslide risks through coastal/upland land rehabilitation or land-use change; demonstrate a high level of local community and local government commitment; show significant leveraging of Resilience Fund resources; and offer approaches that APIK could promote for replication elsewhere.

Capacity-building of NGO’s and universities to address climate change and disaster risk. Finally, the Fund will also be tapped to help build the capacity of local organizations that are seeking to apply their broader expertise to specific climate and disaster risk issues. For example, a university may make use of the Fund to further its own scientific research efforts and expertise in the use of downscaled climate projections to project potential economic impacts.

SELECTION PROCESS In implementing the Resilience Fund, APIK will seek a mix of activities that can be funded by grants or subcontracts and deliver short-term wins and longer-term transformations that strengthen community and/or business resilience. The Project will use three distinct approaches as part of the selection process.

• A two-step competitive call for ideas and innovations similar to a “Challenge Fund” approach. Such an approach will be most appropriate, for example, for the design of new climate information products or community-based field activities.

• A collaborative design process that will have at least two review stages where USAID can weigh in before we reach an award decision. This process will apply specifically for activities oriented towards research.

• A call for proposals based on a specific scope of work. In instances where the scope of work is clearly defined in order to meet a specific deliverable—such as the implementation of a public outreach campaign—a more traditional call for proposals will be used to solicit the services of organizations with relevant expertise.

While the types of awards will be contingent on the unique objective of each activity, APIK will generally use the small grants mechanism for the first two types of processes and a fixed-price subcontract (purchase order) mechanism for the completion of specific deliverables.

PY1 RESILIENCE FUND ACTIVITIES The focus of activities supporting the Resilience Fund during the planning period will focus on the set-up and operationalization of the Fund. Exhibit X below provides a summary of PY1 activities associated with the Resilience Fund.

Exhibit 32: Resilience Fund Support Activities in PY1


Develop and submit Resilience Fund Management Plan (including grants manual)

APIK Resilience Fund Manual developed and approved by USAID

February

Establish Resilience Fund support tools and systems, Resilience Fund support tools March



including agreement templates, set-up in TAMIS, and socialization/training of internal staff on applicable processes

and systems operationalized

Socialize Resilience Fund at the regional level, conducting regional workshops with APIK staff to review the processes for fund usages and identify possible topics/issues.

Workshops conducted for potential grantees in all regions

April

Conduct initial round of competition in support of at least one “quick win” challenge grant in each region as well as at the national level.

First round award of grant/subcontract at national & regional level delivered

May – July


Section 6:

GENDER STRATEGY Gender equality and female empowerment are central to achieving APIK’s objective of improving the management of climate and disaster risk in Indonesia. USAID’s initial gender analysis done on the intersection of gender and climate change in Indonesia suggested that many of the gender inequalities related to climate change adaptation are due to pre-existing and sometimes historic inequalities, such as disparities in land ownership, unequal division of labor, traditional household roles and the relation of those roles to environmental conditions, levels of and access to education, access to decision-makers and decision-making process, access to social and financial support systems, control over natural resources, and access to health services. The analysis went on to conclude that, because of the wide variety of cultures and social structures in Indonesia, there is no one solution to gender equality in climate change adaptation that will span the entirety of the country.

Section 5 of the APIK Work Plan addresses the Project’s approach to the integration of gender in Project activities during the planning period as well as the life of the project. More specifically, the subsections below describe the alignment of APIK’s gender strategy to USAID policies and procedures, key definitions and guiding principles to APIK’s approach to gender integration,

ALIGNMENT WITH USAID’S GENDER POLICIES In preparing the gender strategy for PY1, APIK reviewed USAID’s Gender Equality and Female Empowerment Policy, the USAID Climate Change Adaptation Policy, as well as other key USAID, Government of Indonesia (GOI), and implementing partner documents. As APIK’s ambitious approach reaches up to the policy level and across a range of key public and private stakeholders, it has the potential to substantively impact the role of women in climate and disaster resilience and contribute to key USAID impacts including:

• Reducing gender disparities in access to, control over and benefit from resources, wealth, opportunities and services –economic, social, political, and cultural;

• Reducing gender-based violence (GBV) and mitigating its harmful effects on individuals and communities; and

• Increasing the capability of women and girls to realize their rights, determine their life outcomes, and influence decision-making in households, communities, and societies.

APIK can catalyze women’s untapped potential to contribute to the climate change and disaster risk sector, including building the capacity of women-led businesses mainstream climate change and disaster risk into their businesses.


KEY DEFINITIONS AND GUIDING PRINCIPLES The definitions included in the text box below—along with the subsequent guiding principles—provide a frame for APIK’s gender strategy and to the implementation of gender issues during the planning period more broadly.

The guiding principles of the APIK PY1 strategy for gender equality and women’s empowerments are as follows:

• APIK will evaluate and prioritize activities giving serious consideration to the potential impact of increasing women’s participation and advancing gender equity across all tasks. The Project will promote inclusive growth with enterprise partners to expand the presence of women-led business and women focused organizations, and foster better market engagement with women.

• APIK will apply innovative, market-driven approaches to identify new and expanded opportunities for women’s inclusion and participation as consumers, service providers,

Gender Equality concerns the state or condition that affords women and men equal

enjoyment of human rights, socially valued goods, opportunities and resources and involves working with men and boys, women and girls to bring about changes in attitudes, behaviors, roles and responsibilities at home, in the workplace, and in the community. Genuine equality means more than parity in numbers or laws on the books; it means expanding freedoms and improving overall quality of life so that equality is achieved without sacrificing gains for males or females.

Gender Equity focuses on the issue of fairness to both women and men including

using measures to compensate for historical differences.

Gender Integration involves identifying, and then addressing, gender inequalities during strategy and project design, implementation, and monitoring and evaluation. Since the roles and power relations between men and women affect how an activity is implemented, it is essential that project managers address these issues on an ongoing basis.

Female Empowerment is achieved when women and girls acquire the power to act freely, exercise their rights, and fulfill their potential as full and equal members of society. While empowerment often comes from within, and individuals empower themselves, cultures, societies, and institutions create conditions that facilitate or undermine the possibilities for empowerment.

Gender Mainstreaming: “The process of assessing the implications for women and men of any planned action, including legislation, policies or programs, in any area and at all levels. It is a strategy for making the concerns and experiences of women as well as of men an integral part of the design, implementation, monitoring and evaluation of policies and programs in all political, economic and societal spheres, so that women and men benefit equally, and inequality is not perpetuated. The ultimate goal of mainstreaming is to achieve gender equality.” (1997 UN Economic and Social Council, ECOSOC)

Exhibit 33: Gender Definitions and Concepts


entrepreneurs, and leaders in all sectors influenced by climate change and natural hazards.

• APIK will:

a. Foster equity by engaging both women and men in project activities and training;

b. Seek opportunities to include women in leadership and management trainings to build their skills and confidence and ready them for future opportunities in the CCA/DRR sectors;

c. Encourage and support women in speaking out/advocating for actions/positions in project implementation that address their concerns; and

d. Assist women to take on more roles in decision making - leading activities or serving in key roles in our stakeholder groups.

• APIK will incorporate gender analysis across monitoring, evaluation, and learning efforts. Specifically, incorporating gender analysis at every stage of the project cycle to clearly define critical gender needs, gaps, and opportunities to address. We will use sex-disaggregated data in both quantitative and qualitative data analysis to monitor change and report progress over time.

• APIK will institutionalize the use of USAID Gender policy and related policy documents in APIK project.

ILLUSTRATIVE CHALLENGES AND OPPORTUNITIES Indonesia’s culture and agriculture-based economy present unique challenges and opportunities for foster gender equality and women’s empowerment in climate change adaptation and disaster risk reduction. Exhibit 29 provides an illustrative list of these challenges and opportunities based on APIK’s preliminary gender analysis.

Exhibit 34: Challenges and Opportunities in Gender Equality and Women's Empowerment in CCA/DRR

Challenges Opportunities

• Women’s income is more likely to be derived from the informal sector, which is often the worst hit by disasters.

• Women are often responsible for the provision of domestic water needs, with drought being a frequent impact of climate change.

• Women serve as the primary caretakers for children, reducing flexibility in location and schedules, as well as meaning that others are served first during shortages;

• Less access to education and information can make women less adept at managing climate-related risks to agricultural production and using technologies such as seasonal forecasts, risk analyses, and water-saving agricultural practices.

• Women often have fewer financial and physical assets than men, giving them less of a buffer during natural disasters.

• Women are more likely to be marginalized from

• Women tend to spend what income/financial resources they possess on family needs as opposed to personal needs.

• As the provider of water needs, women have intimate knowledge of water resources trends over time.

• Women have significant influence over household behaviors, meaning they are uniquely positioned to integrate CCA/DRR measures in the home.

• Due to their more limited mobility, there is less of a chance that women trained in disaster response will be off-site when natural hazards occur.

• Women’s traditional natural resource knowledge is important for managing disaster risk and climate change adaption, and can aid in planning for the impact of a natural hazard.

• Women generally have strong networks within


Challenges Opportunities

governance and decision-making, resulting in policies and projects not in line with women’s needs and priorities.

their communities, and are therefore well positioned to disseminate information and communicate disaster warnings.

PY1 GENDER ACTIVITIES APIK’s strategy to integrate gender equality and women’s empowerment into the Project during the planning period will take two primary forms. First, building off the above principles, APIK’s Gender Specialist will lead a detailed gender analysis to identify potential gender issues, gaps and constraints faced by project beneficiaries that are likely to negatively affect Project implementation. This analysis will then result in a detailed gender action plan that outlines the Project’s approach to mitigate those effects during implementation. Importantly, the analysis and resulting action plan will be completed following the site selection process in order that gender issues may be adapted to the targeted cities and districts.

Second, APIK will establish an internal gender working group consisting of representatives from each regional office and task team to oversee the implementation of the action plan project-wide. The working group will then meet biannually to track progress in meeting the objectives of the action plan and share common problems and mitigation strategies. The working group will also be responsible for developing gender guidelines internal to the Project’s operations, providing recommendations to the Chief of Party on how to facilitate a gender-safe working environment.

Exhibit 35: Gender Activities for PY1


Building from USAID’s preliminary gender analysis, conduct detailed analysis that takes into account the unique cultural contexts of the targeted cities/districts.

Detailed gender analysis completed.

Feb - Apr

Form APIK internal gender working group to monitor progress of the action plan and formulate internal gender guidelines.

APIK gender working group formed.

March

Conduct internal gender workshops at the national and regional levels to socialize the gender action plan to all project staff

National and regional gender socialization workshops held

July - Sept


Section 7:

COMMUNICATIONS, OUTREACH & KNOWLEDGE MANAGEMENT

INTRODUCTION The APIK Project’s knowledge management strategy involves ensuring that, at all levels of tasks and activities, efforts are taken to effectively capture and disseminate both explicit and tacit knowledge. Explicit knowledge is information that is concrete, such as reports, data, procedures, or analysis, that can be written down and communicated clearly. Conversely, tacit knowledge is the hard-to-express deep knowledge possessed by practitioners as they navigate in their areas of expertise. Sometimes called "how-to" knowledge, it often involves complex understanding of contexts, vocabularies, and relations which are not easily captured by normal documentation efforts. Because of this difficulty, any amount of success in transmitting tacit knowledge (for example, by means of conducting interviews or by connecting key participants to one another) can often deliver much higher returns than transmitting explicit knowledge.

APIK’s tasks and sub-tasks will work with different types of stakeholders and encompass a broad spectrum of activities. Task One involves the engagement of national government agencies and organizations to integrate climate change and disaster risk reduction into the development and coordination of national level policies. Task Two focuses on strengthening the capacity of subnational governments and local communities to analyze risks and take actions to strengthen their resilience to climate change and weather-related natural disasters. Under Task Three, APIK will work with both national and subnational partners to improve access to and the quality of climate and weather information to diverse stakeholder groups. Finally, under Task Four, the APIK team will work with private sector stakeholders to improve their awareness of and capacity to integrate climate change and disaster risks into their immediate and longer term business plans and operations.

The APIK team will tailor its approaches for capturing and disseminating knowledge products to meet the diverse needs of each task’s stakeholders. While most of APIK’s activities center on the development, capture and dissemination of explicit knowledge, our overall objective will be to improve stakeholders’ tacit knowledge and understanding of climate change and disaster risks and thus their ability to take actions that will lower risks and strengthen local resilience.

These three dimensions: capture vs. dissemination, explicit vs. tacit knowledge, and the array of project tasks for the core elements of APIK’s communications, outreach and knowledge management efforts.


STRATEGY AND METHODS The APIK team will employ diverse approaches to capture, produce and disseminate knowledge products to different stakeholders and interest groups. First we will discuss the dissemination of knowledge, and secondly the capture of knowledge. This might seem reversed, but the dissemination is a more concrete topic, and understanding that will make the methods of knowledge capture easier to envision.

Knowledge Dissemination

The dissemination of tools, data and knowledge products about climate change and disaster risks face significant challenges in Indonesia. Currently, this information is spread among several government agencies at both the national and sub-national levels with little to no coordination or linkage. Sharing and scaling up successful approaches and providing the tools and data that local stakeholders need to adapt to a changing climate demands improving access to information through national government systems. APIK will address this challenge through a three-pronged strategy:

1. Explore national government agencies their interest in creating a “one-stop” climate portal that connects the work of KLHK, BMKG, BNPB, Kementan, Kemenkes and KKP and the RAN-API Secretariat (under Bappenas). If there is sufficient interest, APIK will support the creation of this portal that can serve as an aggregator of information, tools, and guidelines that diverse stakeholders can access.

2. Develop an APIK Project website to host project-generated documents, analyses, data, news articles, presentations, blogs, etc. and have a calendar of project events.

3. Design a systematic outreach process, including outreach to media, which ensures that all documents, posts, and news items posted to the APIK website are also syndicated to multiple audiences through linkages to websites of related organizations and social media feeds, and via a periodic APIK email newsletter.

The Communications/Outreach/KM Specialist will research local websites and organizations that APIK can connect with to expand the reach of the project’s outreach process. This list will be constructed within the first four months of the project, and follow up by meetings with the organizations to determine their interest and suitability for helping expand APIK’s outreach through syndication of blogs, reports and other suitable materials. In addition, the team will proactively outreach to media and seek opportunities for APIK to be highlighted in newspaper, TV and radio, and online media at national and subnational level.

Note that this knowledge platform is not limited to hosting and archiving traditional "explicit knowledge" materials such as documents, reports, and news items, but also will provide content intended to convey "tacit knowledge." The simplest example of this will be short blog posts by field staff and implementing partners on discoveries, unexpected findings, or evolving methods. Other possibilities include interviews with community leaders, videos, recorded presentations, or low-cost animated "voiceover PowerPoints" (VOPPs) aimed at describing successes, failures, and lessons from a "story" perspective rather than the "reporting" perspective encouraged in normal documentation.

By closely observing the effectiveness and response generated by the various syndicating sites and organizations, APIK can (1) incorporate this knowledge into the design and refinement of the “one-stop” climate portal, and/or gain a clearer picture of which


organizations can best serve as repositories for APIK-generated studies, tools and other information after the project has ended.

COP Paul Jeffery and the Communications/Outreach and KM Specialist will establish targets for the ongoing process of curating the APIK Project website and related social media. For the purposes of maintaining legitimacy among audiences, and for maintaining high search-engine (SEO) rankings the Communications/Outreach and KM Specialist will work with field teams and Jakarta-based technical staff to produce and/or capture new information that can be posted on the website and shared via social media. The APIK website will offer new content on a regular and constant basis as illustrated in Table I below. Setting specific targets will help ensure that the staff are constantly watching for opportunities to share and that the site and social media appear always "fresh" and lively to audiences.

Exhibit 36: Targets for Website Curation and Dissemination

Communications Actions Targets

Website: News items 1-2 per week

Website: New documents as needed (ideally minimum 1 per week)

Website: Events items as needed

Website: Blog items 1 every month (ideally more)

Website: Change image promo every two weeks

Facebook: Posted items 3 per week (incl. MARCC items and also related posts)

Twitter: Echoes Facebook

Email newsletter: Every two months (or more in peak periods)

Syndicate over other sites: As needed based on items and activities

Outreach Logging. The knowledge platform strategy chosen by APIK depends heavily on the promotion of developments not only on the main website but via third-party sites and social media. For this reason, it is important that the Communications/Outreach and KM Specialist keep a log of the outreach and posting that is done for each knowledge product. This log will not only help to coordinate the goal of full outreach for APIK products and activities, but will also allow staff to track which of the sites winds up being the most effective venue for project outreach efforts, providing valuable input for future promotion efforts.

The log could take a very simple form of a table or spreadsheet that lists the news items, publications or knowledge products by row, and in the columns identifies the different outreach methods used to promote the item such as Website news item, Website document item, Website event item, Website blog item, Facebook post, mention in email newsletter, or postings on other organization websites.

Non-electronic knowledge dissemination. The one-stop portal and the APIK website will not be the only way that materials will be disseminated. Some audiences have very limited web access. To address this challenge, the project also will publish diverse knowledge products such as how-to guides, fact sheets, reference posters and others that can be dissemination at community workshops and face-to-face events and meetings.


Knowledge Capture

If the “one-stop portal” and the APIK website and its associated venues for disseminating knowledge form the infrastructure or "hard side" of the knowledge management strategy, then the plans, cycles, and methods for capturing knowledge form the "soft side" of this effort. The Communications/Outreach and KM Specialist will work with the COP, DCOP and senior advisors to develop a guide for use by all team members that specify the points, at which knowledge will be recorded, drafted, placed in appropriate formats, and published as knowledge products. S/he will develop a publications manual and design templates in accordance with USAID branding guidelines and train the team members in its use. S/he will work with the senior team members to assign knowledge capture targets among the different team members, and work with the team to envision potential new knowledge products as the project evolves that address different stakeholder needs.

Table II below provides an initial list of knowledge products, intended audience and distribution media/format. This list will grow to include additional knowledge products in response to stakeholder needs and interest as the project develops. The best ideas for knowledge products will originate from project staff and technical experts, and from the audiences for those products. The Communications/Outreach and KM Specialist will work with team members to identify new ways of extracting knowledge products from activities to increase the success of the strategy. Reviewing this inventory highlights a number of both new and knowledge products as well as refinement of existing products to make them more useful to targeted stakeholder groups.

Capturing Tacit Knowledge

As noted in the introduction, tacit knowledge reflects the “how to” approaches that communities, businesses and local governments are taking to strengthen their resilience to climate change and natural disasters. We plan to use to specific methods to capture and share this information with other stakeholders.

� Interviews with key pilot implementers on experiences, lessons, and process. Through interviews and videos, we will capture community and business stories and their context to develop a fuller picture of what has worked, what is replicable, and what lessons can be drawn from the activity.

� Blog posts on discoveries, unexpected findings, or evolving methods. Field teams will work with communities and local governments to develop short blog posts on an occasional basis that highlight recent discoveries, experiences, and stories about the approaches being taken and outcomes. We will post these to the APIK website and syndicate onwards to encourage an active dialog about evolving adaptation approaches.


Exhibit 37: Illustrative APIK Knowledge Products

Task Target Group Product Type of Item

Task 1 RAN-API Secretariat Integrate lessons learned from local adaptation efforts Document

BAPPENAS CCA/DRR budget monitoring tool Tool

KLHK Integrate DRR data into KLHKs online vulnerability tool Tool

Final development of LGSAT Tool

BNPB, BMKG, KKP

ICA and CSO Forum for CCA/DRR

Any product for these agencies?

Integrate CCA and DRR into national planning and budgeting

Values at Risk Analyses Tool

Case studies

Document

Document, Tool

Document

Task 2 Cities, Districts and Provincial Govts. and Climate Working Groups

Public expenditure reviews

Institutional Capacity Assessments

Downscaled climate vulnerability analyses at the landscape level

Harmonized city/district and provincial spatial plans with CCVA

Geo-referenced photos and videos

CCA/DRR gender analyses

Studies on payments for environmental services

Disaster response capacity (i.e. contingency plans, SOPs, exercises, etc.)

Document

Document

Document

Spatial plans/maps

Photos/Videos

Document

Document

Document, Photos/Videos

University scientists Downscaled climate studies at the landscape level Document

Local communities Downscaled climate vulnerability analyses for local communities

Community vulnerability assessments

Community adaptation stories

Interviews with community stakeholders on adaptation strategies

Document

Document

Videos, blog posts

Videos, blog posts

Private businesses Downscaled climate vulnerability analyses for local areas and for crops/products Document


Task Target Group Product Type of Item

Task 3 BMKG, Public Works and Energy & Mineral Resources

CWI Value Chain maps

Analyses of existing supply of climate/weather information products

Document

Document

CCROM Downscaled climate models on a 20 x 20 km grid Document

City and District Govts Localized weather/climate studies and analyses Document

Local Communities Case studies of how communities are applying climate/weather information to local decsion making

Document, Videos and blog posts

Task 4 Private sector Summaries of how private businesses are adapting to climate change and extreme weather events

Videos, blog posts

Presentations on actions that partner businesses are taking to strengthen resilience PPTs and Videos

Studies for how private businesses can reduce water usage or protect supply chains Document

General Communications

All News articles in prominent national and subnational media including TV, radio and newspaper

Blog posts

Calendar events

Project Photo Feeds

Media documentation of aired/published coverage

Online Content

Online Content

Flickr


Section 8:

ENVIRONMENTAL MITIGATION AND MONITORING As a project aimed very much at improving the resilience of the environment, the APIK team understands the importance of ensuring that its own activities do not, in any way, negatively impact public health or environmental conditions in the areas it operates. To ensure such is the case, USAID undertook an Initial Environmental Examination (IEE) prior to Project award that comprehensively reviews proposed activities and provide threshold determinations of environmental impact and conditions for mitigation, if appropriate.

Within this IEE for APIK, USAID determined that a Categorical Exclusion applies for project activities involving technical assistance and training, analyses, studies, academic workshops and meetings that do not entail laboratory work, field studies or involve actions that directly affect the natural or physical environment. It further applied a Negative Determination with Conditions for APIK activities involving a direct or indirect impact on the physical or natural environment, including small-scale construction activities designed to assist communities with climate change adaptation; mangrove or other land rehabilitation; and land use, sector planning and/or policies that could promote investments and/or actions that are expected to impact the natural or physical environment.

Mitigation measures provided in the conditions list of the IEE were set forth to ensure mitigation of potential impacts to public health or the environment. It further specified that the APIK contractor shall be responsible for implementing all IEE conditions pertaining to activities to be funded under the Project, including the preparation of an environmental mitigation and monitoring plan (EMMP). The project’s initial EMMP is provided in Annex A and should be considered as integral to this work plan document.


World Trade Center, 7th Floor

Jl. Jend. Sudirman Kav. 28

Jakarta 12920

Indonesia

APIK

Adaptasi Perubahan Iklim dan Ketangguhan

Documents

ADAPTASI PERUBAHAN IKLIM DAN KETANGGUHAN (APIK) …