Chapter: Acknowledgments
1
Submitted by:
Endline and Final Evaluation
Resilient Environment through Active DRR Initiatives
( READI) Program
Contact
www.migunani.co.id Mobile: +62 81225666120 Mail: snovina@gmail.com 
Chapter: Acknowledgments
2
This report was produced by MIGUNANI & MBERKAHI at therequest of Mercy 
Corps Indonesia. The opinions and recommendations in this study are the 
professional consultations with people involved in the implementation of the 
projects and do not necessarily represent the official policy of Mercy Corps. All 
photos used in this study are copyright of Mercy Corps unless otherwise 
indicated.
For further information, please contact:
Migunani&Mberkahi
Consulting Group
Address: Karanglo, RT/RW 003/032 
Donoharjo, Ngaglik, Sleman – Yogyakarta 55581
Telp: 0274 865523
Chapter: Acknowledgments
3
Acknowledgments
Migunani evaluation team would like to especially thank Mercy Corps Indonesia
team and Mercy Corps Padang, Meulaboh, Bengkulu, Nias, and Mentawai for 
providing all the necessary support and facilitating the evaluation process.We 
would also like to express our gratitude to schools’ staff, communities and 
government officials in Sumatra for their willingness to participate in group 
discussions and interviews during the field research.
Yogyakarta, Januari 2015
Written by: NovinaSuprobo
In collaboration with:
Setyawan J Kridanta
Kuriakhe Karismawan
Agus Dwi Witanto
Heri Sambodo
Sutikno Sutantio
Chapter: Map of READI Target Areas
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Map of READI Target Areas
Chapter: List of Terms and Abbreviations
5
List of Terms and Abbreviations 
Indonesian English
BNPB Badan Nasional Penanggulangan Bencana National Disaster Management 
Body
BPBD Badan Penanggulangan Bencana Daerah District Disaster Management 
Body
BR Membangun Ketahanan Building Resilience 
CAP Rencana Aksi Komunitas Community Action Plan 
CBDRR Pengurangan Risiko Bencana Berbasis
Masyarakat
Community Based Disaster Risk 
Reduction 
CBCCA Adapatasi Perubahan Iklim Berbasis
Masyarakat
Community Based Climate 
Change Adaptation 
CC Perubahan Iklim Climate Change 
CCA Adaptasi Perubahan Iklim Climate Change Adaptation
CO Pengorganisasianmasyarakat Community Organiser
CP Rencana Kontijensi Contingency Plan
CSO Lembaga Swadaya Masyarakat Civil Society Organization
DM Penanggulangan Bencana Disaster Management
DRR Pengurangan Risiko Bencana Disaster Risk Reduction
EWS SistemPeringatan Dini Early Warning System
IEC Komunikasi, edukasi, dan informasi Information, Education, and 
Communication
KSB Kelompok Siaga Bencana Village Disaster Preparedness 
Team 
MEL Pembelajaran, evaluasi dan monitoring Monitoring, Evaluation, and 
Learning
PERDA Peraturan Daerah local regulation
PCVA Pengkajian kerentanan dan kapasitas secara
partisipatif
Participatory Capacity and 
Vulnerability Assessment
SBDRR Pengurangan Risiko Bencana Berbasis sekolah School Based Disaster Risk 
Reduction
SKPD Satuan Kerja Perangkat Daerah District Sectoral Offices
SOP Standar Prosedur Operasional Standard Operating Procedure
VDRRF Forum PRB Desa Village Disaster Risk Reduction 
Forum
VPT Tim Biaga Bencana Village Preparedness Team 
WCC Cahaya Perempuan Women’s Crisis Centre
Chapter: List of Terms and Abbreviations
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Table of Contents
Acknowledgments ................................................................................................................................................ 3
Map of Readi Target Areas ................................................................................................................................ 4
List of Terms and Abbreviations..................................................................................................................... 5
List of Tables ........................................................................................................................................................... 8
List of Figures ......................................................................................................................................................... 9
List of Feature Box................................................................................................................................................ 9
Executive Summary........................................................................................................................................... 10
Chapter 1. Background and Objective........................................................................................................ 12
1.1. Background ............................................................................................................................................. 12
1.2. The project.......................................................................................................................................... 14
1.3. Scope of Endline Study.................................................................................................................. 15
Chapter 2. Methodology .................................................................................................................................. 17
2.1. Review of Documentation and Secondary Sources ................................................................. 18
2.2. Quantitative Methodology................................................................................................................. 19
2.2.1 Community Survey........................................................................................................................ 19
2.2.2BPBD Survey..................................................................................................................................... 21
2.2. Qualitative Methodology.................................................................................................................... 21
2.2.1 Qualitative Data Collection ........................................................................................................ 22
2.3. Data Entry and Data Analysis........................................................................................................... 23
2.3.1. Data Entry........................................................................................................................................ 23
2.3.2. Data Analysis.................................................................................................................................. 24
2.4. Data Collection....................................................................................................................................... 25
2.4.1. Enumerators Training ................................................................................................................ 25
2.4.2. Enumerators Briefing ................................................................................................................. 25
2.4.3. Technical Preparation................................................................................................................. 25
Chapter 3. Results and Analysis ................................................................................................................... 26
3.1. Conceptual and Framework for Community Resilience........................................................ 26
3.2. Project Achievement Summary .................................................................................................. 27
3.1.1. Knowledge and skill on DRR.................................................................................................... 30
3.1.3. Disaster Preparadness and Response .................................................................................. 39
3.1.3.1. Evacuation Maps ....................................................................................................................... 39
3.1.4. Temporary Shelter ....................................................................................................................... 47
3.1.5. The Early warning System ........................................................................................................ 53
Chapter: List of Terms and Abbreviations
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3.1.5. Emergency Information System (Emergency Masts).................................................... 57
3.1.7. Dedicated AM/FM Emergency Radio Channel.................................................................. 58
3.1.8. Partnership ..................................................................................................................................... 61
3.2.1. Governance ..................................................................................................................................... 65
4. Main Findings ................................................................................................................................................. 71
4.1. Relevance ................................................................................................................................................. 72
4.2. Effectiveness ........................................................................................................................................... 76
4.3. Efficient..................................................................................................................................................... 78
4.4. Impact........................................................................................................................................................ 80
4.5. Sustainability.......................................................................................................................................... 84
4.6. Ownership................................................................................................................................................ 85
4.7. Coverage................................................................................................................................................... 86
4.8. Gender ....................................................................................................................................................... 87
4.9.Coordination ............................................................................................................................................ 87
Chapter 5. Conclusions and Recommendations ................................................................................ 88
Chapter 6. Stakeholders’ Perception about Mercy Corps through READI project............... 90
6.1. On Accountability............................................................................................................................. 91
6.2. Working towards gender sensitivity and inclusion principles....................................... 92
6.3. Stakeholders’ perception capacity building by Mercy Corps.......................................... 94
6.4. Stakeholders’ perception on how Mercy Corps work with Civil Society.................... 96
6.5. Stakeholders’ perception on how Mercy Corps advocating Government.................. 99
Chapter: List of Table
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List of Table
Table 1. Summary of the Project.................................................................................................................. 14
Table 2. Quantitative study components ................................................................................................. 19
Table 3. Quantitative respondents .............................................................................................................. 19
Table 4.Respondent of CommunitySurvey per district....................................................................... 20
Table 5.Respondent of BPBDsurvey........................................................................................................... 21
Table 6. Distribution of BPBD survey per district................................................................................. 21
Table 7. Informants of FGD in districts...................................................................................................... 22
Table 8. Informant of Interview ................................................................................................................... 22
Table 9. Theme in Community Resilience ................................................................................................ 27
Table 10.Summary Table – Progress on Key Indicators........................................................ 28
Table 11. Community attended in the DRR Meetings.......................................................................... 30
Table 12. Community attended discussions and meeting on DRR per district.......................... 31
Table 13.Disussions in the Community..................................................................................................... 31
Table 14. Discussion and Meeting Topics on DRR ................................................................................ 32
Table 15. Respondent attended training on DRR.................................................................................. 33
Table 16. Respondent attended training on DRR per area................................................................ 34
Table 17. Respondent joined the simulation........................................................................................... 38
Table 18. Respondent participated in evacuation map development........................................... 40
Table 19. Respondent participation in developing evacuation maps............................................ 40
Table 20. Respondents recognize evacuation aps................................................................................. 41
Table 21. Respondents recognize the evacuation maps per district ............................................. 41
Table 22. Availability of evacuation route or signs............................................................................... 41
Table 23. Availability of evacuation route or signs per district....................................................... 42
Table 24. Socialization of evacuation maps ............................................................................................. 43
Table 25. Condition of evacuation route................................................................................................... 44
Table 26. Community understanding on evacuation route............................................................... 45
Table 27.Priority on the evacuation ........................................................................................................... 46
Table 28. Temporary Evacuation Shelters in five districts................................................................ 47
Table 29. Temporary Evacuation Shelter................................................................................................. 50
Table 30. Distance between house and vertical shelter building.................................................... 51
Table 31. Distance between house and vertical shelter per district.............................................. 51
Table 32. Time needed to reach vertical shleter.................................................................................... 52
Table 33. Vertical shelter applied gender and inclusive principle per district.......................... 52
Table 34. Availability of planning to manage and take care of vertical shelter......................... 53
Table 46.Program Strategy Alignment with global, regional and OFDA DRR Priorities........ 75
Table 50. Respondents of Perception Survey ......................................................................................... 90
Table 51. Stakeholders’ percetion on Accountability .......................................................................... 91
Chapter: 
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List of Figures
Figure 1.SundaMegathrust............................................................................................................................. 13
Figure 2: Key Research Questions ............................................................................................................... 17
Figure 3. Data Triangulation Techniques ................................................................................................. 24
Figure 4 BNPB/BMKG assessment.............................................................................................................. 72
List of Feature Box
Feature Box 1. Straight Road and Right .................................................................................................... 37
Feature Box 2. Grand Zuri Vertical Shelter .............................................................................................. 49
Feature Box 3. Now I Know............................................................................................................................ 82
Chapter: 
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Executive Summary
Since 2008, Mercy Corps has worked in Sumatra to improve Disaster Risk Reduction (DRR) 
in the local communities. The READI project was developed to capitalize on various local 
DRR projects and build on the groundwork laid by Mercy Corps’ previous and current DRR 
programs in the West Sumatra province. The program was developed to connect these 
programs with existing DRR forums and to leverage and compliment the DRR messaging of 
other programs with key stakeholders and local actors. 
The overall objective of the research was to assess the program’s effectiveness to build 
DRR capacity and enhance the resilience of vulnerable urban coastal populations in 
Sumatra with the hope that the learning from the program will feed into future 
interventions and aid decision-makers at governmental and non-governmental levels. 
The methodology proposed for this research encompasses a mix of quantitative and 
qualitative research which includes an initial desk review of the main documents and 
relevant literature on the topic, a community survey, followed by the use of qualitative and 
participatory research tools such as Focus Group Discussions (FDG) and interviews with 
key stakeholders in the field (e.g. community groups, village leaders, government officials, 
CSOs), as well as participant observation. 
Below is a list of the overall key findings of the program:
Key Findings
Relevance
Besides meeting the needs of community, the READI program was aligned with 
international agreements and priorities on DRR. The READI program fits into OFDA’s 
mandate with interventions that contribute to saving lives, alleviating suffering, and 
reducing the economic impact of future disasters by building local capacity for disaster 
management, increasing risk and mitigation awareness, and improving warning systems. 
Capacity building to BPBD activity was also an answer to the complexity in Indonesian 
bureaucracy in providing training to improve human resources in BPBD. 
Effectiveness
READI resulted in increased awareness of the community and strengthened the capacity of 
the government. It has also encouraged the development of identification and 
establishment of preparedness infrastructure and procedures which benefited all 
stakeholders. However, almost all areas noted about the short duration of the program 
implementation. Eight to ten months of program implementation was not enough to build 
stronger preparedness mechanism within the community and BPBD. FGD with community 
and BPBD in Bengkulu noted that community improvement was in the level of changing 
paradigms, but not yet in behavior. They have produced several DRR planning documents 
but it has not yet been endorsed.
Chapter: Executive Summary
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Efficient
READI Program has noted remarkable outputs in terms of indicator fulfillment. It has 
achieved the target beyond expectation and delivered in a timely and cost effective manner 
as the result was doubled from the planned. The capacity building for BPBD has surpassed 
the target number. However, a note on the quality after the training needs to be considered. 
The project also contributed to the development of DRR policy and regulation. Four local 
authorities developed disaster preparedness systems in the program; Bengkulu, Aceh 
Barat, Nias, and Gunungsitoli.
Impact
The READI program brought some changes to community life. Some of the KSBs said that 
the READI program brought more knowledge and skill to the community to be better
prepare for disasters. KSB also socialized knowledge on how to survive and where to 
assemble, and conducted earthquake and tsunami simulations. In addition, the community 
who received direct training from Mercy Corps was able to transfer it to other communities
nearby. The transfer process was another opportunity for sustained DRR initiatives in the 
community. Although implemented during a short period, READI encouraged women to 
participate in the process of DRR stock taking. The program also contributed to building
community self confidence in taking part in DRR initiatives. The program successfully 
encouraged the community to independently take the initiative to strengthen the 
community with preparedness and response activity. 
Sustainability
Most respondents had the opinion that the village planning did not yet included DRR. It was 
still a challenge for the community to include DRR initiative as a priority and part of the 
village development planning. Despite the challenge to include DRR initiatives as part of 
the village development planning, the communities are making efforts to independently 
continue the initiative on a small scale. Overall, as the program focused on the development 
and building of the community disaster response and preparedness and had a short 
duration of implementation, sustainability on DRR initiative should be the next priority to 
work on. 
Ownership
The READI project prepared and encouraged the community to be more independent in 
building community resilience towards disaster. Although some areas mentioned that the 
program has a short duration to build their confidence to continue and take over the 
responsibility, some community initiatives emerged to keep continuing activities. 
Coverage 
The summary result or output of the project shows that the project has reached the 
coverage target beyond expectation. The capacity building activities reached 172% of the 
target and also with other achievement which shows the project extended its coverage 
beyond what has originally planned. 
Chapter: Chapter 1. Background and Objective
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2
Gender
The quantitative study mentioned that about 41% of the discussions within the community 
were attended by female participants. The qualitative study also noted that female
participation in discussions resulted in more gender sensitive decisions. The decisions in 
the community considered the needs of certain groups including women. They admitted 
that women have different needs and were able to contribute more in the disaster 
preparedness and response activity.
Coordination
Mercy Corps successfully bridged the linkage between private sector actors and 
government to support KSB. It was challenging for KSB to communicate openly with other 
stakeholders, even with the government. However, the project has provided opportunity 
for stakeholders to build partnership and support longer collaboration between parties. 
Chapter 1. Background and Objective
1.1. Background
Indonesia is known as a disaster prone area. The National Disaster Management Body in 
Indonesia has published risks maps for every province in Indonesia which provided 
information on several hazards such as earthquakes, tsunamis, volcanoes, landslides, 
flooding, droughts, and storm surges, etc. The effects of climate change are exacerbating 
many of these perennial hazards: changes in rainfall patterns are affecting food security 
and drinking water; storms are becoming more severe; sea level rise is putting lives and 
livelihoods at risk in coastal communities. The history of disaster in Indonesia has taught 
lessons to the community to be well prepared. Global experience has shown that the most 
cost-effective and life-saving initiatives are community-driven and supported by a 
government commitment to prioritize disaster preparedness.
Sumatra’ west coast is located in a high risk area for earthquakes and tsunamis as well as 
flooding and landslides.The west coast of Sumatra is situated beside the Sunda Trench 
(megathrust).The so-called Sunda megathrust is a subduction zone that generated the 
devastating earthquake and tsunami in December 2004, killing over 240,000 people in 13 
countries around the Indian Ocean. In the following years, destructive earthquakes and 
tsunamis hit Sumatra harder than any other place on earth in terms of frequency and 
consistency of magnitude. Experts say it is just a matter of time before the next large 
earthquake and tsunami strike. The 11 April 2012, a magnitude 8.6 earthquake that hit 
Sumatra was a “strike-slip” event, experts say; the largest of its kind ever recorded1. 
 
1
Indonesia quake a record, risks for Aceh grow. Reuters, 12 April 2012. 
http://www.reuters.com/article/2012/04/13/us-asia-quake-risks-idUSBRE83C00D20120413 
Chapter: Chapter 1. Background and Objective
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Figure 1.SundaMegathrust
. 
While this type of earthquake is less likely to generate a tsunami, the April 11 event and 
powerful aftershocks increased the overall pressure on the boundaries of Aceh’s tectonic 
plate. Moreover, according to studies after the2004 tsunami, only half the stress on the 
plate was relieved on that occasion and there is now fear that the latest movement on a 
different area of the fault line may have accelerated the next large disaster.
Currently, to strengthen the community capacity, the government has launched a Mentawai
Megathrust direx as one of the efforts for disaster preparedness and planning. Despite the 
broad awareness of hazard threats and the positive steps taken by the Government of 
Indonesia (GoI) in promoting disaster management as a national priority and enshrining it 
in Disaster Management Law no. 24/2007, there are many vulnerable communities with no 
basic preparedness measures in place. Local governments, although required by the 
Disaster Management Law to institute specialized agencies as part of decentralization 
policies, are largely lacking in the training, capacity, and equipment necessary to address 
disaster risk reduction needs. This creates a gap between what is written in national 
government policies on disaster management and what is actually implemented at the 
provincial, district, and local levels. For Indonesia to effectively face these challenges, a 
comprehensive national policy approach must be integrated with local, context-driven 
initiatives rooted in communities and their governments with active private sector and 
civil society partnerships. Mercy Corps identified challenges on the implementation of 
disaster management at the local level, such as lack of awareness, capacity, communication 
protocols and infrastructure. Following the 2004 tsunami in Aceh and the 2009 earthquake 
in West Sumatra, many organizations were involved in mapping evacuation routes in cities. 
However, many of the resulting products reflect an outdated, generic approach: there are 
no maps informing people of the most direct/accessible evacuation routes (including the 
recently developed vertical shelters) and most of the drawings are rendered at citywide 
Chapter: Chapter 1. Background and Objective
1
4
scale, making them nearly unusable for local communities, especially by those individuals 
with a lower level of literacy. 2
1.2. The project
Since 2004, the GoI has endeavored to establish a network of Disaster Management 
Agencies throughout its territory, prioritizing areas at high risk. However, despite the 
significant effort, much work remains. With renewed commitment from officials at the 
national and sub-national level, and increasingly demanding communities, the project aims 
to exploit the momentum for action created by these forces. Moreover, the 11 April 2012 
earthquake off the coast of North Sumatra created a renewed sense of urgency to address 
outstanding DRR issues, pressuring national and local authorities to open the discussion on 
how to better prepare ahead of the next disaster.
The intervention addresses key components of DRR planning, as identified through needs 
analysis and outlined in the Technical Description section. It focuses on information and 
awareness at the sub-national level, but goes beyond it by addressing the gap between 
authorities and communities, providing simple and easy to maintain communication 
infrastructure and protocols to be integrated into local DRR planning. 
Mercy Corps has been working extensively since 2008 in the DRR area in Sumatra. The 
READI project was developed upon the capitalization of various DRR projects in Sumatra. 
The proposed activities of the READI program will build upon the groundwork laid in 
Mercy Corps’ previous DRR programs as well as the current programs in West Sumatra 
province, to connect with existing DRR forums, and to leverage and compliment the DRR 
messaging of other programs with key stakeholders and local actors. 
Table 1. Summary of the Project
Goal To build DRR capacity and enhance resilience of 
vulnerable urban coastal populations in Sumatra.
Beneficiary Numbers • Total Number of Individuals Affected in the 
Targeted Area: 1,679,289 (all population)
• Total Number of Beneficiaries Targeted: 
1,814,122 (100%)
• Estimated cost per beneficiary: $ 0.54
Objective 1 Government officials and vulnerable communities in 
the target areas have increased knowledge of hazard 
risks plus mitigation measures and the skills to apply 
DRR models, as well as improved access to functional 
emergency information infrastructure.
• Dollar Amount: USD $ 991,516
Geographic Areas To provide relevant assistance to the communities 
living along Sumatra’s west coast, Mercy Corps will 
work in the most populous coastal cities of Sumatra 
as well as the isolated communities of Mentawai and 
Nias Islands. Meulaboh (182,565 population), Nias 
 
2Adapted from READI Proposal by Mercy Corps
Chapter: Chapter 1. Background and Objective
1
5
(258,759 population), Padang (847,567 population), 
Mentawai (77,078 population) and Bengkulu 
(313,320 population). 
OFDA Indicators 
• Number of people trained in disaster 
preparedness, mitigation, and management;
• Number and percent of beneficiaries 
retaining disaster preparedness, mitigation, 
and management knowledge two months 
after training; 
• Number of hazard risk reduction plans, 
policies or curriculum developed
Program Impact Indicators 
• Number of people with access to improved 
Emergency Warning Systems for earthquake 
and tsunami throughout the target areas of 
Sumatra
• Number of potential vertical shelters 
identified
• Number of people with access to evacuation 
routes and certified vertical shelters
• Number of people participating in 
simulations
• Number of people within broadcast range of 
the AM/FM radio frequency to receive 
hazard information broadcasts
• Number of local authorities adopting 
disaster preparedness systems developed in 
this program
Partners Mentawai: Ready, Bengkulu : WCC, Nias: L-Samaeri, 
Meulaboh: YPS, Padang: JemariSakato
The tools and methodologies used in the inclusive, multi-stakeholder approaches 
implemented in ACCCRN and API was integrated into the READI program with 
opportunities for sharing information and learning between the projects.
3This program 
included capacity building and training for both community members and local 
government officials in preparedness measures as well as operation and maintenance of 
the emergency information system. The program is composed of DRR awareness, 
preparedness, and infrastructure. Please see the technical design for details. Mercy Corps 
worked with potential host communities to reduce the impact of a sudden influx of IDPs in 
case of a disaster. An awareness campaign introduced households to the risks and 
responsibilities – as well as best practices – of becoming a host family. Throughout the 
program special emphasis was placed upon the linkages between Mercy Corps, the 
Government of Indonesia, and communities. Building upon existing relationships, Mercy 
Corps supported the local government and its agencies to develop or strengthen their 
policies, plans and guidelines for effective DRR programming.
1.3. Scope of Endline Study
Indonesia’s exposure to natural hazards is quite alarming and the occurrences of natural 
disasters are frequent. Earthquakes, tsunamis, volcanoes, landslides, floods, droughts, and 
storms all resulted in damage to society and the economy. The impact of climate change is 
exacerbating the annual dangers: changing rainfall patterns are affecting food security and 
water, more severe storms, rising sea levels resulting in lives and livelihoods of vulnerable 
coastal communities. Global experience has shown that the most cost effective and safe 
 
3Adapted from READI Proposal by Mercy Corps
Chapter: Chapter 1. Background and Objective
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6
rescue comes from the initiative, which encouraged and supported by the government's 
commitment to disaster preparedness priorities.
Since 2004, the Indonesian government has tried to build a network throughout the agency 
on disaster management in the region, with priority given to high-risk areas. However, 
despite significant efforts made, there is still much work to be done. With a new 
commitment at national and regional level, and the increasing public demand, this program 
aims to capitalize on the momentum of these efforts. In addition, in the latest years, there 
was a new urgency to address the issue of disaster risk reduction, forcing the national and 
local authorities to open a discussion of how to better prepare for future disasters.
Mercy Corps Indonesia is actively seeking innovative ways to help the people of Nias, 
Mentawai, Meulaboh, Padang, and Bengkulu in improving resilience and to cope with 
natural disaster preparedness. "Resilient Environment through Active DRR Initiatives" 
(READI) Program addresses the needs of the communities in the high prone disaster areas 
to build the capacity of households, communities, and institutions to reduce any possible 
impact of natural disasters; as well as their capacity to take immediate action when 
disasters occur.
The purpose of the READI program is to contribute to the safety of life, reduce suffering, 
and reduce the economic impact of disasters in the future by building local capacity in 
disaster management, increase awareness of the risks and mitigation, and improve early 
warning systems. In particular, activities include:
• Awareness and active involvement
• Develop evacuation maps
• Increased capacity
• Identification of shelters,
• Improved emergency information system (early warning towers)
• Radio broadcast disaster information and early warning
• Partnerships with government, private sector, and the public
The main purpose of the research is to assess the stage of resilience towards natural 
disasters in five high-risk areas in Sumatera Indonesia, namely, Padang, Bengkulu, 
Meulaboh, Nias, and Mentawai districts. The findings of the research proposed within the 
scope of the consultancy will serve to assess the resilience of several high-disaster-risk 
districts in Indonesia. 
On the one side, district governments could benefit from this research to develop 
appropriate policies, planning, and budget allocations; while on the other side, the research 
will serve to identify future DRR programming including lessons learned from Mercy 
Corps’ current project.
Chapter: Chapter 2. Methodology
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7
Chapter 2. Methodology
The overall objective of the research was to assess an evidence base relevant to build DRR 
capacity and enhance resilience of vulnerable urban coastal populations in Sumatra that 
will feed future interventions and decision-makers at governmental and non-governmental 
levels. The methodology proposed for this research encompasses a mix method of 
quantitative and qualitative research which includes an initial desk review of the main 
documents and relevant literature on the topic, community survey, to be followed by the 
use of qualitative and participatory research tools such as Focus Group Discussions and 
interviews with key stakeholders in the field (e.g. community groups, village leaders, 
government officials, CSOs), as well as participant observation. 
The research tools was specifically developed for this research and aimed at gathering 
information on the resilience status of the target communities and the DRR capacities of 
the governance and civil society. The tools were used to dig into success, challenges and 
difficulties from past interventions in order to draw up context specific lessons learned and 
knowledge that could be applied in future DRR projects. 
Figure 2: Key Research Questions
To enable assessing the project’s relevance, effectiveness, efficiency, sustainability, 
impacts, and gender equity, the evaluation will examine the following aspects:
• Changes in context and review of assumptions (relevance): Is the project’s design 
adequate to address the problem(s) at hand? Do the objectives and goals match the 
problems or needs that are being addressed?
• Results in terms of outputs achieved (effectiveness): Are the beneficiaries satisfied 
with the quality and delivery of services? If not, in what way did the services not 
meet with beneficiary expectations and why? What concrete improvements and 
changes have taken place (at the community) as a direct result of the program? 
To what extent did the program accomplish and contribute to the results 
(goals/objectives) of the program?
What were the key strategies and factors, including management issues, 
that contributed to what worked or did not work well?
Which elements of the project have been or are likely to be sustained or 
expanded (e.g., through institutionalization of DRR policies and practices)?
What are stakeholder (community members, local NGOs, government 
staff, and private sectors) perspectives on the program implementation, 
and how did the program impact capacity, practices, and policy?
Chapter: Chapter 2. Methodology
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What were the major factors influencing the achievement or non-achievement of the 
objectives? What are the supportive factors and obstacles encountered during the 
implementation?
• Assessment of outcome (impact):To what extent has the project contributed the 
capacity of beneficiaries (local government, CSO, village, and community) What 
happened as a result of the project? (This may include intended and unintended 
positive and negative effects) What real transformation has the activity made to the 
beneficiaries and project partner such as improved practice and greater awareness 
on psychosocial aspect as well as it accountability. 
• Achievement of projected performance indicators and targets (efficiency): Did the 
project achieve the target? Is the project delivered in a timely and cost-effective 
manner? 
• Sustainability: Will the project’s effects remain over time? Is there a stream of 
results that is likely to continue and what are the potential risks? Have the project 
accumulated knowledge and skills that will endure beyond project period and can 
be replicated elsewhere. What were the major factors which influenced the 
achievement and non-achievement of sustainability of the project?
• Gender Equity: How has the project addressed boys/male and girls/female 
particularly in terms equal opportunity to access and control of resources, sharing 
project benefits and decision making)? 
2.1. Review of Documentation and Secondary Sources
The evaluation applied a literature review of the program documentation and secondary 
resources. This involved gathering and careful examination of all basic documentation 
available concerning Mercy Corps project, including, among others: lessons learned, 
strategies and intervention plan, best practices, gap assessments, baseline and end line 
studies, evaluations, etc. Another document to review are:
• Project design and reports (e.g. detailed implementation plan; quarterly reports; 
baseline surveys and mid-line evaluation reports; and any other monitoring 
reports) to assess the quality of quantitative and qualitative data and make 
assessments of project results in relation to the project design and set targets.
• Use and reference all relevant policy and strategy documents at the province and 
national levels (from BNPB and BPBD) as well as national tsunami master plan and 
DRR related study and surveys report.
These inputs provided a comprehensive view of the application scope of the data collection 
methods, help to identify overlap and gaps, and enabled Migunani Team to suggest the 
change or improvements of specific areas. The revision of relevant documentation and 
secondary sources further fostered an in-depth understanding of the mandate and scope of 
Mercy Corps in general as well as pertinent programs. Further it facilitated the 
development of recommendations for future interventions and decision making processes. 
In addition, the analysis has made use of scientific models to systematize and extract the 
available information in order to draft the interview and focus group discussion guides.
Chapter: Chapter 2. Methodology
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2.2. Quantitative Methodology
The Quantitative methodology was intended to capture and to identify common patterns, 
trends and variations in findings. To identify the common patterns, trends and variation of 
findings, the evaluation conducted survey to community and BPBD as the main subject of 
the program. Below were the components of the quantitative study in the READI final 
evaluation
Table 2. Quantitative study components
Survey Subject Sample Size Sample frame Sampling 
method
Community
Survey
Community 
member, DRR 
village team
230 N/A Random
BPBD Survey District BPBD 28 N/A Purposive
As the study has some limitation, it did not apply sample size and sample frame 
methodology. The number was derived from the available individuals in the community 
and BPPBD office in time of survey and from FGD planning in qualitative study.
2.2.1 Community Survey
The community survey was conducted in five districts in Sumatra, namely: Bengkulu, 
Mentawai, Meulaboh, Nias, and Padang. Mentawai consisted of Tuapejat and Siberut. The 
community survey was completed using a random method and most them were 
representation of DRR village team. 
Given that the total number of schools was not large it was not overly burdensome to 
conduct the survey using the census method. Enumerators collected data from each school. 
Depending on school location (ease of access) and time availability, the primary school 
survey was conducted by one or two enumerators, as below.
Table 3. Quantitative respondents
Area Number of 
Respondent
Padang 68
Bengkulu 52
Mentawai 30
Meulaboh 48
Nias 32
Total 230
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Table 4.Respondent of Community Survey per district
(A) Respondent BENGKULU MENTAWAI MEULABOH NIAS PADANG
Sex N= 52 N=30 N=48 N=32 N=68
Male 37 19 23 23 25
% 71.15 63.33 47.92 71.88 36.76
Female 15 11 25 9 43
% 28.85 36.67 52.08 28.13 63.24
(B)Age Group
15 - 24 old years 5 6 1 1 6
9.62 20 2.08 3.13 8.82
25 - 59 Old years 41 22 42 29 57
78.85 73.33 87.5 90.63 83.82
>= 60 Old years 6 2 5 2 5
11.54 6.67 10.42 6.25 7.35
(C) Education
Elementary school / 9 12 11 16 2
17.31 40 22.92 50 2.94
Junior High School / 12 7 8 4 7
23.08 23.33 16.67 12.5 10.29
Senior High School / 24 6 23 7 44
46.15 20 47.92 21.88 64.71
D1 0 0 0 0 0
0 0 0 0 0
D2 0 0 1 0 0
0 0 2.08 0 0
D3 1 3 1 0 2
1.92 10 2.08 0 2.94
S1 6 2 4 0 13
11.54 6.67 8.33 0 19.12
No education 0 0 0 5 0
0 0 0 15.63 0
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2.2.2BPBD Survey
A total of 28 respondents from BPBD were targeted for quantitative data collection. The 
respondents consisted of 22 males and 6 females from 5 areas of intervention. The survey 
was the same format as community survey, but with additional question on BPBD’s role as 
policy and regulation decision maker in DRR initiatives. 
Table 5.Respondent of BPBD survey
Table 6. Distribution of BPBD survey per district
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Gender N= 5 N=7 N=6 N=5 N=5
Male 5 5 4 4 4
100 71.43 66.67 80 80
Female 0 2 2 1 1
0 28.57 33.33 20 20
2.2. Qualitative Methodology
Semi-structured discussions/Key Informant Interviews: interviews aimed at identifying 
elements and processes affecting the resilience status of target communities and identify 
adequate DRR intervention components for future programming, as well as provide 
valuable information for governmental and non-governmental actors in the area. 
Interviews included briefings and discussions with government officials, civil society 
organizations and community representatives as well as interviews with people 
responsible for project implementation. Interviews was based on an interview guide 
consisting on a number of open-ended questions related to fixed topics, although they took
formal or informal manner, according to the setting. 
Focus Group Discussions: this method was employed to gather information on the 
knowledge, attitudes and perceptions of different groups of people, particularly community 
members and leaders concerning the resilience status of their communities. FGDs were 
essential to obtain a group vision on the issue as well as identify factors that concern the 
community as a whole. The FGDs furthermore identified context-specific challenges to be 
addressed. The discussions was held in special sessions, by invitation and appropriately 
guided for the purpose. A wide range of Participatory Rural Appraisal (PAR) techniques 
was used during the sessions to encourage participants to share perceptions and points of 
TOTAL N=28
Respondent
Male 22
78.57
Female 6
21.43
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view. A minimum of 2 focus groups (1 male, 1 female) per selected area were held.
2.2.1 Qualitative Data Collection
The informants for the FGD and interviews were determined by their availability and 
knowledge ability regarding the topics. Although the process was planned in advance, the 
number of informants who could attend discussions was not always in line with the 
original plans. Total numbers of the respondent who participated in the qualitative data 
collection process are outlined below. 
Table 7. Informants of FGD in districts
No Dates District Groups Number of Participant
Male Female
1 8 Dec 2014 Mentawai Islands StaffBPBDMentawaiDistrictinTuapejat. 4 4
2 9 Dec 2014 Padang City KSB LautBiru, UlakKarang Selatan
Village
4 6
3 9 Dec 2014 Padang City KSB ParupukTabing 11 3
4 9 Dec 2014 Mentawai Islands FGD MitraLokal Ready inSiberut
Island, Siberut Tengah Sub-district
2 0
5 10 Dec 2014 Mentawai Islands KSB SaligumaVillageSiberut Island, 
Siberut Tengah Sub-district
8 3
6 10 Dec 2014 Padang City Staff BPBD Padang City 7 4
7 10 Dec 2014 Padang City FGD MitraLokalJemariSakato 6 1
8 12 Dec 2014 Nias District Staff BPBD NiasDistrictinGunungSitoli 7 1
9 12 Dec 2014 GunungSitoli City Staff BPBD 
GunungSitoliCityinGunungSitoli
4 0
10 13 Dec 2014 Nias District KSB Botohaengan Village, Bawolato
Sub-district, Nias District
6 2
11 14 Dec 2014 Bengkulu City KSB PondokBesi Village, TelukSegara
Sub-district, Bengkulu City
4 3
12 15 Dec 2014 Bengkulu City KSB Kandang Village,
KampungMelayu Sub-district,
Bengkulu City
4 3
13 15 Dec 2014 Bengkulu City Staff BPBD Bengkulu City 4 2
14 15 Dec 2014 Bengkulu City FGD MitraLokalCahayaPerempuan 
(Women Crisis Centre) in Bengkulu
City
1 2
15 15 Dec 2014 Aceh Barat
District
KSB SuakRibee Village,
Johan Pahlawan Sub-district
Meulaboh
6 2
16 16 Dec 2014 Aceh Barat
District
Staff BPBD Aceh Barat Meulaboh 3 3
17 16 Dec 2014 Aceh Barat
District
KSB Pasi Pinang Village,
Meurebo Sub-district, 
Meulaboh
12 2
Total 93 41
Table 8. Informant of Interview
No Dates Organization Names Gender
1 6-7 Dec 2014 Program Manager READI Supriyanto M
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2 6-7 Dec 2014 M & E Officer READI Henny Sari F
3 8 Dec 2014 Director Radio Surak FM Mentawai Sandang P M
4 8 Dec 2014 Head of Preparadness Division of BPBD 
MentawaiIslands District
HatisamaHura M
5 8 Dec 2014 BPBD Staff Mentawai Islands District YalterSaogo M
6 10 Dec 2014 Head of K3 and SPS member PT Semen Padang Dainuri SE M
7 10 Dec 2014 Member of KSB Saliguma Village, Siberut 
Tengah Sub-district, Mentawai Islands District
Paskalis M
8 11 Dec 2014 Head of Preparedness Division BPBD Padang
City
Henry M
9 11 Dec 2014 Director Radio Classy FM Padang Meidy F
10 12 Dec 2014 Staff Hotel Grand Zuri Padang Ricky M
11 12 Dec 2014 DirectorLembagaSamaeriMandreheNias Alex Zai M
12 12 Dec 2014 Head of Broadcasting Division RRI 
GunungSitoliNias
Ningsih F
13 15 Dec 2014 Head of BPBD Bengkulu City IrMulyani Garda 
Reputra
F
14 15 Dec 2014 Staff RRI Bengkulu Henry M
15 15 Dec 2014 Staff WCC CahayaPerempuan Bengkulu Sastro M
16 15 Dec 2014 Head of KSB PondokBesi Bengkulu WiwiLianti F
17 15 Dec 2014 Head of KSB SuakRibee Village, Meulaboh Abdul Karim M
18 15 Dec 2014 Students SDN 19 Meulaboh Tasya F
19 16 Dec 2014 DirectorYayasanParamadinaSemesta (YPS) 
Meulaboh
Karmalis M
20 16 Dec 2014 Staff Coffee Toffe Padang Mika M
21 17 Dec 2014 Staff RRI Aceh Barat Meulaboh Julian M
2.3. Data Entry and Data Analysis
2.3.1. Data Entry
To enhance efficiency the survey planned to use mobile data collection utilizing the CSPro
software platform. This software, which was installed on tablet computers, eliminated the 
need for additional resources and the possible introduction of errors associated with the 
data validation and input step. The software guided the enumerators to skip irrelevant 
questions (or not skip important questions), fill only logically correct numbers or dates, 
and even to take photos for observation. It was only used for collection of quantitative data. 
However the implementation of data quantitative collection was combined with paper 
based data collection as there was a limitation on the software installation on personal 
gadget owned by enumerators. The field researcher took a role on the data input from 
paper based to web based data collection. 
The qualitative data was collected using recorder, paper questionnaires and coded in a 
spreadsheet. All the data was entered on a daily basis and was checked every day by the 
field coordinator to ensure that all data was correctly entered. Enumerators were briefed 
on the data collection process every day to ensure validity of data and to minimize errors in 
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data entry. Further details on the data entry and verification process can be found in 
Annexes 3. 
2.3.2. Data Analysis
Data analysis applied three approaches to triangulation: method, resource, and research. 
Data triangulation is an essential component of this process, allowing researchers to ensure 
accuracy and reliability. The team methodically examined and compared information 
collected from different sources (compare data from children survey and school survey) 
and research methods (compare the result from survey and interview/FGD) to assess 
whether they supported similar interpretations and findings. The figure below synthesizes 
the different triangulation techniques that were used to guarantee maximum veracity and 
soundness of conclusions. 
Figure 3. Data Triangulation Techniques
a. Quantitative Analysis 
The analysis of quantitative data applied simple descriptive statistics. The descriptive 
statistic helped to describe, to show or to summarize data in a meaningful way such that 
patterns could emerge from the data. Descriptive statistics provides simple summaries 
about the sample and about the observations that have been made. In the READI context, 
the descriptive statistics method provided a simple summary or description of the 
respondents’ views on the READI program implementation, changes, and impact in 
community as a result of the intervention.
Several techniques were adopted to validate the data, as follows
• The first step toward ensuring accurate data involved the development of the 
survey instrument and selection of the data collection technique. Questions were 
adjusted according to the type of respondents, e.g.: community and BPBD. 
• Daily checking of data entry and input was conducted to ensure that data was 
entered correctly. The data classification process was conducted with enumerators.
b. Qualitative Data Analysis Plan
Iterative qualitative analysis was conducted. To enable analysis, the qualitative data was 
coded, checked and edited, interpreted and verified. To aid consistency and systematic 
analysis of the different contexts – based on the topic list for in-depth interviews and FGDs 
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– a codebook (in Microsoft Excel form) was created to code and classify the qualitative 
data.
2.4. Data Collection
A field coordinator took the lead on the data collection process from5 December – 
23December 2014andworked intensively with ten enumerators and three qualitative 
researchers. The ten enumerators were trained on data input methods using CSpro (mobile 
phone survey) .On this occasion Mercy Corps also provided a briefing to the enumerators of 
READI program and context.
2.4.1. Enumerators Training
Prior to data collection process, the enumerators received training on the overview of end￾line activity, the instrument, as well as ethic in conducting a research. Migunani provided 
material on the instruments, and data collection gathering, data entry, and data input. 
2.4.2. Enumerators Briefing
The field coordinator led the day to day briefing with enumerators after the data collection 
activity finished. The field coordinator of Migunani and CSpro specialist supervised and 
checked the data input process from the enumerators and discussed every problem related. 
CSpro specialist checked the answer of every data sent to the server and confirm again with 
the enumerators. This step needed to be conducted to ensure the accuracy of data entry 
process.
2.4.3. Technical Preparation
Migunani deployed five personnel to work on the endline and evaluation fieldwork, one
person as a field coordinator, one trainer (and also qualitative researcher), and three
qualitative researchers. The field coordinator was responsible for day to day data collection 
arrangement, and work together with CSpro specialist to ensure the data collection, data 
entry, and all fieldwork arrangement conducted as scheduled. CSpro specialist had a day to 
day briefing with enumerators to ensure the data collection was input as expected. Trainer 
was responsible to prepare the enumerator on the instrument understanding and 
substance understanding. Four qualitative researchers were responsible to conduct FGD 
and interviews of informant.
Chapter: Chapter 3. Results and Analysis
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Chapter 3. Results and Analysis
This chapter discusses the finding and analysis of the implementation of READI project. As 
mentioned before, the analysis was based on the indicators of READI project with focused 
on the initial condition and latest condition of the target beneficiaries. However to provide 
theoretical information based on the analysis, a snap shot on the community resilience will 
be used as a base to provide description from the literature review perspective on DRR and 
community resilience. 
3.1. Conceptual and Framework for Community Resilience
The READI project’s main goal is to build DRR capacity and enhance resilience of 
vulnerable urban coastal populations in Sumatra. As written in the beginning, many have
argued about community resilience terms and considered that the concept was ambiguous, 
contradictory and raises unresolved questions. However, it has a number of common 
characteristics such as the possibility to absorb and then recover/building back better from 
an abnormal event; being ready and prepared to face threats and events which are 
abnormal in terms of their scale, form of timing; an ability and willingness to adapt to a 
changing and sometimes threatening environment; a tenacity and commitment to survive; 
and a willingness of community to rally round a common cause and a shared set of values4
. 
This research believes that community resilience to disaster is a function of preparedness
outcomes. Using this approach, system or community resilience can be understood as 
capacity to manage, or maintain certain basic functions and structures, during disastrous 
events. A focus on resilience means putting greater emphasis on what communities can do for 
themselves and how to strengthen their capacities, rather than concentrating on their 
vulnerability to disaster or their needs in an emergency.5 Different features or layers of 
resilience are needed to deal with different kinds and severity of stress. The ‘disaster-resilient 
community’ is an ideal. No community can ever be completely safe from risks. It may be 
helpful to think of a disaster-resilient or disaster-resistant community as ‘the safest possible 
community that we have the knowledge to design and build in a natural hazard context’, 
minimizing its vulnerability by maximizing the application of DRR measures. DRR is therefore 
the collection of actions, or process, undertaken towards achieving resilience.
This framework begins with a belief that the community is not invincible but they have a 
natural resistance to build upon. The community also has the right for basic services and 
safety and basic right is the foundation of community resilience. Natural resistance will be 
weakened if one of the rights is not realized. The right is non-negotiable.
The READI projects designed to responding to any components of risk reduction- either 
responding to the foundation of safety and or moving towards resiliency. The process 
 
4
McAslan, Alastair (2010), Community Resilience, Understanding the Concept and Its Application, Torrens Institute, Adelaide, 
Australia
5Twigg, John (2007), Characteristics of a Disaster-resilient Community A Guidance Note
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begins with a principle that a rights based has ensured the foundation of safety culture in 
community which would contribute to strengthen community resilience. 
The activities in the READI project implementation, which was intended to achieve the goal 
of building capacity and resilient of coastal community in Sumatera- was aligned with the
effort to develop community resilience as written by John Twigg. The project was designed 
based on the OUADA and Hyogo framework for action which intended to build community 
resilient to disaster. According to John Twigg, there are five tables setting out the 
‘characteristics of a disaster-resilient community’. Each table covers a different thematic 
area relating to resilience and DRR. The five thematic areas are based on those in the Hyogo 
Framework for Action and are intended to cover all aspects of resilience.
Table 9. Theme in Community Resilience
In this case, the READI project-which focused on building coastal community resilience￾consisted of activities which reflected efforts to increase community’s knowledge and to 
strengthen community’s preparedness upon hazards, especially earthquake and tsunami. 
The analysis of the following findings will look at the depth of the components of the 
community resilient based on the theoretical framework of community resilience by John 
Twigg. This theoretical based of community resilient has been used widely by 
organizations work in Disaster Risk Management (DRM) as a reference to conduct activities 
with community in developing resiliency. 
3.2. Project Achievement Summary
The two years program focused on certain activities to strengthen coastal community 
resiliency in Sumatra. The program has contributed to the increased knowledge of the 
community on DRR and has enhanced community capacity to be more prepared for
disasters. The table below provides a summary of the outcome of the project during two 
years implementation.
Table Thematic area
1 Governance
2 Risk assessment
3 Knowledge and education
4 Risk management and vulnerability 
reduction
5 Disaster preparedness and response
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Table 10.Summary Table – Progress on Key Indicators (as per original indicators in the 
grant agreement, which were slightly modified in the document Modification 1)
Goal: To build DRR capacity and enhance resilience of vulnerable 
urban coastal populations in Sumatra
Beneficiaries Targeted 1,679,289 individuals (0 IDPs)
IDPs: 0
Beneficiaries Reached 1,462,293 individuals 87%
IDPs: 0 0%
Geographic Area (s) Bengkulu, Padang, Meulaboh, Nias, Mentawai
Sub-Sector 1.1. Disaster Preparedness, Mitigation, and Management
OFDA INDICATORS TARGET CUMULATIVE 
Indicator 1: Number of people 
trained in disaster 
preparedness, mitigation and 
management.
50 people received DRR 
training
186 (372% of target)
Boys 0-14 yo: 0
Girls 0-14 yo: 0
Men : 162
15-24 yo : 21
25-59 yo : 141
 ≥ 60 yo : 0 
Women : 24
 15-24 yo : 6
 25-59 yo : 18
≥ 60 yo : 0
Indicator 2: Number and 
percent of beneficiaries 
retaining disaster 
preparedness, mitigation, and 
management knowledge two 
months after training.
40 people evaluated and 
80% of beneficiaries 
retaining knowledge
107 (268% of target) and 58%
Boys 0-14 yo: 0
Girls 0-14 yo: 0
Men : 84
 15-24 yo:10
 25-59 yo:74
 ≥ 60 yo: 0
Women : 23
 15-24 yo: 6 
 25-59 yo: 17
 ≥ 60 yo: 0
Indicator 3: Number of hazard 
risk reduction plans, policies 
or curriculum developed.
5 hazard risk reduction 
plans developed
8 (160% of target)
PROGRAM IMPACT 
INDICATORS TARGET CUMULATIVE
Indicator 1: Number of people 
with access to improved 
Emergency Warning Systems 
for earthquake and tsunami 
throughout the target areas of 
Sumatra.
1,679,289 people have 
access
467,056 (28% of target)
Boys 0-14: 70,600
Girls 0-14: 67,894 
Men : 160,264
 15-24 yo: 48,304
 25-59 yo: 99,460
 ≥ 60 yo: 12,500
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Women : 168,298
 15-24 yo: 50,427
 25-59yo: 102,361
 ≥ 60 y0:0
Indicator 2: Number of 
potential vertical shelters 
identified.
50 vertical shelters 
identified
113 (226% of target)
Indicator 3: Number of people 
with access to evacuation 
routes and certified vertical 
shelters.
100,000 people have 
access
374,965 (375% of target)
Boys 0-14: 64,001
Girls 0-14: 56,229
Men 123,870
15-24 yo: 36,634
25-59 yo: 78,184
≥ 60 yo: 9,052
Women : 130,865
15-24 yo: 38,778
25-59 yo: 80,850
≥ 60 yo: 11,237
Indicator 4: Number of people 
participating in simulations.
10,000 people participate 12,545 (1258% of target)
Boys 0-14: 2,659
Girls 0-14: 2,185
Men : 3,628
15-24 yo: 963
25-59 yo: 2,615
 ≥ 60 yo: 50
Women : 2,354
15-24 yo: 822
25-59 yo: 1,489
 ≥ 60 yo: 43
Indicator 5: Number of people 
within broadcast range of the 
AM/FM radio frequency to 
receive hazard information 
broadcasts.
1,000,000 people within 
broadcast range and 
receive information
1,462,293 (146% of target)
Boys 0-14: 268,729
Girls 0-14: 256,152
Men : 458,975
 15-24 yo: 130,899
25-59 yo: 295,549
≥ 60 yo: 32,527
Women : 478,437
15-24 yo: 134,198
25-59 yo: 303,711
 ≥ 60 yo: 40,528
Indicator 6: Number of local 
authorities adopting disaster 
preparedness systems 
developed in the program.
4 local authorities 0 local 
authorities
4 (100% of target)
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This table shows that the program has achieved some of the target set in the indicators. The 
numbers of the output shows that the program successfully implemented beyond expectation. 
However, there were also notes on the program implementation and description of the output and 
outcomes which will be described on the following section. 
3.2.1. Knowledge and Skills on DRR
A. Increased Knowledge through Raising Awareness
To increase community knowledge and skill on DRR, Mercy Corps conducted awareness 
raising campaigns on the hazards affecting the areas and potential preparedness and 
mitigation as well as conducting trainings for the community (Kelompok Siaga Bencana￾Village Disaster Team) and training for the government (BPBD-Badan Penanggulangan
Bencana Daerah–local disaster management body) . The activity was intended to enhance 
the community resilience, the coastal communities of Meulaboh, Padang, Bengkulu, 
Mentawai and Nias. Mercy Corps worked with local civil society groups, local government,
and religious figures, spread the messages concerning a wide variety of natural hazards (i.e. 
earthquake, tsunami, landslide, coastal abrasion, tidal waves).
Table 11. Community attended in the DRR Meetings
Involve actively in a 
discussion and meeting on 
preparedness and DRR 
planning in the village
N=230
Yes 166
72.17
No 64
27.83
The table shows that a total of 72.17% or 166 persons out of 230 persons in five districts 
attended discussion or meeting about DRR in their village. Specifically in each area, the 
community participation was varied from one area to another area. The table below shows 
that the community pro-actively engaged in the meetings on DRR. In Bengkulu, 55.77% or 
29 respondents out of the 52 respondents mentioned that they attended activity of 
discussion and meeting on preparedness and DRR planning in the village. While in Nias, 
96.88% or 31 out of 32 respondents mentioned that they always attended discussion and 
meetings on DRR in their village.
Chapter: Chapter 3. Results and Analysis
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Table 12. Community attended discussions and meeting on DRR per district
Involve actively in a 
discussion and meeting on 
preparedness and DRR 
planning in the village
BENGKULU MENTAWAI MEULABOH NIAS PADANG
N= 52 N=30 N=48 N=32 N=68
Yes 29 18 41 31 47
55.77 60 85.42 96.88 69.12
No 23 12 7 1 21
44.23 40 14.58 3.13 30.88
The quantitative study also noted that the topics of DRR discussed during the meetings 
were varied. The most discussed topic was socialization, 65.65% or 151 out of 230 
respondents said that they attended meetings on program socialization, while the other 
mentioned about VCA assessment (12.17%) and KSB establishment (16.96%). 
Table 13.Disussions in the Community
TOTAL
Topics of the meetings and discussions N=230
A Program Socialization 151
65.65
B PDRA implementation 34
14.78
CVCA Assessment 28
12.17
D KSB establishment 39
16.96
V Others 6
2.61
The percentage the discussion topics of each area were shown in the table below. The most 
attended discussion in Meulabohwas the socialization (77.08%) and KSB establishment 
(56.25%) meaning that, respondents were presence in both meetings. 
Chapter: Chapter 3. Results and Analysis
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Table 14. Discussion and Meeting Topics on DRR
Additionally, Mercy Corps included awareness on being a host family in case of emergency, 
to sensitize those not affected on ways to help, with the objective of maximizing collective 
effort during a disaster response. However, to ensure that everyone is potentially reached 
by the messages, Mercy Corps disseminated DRR posters and leaflets, produced a radio 
drama featuring sample stories of DRR-preparedness and pro-actively involved schools 
and religious institutions in the initiative. Those activities will be discussed separately in 
the next section. 
The qualitative study noted that as a result of frequent discussions and meetings on DRR 
topics, including KSB establishment, the community mentioned that they gained better 
understanding on DRR knowledge. FGD with KSB Laut Biru and Ula Karang Selatan, Padang 
noted KSB participation in increasing community knowledge on Disaster and DRR. 
“At the beginning of KSB socialization, it was difficult because it was considered as 
intimidation but by the additional knowledge about disaster from Mercy Corps and the 
continuous socialization through community groups in the village has made the community 
realized and considered the disaster risk reduction was important and compulsory knowledge 
for them. 80% of the community already had knowledge about disaster, they knew what to do 
if the disaster strike, meeting point and finding the information." (KSB Laut Biru Ulak Karang 
Selatan - Padang)
Community in Bengkulu also admitted that socialization on Disaster and DRR from Mercy 
Corps and WCC (Women Crisis Centre) has contributed to the increased knowledge of the 
community. They were confident to take on certain actions in time of disaster as they have 
knowledge about preparedness. 
The discussions and meetings in Bengkulu have added value of networking expansion. The 
KSB Saliguma started to have direct communication with BPBD and volunteers from other 
area.
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Topics of the meetings and 
discussions
N= 52 N=30 N=48 N=32 N=68
A Program Socialization 16 13 37 5 24
30.77 43.33 77.08 15.63 35.29
B PDRA implementation 0 1 3 1 2
0 3.33 6.25 3.13 2.94
CVCA Assessment 10 4 6 0 9
19.23 13.33 12.5 0 13.24
D KSB establishment 13 19 27 5 39
25 63.33 56.25 15.63 57.35
V Others 18 23 39 16 50
34.62 76.67 81.25 50 73.53
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"There was socialization from Mercy Corps and WCC, also trainings, for example disaster 
management training and strengthening the capacity, meetings and discussions, and even the 
volunteers were once involved in BPBD for 7 days. This is because of Mercy Corps and WCC 
that correlated us to the BPBD. We also had meeting and dialogue with BPBD on effort of 
WCC. There were three trainings, even more if added with meetings and discussions. There 
are changes now, we know what to do if the disaster strikes as we have the knowledge and be 
ready. We have network with BPBD now, there is cooperation with other volunteers." (FGD 
with Saliguma community, Bengkulu)
Nias and Meulaboh experienced a different process of gaining knowledge on disaster as 
they have a previous program on DRR with another organization. The activity of raising 
awareness on disaster and DRR was a process of adding knowledge from previous 
knowledge.
"The knowledge of the community about disaster has been improved because of the 
mentoring of LSM PELMAS for 3 years (Nias) remain the same, good in terms of knowledge 
about disaster."
B. Improving Capacity Building through Training 
To sustain the raising awareness activity on DRR in the community, Mercy Corps conducted 
trainings to the community (KSB) and to BPBD. The training provided knowledge and skill 
on developing village’s DRM planning document, assessing village’s capacity and 
vulnerability on disaster, and conducting simulation. After receiving training from Mercy 
Corps, KSB conducted training for community in the village and other villages. The table 
below shows the tabulation of KSB members and non KSB member attended the training 
on DRR, disaster preparedness, and disaster management.
Table 15. Respondent attended training on DRR
TOTAL
Attending training on DRR, disaster preparedness, 
and disaster management 
N=230
Yes 151
65.65
No 69
30
Don’t know 10
4.35
The table shows that from230 respondents, 65.55% or 151 mentioned that they attended 
training on DRR, disaster preparedness, and disaster management. The details tabulation 
of respondents attended the training is shown in the table below.
Chapter: Chapter 3. Results and Analysis
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Table 16. Respondent attended training on DRR per area
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Attending training on DRR, 
disaster preparedness, and 
disaster management 
N= 52 N=30 N=48 N=32 N=68
Yes 28 19 29 28 47
53.85 63.33 60.42 87.5 69.12
No 23 10 18 0 18
44.23 33.33 37.5 0 26.47
Don’t know 1 1 1 4 3
1.92 3.33 2.08 12.5 4.41
As mentioned previously, the training contributed to supporting community and KSB to 
gain knowledge and skill on DRR. Most of the KSB members in Padang gained self￾confidence in transferring the knowledge that they received from the trainings to 
community members within the village. In addition to gaining knowledge, the KSB and 
community successfully worked on developing other disaster preparedness materials such 
as developing evacuation maps as well as conducting simulation
"There were training provided by Mercy Corps such an introduction to disaster training, 
preparing the evacuation map, simulation, and disaster mitigation - therefore, some KSB 
members were able to give socialization for the community about disaster risk reduction but, 
not all of them were able to deliver the materials to the community." (KSB Parupuk Tabing)
The trainings had also contributed to the community behavior changes in facing issues 
related to disasters. They said that they no longer panic when discussing disaster issues 
and they check and re-check their plans to decide next steps. 
"We are able to make evacuation route map, the capacity of the community and KSB in 
improving the disaster risk reduction was improved as they followed the trainings provided by 
Mercy Corps, for example, previously, the community was panic when one of them got issues 
via short message service but now, they ensure the situation and the incident before making 
any decision what to do." (KSB Laut Biru Ulak Karang Selatan - Padang)
The establishment of KSB in Padang has encouraged community organizations to start 
working collaboratively with other stakeholders. KSB in Padang worked in coordination 
with BPBD and Lanud (air force) to re-evaluate the simulation and worked on the review 
for improvement.
“The simulation held by KSB was also evaluated continuously. They found some inadequacies 
and worked on some improvements; for example to enter the shelter, the people were stack in 
the stairs and the entrance of the building because of the position of the stairs inside the 
building - for this problem, they have asked for supports from BPBD for the additional stairs. 
In previously at Parupuk Tabing village, the evacuation lane was truncated by the LANUD as 
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it was closed for public - this is the community problem in order to do the evacuation. They 
have to take the outer way beside the LANUD which was longer and crowded with people 
from other villages. KSB worked with mentor NGO and Mercy Corps have tried to discuss this 
problem with LANUD and it was approved; LANUD opens the evacuation lane which has 
already been concretized by LANUD.” 
One important point of the establishment of KSB was the participation of the community 
leader in the KSB. Mercy Corps helped establish a community champion to provide 
opportunities for program sustainability. It was expected that the community would take 
more steps to institutionalize DRR into the community action plan. Community leaders 
who are champions in DRR could support the community to build networking on DRR with 
other stakeholders and encourage or motivate other member community to be consistently 
working to improve community preparedness and mitigation. The process of DRR 
institutionalization in the village government policy and regulation was stronger when 
community leaders, especially the village government officer, participated as a member of 
KSB. Other studies in DRR also mentioned that working through the current system in the 
village would support the legitimation of DRR as part of the village development.
“The chairman of KSB was a retired PU who was quite familiar with some people in BPBD and 
BNPB, this made KSB relation with other stakeholders run well as KSB did not hesitate to 
cooperate with other stakeholders for example with Puskesmas, LANUD or BNPB/BPBD. 
Besides, the engagement of the government officials has made KSB indirectly get recognition 
from the government and was likely to persist in order to run the KSB."
The approach in conducting community empowerment influenced how the community 
worked towards certain goals. Community-based DRR has been known widely as a 
comprehensive approach applied by many organizations to support the development of 
community resilience in DRR. The approach required full participation of the community in 
the institutionalization of DRR and intended to empower the community to adopt DRR in 
every aspect of village policy and regulation. Mercy Corps and JemariSakato also adopted
the CBDRM approach in conducting community empowerment in Padang. The KSB in 
Padang admitted that the approach was effective as it allowed full participation of the 
community in revealing their capacity. The approach has made the community more aware 
of their potential and capacity to prepare for disasters. 
“The approach done by Mercy Corps and Jemari Sakato as the local partner was considered 
effective by KSB Parupuk Tabing because it was more intensive and more sharing, the 
approach also had more potential of the KSB and the community surrounding. This made the 
the community know and realize their capabilities, this was the one used to run KSB. Another 
inadequacy was completed by Mercy Corps and Jemari Sakato through training and 
mentoring therefore KSB could run well."
FGD with KSB in Nias also noted that the trainings, discussions, and simulation had 
provided community with knowledge and skills to prepare for disasters. Villages, where 
the project implemented, had completed evacuation routes and maps. People also had 
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knowledge on the meeting points and safe areas. Although there was a preliminary 
program on DRR by other organization, the community felt the advantage of having KSB.
Under the mentoring from Mercy Corps, the capacity of the community has become more 
complete by the establishment of disaster preparedness groups in the village, strengthened 
with the simulation and the installation of evacuation lanes signs therefore the community 
knew where was the safe and assembly point. 
KSB in Nias has been mentored by PELMAS for one year. This situation has been known by L￾SAMAERI as MERCY's local partner therefore they provided the strengthening knowledge for 
the community in the village by establishing a disaster preparedness group and worked on 
certain simulations and disaster risk reduction training to facilitate their entry to the 
community. L-SAMAERI also provided agricultural training which got good acceptance from 
the community as they considered their needs of the agricultural and the processing of 
coconut plantation knowledge. Those programs have not run successfully because of the 
limited time and this has made a disappointment of the community towards EL-Samaeri. The 
community awareness of disaster and the organization when the disaster strike were quite
good.
In Meulaboh, the establishment of KSB created a more structured organization in DRR 
activities and preparedness. The existence of KSB was officially launched by the head 
village decreed to work on DRR and preparedness. The community was aware of what to 
do in time of disaster and was informed with a mechanism to protect themselves. The 
project has contributed to the institutionalization of DRR and provided community with 
system of preparedness.
The community has had the capacity related to disaster as they ever got simulation from PMI. 
Their capacities was added by MERCY with the introduction to disaster and the disaster risk 
reduction therefore they knew what to do when the earthquake or tsunami come.
The community knew what to do when the earthquake and tsunami come, the assembly point, 
and where to find their family, the person in charge in case the disaster come have been 
assigned and reinforced by SK from the village official - from setting the path, observing the 
sea, and giving commands for evacuation. This simulation was held every year to remind the 
community about tsunami, tried to tell their experiences to their children to provide 
appropriate knowledge of earthquake and tsunami and the impacts as well.
The implementation of READI in Meulaboh was quite different from other four areas, as it 
included schools as the target of capacity building for children to gain knowledge on DRR. 
Community appreciated this effort because they had concern that lesson learned from 
tsunami 2004 could not be transferred to young generation. The story below shows how 
the tsunami 2004 in Meulaboh has taught a valuable lesson learned to the community to be 
more aware of DRR and improved the community’s preparedness and response to 
disasters. 
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Feature Box 1. Straight Road and Right
STRAIGHT ROAD AND RIGHT
When a devastating earthquake struck the west coast of Sumatra at the 
end of 2004, which was followed by a large tsunami wave, this resulted in 
the whole west coast of Aceh province becoming ravaged. SuakRibee, a 
seaside village in the District of Meureubo, the city of Meulaboh, West 
Aceh district was no exception. 
Abdul Karim, still remembers the destruction caused by the earthquake 
and tsunami and can still clearly recall the fear and panic of the villagers 
fleeing from the tsunami waves. At that time, many people in the village 
headed towards the sea to witness the phenomenon of receding tides. 
Abdul Karim actually forced himself to get away from the sea and take a 
straight path towards high ground in the village field, about seven miles 
from his home. “There are two paths to choose from once we arrived at 
the intersection at the end of the village. The first is a straight path, 
although somewhat narrow and not in very good condition and the second 
is a road that turns left. It is wider, shorter, and quieter but runs slightly 
past the other side of the beach,” recalls Abdul. 
At that time he and his family, along with most 
villagers, used the straight path. Other residents, 
including visitors to the beach, chose the wider path. 
Many of the village residents who perished from the 
tsunami chose the wrong path, the wide path that 
turned left. As a result they were trapped and were 
swept away by the tsunami.
Experiences from the tsunami made Abdul Karim the
chairman of Disaster Preparedness Group in the Suak
Ribee village. He and his friends at KSB welcomed 
the assistance of NGOs, especially from Indonesia. 
Mercy Corps helped increase the capacity and made plans to deal with emergency situations as a result of the 
earthquake and tsunami hazards. KSB does not want a lot of casualties and losses because of what had happened in 
the past. That’s why they conducted many disaster risk reduction activities, including evacuation drills and they 
established rules such as prohibiting residents from staying on the beach and making a boundary fence on the beach 
and closing it every day. They also put up signs, lines and evacuation maps in a strategic place. Learning from bad 
experiences enabled them to give a positive response in the form of disaster risk reduction activities. This helps 
instill confidence in the face of disaster threats. 
Ten years have passed since the devastating tsunami. Abdul feels that people have started to forget the incident. He 
was afraid that over time people forgot the lessons learned. He is afraid that the younger generation, especially those 
under 15 years, who were too young to remember the tsunami. The READI program has reduced some of these fears 
as they involve children in the activities. Through the school program, children learn about DRR and practice facing
the danger of earthquakes and tsunamis. Through education, Abdul Karim can be sure that the learning of the 
tsunami will never be interrupted and will always continue to the next generation, so that the ability of people to deal 
with disasters will never be reduced or lost. Other than through formal education, Abdul Karim also has a powerful 
way to continue learning about the tsunami, namely through stories. Abdul Karim often tells stories based on 
personal experience to his children and other young people. He does not just talk, but also always end the story with 
a similar message, a message that is very strong. The message of the story is simple: "When an earthquake occurs, 
run away from the sea... runaway without looking back, and do not forget to take the STRAIGHT ROAD ".
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The qualitative study noted that the activity of mainstreaming DRR into school activities in 
Meulaboh has raised students’ awareness on DRR and increased their knowledge about 
disaster preparedness and response. 
In addition to training, the community also noted that the simulation has improved their 
skills and knowledge in disaster preparedness. Almost all respondents in the qualitative 
study mentioned that they have knowledge on the evacuation steps, evacuation signs, and 
evacuation maps. The table below shows the number of respondent who joined the 
simulation.
Table 17. Respondent joined the simulation
Participated 
actively in the 
DRR training or 
simulation?
Bengkulu MENTAWAI MEULABOH NIAS PADANG
Yes 30 16 27 22 53
57.69 53.33 56.25 68.75 77.94
No 22 14 21 10 15
42.31 46.67 43.75 31.25 22.06
The community learned how to recognize and respond to earthquakes and tsunamis, when 
to evacuate in the case of a disaster, where the evacuation routes are, and where to find 
emergency shelters. As a result of the simulations, the BPBD staff also learned how to 
organize simulation events and coordinate with other offices. In Bengkulu, the community 
had the opportunity to practice simulation and it made them understand where to go in 
times of disaster and other knowledge of evacuation. They also shared this knowledge with
their family members and the other community nearby. 
Previously, when we heard of the earthquake or tsunami, we acted spontaneously; running or 
doing anything depended on every individual instinct. We also did not ensure the information, 
did not know who to confirm or ask the truth of the information. There were many training 
and discussions, even we reviewed the intimidations and how to handle, simulations of where 
to run when a tsunami come, where was the assembly point - there were rules for everything. 
Now we had appropriate knowledge to share with our family, neighbors, and wider 
community if we get the chance to share. There were evacuation lanes and EWS. We also 
formed Disaster Preparedness Group that acted as volunteer when the disaster happen. 
During safe situation, we socialized and encouraged the community for disaster preparedness
Another program also conducted vulnerability and capacity assessments in the village as a 
basic requirement to all DRR planning document development.
Mercy Corps provided an opportunity for BPBD and the community to work together with 
the radio to disseminate information related to disasters and DRR. However, not all area of 
Chapter: Chapter 3. Results and Analysis
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intervention could receive information about disasters from the radio because many did 
not have a radio to listen to the radio broadcasting.
BPBD Capacity Building
A total of 187 BPBD and local government officials received capacity building training 
directly from the BNPB on technical skills where they lacked knowledge, as identified 
through an initial assessment. In circumstances where BNPB’s Education and Training 
Facility cannot address the identified gaps directly, Mercy Corps provided the expertise and 
training to local government officials. Lessons learned and models from the awareness 
campaign were shared as part of the capacity building and knowledge sharing nature of the 
program with BPBD and BNPB to empower the replication of large-scale awareness 
campaigns.
3.2.2. Disaster Preparedness and Response
Preparedness actions were carried out within the context of disaster risk management and 
aimed to build the capacities needed to efficiently manage all types of emergencies and 
achieve orderly transitions from response through to sustained recovery. Preparedness is 
based on a sound analysis of disaster risks and good linkages with early warning systems, 
and includes such activities as contingency planning, stockpiling of equipment and 
supplies, arrangements for coordination, evacuation and public information, and associated 
training and field exercises. These must be supported by formal institutional, legal and 
budgetary capacities. The related term “readiness” describes the ability to quickly and 
appropriately respond when required.
Disaster response is predominantly focused on immediate and short-term needs and is 
sometimes called “disaster relief”. The division between this response stage and the 
subsequent recovery stage is not clear-cut. Some response actions, such as the supply of 
temporary housing and water supplies, may extend well into the recovery stage.
The READI project intended to strengthen community disaster preparedness and response
towards hazards, especially tsunamis and earthquakes. Mercy Corps supported activities 
with the community and BPBD to improve community mechanisms to prepare and respond
to disasters, such as developing evacuation maps, installing early warning system, 
identifying temporary shelter (vertical shelter). 
3.2.2.1. Evacuation Maps 
Mercy Corps and its local partner supported the community to develop evacuation maps as 
part of the effort of strengthening community disaster preparedness. Through a series of 
discussions and meetings, KSB and the community identified meeting points and developed
maps of the safe location. In addition, Mercy Corps assisted the BPBD to identify tsunami 
evacuation routes and developed maps indicating the most suitable solutions and 
alternatives at the local community level. Mercy Corps supported the linkages between 
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BPBD and local government to recognize the evacuation routes officially through district 
level decrees and advocated for their inclusion into urban planning.
The maps reflected the evacuation possibilities in the area and provided information on
guiding people toward vertical shelters. The vertical shelters were buildings that were
identified and certified as tsunami-safe buildings. The maps were developed with 
communities to ensure the inclusion of easily recognizable landmarks and other measures 
to allow all beneficiaries to comprehend the routes, and to be aware of the disaster.
The table below shows that 25.22% or 58 respondents out of 230 respondents participated 
in the development of evacuation maps. While 57.88% mentioned that they were not
involved in the development of the evacuation map and 17% mentioned that they did not 
know about the evacuation map. This figure represented the respondents from five areas 
who consisted of KSB members and community. Not all community members had the 
opportunity to participate in the evacuation map development. The evacuation maps were 
developed by KSB, community leaders, and some of community members.
Table 18. Respondent participated in evacuation map development
The table shows the participation of respondents in each area of the evacuation maps 
development. The highest respondent participation in developing evacuation maps was 
Padang, 32.35% where respondents mentioned that they were involved in developing 
evacuation maps,
Table 19. Respondent participation in developing evacuation maps
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Participate in evacuation map 
development
N= 52 N=30 N=48 N=32 N=68
Yes 7 5 14 10 22
13.46 16.67 29.17 31.25 32.35
No 33 20 29 12 39
63.46 66.67 60.42 37.5 57.35
Don’t know 12 5 5 10 7
23.08 16.67 10.42 31.25 10.29
TOTAL
Participate in evacuation map development N=230
Yes 58
25.22
No 133
57.83
Don’t know 39
16.96
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Although every village was completed with evacuation maps, the quantitative study shows 
that not all of the community members recognized the evacuation maps in their village. 
From the total 230 respondents, 63.48% or 146 respondents recognized evacuation maps, 
the rest mentioned that they did not recognized it. 
Table 20. Respondents recognize evacuation aps
In Nias, 25% or 8 out of 32 respondents mentioned that they did not recognize the 
evacuation maps. Mentawai also mentioned that 46.67% or 14 respondents out of 30 did
not recognize evacuation maps. The highest figure was Padang, it was mentioned that 
94.12% or 64 out of 68 respondents recognized evacuation maps.
Table 21. Respondents recognize the evacuation maps per district
BENGKULU MENTAWAI MEULABOH NIAS PADANG
N= 52 N=30 N=48 N=32 N=68
Recognize evacuation maps
Yes 28 14 32 8 64
53.85 46.67 66.67 25 94.12
No 24 16 16 24 4
46.15 53.33 33.33 75 5.88
Although people admitted that did not have a good understanding of the evacuation maps, 
the program successfully encouraged the community to develop evacuation routes and 
signs in their area. The quantitative study shows that 80.87% or 186 out of 230 
respondents mentioned that they could find evacuation route or signs in their 
neighborhood.
Table 22. Availability of evacuation route or signs
N=230
Availability of evacuation route or signs in 
the neighborhood
Yes 186
80.87
No 44
19.13
Recognize evacuation maps
Yes 146
63.48
No 84
36.52
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The table shows that most villages in five districts developed evacuation route or signs.
All respondent from Padang mentioned that they could find evacuation routes or signs in 
their neighborhood, 88.46 or 46 out of 62 respondents in Bengkulu mentioned that they 
now had evacuation route or signs. Nias was a bit contradictory to other area, as only
37.5% or 12 respondents out of 32 respondents said that evacuation route or signs were 
available in their neighborhood. Eight respondents mentioned that they were aware of the 
location of the evacuation signs or route. The community developed evacuation routes and 
signs through series of meetings and discussions. Almost all elements of the community 
was encouraged to participate in the development process.
Table 23. Availability of evacuation route or signs per district
The table shows that most of the evacuation maps were located in the office of the head 
village and a few of them were located on street boards and other community member’s 
house. According to an informant from a FGD, the low percentage of evacuation route or 
signs in Nias was because the evacuation maps had not been socialized yet and some of 
them were broken. In Bengkulu, the evacuation maps were posted on houses and many 
were broken as they were made of paper.
Before the project, there were no maps and evacuation lanes - when the disaster happened, 
people ran to the locations based on their intuitive. There were discussions for mapping the 
safe areas in the surrounding and where to move when the tsunami happened. We were 
informed that Kandang was not more than 10 meter above the sea level - based on the 
description in the discussion and training included in the tsunami risky areas. We determined 
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Availability of evacuation signs 
in the neighborhood
N= 52 N=30 N=48 N=32 N=68
Yes 46 21 39 12 68
88.46 70 81.25 37.5 100
No 6 9 9 20 0
11.54 30 18.75 62.5 0
Location of the evacuation maps N= 29 N=14 N=34 N=8 N=62
A advertisement board on the 
street
1 1 9 1 27
1.92 3.33 18.75 3.13 39.71
B Office of village head 19 6 18 0 24
36.54 20 37.5 0 35.29
C in a disaster exhibition 6 0 1 2 0
11.54 0 2.08 6.25 0
D friend’s house 3 5 2 4 2
5.77 16.67 4.17 12.5 2.94
V others 0 2 4 1 19
0 6.67 8.33 3.13 27.94
Chapter: Chapter 3. Results and Analysis
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the assembly point in the field which was not included in the area of Kandang but still could 
be reached in quick time and could move the evacuation to the higher areas. We also 
agreement on the evacuation lanes and the signs also have been installed by KSB. There was 
no formal socialization about the evacuation lanes and signs but in the organization of KSB, 
we had the chairman of neighborhood groups whom we expected were willing to deliver the 
information to their community through the forum in their community. Most of the signs in 
the houses have been broken because of the quality of the materials.
A total of 1,847evacuation maps of Bengkulu City were printed and distributed to 
stakeholders in Bengkulu City including government and private sector offices and local 
NGOs. In addition, ten large maps were printed (size 2Mx3M) and hung in strategic places 
(such as government offices) and are accessible to the entire Bengkulu population. The 
table shows that only eight respondents in Nias mentioned the evacuation route 
socialization, while 24 out of 32 respondents did not have an understanding of the 
availability of evacuation routes in their area. While in Padang, people recognized the 
evacuation maps because there were mechanisms for socialization. Once KSB developed 
the evacuation maps, they shared it with community and informed the community how to 
read the maps.
The evacuation map has been made and disseminated to the community completed with the 
information on how to read the map. Jemari Sakato also participated in the production of the 
evacuation map and distributed them to the community. KSB has been able to produce their 
evacuation map and know how to read the map. (Parupuk Tabing).
Table 24. Socialization of evacuation maps
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Evacuation maps socialization N= 28 N=14 N=32 N=8 N=64
Yes 21 9 23 8 61
75 64.29 71.88 100 95.31
No 7 5 9 0 3
25 35.71 28.13 0 4.69
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Institution who socialize the maps N= 28 N=14 N=32 N=8 N=64
A KSB members 0 6 5 5 46
0 20 10.42 15.63 67.65
B village head 6 2 9 0 6
11.54 6.67 18.75 0 8.82
C CSO 9 0 11 0 23
17.31 0 22.92 0 33.82
D BPBD 11 0 6 1 2
21.15 0 12.5 3.13 2.94
E Government 0 0 0 0 0
0 0 0 0 0
V Other 0 0 4 1 0
0 0 8.33 3.13 0
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Although area had a completed evacuation route, not all of them functioned well. In Nias,
while 12 evacuation routes were recognized by the community, none of them were in good 
condition; two were broken, and the other was missing. A total of 95.65% or 44 out of 46 
respondents mentioned that the evacuation route in their area was in good condition. In 
Meulaboh, 15.38% or 6 out of 31 respondents mentioned that the evacuation routes were
broken. It means that the community needs to integrate DRR into the village development 
plan to be able to continuously renew the evacuation routes and other preparedness 
facilities.
Table 25. Condition of evacuation route
The quantitative and qualitative study of FGD in Nias, Mentawai and Meulaboh revealed the 
challenge of the village and government consistently in providing continuous support in 
preparedness facilities. The broken evacuation routes need to be renewed soon to develop 
better community preparedness.
“Producing an evacuation map together with the mentor NGO, the map was displayed in some 
areas to be visible for community to read. Although the maps were broken and some were 
already missing, the community still remembered the site plan and the assembly point 
because the locations were easy to remember - the shelter in BPBD and the shops in Teuku 
Umar street.” (FGD with KSB in Meulaboh)
Learning from past problems with standard evacuation maps, Mercy Corps focused on the 
creation of 30 community-specific evacuation maps and trained government officials in 
order to replicate evacuation mapping in other areas. The community mapping utilized 
locally known landmarks and was facilitated by extensive interaction between government 
officials, community members, and Mercy Corps.
It was expected that the bottom up process on evacuation route development would 
provide a deeper understanding for the local community on the route. In Padang, all 
respondents mentioned that they had a good understanding of the evacuation route. 
Although most of the evacuation routes were broken, the community in Nias was able to 
memorize the map. The table below shows the community understanding on evacuation 
route in 5 areas of intervention.
BENGKULU MENTAWAI MEULABOH NIAS PADANG
The condition of the evacuation 
route 
N= 46 N=21 N=39 N=12 N=68
Good 44 12 31 0 60
95.65 57.14 79.49 0 88.24
Broken 1 6 6 2 7
2.17 28.57 15.38 16.67 10.29
Missing 1 3 2 10 1
2.17 14.29 5.13 83.33 1.47
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Table 26. Community understanding on evacuation route
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Understand the evacuation 
route 
N= 46 N=21 N=39 N=12 N=68
Yes 42 16 39 10 68
91.3 76.19 100 83.33 100
No 4 5 0 2 0
8.7 23.81 0 16.67 0
Neighborhood have 
agreement on meeting 
points
N=53 N=30 N=48 N=32 N=68
Yes 33 17 42 18 57
63.46 56.67 87.5 56.25 83.82
No 9 2 1 8 4
17.31 6.67 2.08 25 5.88
Don’t know 10 11 5 6 7
19.23 36.67 10.42 18.75 10.29
Location of meeting 
points
A sub district office 0 0 0 0 6
0 0 0 0 8.82
B village office 3 6 1 0 0
5.77 20 2.08 0 0
C village administrator’s 
house
1 0 0 0 0
1.92 0 0 0 0
D personal house 0 0 0 3 0
0 0 0 9.38 0
E Public field 11 7 3 7 12
21.15 23.33 6.25 21.88 17.65
F government facility 5 0 9 0 34
9.62 0 18.75 0 50
G School 18 2 3 7 8
34.62 6.67 6.25 21.88 11.76
H Market 0 0 0 0 0
0 0 0 0 0
V others 2 2 31 1 10
3.85 6.67 64.58 3.13 14.71
Chapter: Chapter 3. Results and Analysis
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Most people in the community had a good understanding of the meeting points. They 
developed an agreement and decided on the evacuation routes, including meeting points. A 
total of 87.5% or 42 out of 48 respondents in Meulaboh, mentioned that the community 
developed an agreement on meeting points and they had a good understanding of the 
location of meeting points. While Nias and Mentawai needed to provide more socialization 
to the community as only half of the respondents had a good understanding on meeting 
points, in Mentawai 36% respondents did not know whether the community had a good 
understanding of the meeting points.
The locations of the meeting points were various. Mentawai, Meulaboh, and Bengkulu 
preferred public fields as meeting points. Mentawai and Niasare highlands and the 
community preferred to utilize public field in the highlands as a meeting point. Buildings 
were few on both islands. The community also chose schools as another alternative of 
meeting points. The reason of choosing schools as meeting points was because it has big 
spaces and some public facilities are available.
The evacuation was expected to apply inclusive principles, where vulnerable groups were
considered in the evacuation, from the planning session until simulation and 
implementation. The table below shows respondents understanding on the priority of 
evacuation.
Table 27.Priority on the evacuation
N=230
Priority on the evacuation
A Elder 73
31.74
B Children 121
52.61
C Woman 69
30
D Unhealthy Individual 13
5.65
E Pregnant Woman 21
9.13
F Person with Disability 31
13.48
G Don’t Know 1
0.43
V Others 15
6.52
Most respondents (52.61% or 121 out of 230) mentioned that the priority for the 
evacuation was children, elderly (31.74%), and person with disabilities (13.48%). The 
Chapter: Chapter 3. Results and Analysis
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figure above shows that the community had some understanding of the inclusive principles 
during the evacuation process when they considered vulnerable as priority. 
3.2.2.2. Temporary Shelter
The government is increasingly looking towards opportunities to provide stronger
protection in the event of a tsunami by institutionalizing the use of vertical shelters as a 
standard preparedness measure. After the 2012 earthquake in Sumatra, most coastal cities 
started looking into potential vertical shelters as the evacuation centers. In fact, identifying 
vertical shelters was very challenging if conducted within a short time frame. Only a few of 
these shelters have been built in the years following the 2004 earthquake and tsunami.
At the beginning of the project, Padang had only seven structures that are currently 
recognized as vertical shelters, which represents only 1-3% of the city’s need. Interviews 
with BPBD Bengkulu revealed that BPBD has prepared temporary evacuation shelters
(Tempat Evakuasi Sementara-TES) in every village. The standard operation procedures 
were prepared and the evacuation routes were repaired. The BPBD planned to add more 
evacuation maps. 
The table below describes the temporary shelters in five areas. Mentawai and Nias did not 
directly point to buildings as temporary evacuation shelters. From the FGD, it was found 
out that temporary evacuation shelter in Mentawai and Bengkulu, referred to highlands in 
both islands. However, they decided which part of the highland was agreed to be the
temporary evacuation shelter.
Table 28. Temporary Evacuation Shelters in five districts
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Kinds of Mitigation facilities N= 52 N=30 N=48 N=32 N=68
C Temporary evacuation 
shelter
4 0 7 0 26
7.69 0 14.58 0 38.24
There were no shelters or buildings. There was discussion for assembly point and evacuation 
points at the community level. In Bengkulu, it was known the plan to place 10 siren alarms 
but still two sirens being realized or could be used, and it was difficult to reach the whole city. 
In Kandang, we used the sound of beaten power poles as the siren alarm. This was the 
initiative of the community and still considered having many weaknesses therefore here, we 
could not carelessly beat the power poles. TES has been prepared but there was no training in 
every village/KSB. (FGD with KSB Kandang, Bengkulu)
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8
Padang provided different implementation of vertical shelter, where community, BPBD and 
private sectors worked together to identify buildings which can be considered and agreed 
as temporary evacuation shelter. 
"Most of the community already knew where the shelters were and how many building could 
be used as shelter although they did not know the strength - only estimations that the 
buildings were strong enough such as the shelter PU building. KSB began to know and 
inventory how many buildings could be used for shelter, the mosque and PU building have 
been included in the list of shelters in Parupuk Tabing evacuation map. KSB kept on recording 
which building could be used for shelter. They had growing amount of list; three more 
mosques could be used as shelters. As an addition, they had proposed to BNPB and BPBD to 
build outside stairs because most of the stairs in the shelters were still inside only." (FGD in 
Parupuk Tabing)
Government buildings, banks, schools, malls, and natural and man-made hills were all 
potential vertical shelters that could serve neighboring communities. One of the 
sophisticated vertical shelters in Padang was the Grand Zuri Hotel. Mercy Corps was able to 
build a partnership with the Grand Zuri Hotel to use the hotel as one of the available 
vertical shelter in Padang. The Grand Zuri Hotel showed commitment to develop its 
building and human resources to be more responsive and prepared for disasters and to 
provide its building as a place for the community to evacuate to. 
Chapter: Chapter 3. Results and Analysis
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9
Feature Box 2. Grand Zuri Vertical Shelter
Grand Zuri VERTICALSHELTER
If you go to the Grand Zuri Hotel in Padang, take time to see the top floor of the hotel. This 
story serves as a temporary evacuation shelter (TES), a place where the community can take 
refuge during an earthquake and tsunami. This place is dedicated as a TES because the floor can 
be accessed from the outside of the hotel. This gives access to those who wish to seek protection 
from the threat of a tsunami. The building is also equipped with spare blankets, drinking water, 
medicine and food. There is also a generator and fuel 
reserves. The top floor can also function as a helicopter 
landing place when an emergency occurs.
All the staff wears an orange pin that says "Emergency 
Response Team. “This pin indicates that all hotel 
personnel can assist in the event of an emergency.
"Yes, this pin indicates that all the people have them, 
have been 
trained and 
prepared to 
deal with 
emergencies," 
explained
Ricky the front office clerk. He added, "we hope, with 
this pin, the guests feel safe and secure when they 
choose to stay at our hotel." 
The hotel is also equipped with officers who are trained 
on emergencies and they form an emergency response 
team. This is possible because of the full support of 
Mercy Corps Indonesia. 
The Grand Zuri Hotel became the second hotel in 
Indonesia (the first hotel in Sumatra) which also serves 
as a vertical shelter and as a temporary evacuation. The 
existence of this hotel as a TES was passed through the signing of a MoU with the government 
of the city of Padang in October 2014. As a TES, the Grand Zurigets an extra advantage because, 
as Ricky pointed out, this hotel can promote themselves because they can provide "a sense of 
security and ensure the safety of their guests." 
Chapter: Chapter 3. Results and Analysis
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The table below shows that 38.24% or 26 respondents out of 68 respondents in Padang 
mentioned about having temporary evacuation shelter, and 44.12% respondents
mentioned that the village have evacuation signs. About 14.58% or 7 respondents out of 48 
respondents in Meulaboh mentioned the availability of temporary evacuation shelters in 
Meulaboh, 20.83% respondents mentioned that villages have evacuation signs and 20.83 % 
of respondents mentioned the availability of evacuation routes to temporary shelters. 
Bengkulu had a different interpretation about temporary evacuation shelter as they 
considered it as a public field that can be used as a temporary shelter in the time of a 
disaster. About 7.69% or 7 people out of 52 mentioned the availability of a temporary 
evacuation shelter, 36.54% or 19 respondents mentioned the availability of evacuation 
signs. The figure shows that the community still does not have much information about 
temporary evacuation shelters. KSB needs to work more on the sharing of information to 
inform communities about the safe places to go during a disaster.
Table 29. Temporary Evacuation Shelter
BENGKULU MENTAWAI MEULABOH NIAS PADANG
A Temporary evacuation shelter 4 0 7 0 26
7.69 0 14.58 0 38.24
B Evacuation sign 19 0 10 0 30
36.54 0 20.83 0 44.12
C Evacuation routes to 
temporary shelter
4 3 10 0 1
7.69 10 20.83 0 1.47
Distance became one of the important elements in identifying vertical shelter. Therefore, 
the distance between houses and the vertical shelter had to be minimized. In some area, 
such as Nias and Mentawai, the vertical shelter was not always a building; it was also 
sometimes a highland.
Previously, there was no shelter, but now there is an area for evacuation agreed by the 
community. Shelters have to be on hills that can be reached in five minutes. The lanes into 
TES were still maintained regularly. KSB measured the time for evacuation from houses 
into the hills surrounding the village. The quantitative study shows that 33.04% or 76 out 
of 230 respondents mentioned that the distance between their house and the shelter was 
0-100m, 20.43% or 47 respondents lived 101-200m from the vertical shelter and 46.52% 
lived >200m from the vertical shelter. This means that the vertical shelter identified are
located not too far from the houses.
Chapter: Chapter 3. Results and Analysis
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Table 30. Distance between house and vertical shelter building
Distance between house and vertical shelter 
building
N=230
0-100 m 76
33.04
101 - 200 m 47
20.43
> 200 m 107
46.52
The table below shows the distance between houses and the vertical shelter per district. In 
Padang, 51.47% or 35 out of 68 respondents mentioned that the distance between the 
house and the vertical shelter was 0-100m. However, 53.85% out of 52 respondents in 
Bengkulu mentioned that the distance between house and vertical shelter was more than 
200m. Although 200m was considered to be not too far, however, it took long to reach the 
shelter.
Table 31. Distance between house and vertical shelter per district
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Distance between house and 
vertical shelter (on foot)
N= 52 N=30 N=48 N=32 N=68
0-100 m 11 13 11 6 35
21.15 43.33 22.92 18.75 51.47
101 - 200 m 13 8 4 12 10
25 26.67 8.33 37.5 14.71
> 200 m 28 9 33 14 23
53.85 30 68.75 43.75 33.82
From the total 230 respondents, 36.09% of respondents mentioned that the time needed to 
reach the vertical shelter from house (on foot) was less than 10 minutes, 31.3% 
respondents mentioned that it was 10-20 minutes. Considering that the project was 
specifically intended for tsunami hazard, time needed to reach vertical shelter was an 
important point to consider. The community really needed to identify the closest vertical 
shelter and ensure its proper function for evacuation.
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Table 32. Time needed to reach vertical shleter
TOTAL
Time needed to reach vertical shelter (on foot) N=230
< 10 minutes 83
36.09
10 - 20 minutes 72
31.3
21 - 30 minutes 33
14.35
> 30 minutes 42
18.26
According to most respondents, although vertical shelters were available, they have not yet 
adopted inclusive and gender principles. About 63.24% or 43 out of 68 respondents in 
Padang mentioned that the shelter was not based on inclusive and gender principles, 
moreover, in Bengkulu, most respondents (86.54% or 45 out of 52 respondents) admitted 
that they did not know whether the available shelter had a gender and inclusive 
perspective. The building or rehabilitation of vertical shelters was beyond Mercy Corps 
capacities, however, it was good to mainstream inclusion and gender perspective starting 
from the awareness-raising session, DRR planning document, and implementation of the 
principals.
Table 33. Vertical shelter applied gender and inclusive principle per district
TABEL 40 BENGKULU MENTAWAI MEULABOH NIAS PADANG
Gender and inclusive principles 
applied in the vertical shelter
N= 52 N=30 N=48 N=32 N=68
Yes 0 5 17 3 16
0 16.67 35.42 9.38 23.53
Not Yet 7 12 24 6 43
13.46 40 50 18.75 63.24
Don’t know 45 13 7 23 9
86.54 43.33 14.58 71.88 13.24
Another important thing after identifying vertical shelter was how to ensure that vertical 
shelter was always ready to be used in an emergency situation. Community needs to have a 
plan on maintaining and taking care of the vertical shelter to ensure the safety of the 
shelter. About 47.06% or 32 out of 68 respondents in Padang mentioned that planning to 
manage and take care of the vertical shelter was available. Padang worked together with 
the private sector (hotel) and government to provide the vertical shelter as well as 
responsible for its maintenance.
Chapter: Chapter 3. Results and Analysis
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Table 34. Availability of planning to manage and take care of vertical shelter
3.2.2.3. The Early warning System
Early warning system is a set of capacities needed to generate and disseminate timely and 
meaningful warning information to enable individuals, communities and organizations 
threatened by a hazard to prepare and to act appropriately and in sufficient time to reduce 
the possibility of harm or loss.6
One of the focuses of READI Project was to strengthen community readiness by building or 
developing comprehensive mechanisms of disaster preparedness through enhancing early 
warning systems. As intended for communities living in coastal areas which had tsunami 
potential, Mercy Corps invited and welcomed stakeholders to provide accessibility towards 
early warning systems for tsunamis and earthquakes. Mercy Corps also created linkages
between the community, BPBD, and radio to enhance early warning mechanism as 
community preparation in time of disaster. 
The quantitative study shows how early warning systems were understood by community, 
the kind of EWS used in their village, and the condition of the EWS. From a total of 230 
respondents, 53.91% or 124 respondents mentioned that they understood the term early 
warning system, 65.22% or 150 respondents informed that EWS was available in their 
village, the most used EWS (49.13%) in all five areas was siren and Kentongan (wooden 
log) 16.07%). Some places used mosques and church bell as early warning tools. The figure 
shows that not all community members had an adequate understanding of EWS in their 
village. Although Mercy has facilitated and encouraged the community to develop early 
warning systems for tsunami and earthquake hazards, some of the community members 
depended on natural warnings or local wisdom. In Meulaboh, people considered signs from 
the sea to predict tsunamis. The community in Padang depended on the siren, before the 
program, the community depended on signs from nature, but after community had 
knowledge on EWS, community had choices to develop EWS.
 
6UNISDR (2009)
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Availability of Planning to 
maintain and take care of 
the vertical shelter 
N= 52 N=30 N=48 N=32 N=68
Yes 2 8 26 1 32
3.85 26.67 54.17 3.13 47.06
No 4 6 15 8 19
7.69 20 31.25 25 27.94
Don’t know 46 16 7 23 17
88.46 53.33 14.58 71.88 25
Chapter: Chapter 3. Results and Analysis
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FGD in Bengkulu also noted that community had a better understanding on the importance 
of EWS and developed an agreement to decide the model of EWS suitable for them.
“Previously we did not know about EWS, but after having discussions with WCC, we are 
encouraged to use local material to develop EWS agreed by community. In Bengkulu there 
were 2 sirens out of 10 which has been planned to be installed. Two sirens were not enough to 
cover all around Bengkulu city. Community in Kandang will use power pole as sign in time of 
disaster. The EWS has been discussed but not yet socialized to community.” (FGD Kandang, 
Bengkulu)
KSB and government need to work more on the socialization of EWS, so that community 
was better informed on EWS. A total of 60% respondents mentioned that EWS in their 
village functioned well, and 40% of respondents said that it did not function well. The 
reason they did not function was because it was broken and no operator was available. The 
community needs to put their attention towards the maintenance of the EWS to develop 
stronger community preparedness towards disaster.
Chapter: Chapter 3. Results and Analysis
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Table35. Early Warning System
TOTAL
Understand the term the Early warning system N=230
Yes 124
53.91
No 106
46.09
Availability of EWS in the village
Yes 150
65.22
Not available 80
34.78
Kinds of EWS N=230p
A Sirens 113
49.13
BKentongan: traditional wooden log 37
16.09
C Radio HT 30
13.04
D TV 25
10.87
E Newspaper 10
4.35
F Announcement from mosque 26
11.3
G Church bell 5
2.17
V Others 2
0.87
Condition of EWS facilities in the village 
Functioned 138
60
Not functioned 92
40
Reasons of not functioned
A Broken 46
20
B Operator not available 30
13.04
C Others 18
7.83
Chapter: Chapter 3. Results and Analysis
5
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The table below shows that the community had a good understanding of early warning 
system in each area. Although most of them were currently equipped with EWS, the 
planning and budget available for maintenance was still minimal. Mercy Corps developed 
an MOU with the government in each district, however, more advocacy is needed to be 
carried out to provide budget on the sustainability of mainstreaming DRR into 
development planning so that maintenance of what has been currently developed by 
community, was in the budget and government plans. 
Table 36. Early Warning System per district
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Understand the Early warning system N= 52 N=30 N=48 N=32 N=68
Yes 37 11 24 7 45
71.15 36.67 50 21.88 66.18
No 15 19 24 25 23
28.85 63.33 50 78.13 33.82
Availability of EWS in the village
Yes 47 8 18 10 67
90.38 26.67 37.5 31.25 98.53
Not available 5 22 30 22 1
9.62 73.33 62.5 68.75 1.47
Kinds of EWS
A. Sirene 45 3 4 4 57
86.54 10 8.33 12.5 83.82
B. Kentongan: traditional wooden log 5 0 0 6 26
9.62 0 0 18.75 38.24
C Radio HT 0 0 4 0 26
0 0 8.33 0 38.24
D TV 1 0 0 0 24
1.92 0 0 0 35.29
E Newspaper 0 0 0 0 10
0 0 0 0 14.71
F Announcement from mosque 4 0 12 0 10
7.69 0 25 0 14.71
G Church bell 0 5 0 0 0
0 16.67 0 0 0
V Others 1 0 1 0 0
1.92 0 2.08 0 0
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Condition of EWS facilities in the village N= 52 N=30 N=48 N=32 N=68
Functioned 35 6 29 3 65
67.31 20 60.42 9.38 95.59
Chapter: Chapter 3. Results and Analysis
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Not functioned 17 24 19 29 3
32.69 80 39.58 90.63 4.41
TABEL 47
Reasons of not functioned
A Broken 13 15 0 15 3
25 50 0 46.88 4.41
B Operator not available 3 8 8 11 0
5.77 26.67 16.67 34.38 0
C Others 2 1 11 4 0
3.85 3.33 22.92 12.5 0
3.2.2.4. Emergency Information System (Emergency Masts)
Communities were provided with the knowledge and skills to develop and strengthen local 
and existing disaster preparedness and response mechanisms. The existing and local 
mechanism provided the opportunity for sustainable DRR initiative.
Mercy Corps developed an integrated Emergency Information System (Mast) to better 
serve communities in the case of an emergency. The READI project aimed at bridging the 
gap of the currently existing early warning systems and the broadcast of to provide 
accurate information to the community. A study of BNPB and BMKG in 2012 highlighted 
the lack of proper infrastructure to inform citizens of sudden emergencies; only 34 
tsunami-warning sirens exist in Indonesia out of an estimated need of 1,000 and just 171 
digital video broadcasting systems out of 500 needed.7 READI supported four emergency 
masts which became the BPBD’s responsibility after developing the appropriate standard 
operating procedures. The extensive pre-design consultations and inclusion of all 
stakeholders became a model which can be replicated by the government and private 
sector.
READI encouraged the community to develop an emergency information system based on 
the local potential and common acceptable customs in community. The community agreed 
on specific mechanisms or system of information dissemination within the community in 
time of disaster. Qualitative study shows that before READI project, community did not 
have systematic or structured emergency information system, but now they have an 
understanding of an information system in an emergency. FGD in Padang revealed that KSB 
has established a team which has the special assignment to inform the community during a 
disaster, using Kentongan, power pole, to coordinate the community to gather at meeting 
points. 
In Meulaboh, the emergency information system was conducted through BPBD and BPBD 
provided information to some of the appointed community members. 
 
7
http://www.thejakartapost.com/news/2012/05/10/are-we-ready-next-disaster.html
Chapter: Chapter 3. Results and Analysis
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“BPBD provided incident information to the community, while the community also had the 
emergency information system by shouting - there was a particular person giving command 
to evacuate. The community was automatically running without command in time of 
earthquake because of their experience with tsunami that made them alert.” (FGD Pasi 
Pinang, Meulaboh)
Bengkulu also mentioned that currently the community had an information system of 
emergency and food coordination with BPBD.
We and the community just waited and searched for the information. There were training and 
socialization about information system and emergency communication flow. Three of us have 
been trained by the government/BPBD together with the volunteers from other areas and got 
the role to deliver the information. In time there were some hazardous signs, the person in 
charge has to deliver the information to the government; could be RT, RW, or village officer 
who was responsible to pass on the information to BPBD or higher government official in 
order to make quick decision. (FGD Kandang, Bengkulu)
3.2.2.5. Dedicated AM/FM Emergency Radio Channel
To enhance the emergency information system and to raise public awareness on DRR, 
especially preparedness and response, Mercy Corps worked together with local radio to 
develop information system on emergency and public education. 
Mercy Corps built linkages between the community, BPBD, and radio to build a mechanism 
or system on emergency information as well as provided knowledge and public awareness 
on DRR and preparedness. Mercy Corps provided a model that can be later developed by 
BPBD and the community to strengthen the mechanism or system of disaster preparedness 
and response. Mercy Corps worked with Classy FM Radio in Padang, Surak radio in 
Mentawai, and RRI I Meulaboh, Nias, and Bengkulu. BPBD and community were expected to 
be the resource person in the radio to talk about DRR. However, BPBD and community 
needed to be encouraged to network independently with the radio.
Working together with radio was intended to develop real-time information mechanism 
following an emergency. Mercy Corps coordinated with a dedicated AM/FM radio channel 
in Meulaboh, Padang, and Bengkulu to broadcast real-time information in the immediate 
aftermath of a disaster. The option of an AM/FM dedicated frequency was dictated by the 
necessity of reaching all the people whether at home, on the streets or in the car.
Although the planning was to support the community preparedness, in some areas, people 
did not listen to the radio intensively. In Mentawai, most informants mentioned that they 
did not have a radio to listen the radio broadcasting on DRR. People relied on other 
resources to gain information and knowledge on disasters. The table shows the data about 
how community utilized radio as a source of information of disaster in five areas.
Chapter: Chapter 3. Results and Analysis
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Table 37. Radio as a means of DRR public awareness
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Availability of radio or gadget to listen 
to radio broadcast 
N= 52 N=30 N=48 N=32 N=68
Yes 39 8 23 24 53
75 26.67 47.92 75 77.94
No 13 22 25 8 15
25 73.33 52.08 25 22.06
BENGKULU MENTAWAI MEULABOH NIAS PADANG
The frequency of listening to radio N= 39 N=8 N=23 N=24 N=49
Less than 1 hour/day 22 4 17 12 49
56.41 50 73.91 50 92.45
1 -2 hour/day 8 1 6 5 1
20.51 12.5 26.09 20.83 1.89
2 - 3 hour/day 6 1 0 4 0
15.38 12.5 0 16.67 0
> 3 jam hour/day 3 2 0 3 3
7.69 25 0 12.5 5.66
Time to listen to radio BENGKULU MENTAWAI MEULABOH NIAS PADANG
A In the morning N= 39 N=8 N=23 N=24 N=49
10.26 50 47.83 4.17 3.77
B In the afternoon 1 1 3 5 6
2.56 12.5 13.04 20.83 11.32
C at night 4 2 1 2 9
10.26 25 4.35 8.33 16.98
D Flexible 30 1 8 16 36
76.92 12.5 34.78 66.67 67.92
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Reasons for listening to radio N= 39 N=8 N=23 N=24 N=49
A Listen to the songs 23 0 6 3 14
44.23 0 12.5 9.38 20.59
B Listening to the news 23 7 19 21 42
44.23 23.33 39.58 65.63 61.76
C Listen to the programs 0 1 3 1 14
0 3.33 6.25 3.13 20.59
D Listening to favorite broadcaster 0 0 1 0 0
0 0 2.08 0 0
V others 1 0 1 0 0
1.92 0 2.08 0 0
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Listening to disaster information 
through radio
N= 39 N=8 N=23 N=24 N=49
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Yes 26 8 22 22 47
66.67 100 95.65 91.67 88.68
No 13 0 1 2 6
33.33 0 4.35 8.33 11.32
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Information about DRR provided in N= 39 N=8 N=23 N=24 N=49
A advertisement 20 0 1 2 27
38.46 0 2.08 6.25 39.71
B News 21 8 23 23 44
40.38 26.67 47.92 71.88 64.71
C Speech from local government 0 0 0 1 1
0 0 0 3.13 1.47
V Others 1 0 0 0 0
1.92 0 0 0 0
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Challenges in listening to disaster 
broadcasting from radio
N= 52 N=30 N=48 N=32 N=68
A unclear broadcasting 21 13 7 25 8
40.38 43.33 14.58 78.13 11.76
B Do not have time 22 4 15 3 42
42.31 13.33 31.25 9.38 61.76
Cdo not have electroic equipment to 
access radio
8 14 17 5 2
15.38 46.67 35.42 15.63 2.94
V Others 1 1 9 0 16
1.92 3.33 18.75 0 23.53
From FGD with community in Padang, it was found out that CLASY FM was known as radio 
for DRR. Parupuk Tabing broadcasted DRR into mosques. It was expected that community 
had more knowledge on DRR from the radio broadcasting in the mosque.
However, RRI in Meulaboh,- which is known as DRR radio-, faced some challenges, such as
not many of the community members did not use or have access to radio, limited their 
ability to access information from BPBD.
The big difficulty faced by RRI was the late information due to the lack of RRI’s devices to 
access the information from BPBD – they only used mobile phone whilst in time of disaster, 
mobile phones often could not function properly.
RRI had their own policies to publish the disaster information – they also had their own 
SOP. RRI wants to be a radio that provides education about disaster to the community. 
During a disaster, the communication device that still functions well is the radio. Beside, 
RRI was located in a safe area in time of tsunami because it was far from the beach areas. 
RRI also could reach a wide range of areas supported by the existing equipment. This made 
RRI the radio to deliver any information about the disasters. 
Chapter: Chapter 3. Results and Analysis
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In Mentawai, most of community member did not listen to the radio because there was no 
electricity. For those who were able to listen to the radio, the radio broadcasting is not 
from Mentawai but from Bengkulu. Community in Saliguma was unable to receive
broadcasting from Surak Radio.
“They seldom listened to the radio. There was no electricity in the village. Some of them only
listened to the radio from Bengkulu, the Suara Mentawai could not reach in Saliguma village.” 
(FGD Saliguma, Mentawai)
In Bengkulu, Mercy Corps worked with RRI and Flamboyan Radio FM to have DRR and 
emergency information material broadcasted. However, using radio as an emergency 
information system was not really effective as most people were not accustomed to listen 
to the radio. Another challenge was the unavailability of speaker on the DRR broadcasting. 
BPBD had not used the opportunity to conduct public awareness on DRR to the community 
through the radio.
“WCC cooperated with RRI and Flamboyan FM to broadcast the disaster information. It was 
informed to the community therefore the community could access the information which was 
expected also functioned as early warning system. It was not too effective as most of the 
people rarely listened to the radio nowadays, even most of them did not have any radio – it 
was not because of their capabilities to buy but, a few of them utilize the radio as the source of 
information. Only the house wives listened to the radio while preparing for the meals or doing 
household activities. The coordination between KSB and the radio was disconnected but 
coordination between KSB and BPBD still ran through the volunteers in BPBD., BPBD has not 
been confident enough to speak in public via radio broadcast. (FGD with KSB Kandang, 
Bengkulu)
The use of radio as part of the emergency information system needed to be reviewed in 
some areas. Certain communities or people did not always use it as a main media to get 
information and knowledge. There was a need to think about how to invite people to listen 
to DRR or thinking about how to develop emergency information system based on the 
needs or local existing mechanism.
3.2.2.6. Partnership
To strengthen the collaboration work, Mercy Corps encouraged KSB to work 
collaboratively with BPBD and private sectors (radio). In every district (not included 
Mentawai) Mercy Corps developed an MOU with BPBDs and radio to strengthen 
community preparedness and response towards disasters. It was expected that after the 
program finished, the community has a networking map with stakeholders for a more 
sustained collaboration.
General understanding mentioned that no single organization can effectively address the 
challenges of disaster risk reduction. Effective partnerships between policy makers, 
researchers, and practitioners in the public, private and civic sectors were the cornerstone 
of effective and sustainable interventions.
Chapter: Chapter 3. Results and Analysis
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2
READI program has encouraged stakeholders to work together towards common goal in 
disaster preparedness. The qualitative study in Padang mentioned that KSB worked 
together with BPBD to conduct training and public awareness. The program has also 
provided opportunity for sustainability as KSB has successfully engaged village 
administrator to allocate budget for disaster preparedness activity.
“Previously, BPBD merely provided training to handle fire but now, most of the people 
whether in the community, village officers, and half of the KSB members knew BPBD and they 
were the village officers (Tabing). There has been cooperation with BPBD through training 
but with the village government has not been written in a written rules but when KSB 
submitted proposal, the village government gave positive response and granted it.” (FGD with 
KSB Parupuk Tabing, Padang)
Table 38. Coordination
Chapter: Chapter 3. Results and Analysis
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BENGKULU MENTAWAI MEULABOH NIAS PADANG
BPBD/government conducted 
coordination with village in terms of 
disaster management 
N= 52 N=30 N=48 N=32 N=68
Yes 28 16 30 25 41
53.85 53.33 62.5 78.13 60.29
No 3 2 12 3 3
5.77 6.67 25 9.38 4.41
Don’t know 21 12 6 4 24
40.38 40 12.5 12.5 35.29
The frequency of the coordination N= 52 N=30 N=48 N=32 N=68
Once/year 38 24 23 26 42
73.08 80 47.92 81.25 61.76
Twice/year 13 3 14 5 12
25 10 29.17 15.63 17.65
Three times/year 0 2 6 1 13
0 6.67 12.5 3.13 19.12
Fourth times/year 1 1 5 0 1
1.92 3.33 10.42 0 1.47
Village build coordination and work 
together with school in disaster 
preparedness 
N= 52 N=30 N=48 N=32 N=68
Yes 20 14 31 23 57
38.46 46.67 64.58 71.88 83.82
No 7 2 6 0 3
13.46 6.67 12.5 0 4.41
Don’t know 25 14 11 9 8
48.08 46.67 22.92 28.13 11.76
Existence of DRR team at schools in 
the village
Yes 11 14 33 12 61
21.15 46.67 68.75 37.5 89.71
No 7 7 5 2 2
13.46 23.33 10.42 6.25 2.94
Don’t know 34 9 10 18 5
65.38 30 20.83 56.25 7.35
Village build coordination with radio 
providing information on disaster 
Yes 1 9 27 8 38
1.92 30 56.25 25 55.88
No 10 6 10 14 6
19.23 20 20.83 43.75 8.82
Don’t know 41 15 11 10 24
78.85 50 22.92 31.25 35.29
Village government regularly informed 
the updated condition about hazards 
Chapter: Chapter 3. Results and Analysis
6
4
Partnership with CSOs
When implementing the program, Mercy Corps worked in partnership with civil society 
organizations (CSO), such as WCC in Bengkulu, L-Sameri in Nias, Ready in Mentawai, YPS in 
Meulaboh, and Jemari-Sakatoin Padang for capacity building and awareness campaign. The 
awareness campaign was implemented in partnership with local civil society organizations, 
targeting over 200,000 households in the five target areas (combined). Mercy Corps has a 
long history of collaborating with local civil society organizations in Indonesia and was able
to foster fruitful relationships that gained it access to remote communities such as those in 
the Mentawai Islands. Partnership with local organizations was fundamental to the 
implementation of a successful awareness campaign because of the level of trust and 
effectiveness that are gained by “localizing” the messages and the people spreading them. 
Partnership with Private sectors
READI project also intended to build participation of private sectors to be actively involved 
in the efforts of disaster risk reduction and community preparedness. To raise awareness 
on disaster risk reduction and build emergency information system in community, READI 
project developed partnerships with radio stations in five areas. The radio broadcasted 
activities of the KSB and it inspired communities to work more in building community 
awareness towards disasters and preparation. It also functioned as tools for an emergency 
information system. One of the committed radio was Classy FM in Padang who declared 
itself as a radio for disaster preparedness. Classy FM provided sessions on disaster risk 
reduction awareness and community preparedness and had a resource person from BPBD 
and KSB. The live broadcasting with KSB was also relayed to mosques in order to reach as 
many people as possible. Declared as radio for disaster preparedness, Classy FM has made 
a commitment to continuously conduct awareness raising on DRR even when the project is 
finished. 
To support the community raising awareness on disaster, Coffee Toffee, a coffee shop in 
Padang provided vouchers for those who won the quizzes on DRR in Classy FM. However, 
Coffee Toffee’s commitment was only available during the project lifetime unless BPBD 
Padang followed up to continue the partnership.
PT Semen Padang was actively involved in strengthening community preparedness and 
awareness towards disaster. It supported trainings and radio communication for KSB in 
Padang. PT Semen Padang also developed TRC (Tim Reaksi Cepat – Emergency Team 
Response) to be prepared in time of disaster. 
Yes 9 18 28 4 51
17.31 60 58.33 12.5 75
No 13 2 17 12 10
25 6.67 35.42 37.5 14.71
Don’t know 30 10 3 16 7
57.69 33.33 6.25 50 10.29
Chapter: Chapter 3. Results and Analysis
6
5
3.2.2.7. Governance
Governance in DRR led the integration of all cycles in Disaster Risk Management into the 
process of institutionalization of DRR activities in village development planning. The 
process required community participation and collaboration with other stakeholders to 
provide more sustainable effort in disaster preparedness and response. READI project did 
not specifically aim to strengthen the DRR planning, rather that it supported the 
community to develop DRR planning as a basic step to develop stronger mechanism of 
community disaster preparedness. Started by establishing KSB which would later work on 
the community support to strengthen the integration of DRR into development planning, 
the villages in five districts made an effort to build resilience towards hazards in their area. 
The establishment of KSB was expected to encourage political consensus of the importance 
of DRR at village level. KSB was trained to develop community planning at village level, 
such as conducting vulnerability and capacity assessment, developing community action 
plan, developing evacuation maps and early warning system, simulation, and socialization 
of DRR planning to community. 
In every district, after establishment of KSB, the community worked towards DRR planning 
document development, especially the VCA, evacuation plan, and simulation. It was 
expected that all groups, including vulnerable groups, within the community were able to 
participate in the process of DRR activities. It was very important that all groups in 
community were able to participate so that the discussions resulted in inclusive regulation 
and policy. 
The quantitative study shows the participation of the groups within the community in the 
discussions of DRR planning in their villages. It was found that 41.3% or 95 out of 230 
respondents mentioned that women participated in the discussions and meetings. A total of 
44.78% of respondents mentioned that youth participated in the discussions and 63% of 
respondents also mentioned that village leaders took part in the discussion. It seems that 
all community elements have been provided an opportunity to participate in the 
discussions. It was very important to ensure that DRR regulation and policy produced 
represented the opinion of all elements in the community. 
Table 39.Groups participated in the discussion of Disaster Risk reduction planning
Groups participated in the discussion of Disaster 
Risk reduction planning 
N-230
A Women 95
41.3
B Persons with Disability 7
3.04
C Elderly 29
12.61
D Youth 103
44.78
Chapter: Chapter 3. Results and Analysis
6
6
The table below shows an interesting finding about women’s participation. The 
quantitative study found out that female participation was quite high, unless in Nias. A total 
of 77.03% out of 48 respondents in Meulaboh confirmed that women were involved in the 
DRR discussions in their village. A total of 43.33% out of 30 respondents in Mentawai also 
noted female participation in the discussion. FGD with community and KSB in Bengkulu 
highlighted the importance of women representation in the discussion. 
“It was very important that Ibu-ibu (women) are present in the discussion. They can 
contribute opinion from different perspectives. They also supported the adoption of gender 
perspective in the regulation and policy.” (FGD with KSB Kandang, Bengkulu)
Another finding was the importance of having a DRR champion in the village. It was 
expected that the champion supported the process of DRR institutionalize in the village. 
The table shows that youth, village leaders, and village administrators were the groups 
mentioned by most respondents as active participants in the discussions. Mercy Corps 
needed to identify a group of champions to provide leadership to sustain the DRR 
initiatives in the community
Table 40. Groups Participated in the discussions per district
E Village leaders 146
63.48
F Village administrator 90
39.13
G Government 40
17.39
V Others 1
0.43
W Don’t Know 34
14.78
Groups participated in 
the discussion of 
Disaster Risk 
reduction planning 
BENGKULU MENTAWAI MEULABOH NIAS PADANG
N= 52 N=30 N=48 N=32 N=68
A Women 16 13 37 5 24
30.77 43.33 77.08 15.63 35.29
B Persons with 
Disability
0 1 3 1 2
0 3.33 6.25 3.13 2.94
C Elderly 10 4 6 0 9
19.23 13.33 12.5 0 13.24
Chapter: Chapter 3. Results and Analysis
6
7
The quantitative and qualitative study shows that the process of DRR planning in five areas 
had adopted the inclusion or representation of vulnerable groups in community decision 
making. Through the adoption of inclusion principles in the village DRR planning, it was 
expected that the very basic rights of people formally recognized by the village to safety, to 
equitable vulnerability reduction and relief assistance, to be listened to and consulted.
The process of DRR institutionalization had resulted in the production of DRR regulation 
and policy in the village level. Most of the areas had been completed with necessary DRR 
documents, however, the biggest percentage of the respondents (42.17% out of 230) 
mentioned that they did not know about DRM planning document of their village. It shows 
that the developed document was not well socialized to entire community members. Some 
of the respondents were aware that the documents were available, while the other did not. 
It was an area of improvement to socialize the documents to community. However, 
community was aware of the regulation on the land use in their area, especially area prone 
to disaster. About 49.97% or 108 out of 230 respondents mentioned that they were aware 
of the availability of village Regulation on land use in the prone disaster area.
Table 41.Disaster management planning document
D Youth 13 19 27 5 39
25 63.33 56.25 15.63 57.35
E Village leaders 18 23 39 16 50
34.62 76.67 81.25 50 73.53
F Village administrator 20 17 28 3 22
38.46 56.67 58.33 9.38 32.35
G Government 3 2 9 1 25
5.77 6.67 18.75 3.13 36.76
V Others 1 0 0 0 0
1.92 0 0 0 0
W Don’t Know 22 2 5 1 4
42.31 6.67 10.42 3.13 5.88
N=230
Disaster Management Planning Document developed 
by village 
A VCA assessment document 18
7.83
B Village disaster management document 47
20.43
C Community action plan document 24
10.43
D Contingency planning document 21
9.13
E Evacuation planning document 65
28.26
Chapter: Chapter 3. Results and Analysis
6
8
The table below shows how the DRR documents were developed by the community in five 
areas. Almost all respondents in the area were familiar with evacuation planning 
document. The respondents of this survey consisted of KSB members and non KSB 
members. However, if socialization was conducted consistently, community would have 
more information about DRR planning document. In Padang 42.65% out of 68 respondents 
mentioned that their village had developed evacuation planning document. A total of 37.5% 
respondent in Nias also mentioned the similar condition. The figure told us that simulation 
has made the community get information directly about evacuation planning and assisted 
community to gain deeper understanding on evacuation process. FGD in Mentawai with 
KSB members and community noted that the community would like to have more practice, 
such simulation, than theory as they gained deeper understanding from simulation.
Table 42. DRM planning developed by community
F SOP disaster document 33
14.35
G Don’t know 97
42.17
V Others 9
3.91
Availability of village regulation on land use in the 
prone disaster area
Yes 108
46.96
No 40
17.39
Don’t know 82
35.65
Disaster Management Planning 
Document developed by village 
BENGKUL
U
MENTAWA
I
MEULABO
H
NIAS PADAN
G
N= 52 N=30 N=48 N=32 N=68
A VCA assessment document 1 1 11 2 3
1.92 3.33 22.92 6.25 4.41
B Village disaster management 
document 
7 5 18 15 2
13.46 16.67 37.5 46.88 2.94
C Community action plan 
document
1 1 10 2 10
1.92 3.33 20.83 6.25 14.71
D Contingency planning document 1 0 9 0 11
1.92 0 18.75 0 16.18
Chapter: Chapter 3. Results and Analysis
6
9
One important point of the institutionalization of DRR was the integration of DRR in the 
development planning. It ensures the continuous process of DRR adoption had a budget 
from village development planning. DRR adoption in the village development planning 
supported the achievement of sustainable development as it provided comprehensive 
analysis of reducing vulnerability and enhancing village capacity. DRR supported the 
development of an enabling environment for sustainable development.
The table shows that 46.52% or 107 out of 230 respondents mentioned that the village 
planning included the needs of DRR and 31.74% respondents mentioned that disaster 
management activity has been integrated in the village midterm development plan. It 
means that some areas started to ensure the sustainability of DRR activities by providing 
the budget. The table also shows that community in some areas had initiated to manage 
and take care of vertical shelter. A total of 31.74% out of 230 respondents mentioned that 
village allocated a budget to manage and maintain the vertical shelters.
Table 43. DRR and village development planning
TOTAL
The village planning included the needs of DRR N=230
Yes 107
46.52
No 123
53.48
TABEL 62
The disaster management activity integrated in the village midterm development 
plan? 
Yes 73
31.74
E Evacuation planning document 7 5 12 12 29
13.46 16.67 25 37.5 42.65
F SOPs 4 1 6 0 22
7.69 3.33 12.5 0 32.35
G Don’t know 36 19 19 1 22
69.23 63.33 39.58 3.13 32.35
V Others 0 0 5 0 4
0 0 10.42 0 5.88
Availability of village regulation on
land use in the prone disaster area
Yes 25 13 19 13 38
48.08 43.33 39.58 40.63 55.88
No 6 4 18 4 8
11.54 13.33 37.5 12.5 11.76
Don’t know 21 13 11 15 22
40.38 43.33 22.92 46.88 32.35
Chapter: Chapter 3. Results and Analysis
7
0
No 157
68.26
TABEL 63
Availability of planning to manage and maintain the vertical shelter 
Yes 69
30
No 52
22.61
Don’t know 109
47.39
The table below shows the figure of integration of DRR and village in five areas. Meulaboh 
was the most intensive area in integrating DRR into village development planning, 64.58% 
respondents out of 48 respondents mentioned that village planning had included DRR 
activities, other areas such as Bengkulu, Mentawai, and Nias needed to be encouraged to 
prioritize mainstreaming DRR in in the village development planning. 
Table 44. DRR and village development planning per district
BENGKULU MENTAWAI MEULABOH NIAS PADANG
The village planning 
included the needs of 
DRR 
N= 52 N=30 N=48 N=32 N=68
Yes 17 11 31 12 36
32.69 36.67 64.58 37.5 52.94
No 35 19 17 20 32
67.31 63.33 35.42 62.5 47.06
BENGKULU MENTAWAI MEULABOH NIAS PADANG
The disaster 
management activity 
integrated in the village 
midterm development 
plan 
N= 52 N=30 N=48 N=32 N=68
Yes 6 2 33 3 29
11.54 6.67 68.75 9.38 42.65
No 46 28 15 29 39
88.46 93.33 31.25 90.63 57.35
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Availability of planning 
to manage and take care 
of the vertical shelter 
N= 52 N=30 N=48 N=32 N=68
Yes 2 8 26 1 32
3.85 26.67 54.17 3.13 47.06
No 4 6 15 8 19
Chapter: Chapter 4. Main Findings
7
1
Interviews with the head of BPBD Bengkulu mentioned that BPBD has raised the budget so 
that BPBD was able to be more flexible in implementing the program. Staff changes and 
rotation seems to challenges for BPBD to move forward on producing DRR regulation and 
policy. A new staff needs more time to adjust the assignment and follow the updates the 
process of DRR planning and policy development. Although Mercy Corps provided training 
for BPBD Bengkulu to develop DRR planning document, BPBD did not have an opportunity 
to document the planning and it stopped the workshop stage. As a result, BPBD could not 
socialize the document to community or to villages. 
“There were training to prepare contingency planning and risk maps, but not documented. 
WCC promised to provide the documentation in a document. The staff and Kalaksa turn-over 
was quiet high that made the knowledge of BPBD not increased significantly. In two years, 
there were three times changes – they did not come if invited to discussion because still in 
adaptation. There were mentoring process and hazards reviewed about contingency and 
action plan, but also not documented and stopped only in workshop process. It was not 
documented therefore it could not be communicated to other community or the local 
government – the limited program implementation time and resources have made the output 
of the workshop was not maximum.” (FGD with KSB Kandang, Bengkulu)
Chapter 4. Main Findings
In this section we developed the most important findings relating to community 
preparedness and response towards disaster arising from the analysis of the dataset 
collected in Mentawai, Bengkulu, Padang, Nias, and Meulaboh. We have divided our main 
findings in accordance with the criteria used to evaluate the project. 
Figure 45. Description of Evaluation Criteria
Criteria Description
Relevance It concerns the extent to which the project has addressed important needs 
in terms of community disaster preparedness, and has done this in 
accordance to current policy guidance. It also refers to the extent to the 
project has been consistent with the approaches and principles set down in 
pertinent current policy.
Effectiveness It is measured in terms of achievement of the outcomes of the project.
Efficiency It is a measure of the costs incurred to produce the expected outputs.
7.69 20 31.25 25 27.94
Don’t know 46 16 7 23 17
88.46 53.33 14.58 71.88 25
Chapter: Chapter 4. Main Findings
7
2
Impact It refers to evidence that the outcomes of the project have brought about
real lasting changes. These changes justify the planned intervention.
Coordination It refers to the effective collaboration and communication amongst 
stakeholders delivering the project and key stakeholders. It includes the 
analysis of possible complementarities, disruptions and duplications.
Sustainability Once longer-term changes reflect new or built capacity within the target 
beneficiaries, or the services available to them are identified, the issue of 
sustainability is addressed. This can reflect political will and policy changes, 
economic factors and other developments that increase the probability of 
those changes being durable.
Ownership It concerns to the degree of responsibility that key actors involved assume 
for the actions implemented and their readiness to take over and continue 
working on the topic.
Gender It refers to the way the project has addressed men and women particularly 
in terms of equal opportunity to access to DRR
Coverage It refers to the proportion of affected people and communities that have 
been reached by the project. It focus on geographical coverage as well as on 
the project reaching particular sub-groups of the target population who are 
particularly vulnerable 
4.1. Relevance
Relevance concerns the extent to which the project has addressed important needs in 
terms of community resilience, and has done this in accordance to current policy guidance. 
It also refers to the extent to the project has been consistent with the approaches and 
principles set down in pertinent current policy. Relevance tried to find out Changes in 
context and review of assumptions based on the following questions:
• Is the project’s design adequate to address the problem(s) at hand? 
• Do the objectives and goals match the problems or needs that are being addressed?
The READI project was designed 
to support the development of 
community resilience for coastal 
community in Sumatra. There 
were several conditions that show 
vulnerability as well as capacity of 
community towards earthquake 
and tsunami. The coastal area of 
Sumatra was known as areas 
which are earthquake and 
tsunami prone areas, therefore, 
the community needs to be 
invited to work together with 
stakeholders to strengthen the 
capacity and reduce the 
Figure 4 - BNPB/BMKG assessment
Chapter: Chapter 4. Main Findings
7
3
vulnerability through disaster preparedness and response. 
Learning from the experience and history about how people reacted to earthquake and 
tsunami in Sumatra coastal area, the community needs to be more aware and prepared by 
developing mechanism of preparedness and response. 
BNPB and BMKG released data on the lack of proper equipment and infrastructure 
throughout vulnerable locations across Indonesia.8In Meulaboh, Nias, Padang, Mentawai, 
Bengkulu, only partial disaster warning systems are in place, composed of remote￾activated sirens and manually activated mosque loudspeakers in case of tsunami warning. 
The limitations of this structure became obvious during the latest tsunami warning when, 
by the time the warning was issued, most of the volunteers who were supposed to activate 
the system in the mosques were gone or were never there.
READI encouraged the community to develop early warning system based on local capacity 
and potential. Nias adopted church bell as one of the early warning system, while Meulaboh 
used mosques’ speaker as a warning alarm of tsunami. Although the implementation of 
deciding and installing early warning system faced challenges, it has been a priority for the 
community to adopt the EWS suitable for their area. Mercy Corps also worked with private 
sectors such as radio to build emergency information system. Although it faced challenges, , 
it has brought awareness of the private sectors to be able to participate in enhancing 
community preparedness and response towards disaster.
Moreover, the sirens, while functional still failed to alert the entire population due to poor 
coverage. Most importantly, with phone and electricity networks down, very few options 
were available to reach the population with potentially lifesaving information. Although the 
District Disaster Management Agency (BPBD) of Padang city it is customary to transmit a 
radio message through Radio Republik Indonesia (RRI), this is not part of a Standard 
Operating Procedure (SOP) and the communication protocol still relies heavily on phone 
exchanges, a method that not only defies the real-time purpose of the messages, but would 
be unsuitable for a major disaster.
The lack of proper mitigation facilities and poor emergency encouraged Mercy Corps to 
design a program to address the problems at hand. Learning from the earthquake of 
magnitude 8.6 which struck off the coast of Northern Sumatra about chaos situation in 
cities along the coast, the sudden exodus of people toward higher ground was instinctual 
rather than based on real time information. 
Sirens alerted the population to a tsunami warning, but no other measure was in place to 
feed communities with direct real-time information on the developments of the emergency. 
Despite the existence of a text message notification service offered by the Indonesian 
Meteorological, Climatological and Geophysical Agency (BMKG), and re-published through 
Twitter, not all communities can be reached by these messages during an emergency due to 
the busy networks and also network coverage issues. The lack of direct information during
 
8Adopted from MC proposal
Chapter: Chapter 4. Main Findings
7
4
an emergency, especially when coupled with poor preparedness, contributes significantly 
to the exacerbation of panic among the population.
In response to the chaos of tsunami alert, the President of Indonesia and the Head of BNPB9
called for a change in the management of evacuation plans by introducing the concept of 
vertical shelters10. Although accompanied by explicit financial commitments from the 
government, this plan has not yet been endorsed at the district level. Despite the decision 
that every newly constructed government building has to double as a vertical shelter, these 
remain too few to accommodate evacuees. Additionally, the identification and certification 
of other buildings as earthquake and tsunami proof is far from being on track.
READI program worked with BPBD and private sectors such as hotel to identify and 
decided building that can be used as vertical shelters. Padang has successfully identified 
some buildings owned by private sectors to be vertical shelters. However in Nias and 
Mentawai where buildings were minimal, community were encouraged to find and identify 
highland as vertical shelters.
From the activities and project implementation it can be concluded that the program of 
READI was relevant as it answered the community needs on capacity building and disaster 
preparedness and mitigation in the five areas. The qualitative study mentioned that READI 
has answered community needs of knowledge on preparedness.
Community in Padang mentioned that the project has answered community needs of 
knowledge on disaster preparedness and response. 
The program was based on the community needs because they did not know about disaster, 
now they found it helpful by the knowledge given, and some felt more prepared in time of 
disaster (Padang).
It was suitable as the community was more prepared because of the technical knowledge in 
time of earthquake and tsunami. The children were already taught what to do and where to 
go. The mothers did not find their children at school but at the assembly points. 
Other than real needs of community, the READI program was aligned with international 
policy and priority on DRR. READI program fits into OFDA’s mandate with interventions 
that contribute to saving lives, alleviating suffering, and reducing the economic impact of 
future disasters by building local capacity for disaster management, increasing risk and 
mitigation awareness, and improving warning systems. The READI program strategy was
also closely aligned with the priorities of the Hyogo Framework for Action (HFA) to build 
 
9
Vertical Shelters Become Option in Tsunami Areas. Jakarta Globe, 17 April 2012. 
(http://www.thejakartaglobe.com/home/vertical-shelters-become-option-in-tsunami￾areas/511885) 
10An earthquake and tsunami-resistant structure (e.g. reinforced concrete) with a shelter area 
standing at least 5m above the forecasted maximum wave height. (Tsunami Evacuation 
Handbook, JRC-EU, 2011) 
Chapter: Chapter 4. Main Findings
7
5
the resilience of nations and communities to disasters, established in 2005 and adopted by 
168 member states of the United Nations, including Indonesia. The ASEAN Agreement on 
Disaster Management and Emergency Response (AADMER) established in 2009 and 
ratified by member states (including Indonesia) also reinforces these same priorities. The 
READI program was responsive to this OFDA APS in alignment with global and regional 
frameworks for DRR, as outlined below:
Table 356. Program Strategy Alignment with global, regional and OFDA DRR Priorities
Hyogo Framework AADMER11 OFDA APS
Objectives
READI SUMMARY
(see technical design for details)
1. Ensure that DRR is 
a national and local 
priority with a strong 
institutional basis for 
implementation
Articles 6 
and 10
Strengthen regional 
linkages with other 
relevant disaster 
training and 
management 
organizations.
The program is designed to align 
with global, regional, and 
national strategies for disaster 
risk reduction and will support 
the Hyogo Framework for Action 
and the ASEAN Agreement on 
Disaster Management and 
Emergency Response (AADMER) 
as outlined in this table.
2. Identify, assess and 
monitor disaster 
risks and enhance 
early warning
Articles 5 
and 7
Improve dissemination 
and use of 
international, regional, 
and national warnings, 
such as tsunami or 
cyclone early warnings 
by at-risk communities.
Enhanced Emergency Information 
System (Emergency Masts)
• Applying an adapted emergency 
warning system design from 
Japan to the target areas.
Dedicated AM/FM Emergency 
Radio Channel
• Establishment of a dedicated 
AM/FM radio channel for BPBD 
to broadcast real-time 
information during a disaster.
3. Use knowledge, 
innovation and 
education to build a 
culture of safety and 
resilience at all levels
Articles 6 
and 7
Improve vulnerable 
populations’ 
understanding of risks 
posed by multiple 
coastal hazards.
Awareness Campaign & Pro-active 
Engagement:
• Hazard awareness campaigns 
and potential preparedness and 
mitigation measures.
• Awareness on being a host 
family in case of emergency.
• Twitter, Facebook, text 
messages and radio, and 
traditional methods.
4. Reduce underlying 
risk factors
Article 6 Promote risk-wise 
behavior by 
implementing DRR 
measures that enhance 
environmental and 
natural resource 
Awareness Campaign & Pro-active 
Engagement:
• Awareness campaigns on the 
hazards affecting target areas 
and potential preparedness and 
environmentally sound 
 
11ASEAN Agreement on Disaster Management and Emergency Response (AADMER)
Chapter: Chapter 4. Main Findings
7
6
protection. mitigation measures to 
promote risk-wise behavior.
Tsunami Vertical Shelter
• Facilitate the transition to 
vertical shelters through the 
assessment and identification 
of suitable buildings.
5. Strengthen disaster 
preparedness for 
effective response at 
all levels.
Articles 6 
and 8
Strengthen community, 
local, and national 
capacities to address
vulnerability and 
exposure to coastal 
hazards.
Evacuation Maps:
• Identify tsunami evacuation 
routes and create maps “with 
the community, for the 
community” indicating the most 
suitable solutions and 
alternatives at local level.
Capacity Building
• Enhance the link between the 
Education and Training Facility 
of the National Disaster 
Management Agency and 
district level officials.
• Provide ad hoc training to 
address gaps.
Capacity building to BPBD activity was also an answer of the complexity in Indonesia 
bureaucracy in providing training to improve human resource in BPBD. Local governments 
are required by the Disaster Management Law to institute specialized agencies as part of 
decentralization policies, yet they are largely lacking in the training, capacity, and 
equipment necessary to address disaster risk reduction needs. The National Disaster 
Management Agency (BNPB) Center for Education and Training is mandated to provide 
much needed skills to local officials; however, the limited involvement of the Center at the 
district level has resulted in little engagement with sub-national disaster management staff. 
READI provided training to BPBD as a strategy to link the bottom up process in the 
community on preparedness and response. This gave advantages for BPBD to speed up the 
staff capacity building process. 
4.2. Effectiveness
Effectiveness measured in terms of achievement of the outcomes of the project. It 
answered the following questions: 
• Are the beneficiaries satisfied with the quality and delivery of services? If not, in 
what way did the services not meet with beneficiary expectations and why? 
• What concrete improvements and changes have taken place (at the community) as a 
direct result of the program? 
• What were the major factors influencing the achievement or non-achievement of the 
objectives? 
Chapter: Chapter 4. Main Findings
7
7
• What are the supportive factors and obstacles encountered during the 
implementation?
READI has resulted in increased awareness of the community and strengthened the 
capacity of the government. It has also encouraged the identification, development, and 
establishment of preparedness infrastructure and procedures which gave benefit for all 
stakeholders.
From the qualitative study it shows that the community realized the advantages of READI 
program to educate the community on DRR, especially knowledge on preparedness and 
response. It was also noted that the short program implementation has not yet provided 
more opportunity for community to document the discussions and to practice knowledge 
on preparedness and response. Community in Nias noted that at least 60% community 
members had a good knowledge of preparedness. 
Community in other areas such as Meulaboh, Bengkulu, Mentawai, and Padang noted some 
visible improvements of community preparedness, such as availability of evacuation maps, 
vertical shelters identification, development of early warning system, and also simulation. 
However, almost all areas noted the duration about the program implementation. Eight to 
ten months of program implementation was not enough to build stronger preparedness 
mechanism within the community and BPBD. FGD with community and BPBD in Bengkulu 
noted that community improvement was in the level of changing paradigms, but not yet in 
behavior. They have produced several DRR planning documents but it has not yet been
documented. 
“The design was quiet good but because of the limited time (8 months only) therefore the 
mentoring process has not completed yet – still in KSB consolidation process and training to 
prepare basic documents. We have not reached the documentation and technical training 
process. The limited time also made the BPBD mentoring process has not finished yet. Ideally, 
BPBD also prepared for continuing the pioneered relay built by READI program.” 
Mentawai also noted the duration of the program which was considered short, however, 
visible changes also can be found in the community such as evacuation maps availability, 
evacuation route, simulation and herb planting in the shelter. Distance was one of the 
biggest challenges in Mentawai. The distance between one village to another village was 
quite far. It brought consequences to the number of communities present in the DRR 
activities. The short project duration (10 months) and the distance of the village assisted 
by the facilitator were the problems, as well as there was no transportation fee for the 
participants. The community made a living from the sea or agriculture was hard to leave 
their jobs without any substitute. But the spirit of KSB members covered up the problems. 
Some of KSB members had high awareness therefore they keep practicing and gathering 
routinely even though the READI program ended. As they had experiences with disaster, 
most of the community whose houses were ruined gave a good response towards the 
evacuation map and signs. There was a little mistake in the poster; it was written Siberut 
Selatan which should be Siberut Tengah. The map was done after the program ended (a 
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little bit late). The members of KSB had limited comprehension abilities – they did not like 
writing and analyzing. KSB liked physical activities like building evacuation lanes, 
earthquake simulation, and planting medicinal plants in TES. Mercy Corps used the local 
facilitator because Mentawai people were easier to receive local people to be their mentor 
as their philosophy “our people, our brother vs newcomer”. 
It needed longer time to implement the program therefore there was information 
dissemination from KSB to the community. The members/administrators of KSB had 
strong influence for the success of the program and the dissemination. The selection 
process of proper KSB members had a great impact – most of the KSB members were 
activists/selected people who were also members or administrators for other organization 
therefore they had limited time for meeting with KSB. The impacts were in one of the 
village, members’ turnover was quiet high which influenced the arrangement of document 
and activities. Another challenge was this village only experienced earthquakes, but other 
disasters were still considered as hazard, therefore it was hard to actively drive them. It 
was different from the areas which had floods or landslides, the community in this type of 
areas were easier to cooperate with. 
4.3. Efficient
Efficient measures the costs incurred to produce the expected outputs. It answered the 
questions of Achievement of projected performance indicators and targets (efficiency):
• Did the project achieve the target? Is the project delivered in a timely and cost￾effective manner? 
READI Program has noted remarkable outputs in terms of indicator fulfillment. It has 
achieved the target beyond expectations and delivered in a timely and cost effective 
manner as the result was doubled. 
The capacity building for BPBD surpassed the target number. Originally it was planned that 
the program would train 50people and at the end of the project it reached 186 individuals 
or 372% of the original. The participants were also evaluated on the knowledge retained 
two months after the training. The total staff evaluated reached 268% of the 40-person 
target.
Another achievement was that the program developed eight (8) hazard risk reduction plan 
documents; five (5) vulnerability and capacity assessments (VCAs) and three (3) tsunami 
evacuation maps of Padang, Bengkulu, and Aceh Barat. 
A projected 467,056 people in Padang (50% of population) and in Bengkulu (12.5% of 
population) have access to an improved emergency warning system for earthquakes and 
tsunamis. The government (BNPB, BPBD West Sumatra, and BPBD Padang) constructed 31 
siren units in Padang City and BMKG constructed two (2) siren units in Bengkulu. The 
percentage of individuals with increased access to an emergency warning system has 
reached 28% of the total targeted 1,679,289 people. 
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The program identified a total of 113 buildings as potential vertical shelters, which is 226% 
of the original target of 50 buildings. In addition, 21 hills and highland areas surrounding 
villages were identified as evacuation sites, reaching a total number of 134 potential 
evacuation sites: 98 sites in Padang; 9 sites in Meulaboh; 21 sites in Nias/Gunungsitoli; and 
6 sites in Bengkulu. 
The project contributed to community disaster preparedness and response. The number of 
people with access to evacuation routes totals 374,965; 154,925 in Bengkulu; 115,000 in 
Nias; 35,500 in Aceh Barat; 5,120 in Mentawai; and 64,420 in Padang. This work has 
reached 375% of the original target of 100,000 people. The number of people participating 
in simulations/drills totals 12,545; 1,773 from Nias/Gunungsitoli; 4,546 from Padang; 
2,212 from Mentawai; 2,514 from Aceh Barat; and 1,500 from Bengkulu. This simulation 
reached 125% of the targeted 10,000 people. 
Although not all areas were able to receive radio broadcasting on DRR, an estimated 
1,462,293 people within broadcast range of the AM/FM radio frequency are able to receive 
hazard information broadcasts: 640,752 in Padang (75% of population); 58,883 in 
Mentawai (75% of population); 261,196 in Nias/Gunungsitoli (100% of population); 
182,364 in Aceh Barat (100% of population); and 319,098 in Bengkulu (100% of 
population). This achievement has reached 146% of the targeted 1,000,000 people. 
In Mentawai Islands, 21 evacuation routes, totaling 3,916 meters, have been repaired and 
are easily accessible to the community. A total of 2,000 people have participated in 
evacuation simulations and have access to evacuation routes. 
The project also contributed to the development of DRR policy and regulation. Four local 
authorities developed disaster preparedness systems in the program; Bengkulu, Aceh 
Barat, Nias, and Gunungsitoli.
Despite of the achievement, the project noted some challenges in the program 
implementation strategy. In Mentawai, where distance had been a potential challenge for 
the community to actively attend meetings, the community had to take the risk of having no 
income as consequences of attending discussions and meetings on DRR. The spirit of KSB 
members to learn was the supporting factors. Another important point to consider was the 
approach has to be adapted with local customs. In Mentawai, the comprehensive abilities of 
KSB members were limited, they did not like writing and analyzing activities. KSB liked 
physical activities such as building evacuation lanes, earthquake simulations, planting
medicinal plants in TES. It needed longer time for program implementation therefore there 
was information dissemination from KSB to the community. There was assistance and 
review for the hazards, rekon and renaksi but not documented. Saibi village already 
included the disaster planning in next planning village budget in the amount of 15%. The 
activities were the discussed activities in renaksi they have arranged. The maps were 
broken as they were made from paper but the evacuation lanes were routinely maintained. 
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To sustain the DRR initiative, the community needs to reserve some funding from the 
village budget allocation. However, not all villages were able to finance the activities. 
Community funds such as the fund for mangrove planting in Kandang village only needed 5 
million rupiahs but it had great impact for the community involved. Kandang and Padang 
Serai were located on the beach that could be stimulated by providing funding to establish 
leasing and lending swimming equipment. KSB members also worked as coastal guards. 
The funds obtained could be used for PRB activities. Pondok Besi and Penurunan could be 
stimulated with the evacuation equipment and public logistic that could be managed and 
rented for party, but could also be used in time of disaster. 
It was better if there were also side funds provided by other organization. The fund would 
be disbursed when the community found something important to be done and to be 
funded. 
In terms of program implementation, staff mentioned that it would be better if there were 
administration staffs but they recruited only program coordinator, finance and facilitator 
who were good in assisting the community but not good in preparing documents. The 
program needed a document specialist to obtain a maximum output, RPB, renkon and 
renaksi as promised – at that time the promised outputs were books and the history of the 
village as well. 
4.4. Impact
Impact refers to evidence that the outcomes of the project have brought about real lasting 
changes. These changes justify the planned intervention. It has the following questions: 
• To what extent has the project contributed the capacity of beneficiaries (local 
government, CSO, village, and community)? 
• What happened as a result of the project? (This may include intended and 
unintended positive and negative effects) 
• What real transformation has the activity made to the beneficiaries and project 
partner such as improved practice and greater awareness on DRR aspect as well as 
it accountability. 
The READI program has brought some changes on community life. Some of the KSBs 
admitted that READI has brought more knowledge and skills to the community to be 
prepared for disasters. KSB also socialized and simulated earthquakes and tsunamis and 
shared with the community survival tips and where to assemble in case of an emergency. In 
addition to this, the community received direct training from Mercy Corps and was able to 
transfer it to other communities nearby. The transfer process was another opportunity for 
sustained DRR initiatives in the community. 
Although implemented during a short program duration, READI was also able to encourage 
women to participate in the process of DRR stock taking. The women understand how to
prepare their children and where to find their children during a disaster. 
Chapter: Chapter 4. Main Findings
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The program also contributed to building community self confidence in taking part in DRR 
initiatives. KSB Laut Biru with the assistance of Mercy Corps were also able to provide 
socialization for the community and were involved in the activities of the community and 
disseminated pamphlets and posters in the village and in the schools. KSB also tried to 
provide information about KSB Laut Biru for the village nearby, Ulak Karang Selatan, and 
tried to assist this community step by step and provide socialization. During a disaster, 
KSB became the coordinator in the search and rescue and started a proposal to find funding 
for BBM, search and rescue team, and even BPBD also joined KSB related to BBM for the 
search and rescue team. 
The program has also successfully encouraged community to independently take initiative 
to strengthen the community with preparedness and response activity. In Padang, the 
activities and the programs of KSB Parupuk Tabing ran properly. KSB had lots of ideas such 
as independent evacuation without waiting for the instruction from the leader or 
organization by observing the natural signs. KSB held independent evacuation simulation 
without any expenses by giving the letters and visiting related stakeholders, LANUD, 
Puskesmas, Village Office, and explained their purposes, objectives, and their difficulties 
which were welcomed by all those stakeholders following with they were providing 
assistance. KSB also did the shelter inventory, some building and including providing 
advice for an under construction mosque to build outside stairs to make it easier to be 
accessed in time of disaster. They have proposed for assistance to build outside evacuation 
stairs in some buildings to BNPB and BPBD.
One interesting finding was from Meulaboh, where DRR initiatives were also introduced 
through schools. The initiatives have contributed to the increased knowledge of children on 
disaster preparedness and response. The story below shows that education is one of the 
effective ways to teach young people how to behave facing the hazards of earthquake and 
tsunami.
Chapter: Chapter 4. Main Findings
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Feature Box 3. Now I know
NOW I KNOW
When the 2004 tsunami hit her village, 
Tasyawas one year old and still in her mother's 
arms. She had no recollection of the major 
earthquake and the devastating wave that destroyed 
the village, Meulaboh, in Aceh Barat. The tsunami 
sunk parts of the village, said her grandfather. 
Everything that was once on the beach is gone now, 
destroyed by the tsunami or submerged under the 
the sea. 
Tasya occanssionaly hears the story of the tsunami
and to Tasya, the story contains scary, horrible 
things. She and her friends were never able to 
imagine, let alone know what to do about them.
Therefore, when her school performed simulations 
to face the threat of earthquakes and tsunamis, 
Tasyawas very pleased learn what to do. The school 
held three simulations and Tasya and her friends (in class V) do not get bored practicing. They 
get to hide under a desk, gather in the school yard and run a small run away from the sea towards 
a temporary evacuation shelter 600 meters from the school. The DRR programs conducted in the 
schools is conducted by YPS (Paramadina Universe Foundation) with the full support of the 
READI Program and Mercy Corps Indonesia. 
"Now I know what to do if there is an earthquake," Tasyasays. She is excited when she describes 
her experiences in school to her family and friends. Tasya’s experience shows that education is 
one of the effective ways to teach young people how to behave when facing the threat of 
earthquake and tsunami.
Chapter: Chapter 4. Main Findings
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The READI project in Bengkulu encouraged women to participate in the public decision 
making process and some women are KSB members. The program encouraged gender 
sensitivity principles to be adopted while conducting DRR initiative. 
“If women were involved in the management, then we knew their needs in evacuation areas. 
Now, women could survive together with their children if their husbands were not home 
“(FGD KSB Kandang Bengkulu). 
Another unexpected impact of the project implementation was the tendency of the
community dependency as caused by a grant given to the community by another 
organization. In three of the assisted villages, there were improvements in knowledge and 
community involvement in PRB activities (Padang Serai, PondokBesi, and Kandang), but 
Penurunan village did want to be more involve in this program. This was because the 
village did not receive funds to conduct DRR activities. Previously, Penurunan village was 
assisted by another organization and got a million rupiahs to be managed by KSB but they 
were disappointed with Mercy Corps’ program because it was not grant funded. As a result, 
the KSB officers in this village were less enthusiastic. 
Since the READI program, BPBD Bengkulu became the reference for BPBD in other 
regencies. They learned from Mr. Garda (Preparedness Division). Mr. Garda used the 
documentation (photographs) and the work of 4 KSB (chart of analysis and map of
hazards/risks). The evacuation map in the town and village were useful. The police, search 
and rescue unit, and TNI asked for some of them and used them. The READI program gave 
a new spirit for BPBD (some of BPBD members with good concern to their job) – they got 
useful information and partner for discussion. The community grew calm as they knew 
what to do during a disaster. 
Another promising initiative for the DRR initiative sustainability was the increasing budget 
of BPBD. The BPBD budget increased twice because Mercy Corps provided the information 
of several items to be budgeted such as map multiplication and maintenance of early 
warning information devices. Independent evacuation simulation program was the first for 
BPBD and it was because of Mercy Corps. The simulation was centered in Padang Serai 
village which was inspired by BPBD to be routinely held in the next budget year. 
The project in Mentawai has contribute to the increased community awareness on DRR 
initiative. They considered it was important to have routine meetings to discuss the 
hazards and activities to anticipate it. The evacuation lanes were routinely maintained by 
the community/KSB. There were some efforts to allocate the village budget for disaster 
management activities. The community (KSB members) knew some things to do before and 
in time of disaster. The community awareness increased and even the KSB had the 
initiative to communicate with BPBD.
Chapter: Chapter 4. Main Findings
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4.5. Sustainability
Once longer-term changes reflect new or built capacity within the target beneficiaries, or 
the services available to them are identified, the issue of sustainability is addressed. This 
can reflect political will and policy changes, economic factors and other developments that 
increase the probability of those changes being durable.
• Sustainability: 
• Will the project’s effects remain over time? 
• Is there a stream of results that is likely to continue and what are the potential 
risks?
• Have the project accumulated knowledge and skills that will endure beyond project 
period and can be replicated elsewhere? 
• What were the major factors which influenced the achievement and non￾achievement of sustainability of the project?
One of the indicators for sustainability was the availability of mainstreaming DRR into the 
village regulation and policy. The integration of DRR into village development planning will 
ensure the continuity of DRR activities as part of the village development program. If 
stakeholders showed commitment to continue what has been started by the project. At the
community level, KSB in Padang committed to continue the socialization for the community 
which was already provided by Mercy previously for KSB and the community in Ula Karang 
Selatan. Although there was no budget yet, KSB hoped the knowledge they have got from 
Mercy Corps would not disappear. KSB Parupuk Tabing would continue the steps started
by Mercy Corps. If there were no running programs or activities, the community would 
easily forget the knowledge related to disaster. KSB would seek for cooperation with other 
organizations outside so that KSB could run continuously. 
Although the community shows a committed effort to continue the program, it was still be
a challenge to integrate DRR into village government planning. In an FGD with KSB, it was 
found out that the village had a challenge with networking with other stakeholders to
propose support for financing DRR activities.
“There was no budget in village level, the head of the village found difficulties as the village 
budget was decreased. It might be the government and House of Representative 
responsibilities. KSB ever proposed a logistic reserve in time of disaster but there was no 
realization because of the wrong line – it should go to the village level first, while the proposal 
was directly going to the provincial level. “(FGD in KSB Kandang, Bengkulu)
The table below shows the opportunity of sustainability of the DRR initiative in the village 
through village planning. From the figures of percentage, it was found out that most of the 
respondents had the opinion that the village planning has not yet included the needs of 
DRR. It was still a challenge for the community to put DRR initiatives as a priority and part 
of the village development planning.
Chapter: Chapter 4. Main Findings
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Table 47. DRR Mainstreamed in the Village Planning
BENGKULU MENTAWAI MEULABOH NIAS PADANG
The village planning included 
the needs of DRR 
N= 52 N=30 N=48 N=32 N=68
Yes 17 11 31 12 36
32.69 36.67 64.58 37.5 52.94
No 35 19 17 20 32
67.31 63.33 35.42 62.5 47.06
Table 48. Integration of DRR in the Village midterm development plan
BENGKULU MENTAWAI MEULABOH NIAS PADANG
The disaster management 
activity integrated in the village 
midterm development plan? 
N= 52 N=30 N=48 N=32 N=68
Yes 6 2 33 3 29
11.54 6.67 68.75 9.38 42.65
No 46 28 15 29 39
88.46 93.33 31.25 90.63 57.35
Despite of the challenge to include DRR initiatives as part of the village development 
planning, the community will try to independently continue the in initiative on a small 
scale. In Mentawai, nine months after the READI program ended, KSB still had routine 
meeting which could be longer if BPBD was more actively involved with KSB in every 
activity. There were some replications in a modest format in other villages and would be 
disseminated into wider areas but they are still waiting for the 2015 budget. KSB was 
seeking a disaster budget in the amount of 15% (in Saibi village). A member of the KSB 
provided counseling from hamlet to hamlet within their village. 
Another commitment from the private sector also marked the opportunity for 
sustainability. BPBD developed an MOU with hotels and the private sector to support or 
provide services on disaster preparedness and response. Radios supported the public 
campaign and awareness on DRR. They dedicated a special program on DRR broadcasting 
and developed mechanism to spread information during an emergency.
Overall, the program focused on the development and building of community disaster 
response and preparedness and had a short duration of implementation. The sustainability 
of the DRR initiative became the next priority to work on. 
4.6. Ownership
Ownership concerns the degree of responsibility that key actors involved assume for the 
actions implemented and their readiness to take over and continue working on the topic.
The READI project prepared and encouraged the community to be more independent in 
Chapter: Chapter 4. Main Findings
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building community resilience towards disaster. Although some areas mentioned that the 
program has a short duration to build their confidence to continue and take over the 
responsibility, some community initiatives emerged to keep the project up. In Mentawai, 
Soluguma village has routine activities to keep and maintain the evacuation lanes. RRI also 
took the responsibility of the radio which will consistently have a broadcasting program on 
DRR in five areas of the intervention. All KSB have also committed to continue the activities 
beyond the project implementation. The Grand Zuri Hotel also showed its commitment to 
support the government and community in providing vertical shelter.
4.7. Coverage
Coverage refers to the proportion of affected people and communities that have been 
reached by the project. It focused on geographical coverage as well as on the project 
reaching particular sub-groups of the target population who are particularly vulnerable 
(e.g. children with disabilities, especially, girls with disabilities).
The summary result or output of the project shows that the project has reached the 
coverage beyond expectation. The capacity building activities reached 172% of the target 
and also with other achievements which shows that the project has extended its coverage
beyond what was originally planned. The table below shows the coverage of the project. It 
has covered most of the groups within community. In Meulaboh, the project also targeted 
children at schools as one of the subjects in the program.
Table 48. Coverage of beneficiaries in the community
Groups participated in the discussion of Disaster Risk 
reduction planning 
A Female 95
41.3
B Disability 7
3.04
CElderly 29
12.61
D Youth 103
44.78
E Village leaders 146
63.48
F Village administrator 90
39.13
G Government 40
17.39
V Others 1
0.43
W Don’t Know 34
14.78
Chapter: Chapter 4. Main Findings
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4.8. Gender
Gender refers to the way the project has addressed men and women particularly in terms 
of equal opportunity to participate in the decision making process. Gender part was
intended to answer the following quotations:
• How has the project addressed men/male and women/female particularly in terms 
equal opportunity to access and control of resources, sharing project benefits and 
decision making? 
Mercy Corps embraced gender awareness and integration as a strategic objective and as a 
critical element for impactful programs. These values were consistently reflected 
throughout the program implementation by seeking an understanding of gender roles in 
the community and tailoring the interventions accordingly, increasing the opportunities for 
integration and balance. The quantitative study mentioned that about 41% of the 
discussions within community were attended by female participants. FGD in Bengkulu also 
noted that women participated in discussions has resulted in the more gender sensitive 
decisions. The decisions in the community considered the need of the certain groups 
including women. They admitted that women have different needs and were able to 
contribute more in the disaster preparedness and response activity. However, it can’t be 
denied that the adoption of gender and inclusive principles in DRM still have a long way to 
go in the DRR field. The table below shows how gender and inclusive principles was 
adopted in community activities on DRR. Most of the respondents mentioned that they did 
not have an idea on how gender and inclusive principles were adopted in the vertical 
shelter. This means that here was a need to raise more awareness in the community on the 
inclusive and gender perspective in DRR so that they can mainstream gender and 
inclusiveness in the DRR activities and policy. 
Table 49. Gender and inclusive pronciples adoption
4.9. Coordination
Coordination refers to the effective collaboration and communication amongst 
stakeholders delivering the project and key stakeholders. It includes the analysis of 
possible complementary, disruptions and duplications. In addition, the program worked to 
build linkages and strengthen coordination between private sector actors interested in 
taking a more active role in DRR and disaster response, working alongside BNPB and UN 
agencies. 
BENGKULU MENTAWAI MEULABOH NIAS PADANG
Gender and inclusive 
principles applied in the 
vertical shelter
N= 52 N=30 N=48 N=32 N=68
Yes 0 5 17 3 16
0 16.67 35.42 9.38 23.53
Not Yet 7 12 24 6 43
13.46 40 50 18.75 63.24
Don’t know 45 13 7 23 9
86.54 43.33 14.58 71.88 13.24
Chapter: Chapter 5. Conclusions and Recommendations
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The READI program strategy highlighted the important dynamics of partnership and 
working with the various stakeholders. Mercy Corps started the program with three 
different activities of partnership with: civil society organizations for the awareness 
campaign; the private sector for the development of radio and emergency masts; and the 
government to enhance the capacity of its sub-national partner (BPBD) by strengthening 
the link between the BPBD and its national counterpart. 
The program strategy also demonstrated the network of feedback and the individual 
responsibilities that stakeholders will be expected to assume, taking ownership in co￾designing, testing, and overall dedicating considerable resources to implement the 
program. Mercy tried to bridge the linkage between private sectors and government to 
support KSB. It was quite challenging for KSB to open communication with other 
stakeholders, even with the government. 
Another challenge was to continue what was already started between BPBD and the radio. 
As in Bengkulu, BPBD was not really confident to speak for DRR in the talk show program. 
It needs longer term project implementation to build trust and to encourage BPBD to take 
over responsibility of public awareness campaign though radio.
Chapter 5. Conclusions and Recommendations 
• The achievements on the evacuation maps can be followed up by putting the maps 
in a strategic place. This is not intended for all maps, only for the relevant part of the 
map within the area. Another suggestion is adding the writing under evacuation 
signs. This writing would refer to the location of the indicated TES. Paths should be 
simple, because when people are in a panic situation, the straight path will facilitate 
the evacuation process. 
• Partners should be brought together in a joint learning forum, given the background 
of each of the different partners and considering the different conditions of each 
site. This would be a great learning opportunity for partners as well as facilitate
networking. 
• The networking between project officers should be strengthened so that inter￾agency cooperation (BPBDs, Radio, KSB, the private sector and local partners) can 
be realized not only to work together on activities held by the PO, but to really foster 
cooperation among each of the parties. (E.g. partners with BPBDs, or cooperation 
with BPBDs KSB, KSB with private agencies, KSB partners with radio etc.) 
• The coordination and organization is good, however, it needs to be more blended 
between the parties. There should be a special officer at Mercy Corps who can take 
care of certain things completely unrelated to the other activities. A coordination 
meeting, exchange study, or hearing meetings could be used to strengthen this. 
Visibility also needs to be strengthened because in many areas, particularly remote,
Chapter: Chapter 5. Conclusions and Recommendations
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they do not know Mercy Corps, communities recognized local partners more than
they recognized Mercy Corps.
BPBDs 
• BPBDs need more learning sessions; project officers could facilitate this and will 
address the problems of the organization culture, equalization and transfer 
capabilities of employees in BPBDs. 
• There was an urgency of mapping the needs of BPBD and took priority of what 
action BPBD should take, which area has been good, and what skill should BPBD has. 
It will include soft skills needed in addition to hard skills and technical requirements 
in addition to knowledge. BPBD also needed motivational training, training of peace 
building, conflict resolution, trauma recovery, first aid/FA psychological, as well as 
training motivation and self-development (managerial skills and computer 
applications) that can even be facilitated by project officer.
• BPBD needs to have more detailed staff capabilities for mapping. For example, 
mapping staff who have the capacity to carry out their duties on socialization. 
• There was a need to prepare additional material, especially material that will equip 
BPBDs to conduct dissemination to other parties. For example, to KSB or 
community. The material for dissemination or training can be much simpler from 
material from BNPB or NGO. It needs to be created and made of special material, 
which is much simpler, more applicable, more interesting to bring in for other 
agencies or in the community and schools. This material can be in the form of a 
module or teaching and presentation materials. 
• Learning from BPBDs Meulaboh experience to initiate some heavy machine rental 
(dump trucks, backhoes, water tanks, bulldozers, etc.) from BNPB when there is no 
emergency. It helped shorten the bureaucracy and gained income for its 
maintenance and operational cost. This model can be in duplicated, with different 
ways and forms adapted to the local conditions of each region. 
KSB / Society 
• It is necessary to map the capacity of KSB member. KSB needs to identify members 
who have the capacity to disseminate or socialize information to the community. Up 
to this time, the capacity building reached only KSB members and not directly to the
community. Therefore, KSB needs to have the capacity to conduct training and 
community organization. 
• As part of the capacity building, KSB needs to be equipped with teaching props, 
materials, simpler socialization material, and publication material that can be 
include in printed materials, simple handouts, and easy to understand by 
community. It will ensure the continuity of the program if there is an opportunity to 
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
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share and learn within the community. The publication materials can assist the 
community to conduct public learning. 
• It is also important to consider the addition of targeting the younger generation,
since there are gaps in terms of experience between young generations and adults. 
It is important to transfer the experience, truth, theory and lessons learned from
survivors and ensure that it is transferred to the next generation, either through 
meetings, school or informal conversations. 
• There is a need to encourage KSB to get formal recognition at the level of village 
government, also KSB needs to be taught also to advocate for vertical or government 
agencies related to the interests of KSB. 
• Mercy Corps has the opportunity to bridge and initiate cooperation between KSB 
and private agencies. CSR funds from private institutions may also be directed to the 
needs of KSB, as would be done by PT Semen Padang with some KSB in Padang. It 
should be considered forms of further cooperation between the parties and adapted 
to the needs and conditions of each region. 
Chapter 6. Stakeholders’ Perception about Mercy Corps through READI 
Project
There was additional information from the study about the perception of stakeholders on 
Mercy Corps’ work through the READI Project. The survey intended to collect and gather 
stakeholder’s perception during the process of project implementation. The survey 
intended to collect respondents’ perception of Mercy Corps in five areas, namely: 
accountability, working towards gender sensitivity and inclusion, and developed
partnership with community, CSO, and government. 
The stakeholders involved in this survey represented all levels in the project, from 
community to policy makers. There were 68 respondents. Table 50 shows the results of the 
survey: 
Table 36. Respondents of Perception Survey
Respondent BENGKULU Mentawai Meulaboh Padang TOTAL
Gender
Man 11 2 14 24 51
61.11 100.00 82.35 77.42 75.00
Female 7 0 3 7 17
38.89 0:00 17.65 22:58 25.00
Age Group
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
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15-24 years 2 0 1 1 4
11:11 0:00 5.88 3:23 5.88
25-59 years 16 2 15 30 63
88.89 100.00 88.24 96.77 92.65
> 60 years 0 0 1 0 1
0:00 0:00 5.88 0:00 1:47
Table 3
Last Education 
High School / level 16 2 17 21 56
88.89 100.00 100.00 67.74 82.35
D3 0 0 0 3 3
0:00 0:00 0:00 9.68 4:41
S1 2 0 0 6 8
11:11 0:00 0:00 19:35 11.76
S2 0 0 0 1 1
0:00 0:00 0:00 3:23 1:47
75% out of 68 respondents are male and 93% of them were between 25-59 years. Most of 
the respondents were graduated from senior high school. 
6.1. On Accountability
Table 37. Stakeholders’ perception on Accountability
BENGKULUMentawai Meulaboh Padang TOTAL
Mercy Corps listen, discuss, and accept 
feedback from community members and 
partners in program planning to increase 
community resilience to disasters
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 2 0 0 4 6
11:11 0:00 0:00 12.90 8.82
Agree with the statement 10 2 7 20 39
55.56 100.00 41.18 64.52 57.35
Strongly agreed with the statement 5 0 10 7 22
27.78 0:00 58.82 22:58 32.35
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
9
2
Mercy Corps ensure that community 
members and partners to provide 
assessment and questions to Mercy Corps, 
and ensuring their responses and feedback.
Strongly disagreed with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Do not agree with the statement 0 0 0 1 1
0:00 0:00 0:00 3:23 1:47
Agree with the statement 14 1 11 22 48
77.78 50.00 64.71 70.97 70.59
Strongly agreed with the statement 4 1 6 8 19
22:22 50.00 35.29 25.81 27.94
Mercy Corps inform plans, reports, and 
development activities that community 
members and partners are able to provide 
feedback and recommendations.
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 1 0 0 3 4
5:56 0:00 0:00 9.68 5.88
Agree with the statement 11 1 9 23 44
61.11 50.00 52.94 74.19 64.71
Strongly agreed with the statement 5 1 8 5 19
27.78 50.00 47.06 16:13 27.94
6.2. Working towards gender sensitivity and inclusion principles
Table 8 B
Mercy Corps involves a group of women 
and men to discuss disaster management BENGKULU Mentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Do not agree with the statement 0 0 1 0 1
0:00 0:00 5.88 0:00 1:47
Agree with the statement 6 1 5 17 29
33.33 50.00 29.41 54.84 42.65
Strongly agreed with the statement 12 1 11 14 38
66.67 50.00 64.71 45.16 55.88
Table 9 BENGKULU Mentawai Meulaboh Padang TOTAL
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
9
3
Mercy Corps is working together with all 
levels of the community, including 
vulnerable groups in disaster management 
activities.
Strongly disagreed with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Do not agree with the statement 0 0 4 0 4
0:00 0:00 23:53 0:00 5.88
Agree with the statement 13 2 6 18 39
72.22 100.00 35.29 58.06 57.35
Strongly agreed with the statement 5 0 7 13 25
27.78 0:00 41.18 41.94 36.76
Table 10 BENGKULUMentawai Meulaboh Padang TOTAL
Mercy Corps provides support for civil 
society organizations and government in 
addressing issues related to gender and 
vulnerable groups
Strongly disagreed with the statement 0 0 1 0 1
0:00 0:00 5.88 0:00 1:47
Do not agree with the statement 2 0 1 2 5
11:11 0:00 5.88 6:45 7:35
Agree with the statement 11 2 8 19 40
61.11 100.00 47.06 61.29 58.82
Strongly agreed with the statement 5 0 7 10 22
27.78 0:00 41.18 32.26 32.35
Table 11C
Mercy Corps to provide guidance and 
invites all interested parties to discuss the 
issue of disaster to find the right ways and 
strategies for capacity building in the field 
of disaster..
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 0 0 0 2 2
0:00 0:00 0:00 6:45 2.94
Agree with the statement 12 1 10 15 38
66.67 50.00 58.82 48.39 55.88
Strongly agreed with the statement 5 1 7 14 27
27.78 50.00 41.18 45.16 39.71
Table 12 BENGKULUMentawai Meulaboh Padang TOTAL
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
9
4
Mercy Corps provides full support for 
capacity building of all parties involved in 
disaster issues through training, simulation 
and other capacity building efforts.
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Agree with the statement 8 2 7 21 38
44.44 100.00 41.18 67.74 55.88
Strongly agreed with the statement 9 0 10 10 29
50.00 0:00 58.82 32.26 42.65
Table 13
Mercy Corps to make sure all parties are 
vulnerable to disaster problems getting the 
right information so that it has increased 
capacity to cope with disasters and the 
issues of disaster
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 0 0 1 1 2
0:00 0:00 5.88 3:23 2.94
Agree with the statement 8 2 9 25 44
44.44 100.00 52.94 80.65 64.71
Strongly agreed with the statement 9 0 7 5 21
50.00 0:00 41.18 16:13 30.8
6.3. Stakeholders’ perception capacity building by Mercy Corps 
Table 11C BENGKULU Mentawai Meulaboh Padang TOTAL
Mercy Corps to provide guidance and 
invites all interested parties to discuss the 
issue of disaster to find the right ways and 
strategies for capacity building in the field 
of disaster..
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 0 0 0 2 2
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
9
5
0:00 0:00 0:00 6:45 2.94
Agree with the statement 12 1 10 15 38
66.67 50.00 58.82 48.39 55.88
Strongly agreed with the statement 5 1 7 14 27
27.78 50.00 41.18 45.16 39.71
Table 12 BENGKULUMentawai Meulaboh Padang TOTAL
Mercy Corps provides full support for 
capacity building of all parties involved in 
disaster issues through training, simulation 
and other capacity building efforts.
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Agree with the statement 8 2 7 21 38
44.44 100.00 41.18 67.74 55.88
Strongly agreed with the statement 9 0 10 10 29
50.00 0:00 58.82 32.26 42.65
Table 13
Mercy Corps to make sure all vulnerable 
parties to disaster getting the right 
information so that it has increased capacity 
to cope with disasters and the issues of 
disaster
BENGKULUMentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 0 0 1 1 2
0:00 0:00 5.88 3:23 2.94
Agree with the statement 8 2 9 25 44
44.44 100.00 52.94 80.65 64.71
Strongly agreed with the statement 9 0 7 5 21
50.00 0:00 41.18 16:13 30.8
Table 14
Mercy Corps support new ideas in 
programs and activities to improve the
quality and capacity of disaster 
management in the community
BENGKULUMentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Do not agree with the statement 0 0 0 0 0
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
9
6
0:00 0:00 0:00 0:00 0:00
Agree with the statement 13 2 11 23 49
72.22 100.00 64.71 74.19 72.06
Strongly agreed with the statement 5 0 6 8 19
27.78 0:00 35.29 25.81 27.94
6.4. Stakeholders’ perception on how Mercy Corps work with Civil Society 
Table 15 BENGKULUMentawai Meulaboh Padang TOTAL
Mercy Corps discussed the activities and 
the approach taken together with civil 
society organizations working on issues of 
disaster
Strongly disagreed with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Do not agree with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Agree with the statement 12 1 13 23 49
66.67 50.00 76.47 74.19 72.06
Strongly agreed with the statement 5 1 4 8 18
27.78 50.00 23:53 25.81 26.47
Table 16
Mercy Corps in collaboration with other
civil society organizations to develop 
activities and approaches to the 
government and the community to improve 
community preparedness for disasters
BENGKULUMentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Do not agree with the statement 0 0 2 0 2
0:00 0:00 11.76 0:00 2.94
Agree with the statement 11 2 8 24 45
61.11 100.00 47.06 77.42 66.18
Strongly agreed with the statement 7 0 7 7 21
38.89 0:00 41.18 22:58 30.88
Table 17
Mercy Corps is conducting long-term to 
strengthen the network which aims to BENGKULUMentawai Meulaboh Padang TOTAL
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
9
7
improve the quality of disaster 
management in the public and government
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 0 1 0 3 4
0:00 50.00 0:00 9.68 5.88
Agree with the statement 9 1 8 22 40
50.00 50.00 47.06 70.97 58.82
Strongly agreed with the statement 8 0 9 6 23
44.44 0:00 52.94 19:35 33.82
Table 18 (E)
Mercy Corps conducted approach and 
broaden the private sector to get involved 
and cooperate in matters of disaster
BENGKULUMentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Do not agree with the statement 0 0 1 1 2
0:00 0:00 5.88 3:23 2.94
Agree with the statement 12 2 10 17 41
66.67 100.00 58.82 54.84 60.29
Strongly agreed with the statement 6 0 6 13 25
33.33 0:00 35.29 41.94 36.76
Table 19
Mercy Corps is working with the private 
sector to develop opportunities, activities 
and approaches as well as new possibilities 
multiply
BENGKULUMentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 0 1 1 0 2
0:00 50.00 5.88 0:00 2.94
Agree with the statement 15 1 6 18 40
83.33 50.00 35.29 58.06 58.82
Strongly agreed with the statement 2 0 10 13 25
11:11 0:00 58.82 41.94 36.76
Table 20
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
9
8
Mercy Corps opened and strengthen the 
links between civil society organizations and 
the private sector and the government aims 
to improve the quality of disaster 
management in the public and government
Strongly disagreed with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Do not agree with the statement 0 0 0 2 2
0:00 0:00 0:00 6:45 2.94
Agree with the statement 14 1 11 25 51
77.78 50.00 64.71 80.65 75.00
Strongly agreed with the statement 4 1 6 4 15
22:22 50.00 35.29 12.90 22:06
Table 21
Mercy Corps help support and strengthen 
the capacity of the private sector in disaster 
management issues
BENGKULUMentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 2 0 0 0 2
11:11 0:00 0:00 0:00 2.94
Do not agree with the statement 2 1 0 1 4
11:11 50.00 0:00 3:23 5.88
Agree with the statement 12 1 10 21 44
66.67 50.00 58.82 67.74 64.71
Strongly agreed with the statement 2 0 7 9 18
11:11 0:00 41.18 29.03 26.47
Table 22
Mercy Corps to report to the local and 
national governments about the activities 
carried out regularly.
BENGKULUMentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 1 0 0 0 1
5:56 0:00 0:00 0:00 1:47
Do not agree with the statement 1 0 1 4 6
5:56 0:00 5.88 12.90 8.82
Agree with the statement 16 2 13 21 52
88.89 100.00 76.47 67.74 76.47
Strongly agreed with the statement 0 0 3 6 9
0:00 0:00 17.65 19:35 13:24
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project
9
9
6.5. Stakeholders’ perception on how Mercy Corps advocating Government 
Table 23
Mercy Corps is working with governments to 
strengthen the commitment and capacity to 
provide effective services to the public and 
accommodate the expectations of the public 
about disaster management
BENGKULU Mentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 0 0 0 0 0
0:00 0:00 0:00 0:00 0:00
Do not agree with the statement 0 0 1 0 1
0:00 0:00 5.88 0:00 1:47
Agree with the statement 15 2 5 24 46
83.33 100.00 29.41 77.42 67.65
Strongly agreed with the statement 3 0 11 7 21
16.67 0:00 64.71 22:58 30.88
Table 24
Mercy Corps influence the government to 
change and implement policies and practices 
in disaster management.
BENGKULU Mentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 3 0 0 6 9
16.67 0:00 0:00 19:35 13:24
Do not agree with the statement 3 0 3 11 17
16.67 0:00 17.65 35.48 25.00
Agree with the statement 10 2 11 11 34
55.56 100.00 64.71 35.48 50.00
Strongly agreed with the statement 2 0 3 3 8
11:11 0:00 17.65 9.68 11.76
Table 25
Mercy Corps to support the government in 
providing resources to the community better 
prepared for disasters
BENGKULU Mentawai Meulaboh Padang TOTAL
Strongly disagreed with the statement 0 0 0 1 1
0:00 0:00 0:00 3:23 1:47
Chapter: Chapter 6. Stakeholders’ Perception about Mercy Corps through READI Project 100
Do not agree with the statement 
0
0
0
0
0
0:00 0:00 0:00 0:00 0:00
Agree with the statement 
8
2
3 22 35
44.44 100.00 17.65 70.97 51.47
Strongly agreed with the statement 10
0 14
8 32
55.56 0:00 82.35 25.81 47.06