Kampung Siaga Bencana Study Report: Lessons Learned and Good Practices – Indonesia

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This report is commissioned by the Ministry of Social Affairs (MoSA) of the Republic of Indonesia to deepen the understanding of the different contexts faced by Disaster Resilient Villages (Kampung Siaga Bencana/KSB) across Indonesia. As challenges are explored, best practices are also identified with the intention of replicating and developing them further in other areas. The findings of this study should be used to build KSB’s capacity and ensure greater sustainability.
This report finds that ingredients such as permanence, effectiveness, ownership, adaptability, inclusiveness, enabling policy environment, capacity, culture, funding and accountability (key areas proposed by the Global Network of Civil Society Organizations for Disaster Reduction) are applicable to KSBs.
The report addresses these areas and identifies best practices, challenges and lessons learned related to CSKs. The main conclusions are elaborated as follows:

1. Legal status and local government support play an important role in ensuring that KSBs remain in the community. The study reveals that KSBs that are legally recognized (normally by issuing an edict/Surah Keputusan) have a longer lasting presence and funding base. Many KSBs see the long-term role of government in guiding and supporting them as an equally important factor contributing to sustainability. The KSBs have expressed their hope that government support will not diminish once the KSB is established. Although the definition of “support” may differ from one KSB to another, the majority of KSBs refer to “support” as a means of appreciating and recognizing the work of KSBs.

2. The importance of proper selection of villages when establishing KSBs and the ability to establish a strong network of disaster management actors will enhance the effectiveness of KSBs. The characteristics of the selected successful villages are as follows:
   Strong motivation, previous experiences in running similar organizations and strong village leadership. CSKs with one or all of these characteristics are generally able to continue their activities and overcome difficulties. In addition, the ability of CSKs to foster beneficial networks with people and organizations working in the field of disaster management will further advance the activities of CSKs.

3. Ownership reflected in community buy-in is important to ensure sustainability.
   Ownership often translates into strong leadership, selection of appropriate members to manage the KSB and use of local resources. Strong leadership can help resolve conflicts within KSBs and provide moral support, as well as ensure the legality for KSBs to conduct their business. When establishing the KSB, the selection of key members to lead the process is essential. The use of communities’ own resources for disaster management activities is also considered an integral part.

4. In the absence of disaster response, KSB should focus on disaster preparedness activities. Another aspect to ensure the adaptability of KSB is to promote innovations in KSB activities. These innovations are usually unique to their natural context which will facilitate the implementation of KSBs. These innovations have proven not only to sustain the CSKs, but also to strengthen the community identity of the CSKs. In some areas, KSBs are not only seen as disaster responders and disaster management experts, but are also seen as a resource for other community issues. Through innovations, KSBs can create potential economic activities that benefit not only the community, but also its members.