Museum Negeri NTB, Post EQ 2018

Improving Museum Role on Public Education and Awareness:

Case Study of Museum Negeri NTB

by Yuniarti Wahyuningtyas

A. Background on Museum Negeri NTB (State Museum NTB)

As per April 2019, i am hired by UNDP as their Community Mobilization Officer to support the rehabilitation and reconstruction project in Mataram, NTB. Like any other of field assignments that i have taken, i usually spent few days adapting with the local settings and mingle with the communities. There was a traditional idiom in our country known as "Dimana Bumi Dipijak, Disitu Langit Dijunjung", in other words is where ever we go, we have to respect the local traditions.  I have managed to install GoJek App (as a Criminologist/DRR Practitioner/Defense Contrator, i believe that social media and application have the tendencies ruins the social construction of our societies, so yeah i am a bit old school when comes to the apps, but not anti tech-since i am good at web design, mapping, etc), found guest house to crash in for few days, and more permanent place or studio apartment room for settle in. 

When i got assignment in the field office, my first destination would be visiting their local museum. So here i am at Mataram City, West Nusa Tenggara (NTB) for 6 months assignment and onward (hopefully). There is only 1 museum in this city, which is the Museum Negeri NTB. The museum is located in Jalan Panji Tilar Negara No.6, Mataram (8'584799'S, 116'085947'E), and it was launched in 2000 under the management of Education and Tourism Bureau of NTB Province. The museum has its vision  as the information window for  knowledge and science. Its missions are: 1) to collect, research, maintain, preserve, and display cultural and scientific artifacts, 2) to introduce and disseminate the cultural and scientific artifacts, 3) to provide assistant on cultural education and presenting creative artifacts with cultural and scientific values, and 4) to manage library and scientific research documentation, as well administrative matters. 

The museum has around 50 staff and 35 out of the staff are civil servants. There is no museum specialist, historian, curator, librarian or any other technical experts in this museum. Most of the staff are generalist. No training have been provided by the national or local government to improve the capacity of the museum staff. The museum also does not have special and specific program that are developed to increase the visitors and attracts interest of particular donor or partner. Most of the program are in line and supporting the national and local governments program. 

In front of the Permanent Exhibition Building

The museum entry fee cost 4,000 IDR or around 25 cents. There are 5 building blocks around the museum compound, which include: the permanent exhibition room, the temporary exhibition room, the auditorium room (which is being reconstructed due to major EQ  2018), the secretariat room, and the storage room. The room that is fully functioned so far is the permanent exhibition room with total width 340m that is divided into 2 parts: The Permanent Exhibition 1 and Permanent Exhibition II. 

Map of the Museum Compound

B. The Museum Negeri NTB Collection

As the museum is categorized as General Museum, means that the collections that are displayed in the museum are general, mostly represent the culture and tradition of NTB. In total the museum has around 7,698 collections that are classified into 10 types of collections: geological, biological, ethnographically, archaeological, historical, numismatic, philological, keramology, technology, and art. From thousands collections, only 10% out of them that are displayed in the museum. The theme of the permanent exhibition is "Natural and Cultural Heritage as the source of History and Science". 

At the Permanent Exhibition Room, which is divided into 2 parts, the collections that are displayed represented several sub-themes, include:

1. The Permanent Exhibition I: 

a. The Natural Potential of NTB - in here you can find explanation on the geological and volcanology of NTB. There are some example of rocks and soils, as well display of Rinjani and Tambora Mountains. 

The Permanent Exhibition 1 -Natural Potential of NTB

b. An Introduction to Flora and Fauna of NTB - in this corner, you can find specific species in NTB that are taxidermy. If you bring your kids with you, they will amaze with the preserved alligator in the middle of the room :) 

The Permanent Exhibition I -Flora and Fauna NTB

2. The Permanent Exhibition II:

a. The History of Struggle of NTB Society - the collections consist of tradition weaponry and war map. The one that attracted me most is the medieval chainmail shirt that reminded me of the Knight Templar since it looks similar to it.

chainmail, helmet, and remaining rifle

b. Knowing and Understanding The Language and Written Alphabets of NTB - in this corner, you will find the traditional script that is using in the NTB, as well some ancient writing tools

The traditional script in NTB is influenced by many other traditions in the same island, as well Arabic

c. The Society Economic System - NTB, like most of the areas in Indonesia, the communities are depending their livelihood from agriculture and fisheries. In this part of the museum corner, you can find a diorama that described the living condition of the traditional fishermen.

It can look real at night

d. The Development of Equipment and Technology in NTB - the collection in this part of the museum shows various types and techniques in developing their craft, including traditional weaponry.

Diorama of local community who are making traditional sword 

e. Arts as Medium for Entertainment, Creativity, and Information - various arts represented NTB can be found here, such as wooden horse, shadow puppet, etc.

wooden horse or known as Jaran Praja, which is used as part of the traditional dance played by the boys

f. The History of Religion and Belief - In every countries you can always find Saman, hHealer, Sorcerer, Witch or others. Same like in other place, in NTB, the ancient communities were influenced with the traditional belief or dynamism and animism. You can find some of the crafts that were using for the ritual as part of the display

g. Traditional Ritual as Manifestation of Local wisdom and Instilling of Social and Cultural Values - various ethnics clothes and their traditional or local crafts are also part of the exhibition. Surprisingly in some of the display, if you keep your eyes wide open, you will find old jewels made from gold that are also display here.

Guess which bride costume that have jewels made from gold?

In the Permanent Exhibition II there is a special room named Khasanah Room. This room stored master pieces collections or heritages treasures from Bima Sultanate, Dompu Sultanate, Sumbawa Sultanate, and Bali Kingdom that located in Lombok. The collections in this room are all original and made from pure golds or a mix between it. It was closed during the time i visited the museum due to rehabilitation post EQ. Despite the fact that the room stored precious and high valuable items, yet the security measure is loose. The entry door to the collection room is protected only with cell door. No alarm, CCTV, nor heat censor that can prevent any thieves from stealing. 

Khasanah Room - Heritage Collection made from gold and other high value materials, originate from the Sultanates

C. Museum Construction and Risk Reduction

Physical Condition of Museum Post Earthquake 6.4 SCR

I am not an engineer, however once you look at the museum wall, you will realize that the building is sturdy. The damages caused by the 6.4 SCR EQ on July 2018 had effected other parts of the museum compound, such as auditorium and few part of museum roofing. Some reconstruction works are being done that is expected to be completed on June 2019. The reconstruction cost is covered by the Ministry of Public Works and People Settlement, post EQ an assessment on damages was done by the ministry with the Government of Australia. Despite the reconstruction process, in overall the museum looks pretty clean. 

Security of Interior, Exterior, Lighting, and Facilities of the Museum

The lighting inside the museum is quite dark, the air conditioners are on but not cold, and some cables are spreading around hanging above the ceiling. All collection are stored inside glass wooden boxes, well preserve, but the placement of collection boxes are scattered. There are several medium size fire extinguisher which are hanged in the wall. They look heavy and in case of fire, it would be difficult for the staff to pull them out the wall. No sign of evacuation map, or assembly point found in inside or outside the museum. There are some tags from the collections that are missing, such as the canon, in front of the permanent exhibition building. In regards to the high value from several collections, it would be necessary to install CCTV, alarm, or censor. Surely we do not want another case of gold collections missing, like the ones that happened in 2010 in Museum Sonobudoyo.

Disaster Risk Management of Museum

As the museum is prone to various disasters, such as fire and earthquake, therefore disaster risk management plan and the emergency SOP should be developed, the staff should be well trained, drill and simulation should also be conducted, and the public visitors should be raised their awareness in securing and maintain the collections. As the collections of the museum are not moving objects, the staff need to be more proactive in guiding the visitors, no need to ask them whether they want to be guided or not. several objects, such as diorama, warfare corner, and geological sub-theme can be improved by using technology, such as audio visual, augmentation reality, and others. The museum can also opens its own souvenir shops as well cafe that can offer and provide range of traditional foods and merchandise. It can be operated as One Stop Centre. However, based on the brief discussion that i had with Mr Hubert or Ubet, it seems that budget is the main problem for the museum to implement and improve its performance. Another reason, is also related to the ownership of the museum at the high level managerial. 

Conclusion and Recommendation

Beside all issues identified above, the museum also needs to attract more visitors (the number of visitor during the peak season after the school test can reach about 2,000-3,000 visitors per month or 75,000/year, or only 0.30% compare to National Museum Jakarta with 240,000 visitors per year). When i went there, there were only a group of family and myself that were touring inside the museum. Some activity such as drawing competition, museum roadshow, and tradition costume competition have been done as strategies to attract them. However, it would be necessary to gain support from international partner for further improvement of the museum and its staff. Night at Museum, Museum Vlog, and Museum Application are the easiest and simplest ways that can be used as starting points to another intervention. Surely these kind of activities can gain interest from national and local partner, including private sectors.

Sadly not all people interest in museum, art or culture, after  spending 3 days in NTB i notice that most of the people have more interest on culinary or beach. Through this blog, i wish that you can help the Museum Negeri NTB in small or big kind of way. 

For more details about the museum:

Website: https://museumnegerintb.com

Email: museumntb@gmail.com

Instagram: @museumntb

Twitter@museumntb

Facebook: Museum Negeri Provinsi NTB

Contact Person: Mr Hubert (+6282147820056/+62370 632159)

Learning from Youth Experiences

Building Career from Community Works

by Yuniarti Wahyuningtyas

Nerve wrecking and barely could close my eyes...i will take a written test tomorrow that will determine my next future career...an old memory flashed in front of my eyes. January 1988, big flood in Jakarta. I remember my mom held my hand tightly as we passed the ladder to the higher floor of somebody house (or building)...it was dark, humid, and full with people who looked anxious and tried to calm themselves and people near them. I heard a loud sound of fan, a sound of helicopter whirring approached the floor where we were. I searched for my dad, my mom said we were going to meet him soon, a man guided us and flew we go to the air. 

That is the real story and reason why i decided to work in Humanitarian Sector, despite the fact that most of our families did not support it and commented most of the time "how can you earn the living by doing a good Samaritan work?", even "Is it a job?". Well, i proved that they were wrong after all. 15 years of building career in various NGOs, INGOs, and UN Agencies have teaches me a good lesson about kindness, caring, and trying to restrain ego and selfishness. I realize the importance thing in this life in order to make it balance is about sharing the goods, fortune, and giving opportunity to others.

At a very young age, i was elected to become a Youth Leader in my community and managed nearly more than 60 youths in the neighborhood. As the youngest leader ever been elected (i was 17 years old and was still in my Senior High), i was forced to see the reality of life. Instead of enjoying my youth and having the greatest time of my life (so they say), i had to be a role model for the others. Be the smartest, fastest, highest, and learnt to be a perfectionist (which is impossible, yet somehow learn to become excellence). Drug abuse, unwanted pregnancy, domestic violence, unemployment, and poverty had become my daily consummated problems that i have to solve and manage. My house opened for 24 hours for any neighbors or youths that wanted to consult or seek any advise on these, and at that time i was just a nerdy 17 years old girl that was given the mandate to take the leadership in the community.

I realize than that a real actions were needed to cover the issues. So briefly, these were the "programs" that we (as a team with a bunch of other youths, of course) implemented in our community:

1. Sport (Basketball, cross country)

2. Gathering (collective fund, picnic, BBQ Party)

3. Seasonal events (independence day, women day, new year eve)

Pactically, these activities above were to ensure that the youth are respected, given opportunity to explore their interests, developing strong bond between the groups, and keep them busy to reduce the negative impacts from outside influences. 

It is not always easy to have the programs done, for instance: establishing a basketball court and team in the  neighborhood. Looking through my personal experience in my own neighborhood, where we only have few empty space to construct basketball field in the complex (Note that the only available space is a sharing field in size 15m x 25m that is also used for  Volley and Badminton), the youth has to figure out how to implement their program. Through an intense discussion and meetings with the youth group and local leaders, the other option was to build our own field in the bottom of the creek and near the river. In order to do that, along with the other youth, we have to do some extra works and sacrifice our time and money, includes: willingness to donate my own basketball ring , re-use an abandon phone cable pole for the foundation, working as our own labor for constructing the field, and encourage the youth to do community works (selling cookies door to door, collecting fund from the community, and helping the neighborhood accountant; who does all the financial works of community expenses-for a small fee rewards)...and after 3 months intensively done all of the works above, we finally  had our own basketball field, which now turn into a community swimming pool (still with the help of the youth too).

Taking the lesson from the Youth in the neighborhood, i learnt that the valuable resource that we can rely to improve their capacity is on their team work. So in 2008, with few of friends who were joined force in the student regiment, we established a program named Emergency Response Training Course. This course provides opportunity for the university students or youth to learn about disaster response and on how they can contribute to response in disaster situation. Until now, 2018, there already 5 courses have been done so far, with approximately 150 youth were trained. The course curriculum can be seen in the picture below:

When i was given the chance to handle a project on education in emergencies, a colleague approached me and asked for a solution to resolve conflict between school youth and on how to rebuild their unity. This was happened in 2013, when we decided to bring the training for the senior high schools and vocational high schools students to a traditional community where they had to live and mingle with the communities, as well developed their bonding and capacity. This was a so called peace building program for them. 

I will say that i am proud of the youth that i have assisted, especially for those who share same interest and passion in humanitarian work. I wish that there will be more young people who can take the lead in this sector that work based on their heart and mind, not triggered by how much money that they can get.

Disaster Education in Indonesia, Beyond Challenge and Opportunity

Disaster Education in Indonesia, Beyond Challenge and Opportunity

By Yuniarti Wahyuningtyas

Indonesia is one of the developed countries in the world that is well known for its experiences in dealing with multi disaster events. This  is triggered by its geographic and socio-economic conditions that make it vulnerable to various hazards. GFDRR ranks Indonesia as 12th among countries at relatively high mortalities risks from multi hazards[1]. Earthquakes, tsunamis, volcanoes, landslides, floods and droughts, all have an impact on Indonesian populations, infrastructures and economies. Located in the ring of fire, Indonesia is one of the most vulnerable countries for geology-related disasters. Volcanoes, earthquakes and tsunamis frequently occur in Indonesia. For the last 10 years, medium to big scale earthquakes with significant losses and damages often happened.

In term of disaster management, Indonesia is one of the signatory of Hyogo Framework 2005 and also its President is awarded for Disaster Risk Reduction Championship by UNISDR,for its significant works in improving disaster management in Indonesia. This achievement is resulted from the rapid growing of national policies and regulations that are institutionalized disaster management as part government priorities. These policies and regulations, including: the publishment of Disaster Management Law Number 24 Year 2007, the establishment of disaster management agency through Presidential Regulation Number 8 Year 2008, and the complimentary regulations on disaster funding and aid relief, role of international organization on disaster management, and ?. The National Disaster Management Agency, hereinafter known as 0 BNPB also published 2 national plan on disaster amangement, which are Natioanl Plan on Disaster Management or NPDM and National Action Plan on DRR or NAP-DRR. Furthermore, recently, Government of Indonesia has also created more than 400 BPBDs (Provincial and District Disaster Management Agency) at province and district level. Unfortunately the quality of most BPBDs at district level is still weak, and they are not ready yet for emergency preparedness and response.

Though function of BNPB and BPBD is for coordinator for disaster management, several technical ministries including Ministry of Education assumed that disaster management is responsibility of BNPB. Therefore, disaster management has not been prioritized by technical ministries such as Education ministry.

Disaster events that happened in Indonesia not just damaged the houses, but also public facilities, including: worship places, health facilities and schools. As for schools, according to the data from BNPB shows the following number of schools that were affected by disasters:

Table 1 Number of Schools Damaged from Major Disaster Events[2]

No	Disaster Event	Year	#  Damaged Schools
1	Aceh Earthquake and Tsunami	2004	750
2	Yogyakarta Earthquake	2006	2,900
3	West Java Earthquake	2009	2,091
4	West Sumatera Earthquake	2009	1,917
5	Earthquake Mentawai	2010	7

The number that is shown on the table above excludes the small scale disasters that are frequently happened across Indonesia and damaged the school infrastructures and buildings.

National Disaster Management Agency recognized that they need to improve disaster management for education. Four out of seven priorities of program number 3 in the National Disaster Management Plan (Research, Education and Training) are closely related to capacity development for schools. They are: 1) Integrating disaster management knowledge into school curriculum; 2) Implementing disaster preparedness program in schools; 3) Capacity building for disaster education; and 4) Learning and knowledge sharing between region and with other countries. Focus priorities and their indicative budget are as follows:

Table Focus Priorities and Indicative Budget (Source: Annex – National Disaster Management Plan 2010-2014, BNPB 2010)

PRIORITIES	TARGET	MAIN INSTITUTIONS	INDICATIVE BUDGET (RP)
3.3. Integrating disaster management knowledge into school curriculum	School curriculum in national and regional level incorporate disaster Ministry of National		5 billion
	Education
	management materials.
3.4. Implementing disaster preparedness program in schools.	275 disaster-prepared schools in 275 districts/cities implement disaster preparedness programs.	Ministry of National Education	5.5 billion
3.5. Capacity building for disaster education	Training for 4000 teachers and community figures in 33 provinces	Ministry of National Education	20 billion
3.6. Learning and knowledge sharing between region and with other countries	Five annual National CBDRM Workshops; International Workshops (once every two years)	BNPB	10 billion

Though BNPB has developed their strategy, it is difficult for them to implement it as they don’t have authorization to push education ministry and schools to deliver the program. Autonomy and decentralization have a significant impact on relationship across ministries and across national to provincial and regional level. Districts and schools are given more autonomy and Ministry of Education adopts School based management approach. School based management aimed to improve school quality, based on national education policies and regulations.

School-based management is a school management model which gives greater autonomy to school, in terms of authority and responsibility. In School based management, school is given authority and responsibility to make necessary decisions to better meet the needs and capacity of local community, stakeholders, and the school itself. The education system is relatively decentralized and there is a certain amount of flexibility in how to deliver at a local level. Decentralization in education refers to transfers of decision-making authority, which encourage bottom-up approach and community participation. Main characteristic of decentralization in education is the involvement of parents and community in determining education policies. These two components work together with school to plan and solve education problems, and to improve education quality.Therefore, it is necessary to approach schools and authority such as BPBD and Ministry of Education at district level.

On the other hand, few stakeholders from local to international agencies support implementation disaster management in Education. Some of them are registered in different initiatives and different ministries/department. Not all of them are registered with Ministry of Education. For a moment, though they are inactive, most of the agencies are member of at least 3 initiatives, these include: the Education Cluster, The Consortium for Disaster Education (CDE), and  the National Secretariat for Safe School. Education Cluster as one of the IASC clusters is co-led by UNICEF and Save the Children. Its core activities are not limited to provide education services during emergency, but also to improve and strengthen the government and non-government agencies for better preparedness. Its field of works covers : response, coordination, capacity building, knowledge development and Information management. Currently It has 17 members, including BNPB, Ministry of Education and Cultural, and Ministry of Religion Affairs, also UN Agency, International, National, and local NGOs. In term of preparedness and capacity building, the education cluster through its co-leads and members have conducted several activities to support the implementation of education in emergencies and ensuring that it is part of national and local government priorities. 

Save the Children, as the co-lead for Education Clusters, recently implemented Education in emergencies Capacity Building (EIE-CB) Project that was implemented in 9 Asia and Pacific Countries, including: Bangladesh, Fiji, Indonesia, Myanmar, Philipine, Solomon, Timur Leste, Vietnam, and Vanuatu. For Indonesia, this project was implemented for 3 years, since 2011 to 2013 and it is an honor for me to take the lead for the project during its end period. The EiE CB was intended to strengthen the capacity of government and non-government agencies for better preparedness in emergencies, as well providing the capacity for Save the Children to provide the Last Resort. This project at first was developed with strong partnership with UNICEF, yet due to the time constraint, Save the Children took the lead in approaching the government as well to improve the Education Cluster members' skills and knowledge through training and dissemination information. 

In its last year of the project implementation, Save the Children has conducted various trainings (Education in Emergencies Minimum Standard, Front Line Responder, Education in Emergencies, and School Disaster Management), also organized various dialogues and public awareness on School Disaster Management with coverage areas, including: Jakarta, East Java, NTB and NTT. Simultaneously, this project also provided technical assistance to Ministry of Education and Cultural, BPBD and also Ministry of Coastal and Fisheries. One of the framework that was used as a standpoint for the EiE CB Project implementation was the Comprehensive School Safety Framework. This framework  was developed by UNICEF, UNESCO, WB-GFDRR, Save the Children (SCI) and Plan International to support a Global Alliance for Comprehensive School Safety, to develop normative guidance and models to support scale-up school safety, based on the three-pillar of Comprehensive School Safety Framework. These pillars, include: safe school facilities, school disaster management, and education risk reduction. Save the Children through its EiE-CB Project was mainly focused on School Disaster Management, whereas a combination for improving disaster and education planning, as well as their capacity. With only 9 months left, i managed to implemented 5 trainings, 1 socialization event, 2 public workshops, and 1 consultative workshop, also involved actively in providing technical assistance to NDMO, MoEC, MoCaF,and several province authorities. 

The activities that i had last years were excited, thrilling, also funtastic. I have an opportunity to promote disaster education to nation wide and also to visit several provincea in eastern part of Indonesia. With assistance and help from 2 interns, and 1 senior consultant, i am grateful that this project ended well, with all of its report shared to partners and public and even managed to have the evaluation meeting near the end of its perid. some lesson learnt that i want to highlight here is that no matter how short of your project period or limited fund that you have, it is very important to be open to public about your project and develop strong partnership with different agencoes at national and provincial levels.these will help you to absorb the fund wisely and of course as part of public transparancy and accountability, also it is very important to have a good communication and reporting, because nevertheless a good project is a project that can give influence and lesson to others. One thing that i regret was that the lack support from the internal management of organization that fail to meet with the sustainable plan of this project. there were supposed to be a strong team  that can develop this model and replicate it to another project, instead the organization only offered consultant position to wrap up the donor report. Until now, i am still hoping that there will be another great opportunity is given to continue the lesson that this project has resulted within 3 yeqrs of its implementation with more tangible output and reach more vulnerable groups as its beneficieries.

[1] hbe rttp://www.unisdr.org/files/14757_6thCGCountryProgramSummaries1.pdf

[2] Taken from Fact Sheet of  National Secretariat of Safe School, March 2013

Humanitarian Workers and Practitioners, Between Humanity and Professionalism

Humanitarian Workers and Practitioners, Between Humanity and Professionalism

By Yuniarti Wahyuningtyas

For some people that know me well, I am not a typical kind of person who stay working in the same organization for quite some time, instead I keep changing organizations and designations. For others, they might think "she did not get satisfying salary and benefit or she probably involved in internal conflict and unable to cope with the working environment"...Well, they can judge and preassume a lot things about me, but 1 thing for sure and I would like to highlight about this "I keep my idealism high by trying to avoid into conflicts, personal interest and try to do my very best to keep honesty as part of works".  

Working in Humanitarian Sector is definately temptating for most people, imigine how much salary and benefit that they receive, also opportunity for self development, travel outside province or oversea, also a lot doors of happiness and joy are open for them through career development that they build years. But honestly speaking, I notice that more and more of these humanitarian workers or practitioners start to lose their humanity, instead they hide behind the term of "professionalism" to gain more and more money for their own pockets. Even there was a time when 1 of these workers and/or practitioners taught me how to play or game the system or literary speaking abusing the power or authorities to benefit the others in order to secure our jobs or position and also smoothing the project. Or in other word, using criminology term it refers to Fraud or Manipulation.I would say that it was actually shocking me realizing how actually people in line of my work can become so greedy sometimes. Even, this person also explained that it is a professional thing to do paying for other INGOs or UNs workers for their skills and knowledge contribution instead of having the same efforts to build the vision and mission to improve the capacity, reduce risks and other objectives that we, as part of the humanitarian agencies want to achieve them for our beneficieries or in the name of people safety and welfare.

As time goes by and I have the opportunity to extend my network and socialize with different groups, I realize that person, is not the only deviant that exist in humanitarian sector, many people are considered as the new players begin to destruct the humanitarian system and even violate the code of conduct, for instance gaining members support to support the existing party with hidden for the sake of improving the government political concern in one of development sector initiatives. For some people who came from local community development root, where they build their career from a very lower level, it does really frustating and somehow immediate change your perception about the means of humanitarianism. If we look into the definition of humanitarianism, as I quote "it is an ethic of kindness, benevolance and sympathy extended universally and imparsially to all human beings", which by all means that these acts should be applied by all humanitarian actors, include workers and practitioners without questioning about what would they get as in return. 

Universally, the humanitarianism began in between 18 to 19 centuries, when it main objectives were to improve the condition of labor and protection againts slavery, also to provide medical services for the wounded soldiers and people who were affected by war. These objectives were then developed to put more attention to development issues and social welfare, such as poverty, food insecurity, education, water and sanitation, and disasters. Moreover, humanitarian was  no longer government business instead it becomes everyone business. Starting from the establishment of  Red Cross to Voluntary Movement, more people engage and contribute in improving the work of humanitarian sector.Historical record shows that at least there were 9 global events that shaped humanitarian sector, which were: The Battle of Solferino (1859), The World War II (1945), The Biafran Airlift (1967), The Euthopian Famine and Sudanese War (1983), The Rwanda Genocide (1994), The Canal Hotel Bombing (2003), The Indian Ocean Tsunami (2004), and The Haiti Earthquake (2010). Within these period of time, the first 3 humanitarian agencies established; Red Cross, CARE, and MSF, which then triggered the establishment of other humanitariab agencies.

By understanding the basic concept of humanitarianism and its historical timeline above, humanitarian agencies began to establish across the countries all around the world, particularly in Europe in order to deliver the humanitarian service accordingly and for better management of the aid relief itself. Some agencies are born through volunteering group of people that gather their money and provide social servica based on each of individual capacity, skill and knowledge. Other agencies came from a philantrophy group or charity foundation.In those days, we hardly recognize the people as humanitarian workers or practitioners or even professionals. Most of them consider them as volunteers or social or charity workers, some of the humanitarian actors pioneer, such as Henry Dunant, Florence Nightingale, and Mahatma Gandhi.these are referring to persons who are freely take part in organization to do some tasks without paid. In someways, the concept of humanitarian worker is shifted when organizationsrt to offer them some fees for their meals and transportation.

Due to the high demand for volunteers or social or charity workers and limited number of people that were able to share their time for social humanitarian activities due to their priorities of works and occupations, the organizations began to  look for fully committed personel that enable to spend most of their time to deliver the social services and the organization's asks to meet with the output that was identified at that time was to serve more people or target groups, by alleviating their suffering and fulfilling their basic needs and protecting their rights.Right now, humanitarian workers are easy to find across the countries, yet not all have a good qualification and morality as humanitarian actors or practitioners. Some of them work for helping others and passionate with the concept of humanity and voluntarism, and most of them only work to pursue the high salary, good image and chances to travel around countries. If people ask to me, what would be the qualifications that are required by someone to work as humanitarian workers? I would say; sincerity, passion, honesty, and commitment. By sincere in doing the humanitarian works, all burden and obstacle can be managed. Through our passion, we can trigger others to do kindness. Honesty can set us as an example to others to avoid potential crimes, and commitment can be our strength in receiving supports from others.


As I have worked with many people across agencies, I notice that some people in humanitarian sector have lost their moral and humanity, I have heard many of them complaining about their salary, benefit and feeling insecure with their contract work. I understand that they earn their living by working in humanitarian organizations or agencies, like myself, but still it is not a justification for them to be greedy, cheat or imposter. If only they realize that what they are doing by helping others is a noble and graceful thing to do for the sake of humanity. Eventually God will protects them and their family and ahow them the way to goodness, without no more complaining regarding to their works. Hence, I remember in St Angela Merici'footsteps " Take a look around you. Instead of just driving or walking without paying attention today, open your eyes to the needs you see along the way. What people do you notice who need help but who are not being helped?what are their true needs?make a commitment to help them in some way". In the end, I hope for those humanitarian workers out there to have more dignity to their self and people that they assist, without selling the misery, tears and suffers of these people for their own benefit.

Flood Management in Urban City of DKI Jakarta

Flood Management in Urban City of DKI Jakarta

By Yuniarti Wahyuningtiyas

I start to write this article when Jakarta is hit with another flood early this year 2014. I had a hint that there will be another flooding happen in this city and i have given my prediction since early December 2013, but surely at that time, most people were uncertainty that there would not be another flooding happened within series of years. Furthermore,  I have written several articles on Flood Management since most of my work experiences were focusing on flood, as I was also one of the certified practitioners on flood management from WMO (World Metereology Organization). In order to understand the flood that continously happens in Jakarta I would elaborate some explanations on the causes of the flood in this area.

Flood Causes in DKI Jakarta Province

DKI Jakarta is one of disaster province in Indonesia. It is well known for its multi hazards, include: flood, fire, and earthquake. Yet, above all, flood is the utmost frequent hazard that ever happened in this province, especially during the rainy season. There are two main causes of this hazards, as following:

a. Nature Factors

There are several nature factors that underly the cause of flood in DKI Jakarta, these include:

1. Nearly half of DKI Jakarta Province or around 40% froom the whole area, which is 650Km², 24.000Ha among them are considered as low lands, for instance areas in North Jakarta;  Sungai Bambu, Papanggo, Warakas, etc, in which the ground level is lower the sea level. ± 9.000Ha have already well managed by the Provincial government of DKI Jakarta

2.  DKI Jakarta Province is streamed by 13 rivers, include: Cakung, Jati Kramat, Buaran, Sunter, Cipinang, Baru Timur, Ciliwung, Baru Barat, Krukut, Grogol, Pesanggrahan, Angke, and Mookervart. All of these rivers are the primary channel that patch the water flow from the secondary channel/city drainageyh system

3. DKI Jakarta area contour that is not supporting the drainage system that even the water flow, so it often causes inundate, and even flood during the rainy season, particularly in West, North, and East Jakarta, since the water is not able to flow gravitate.

b. Human Factors

human factors are also considered as the triggered causes of flood. In Jakarta, the human factors that contribute in resulting the hazard, include:

1. Lack of community discipline, caused by:

- Illegal settlements that are built along the rivers, which effected the rivers become narrow

- Lack of people awareness on waste management, in which they often throw rubbish into the rivers and make the rivers narrow and hindering the water flows.

2. Physical development that is growing fast in Jakarta and Bogor that cause the water streaming is bigger than the water reservoir, and altso the lands that have been built by buildings and concrete.

3. Land subsidence, particularly in north part of DKI Jakarta, due to major excess of resource and industrial activities ongoing.

Government Policy in Flood Management

In regards to the flood management policy and program in DKI Jakarta, Provincial Government of DKI Jakarta through its Governor Decree No 96 Year 2002, set up a Disaster Management and IDPs Organization and Framework, this Organization known as Satkorlak DKI Jakarta (Disaster Management and IDPs Coordination Agency). Following the establishment of this Agency, the authorized Governor at that time, issues the Governor Decree No 1230 Year 2002 that stated DM SOP of DKI Jakarta Province. Based on the SOP, the appointed Agency that is taking the responsible in carries out this procedure is Satkorlak PBP DKI Jakarta. This Agency is consisted of provincial government organizations and civil societies, under supervise of Governor of DKI Jakarta, in which the Daily Chairman is the Province Secretary. The Decree also mentions the structure of DM Agency in lower level; include Municipal/City, District, and Sub-district. Meanwhile for DM Agency in Village level is arranged based on Decree No 96 Year 2003.

            Due to reformation in the DKI Jakarta provincial government bodies, the role of disaster management was handed over from Satkorlak PBP to Provincial Fire Brigade in 2009, based on Provincial Regulation (PERDA) Number 10 Year 2008. Yet, this status only lasted for a year, which then in 2010, the provincial government set up Provincial BPBD or Region Disaster Management Agency which is appointed directly to handle and manage the work and progress on disaster management in DKI Jakarta, following the establishment of the same body in other provinces throughout the regions.

            

Shifting Response to Preparedness-Mitigation

As disaster prone areas and high risks affected, communities of DKI Jakarta have suffered from multi disasters for many years, particularly them who live in densely populated area, whereas many socio-economic problems are existed. Based on data from DM Post of Department of Public Work, for period 2005-2006 (per 31 December 2006), there were 9 disaster events (4 whirlwinds, 3 floods, 1 landslide, and 1 earthquake) occurred in DKI Jakarta. The effects were: 3 people died, 1210 IDPs, 500 houses inundated, 13 houses collapsed and 75 dykes damaged. Meanwhile, the facts gathered from Bakornas PBP (now BNPB) and Bappenas (National Development Planning Agency) describe that at least there were 39 flood events occured within last 7 years past, with the recent flood in 2007 was as greatest as the ones that happened on 1621, 1654, 1918, 1942, 1976, 1996, and 2002. 
The flood event that occured in 2007 inudated nearly 70% of the total areas in Jakarta with water level height reach 20 to 500 cm. The impact of this disaster has affected 80 people died and material loss IDR 5,16 trilion. As for the flood that happened in 2013, it affected 90,582 people (23,675 HH) and inundated 186 villages. Meanwhile for the current flood that happened early this year, has affected 134,662 people (38,672 HH) and inundated 100 villages. Based on the significant number of losses, casualties, and damages, shows that even a megacity such as DKI Jakarta is still weak in term of the government capacities in respond to disasters. Yet, some activities in Provincial level show some improvement of government preparedness, and also increasing of communities’ awareness on disasters, particularly flood.

Nevertheless, the DKI Jakarta Provincial Government has started to improve its preparedness and community awareness through its program. One of its example is by organizing an annual event of Disaster Awareness Week, an event that consists of exhibition, simulation, workshop and training related to known disasters in this Province, include: fire, conflict, flood, and earthquake. This event has been held at least 4 times within last 4 years. Although it considers as a great event, only a few civil society, include NGOs and Private Sectors that know or participate in this occasion due to lack of information that is not well informed by the Provincial Government of DKI Jakarta. The main target of this event itself is the government agencies in Municipal/City, includes: PMI (Indonesian Red Cross), Armed Force, Police Department, Fire Brigade, and few NGOs and Private Sectors that are close relation to the Provincial Government.

Other flood management program that is developed by the provincial government is the development of East and West Canal Flood. This is a major structural mitigation project that is believed can solve the problem on flood in Jakarta. This project has been developed by DKI Jakarta Government that led by the Ministry of Public Works since years ago, in 1973 to be exactly. This blue print of the masterplan for drainage and flood control was developed by a Netherland Engineering Consultant, NEDECO that is a close partner of the Ministry of Public Works that have been hired several times to conduct various studies related to flood and drainage system.
The Master Plan for Flood and Drainage System that was produced in 1973 outline several points, as following:
1. The interception of flood flows from all rivers before entering lowland areas by two floodways, the Western Canal Floodway to intercept the flood flows from Krukut, Cideng, Ciliwung, Grogol, Sekretaris, and Angke Rivers. Meanwhile for the East Canal Floodway, it was aimed to intercept all other remaining rivers (Cipinang, Sunter, Buaran, Jatikramat and Cakung). The floodways were planned to contain 100-year floods, i.e. 290-525 m3/sec for the Western Floodway and 101-340 m3/sec for the Eastern Floodway.  
2. The areas that are located downstream of these  two floodways were divided into six drainage zones covering about 240 km2. Most of the land (about 150 km2) with elevation of less than 2 metres was considered as polders, and the rest treated as gravity drainage areas. 
3. The Pumps and reservoirs would release flood water from the polders. The existing old river channels were considered as primary drainage, and designed to contain 25-year floods.  
Following the development of this master plan, there are some problems that need to be solved to improve the flood management as well in supporting the successfull of the  implementation of this plan, these include:
1. Spatial Planning
The issue on Spatial Planning, mainly consist of the limitation of the availability of green areas due to the rapid growing of infrastructure development. This might be the impact from the weak of building regulation which is inconsistent with the government development blue print. Other issue is on the construction of the flood barriers in the urban setting to reduce the impact of flooding in the community settlement around floodplain.
2. Urban Drainage System
In the context of urban drainage system, there are some elements that influence the effectiveness of it, such as law enforcement of the forest regulation in order to minimize deforestation in the upperstream area in Bogor that unable to control the flood flows to downstream of Jakarta,  river basin management which is protection, improvement and sustainable use of the water environment, includes surface freshwaters (lakes, streams and rivers), groundwater, and ecosystem (wetland, estuaries and coastal water), watershed design which include design of drainage from supply, runoff to utilization, solid dumping that caused by human behavior due to lack of awareness on managing waste that caused sedimentation on river, institutional regulation that managing them itself and flood protection standard.
3. Land Subsidence
As for the Land Subsidence, it is one of the major factor that becomes the challenge in managing flood in Jakarta. This factor is influenced by urbanization rate that increases due to economic opportunity in the city and enforcement of ground water due to increasing of water demand and use.
4. Sea Rise
Several factors that make sea rise as part of the challenge for the flood management, are because of the lunar, cycle and tide
5. Institutional
Institutional cause that might also influence the effectiveness of the flood management, such as lack of enforcement of groundwater, building coverage, solid waste collection, insufficient funding, lack of coordination.
6. Governance
In term of governance, we ought to see on the overall aspects, from policy to government officials that are appointed and responsible in managing the flood, this might include BPBD and other officials at province and also national level.
As conclusion of this article, the flood management in Jakarta is not a simple task that can be done within 5 or 10 years from now. As based on historical background, it takes more than 4 decades to build the flood plan itself. Even if the plan is implemented and executed, it will take another decades to maintain the flood control and management. The government as the main actor play significant role in ensuring the flood is well managed and all above challenges can be handled accordingly. Therefore there are 4 aspects that need to be put as priority to fulfill the flood management plan, these include managing the environmental, enforce the legal and institutional, and improving social and economic aspect of the flood. Source of information: APFM, NEDECO and other official resources of information