3 musketeers who set up a team and system for a massive reconstruction work

Who are people should be in charge for setting up a team and system for a massive reconstruction work? This was one of my discussions with Treena Wu click here last week. Treena is a Research Fellow from Maastricht Graduate School of Governance. Aceh reconstruction work is quite familiar for her. On December 2005 she had produced a paper 1) on shelter reconstruction work.

In the discussion I shared to her what I called the 3 Musketeers of Reconstruction. The presence of these three’s company is a must for a massive reconstruction work. They have to be on the ground to set up the reconstruction team. They have to see by them self the problem faced then decide the policies, methodologies and the strategies for the operations.

Program Manager

This person will determine what kind of program will be implemented. He has to decide the methodologies that affect in long term development for the beneficiaries. Based on his/her experience the program should be operated efficiently and in cost consciousness manner. In order to simplify the work, Program Manager has to provide templates which tailor made suit to working condition. The templates should provide guidelines for the team to understand if the project tends to fail and provide the remedial action. Since the project is time limited, Program Manager should design time line and milestones prior the commencement. Last but not least, the manager should establish the exit strategy. The strategy which assured the output of the operations will be worth for a long period.

Finance Manager

Disbursement of big amount of money is a common thing in a massive reconstruction work. The challenge is how we can safely distribute the money in widely devastated area where no banking systems. It means no bank transfer or payment through bank can be made. For example, paying labours and local supplier with cash amounted of 1 billion Rupiah need to be carried by 3 men with backpack. This complicated work is just one thing should be anticipate by developing a proper finance system. Setting up finance procedural and budgeting will be the earliest work when he/she arrives on the ground.

Human Resource Manager

It is not an easy work to have an experienced, smart and dedicated staff to join the team. The team should be blend of experience people which mostly from outside of the area and from the local one. Set up a fair HR rules which can support the staffs to perform their best and in the same time can protect the staff from malicious act, should be done prior recruiting.

Last Tuesday, Treena came to our office as an external evaluator from Christian Aid, one of HFHI’s donor. I mentioned to her that even there are templates for the work, the presence of these 3 people are needed to make judgment of the most practicable methodology. The 3 musketeers have to work as a team. They have to have a good coordination since the beginning, so they can provide a realistic guidance to the team.

1) Aceh-Nias Reconstruction Shelter Sector: Views from Beneficiaries and NGOs. Treena Wu. December 2005

Arwin Soelaksono - Disaster Response & reConstruction

The strategy to deliver 4,500 houses

On 30th June 2007 we handed over the 1,500 houses we have been built in Aceh Barat District and Nagan Raya District. The celebration took place on Kuala Tuha village in Nagan Raya District. That number completed the 4,500 houses in which we have built in our Tsunami Disaster Response Project.

In this 2 years project we learned how to manage the massive reconstruction in disaster affected area. The challenges and difficulties are huge, which I have written in my previous posts in this blog. Some of the topics can be seen on the right column of this blog under title “Blog HOT Topics”. Despite the intricacies we have to find what strategies should be implemented. The strategy for sure can help our team to excel and surpass the challenges.

In one of our monthly senior meeting which happened on June last year, I shared the 5 points should be implemented in our work. In brief it can be describe as follows:

1. Create budget and stick to it

Creating budget is a must to do before any commencement. There is no guarantee that all operation shall succeed. In this disaster area we might surprise with wide devastation of infrastructures or challenges come from the nature. Click here These difficulties may increase the costs such as transportation cost. Another challenge is due to massive reconstruction, we expected that the construction materials will sky rocketed. Click here

We have to carefully lay out the plan, methodology and strategy and supported with budget. With clear plan and budget, the Finance Department can help the operations in terms of guidance also check and balances. This condition can create cost consciousness on the ground on any aspects.

2. Good team delivers good results

For me this is the most interesting and most challenging. In our work entire Aceh we worked in 4 areas or we call it Disaster Response Technical Centers (DRTC). Each DRTC leaded by a manager. I remembered on mid of December 2005, we did the reorganization and we carefully selected on who to be positioned in each DRTC. We were lucky that we got smart, committed and dedicated managers to help us They performed well so we can deliver the 4,500 houses for the tsunami victims.

Not only managers and engineers, our work is to find the best labours to work in our sites. This was tough. Due to enormous construction work in Aceh, workers usually pirated to work to other organization which doing the same project like us. But we already prepared our self with this kind of challenge. Click here.

In our operations in Aceh, we do the construction by our self which gave the work to labour, labour contractor, through construction company and mixed of all those methodologies. Finding a good contractor has became a big issue in Aceh. There so many un-experience and even bogus contractor that was. So we set up method to choose the right one. Click here

3. Enhance procurement and logistic team

Huge construction work in Aceh is a business opportunity for many people including building suppliers. The were flocking to Aceh not merely from other area of Indonesia but also from overseas. When we started the project, some suppliers shocked us with their requirement. They needed fully upfront payment for material which they sell, which is laughable in normal condition. The worst condition is some of them offered commission to many NGOs staff to buy their material.

Proper strategy needed when to purchase material and how to handling them. Stock piling in huge number doesn't proof as a good idea. But lack of material because to small purchasing is create more problem and also made the price higher. Our team trained to handle those things.

4. Strong Community Organizer team

Our basic methodology is Community-based Disaster Response. If we don't have strong team to handle the community development work, our work will be messed up. Many NGO who do the project in Aceh, fell in the community problems. Many problems like land tenure, resettlement, community participation and many other things should be taken good care by the strong community organizer team

5. Community acceptance and accessibility

“Please do no harm the NGO worker”said Kuntoro Mangunsubroto, Head of Badan Rehabilitasi dan Rekonstruksi NAD dan Nias on June 23, 2007. In front of many Aceh local leader in Calang, Aceh Jaya District, he stated his disappointment since some NGO worker taken as hostage and beaten by the community.

There is a dilema for the NGO. Still working in a difficult community, hoping that they can be changed and adopt the program. The question is how long the NGO have to wait? Please see the point number 1, there is a budget that limited our time line. If we don't careful about this the admin cost will totally consumed just to wait they will be changed.

I believe that we can not help everybody. We just have to work and help people that willing to accept us and agree with our program. This kind of community can help us to achieve our best to help them.

Arwin Soelaksono - Disaster Response & reConstruction

Appreciation from Chief of BRR and NAD governor

“This is the most difficult region. This is the most destroyed area,” mentioned Kuntoro Mangkusubroto yesterday. The Rehabilitation and Reconstruction Agency chief for Aceh and Nias (BRR) stated the intricacy of reconstruction works in the Aceh Jaya district. When he said that, I remembered my experience passing Gunung Mancang, an area located between Kuede Patek and Lhok Kruet. I did the Camel Trophy drive in more than 24 hours to pass the 35 km road.

On Saturday, June 23, many people from government offices and NGO representatives gathered in Calang. It is a rare occasion for the Head of BRR and the Governor of Nangroe Aceh Darussalam to attend the house dedication for tsunami victims. On the occasion, both the Governor and the BRR Chief expressed their gratitude to NGOs who work in Aceh's west coast region. There are more than 40 international NGOs working in this region. Their appreciation since the effort of house construction works exceeds the difficulties. The challenges not only caused by the destruction of infrastructure but came from the unfriendly natural forces as well. But the most dreadful was the security problems. "Development in Calang is moving slowly. Many non-governmental organizations could not stay there. District heads were asking the organizations for their diesel fuel and contractors were 'approached' by security personnel. I have warned them (district heads and security personnel) not to disrupt reconstruction work," Kuntoro revealed to Jakarta Post on December 2005. In that edition, Kuntoro also mentioned that there were only two non-governmental organizations still in Calang: Samaritan Purse and Habitat for Humanity. *)

On the event yesterday, again, Kuntoro warned the local government. “Please do no harm to the NGO worker”. He stated his disappointment since some NGO workers were taken hostage and beaten by the community. “Don’t ever think if one community rejects an NGO, the community will easily get help from other NGO. Even BRR will not work for any reconstruction work in such community.” Kuntoro might be troubled since he received a complaint from the Canadian Red Cross since their staffs were taken as hostage in Kuede Patek.

The statement is good, but it is too late. This month, our operation on the West Coast will be finished. From Valentine's Day 2005, when we started the project, we repeatedly received serious oppression, even death threats. The intimidation came from the beneficiaries, local leaders, and also from local suppliers who were forced to sell their building materials at unreasonable prices. Myself I thought my time had come when a mob of more than 100 men came to our office in Rigaih on one night in April 2006. In the commotion, they forced us to build 45 45-meter square house. They were not satisfied with the 36-meter square house we have already donated. They wanted larger.

Yesterday afternoon, our toils and grieves were paid. In the midst of appreciation given by the BRR Head, NAD Governor, and Aceh Jaya District Head, Habitat for Humanity is distinctively appreciated. BRR picked two NGOs to represent all NGOs that need to be acknowledged. Together with Samaritan’s Purse representative, Leonilo ‘Tots’ Escalada, our Project Director, received the placard. “Please extend my regards to your headquarters in the United States,” said Kuntoro after he paid tribute to Habitat for Humanity. With 739 houses built from Rigaih to Lhok Kruet, our mission on the West Coast is accomplished.

*) http://www.thejakartapost.com/yesterdaydetail.asp?fileid=20051215.D07

Arwin Soelaksono - Disaster Response & reConstruction

A contrarian mindset, the more land released the more houses built

I said those words in the UNDP workshop at Swissbel Hotel Banda Aceh in November last year. As a speaker at that workshop, I shared our experience on land issues amongst the NGOs.

Before Aceh reconstruction commenced, NGOs gathered to discuss one of the main important issues which is land division. In the meeting coordinated by UN, the NGOs pledge their commitment to the government. At that time in high spirits many NGOs promised to build a large number of houses in their area. The area, which is the land, which was entrusted for them as their working area. Some NGOs received larger areas to engage than others. The bigger the commitment, the bigger the area received.

The time went on and problems emerged. The reconstruction process is not easy work. The problem of transportation, un-cooperated beneficiaries, unprepared local government, short of material for construction, are some difficulties which hamper the reconstruction progress. Those create frustration. And to add the annoyance, it was found out that some NGO received the same area with other NGO. It is an overlapping area.

The problem of the overlapping area is the NGO and/or the community wants only one NGO who is working in their village. I believe this is good. This condition can reduce the jealousy which produces by dissimilar benefit that they can get from different NGO. The NGO will have more room to apply the terms and conditions according to their mission on community development.

An example of that situation is in Crak Mong village, Sampoinet sub-district, Aceh Jaya district. In April 2005 we started our project by building our office in Crak Mong village. The office is a duplex house which is made of brick. After the project is completed, those houses will be delivered to the community. The Crak Mong office will serve 4 villages i.e.: Crak Mong, Blang Monlueng, Meunasah Kulam and Alue Gro.

House constructions in the three villages went on, but not in Crak Mong. In this area the people had disagreement amongst themselves. Some of them wanted to have on-site reconstruction while others wanted to have relocation site at the hill. We told the community to settle down the difference and choose where they want to build. The dispute went on and on for 10 months, preventing us from kickstarting our work. In February 2006, the problem is getting bigger.

Canadian Red Cross came to us showed their Memorandum of Understanding with sub-district head, that Crak Mong is their working area. So, they have the same MOU as we have on Crak Mong. This is what we call the overlapping area. They asked us to hand over the area. They came to Crak Mong villagers promised them that they will get temporary shelter of International Federation of Red Cross at their previous house land. And in June 2006 they will have a brand-new house on the hill. So Crak Mong beneficiaries will have two houses. One is the temporary shelter and shortly they will have the brick house too. The offer of course was attractive!

We didn’t want to fall into NGO rivalry. Our instruction to Sugio, our West Coast Center Manager is just dropped that area and gave to CRC. But just giving away the site to CRC is not simple. Our workers who are Crak Mong villagers wanted us to build their houses. We couldn’t wait any longer after we had been working for more than 10 months. And we were happy that UNORC arranged and led the villagers’ election. On May 19, 2006, the election took place and CRC won the vote. It was a landslide winning. We were happy and congratulated CRC that Crak Mong community became theirs.

These pictures were taken on the election day. But today when I am writing this blog, more than eleven months after, none a single brick house was built.

Crack Mong was not the only area that we gave to other NGO. Some villages like Teupin Perao, Simpang Peut also gave to other. While the majority of those who work on reconstruction tend to go into rivalry, competing in having larger beneficiaries, we do not want to be like that. We go to the contrary course.

In that UNDP workshop I shared these mindsets:

1. The more land released; the more houses built. If our community is divided, some of them want to have our program and others want to receive from other NGO, just drop them. Let them who are willing to receive programs from others be removed from our list. We just focus on those who are ready to abide by our terms and conditions. The result is immense. We move faster. I believe  4,200+ houses we have built today, is one of the pieces of evidence that the mindset is true.
2. We respect the disaster affected people; we are on their side. If other NGO can work better and faster than us, that NGO should serve the community. It is not wise if we block the community from accepting better and earlier help.

Arwin Soelaksono - Disaster Response & reConstruction

3 things to do to retain skilled labors

Last June as reported by Serambi Indonesia newspaper more than 40 labors from West Java was left Calang to Meulaboh by walking. Out of their desperation, these people dare to go on feet. They have been frustrated by weeks because of un-clear payment. The contractor who employed them said the wages have been paid through the labors head. But disappeared some where, and did not trickle down. In other places reported the contractors left their projects leaving their workers unpaid. Same happen with some NGOs the payment procedure was complicated, made contractors and labors waiting for their payments for months. This situation becomes a common tale in Aceh reconstruction.

Conditions like these were spread out amongst the workers out side Aceh region. They were afraid to work in Aceh. They thought they will experience the unpaid work. These circumstances affected our work in last February. At that time almost our worker was Aceh worker. Their capacity is not sufficient to meet our standard and timeline. So when we were planned to bring skilled labors from Medan, they gave us the negative response.

But nowadays the condition was upside down. Just 9 months after they rejected our invitation, many head of skilled labors call our construction managers asking for works. Same happen with the above, the good news about us are spoken widely amongst the labors. This surprising circumstance was the fruit of how we treat our labors. There are 3 things as a must if we want to retain our skilled labors:1. Punctuality of payment time. The on time payment is more appreciates than the contract value. For labors payment security is more important than high rate of their contract. This assurance makes them fully concentrated of their work. This regularity is produce of a strong team work from every department.

2. Material availability prior their arrival. It is easy to maintain our workers in high spirit. Put material on site prior their arrival. Show them that our warehouse is complete. Let them see the regularity of material inflow from our supplier.

3. Project management. The labor will comfortable if we have proper project management. They have to see the shop drawing that can guide them to work and minimize confuse and dispute. They have to see the projection about the flow of work. It means after their completing one work they will know another works prepared for them. The appropriate project management will direct their work and some time we can discipline them.

Arwin Soelaksono - Disaster Response & reConstruction

Brick price plummet

After climbing for several months, nowadays brick price is plunge. Last January the price was double than before tsunami, it was reached 700 Rupiah. But currently we can buy 500 Rupiah each.

The contractors and NGOs who work in reconstruction purchase brick out side this region. This tsunami area was receiving brick from Bireun and Medan. Even though the transportation cost is expensive, the price of brick on site still cheaper compare with local bricks.

The brick business was attracted to some people who saw the opportunity. They opened home business based brick factory. Some NGO working with them as a livelihood program. The result is good. The supply is getting bigger and suit with the demand. Then the economic law is effective, all prices get down.

But the problem of high price is still there. In some area they force NGOs and contractors to buy their bricks. They are serious with their threat, by blocking the trucks which bring bricks which bought not from them. This harassment from the local supplier has an economic terminology, they call it, protection.

Arwin Soelaksono - Disaster Response & reConstruction