MT. MERAPI
BACKGROUND
The aim of this was to address the chronic increase in vulnerability to loss in the economically less developed countries and since the 1900s almost 100,000 people have died from volcanic eruptions and the follow through effects and every decade an ever greater number of the global population are inhabiting dangerous and active areas as now almost 500 million people worldwide live within potential exposer area of a volcano that has been active within recorded history (Degg, M. R., Chester, D. K. 2005). There are a total of 17 decade volcanoes in the world, and Mount Merapi is among them (Degg, M. R., Chester, D. K. 2005).
Response is both the immediate short term actions undertaken by agencies such as the police, fire and emergency services and the long term actions undertaken by stakeholders that include rebuilding, food, shelter, sanitation etc (Board on Natural Disasters. 1999). But these two factors were not always involved in natural disaster planning. Before the United Nations International Decade for Natural Disaster Reduction, all planning was based around response and relocation (Board on Natural Disasters. 1999). We have since then learned to study both the environmental and economic implications along-side the social, cultural and political (Board on Natural Disasters. 1999). Natural hazards do not only destroy homes and the environment, they also destroy families, livelihoods and resolves (Hansell, A. L., Horwell, C. J., Oppenheimer, C. 2006).
Pagerjurang is a small village located on the southern flank of Mount Merapi, which is a strata-volcano, with a height of 2,980 meters above sea level. Mount Merapi has erupted in 1994, 1997, 1998, 2001, 2006, and the most recent in 2010, where the eruption caused 277 deaths in Yogyakarta Special Region and 109 deaths in Central Java. An “Action Plan for the Rehabilitation and Reconstruction of areas post-Merapi 2010 eruption disaster” meant the rehabilitation and reconstruction of housing and settlements were conducted. And so began community relocation from “Disaster Prone Areas” to safer areas. Relocation was conducted on land owned by the community themselves or on land prepared by the local government and was conducted in stages. Each household was awarded 30 million Rp to cover the cost of the new home facility. Although it is not just about providing a new home for the villagers that have been affected (Degg, M. R., Chester, D. K. 2005).
Yogyakarta is an incredibly special place in the world. Located on the island of Java, Yogyakarta in in the midst of an array of tectonic shifts which surround the archipelago of Indonesia. Indonesia is located in the vicinity of three tectonic plates, the Eurasian plate to the north, Indo-Australian plate to the south and the Pacific plate in the east (CIA Fact Book on Indonesia). The subducting processes between these plates has been deemed the cause for Indonesia’s volatile natural hazards and one of these natural hazard, lies approximately 30km north from Yogyakarta, the educational capital of Indonesia (CIA Fact Book on Indonesia). Indonesia lies on the pacific ring of fire which releases 76% of all annual volcanic energy release. Mount Merapi is a decade volcano, and it was pronounced so because of its secondary characteristics such as lahars, pyroclastic flows, air fall tephra etc. From 1990 through to 2000, the United Nations declared the decade as the United Nations International Decade for Natural Disaster Reduction and the natural disasters were identified as earthquakes, windstorms, tsunamis, floods, landslides, bushfires, grasshopper and locust infestations, drought and desertification and lastly volcanic eruptions (Degg, M. R., Chester, D. K. 2005)
The perception of natural hazards has evolved over the decade of 1990 to 2000, and a significant change has come about in the managing of natural hazards, moving away from the focus on response and recovery to mitigation and preventative actions (Board on Natural Disasters. 1999). The two basic responses that have come about from the United Nations International Decade for Natural Disaster Reduction which are mitigation and response. Mitigation is the actions taken before, during and after the natural disaster occurs to minimize the impacts on an environmental, social, political, economic and cultural level (Board on Natural Disasters. 1999). Mitigation could be avoiding hazards, preparing an evacuation plan, or stockpiling food etc.
DISASTER IMPACT AND IDEA'S
Vulnerability and capacity are two factors that determine the depth of impact in a community. Vulnerability refers to the likelihood to suffer from damage if a natural hazard were to occur, or the condition of a society which makes it possible for a natural phenomenon to become a disaster (Gaillard, J. C., Maceda, E. A., Stasiak, E., Le Berre, I., Espaldon, M. V. O. 2009). Capacity refers to the assets and resources that the community and the individual possess to resist, cope and recover from a disaster if one were to occur (Gaillard, J. C., Maceda, E. A., Stasiak, E., Le Berre, I., Espaldon, M. V. O. 2009). From the information gathered from our excursion to the village of Pagerjurang we were able to determine their potential vulnerability and capacity to mitigate and respond themselves to the natural hazard, Mount Merapi. The population was approximately 305 households, which the majority of the workforce participated in sand mining, dairy and mushroom farming, and some were also civil servants. Most of these occupations rely on the environment that surrounds to be viable. It was promising to see that the community was experimenting in mushroom farming, a new addition to their village. This represented a willingness to divert from the normal occupations and reinvent their livelihoods (Gaillard, J. C., Maceda, E. A., Stasiak, E., Le Berre, I., Espaldon, M. V. O. 2009). As the group discussed this further, the conclusion was drawn that if the community were unwilling to move to decrease their vulnerability, then another way had to be devised. It was agreed that to decrease a community’s vulnerability, one must first increase their capacity to deal with Mount Merapi’s situations. To increase the capacity, the livelihoods must either change or grow from the small scale agriculture and mining that it is today (Bogard, W. C. 1998). As further research was conducted, it was understood that the land that surrounded the area was government owned, so expansion seemed bleak for low income earners.
As discussions ensued, the idea was proposed to begin a whole new industry, which would not only provide a solid livelihood for the community, but also increase tourism, to stop the local scale brain drain by offering the opportunity for the young (and old) to learn a skill and have a career rather than move to the city, and lessen their dependency on the government. By understanding the resources available and researching case studies around Indonesia of similar projects, it was planned that Pagerjurang village could be the host of a geothermal energy plant, like the 11 others around Indonesia, both privately and publicly owned. This idea is a costly one, and also a difficult plan to implement, but through the right preparation and community input, it could possibly come to fruition. It is well known throughout the geography community that mitigation along with adaptation and innovation creates resilience (Bogard, W. C. 1998).
Although seemingly incredible, having the understanding that this has already been executed in 11 locations around Indonesia such as west and central Java and Lampung, it is not an impossible notion. Pagerjurang could be the first village to be self-sufficient in its energy consumption and also feeding excess back into the grid. Not only that, for the community members able and willing to work and learn new skills this be an invaluable opportunity that could last lifetimes.
FUNDING, PRICING AND EXPENDITURE
In light of the recent eruption, and following on from early phase redevelopment, we have 4 varying house designs available for purchase. For those looking to take their first steps at permanent residence through the government funded housing redevelopment program, the UGM CUT design team have produced modern, effective and resilient homes for families to move into. All designs cater for further expansions, acting like base models with the flexibility to expand over time. Below you will see a 3D representation of the available designs on offer.
Having sourced labour availability and material usage from both Pager Jurang villagers and UGM staff/students, we have been able to utilize cost effective solutions. Senior members of the Pager Jurang village have been able to provide us with historical costings and pricing information during our site visits, this has enabled the team to cost and budget under specifically localized parameters. In addition with online research and data gained from our UGM cohort we have been able to provide a full budget, cost breakdown, and project funding for the recovery program.
ITo create a translucent relationship between those funding the programs, those involved in construction and recovery, and the people affected, we aim to provide as much information as possible to ensure the highest level of trust and knowledge between each party. Below is the breakdown of how each component of the houses were costed, enabling the community to see where the money has been spent.
INDIVIDUAL SITE COSTS
Foundations/Siteworks 6 Million IDR
Roof Structure 5 Million IDR
Wall Structure 5 Million IDR
Services/Fit-out/Finishes/Fittings 14 Million IDR
Basic House Price 30 Million IDR
INDIVIDUAL SITE DETAILS
House Length 6 lm
House Width 6 lm
House Height 3 lm
Average House Perimeter 24 lm
House Area 36 m2
Roof Area (On the flat) 49 m2
Block/Lot Size 100 m2
SITE PLANNING DETAILS
Minimum Open Space 40.00 %
Maximum House Space 60.00 %
Garbage Disposal (Rates) 5,000.00 IDR/Month
BASIC HOUSE RATES
Foundations/Siteworks 166,667.00 IDR/m2
Roof Structure 102,041.00 IDR/m2
Wall Structure 69,445.00 IDR/m2
Services/Fit-out/Finishes/Fittings 388,889.00 IDR/m2
Average Cost/m2 of Living Space 799,746.20 IDR/m2
LAKE AND GEOTHERMAL DESIGN
In addition to the housing redevelopment, the village is being taken to a whole new level. It is the perfect opportunity to grow and develop the area, providing employment, tourism, clean energy and sustainability. To do this we have the construction of a geothermal power plant and damn precinct. Up front, the cost of this precinct seems overwhelming, but history in Javanese geothermal power would dictate our budget is both affordable and better than most. With the bulk of the funding to come from sponsorship, the government itself will not need to act as the major financial stakeholder. Major Indonesian and multinational corporations are big on funding renewable energy, giving back to the community, and working today to make a better tomorrow. The establishment of the community dam/lake complex, and the locally run and operated geothermal power plant will be majorly funded by Pertamina. To fund the geothermal plant and dam project, corporate and NGO partnerships have been sought, with a strong focus on companies whose CSR is relevant to the current situation in Merapi. Our NGO onside is the Australian Red Cross, an organization whose experience and resources will go a long way when it comes to early phase recovery. The Red Cross has offered to step in and provide aid workers, food drops, temporary shelters, and ongoing support with cultural redevelopment.
The reason behind our focus on NGO’s and corporations with a strong relevant CSR is to ensure the communities are looked after, the funding is provided by the right people for the right reasons, and the processes in place are kept ethical. The term CSR, short for Corporate Social Responsibility, can be defined as; “Corporate Social Responsibility is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is generally understood as being the way through which a company achieves a balance of economic, environmental and social imperatives, while at the same time addressing the expectations of shareholders and stakeholders. Even though charity and sponsorship can make a valuable contribution to poverty reduction, it will directly enhance the reputation of a company and strengthen its brand, the concept of CSR however, clearly goes beyond that.” (UNIDO, 2015)
In addition to this, our need for support from an NGO is due to their experience and wealth of knowledge when it comes to disaster response. An NGO can be specifically defined as, “A non-governmental organization (NGO) is any non-profit, voluntary citizens' group which is organized on a local, national or international level. Task-oriented and driven by people with a common interest, NGOs perform a variety of service and humanitarian functions, bring citizen concerns to Governments, advocate and monitor policies and encourage political particpation through provision of information. Some are organized around specific issues, such as human rights, environment or health.” (ngo.org, 2015)
To ensure those involved can see where the funding is going, an incremental price structure breakdown is provided below. The basic details of the dam/lake complex are provided with competitive industry rates. Whilst the geothermal plant has been uniquely priced from a tendering system, whereby Pertamina has overviewed the quotes from different leading contractors, applying their experience to ensure their money is best put to use.
The main reason behind choosing Pertamina, and of course Pertamina generously offering to step forward as the major financial provider for the Pager Jurang redevelopment, is their heavy focus on CSR. The social and environmental responsibility of Pertamina works to find mutual benefits between itself and the community. It does so by seeking beneficiaries close to areas of company operation. For areas locally and nationally within proximity, Pertamina sees itself as responsible for the impact of its operations, searching to develop environmentally friendly energy production as a countermeasure. CSR at Pertamina includes four empowerment initiatives, namely improving the quality of local education, health empowerment/training, improvement to the quality of the local environment, and improving local and national infrastructure. There is a special program, known as ‘Pertamina Cares’ which is set up due to their concern for the victims of natural disasters around Indonesia.
According to Pertamina’s vision and definition of CSR ‘Towards a Better Life’, these programs are aligned with the development of company goals. One of their largest being, “Millennium Development Goals (MDG’s)”, and to support Indonesia's ongoing commitment to reducing carbon emissions. A mechanism developed to slow climate change through providing ‘green energy’ for developing countries . Pertamina CSR looks to improve their green house numbers, as well as to assist communities and local government around their operating units, with the aim to solve social and environmental transition problems.
(Pertamina, 2012)
Pertamina continues its ambitious development in the world of geothermal energy, with investments in a 50 MW extension to the Kamojang plant in West Java. Not to mention a further development at Tomohon, North Sulawesi. Pertamina Geothermal Energy is now investing about $105 million USD to the Kamojang plant in Garut district of West Java. The current capacity of the plant is 200 MW, having had four turbines operating for a little over 30 years. In addition to this, Pertamina has broken ground in its development of its many geothermal assets. The major of these being in Tomohon, North Sulawesi, which could see energy being produced of up to 20 MW. It is of course, as investment cost, which is expected to come in around $60 million USD.
With both of these assets having the potential to generate over 300 MW, Pertamina is constantly pushing to be one of the world leaders in geothermal development and CSR integration. Currently, Pertamina has 14 geothermal plants spread across Indonesia either in operation or construction phase. Peak operation is currently producing 402 MW from its active plants, with the intention to have an overall capacity of 2,200 MW by the beginning of 2015. (The Jakarta Globe, 2013)
It is a major priority for those involved in the Merapi and Pager Jurang redevelopment that the community and its people come first, that we look to the long term with a bright future. It is essential that the people can both trust and integrate with those involved in rebuilding their community and hopefully build long lasting relationships.
SWOT's
Upon arrival to the site several analyses were undertaken by our team to provide suitable and acceptable outcomes. These analyses examined not only internal and external factors but also opportunities and threats, in order to create a working platform. The below table demonstrates the Pre-disaster SWOT analysis.
After close examination of the various factors and taking to account the surrounding environment a new SWOT analysis were formed demonstrating the various post disaster and reconstruction factors.
IMPLEMENTATION
The below implementation plans will be oversighted and monitored by a community project management group. This group will consist of elders, Government Reps, skilled trades, UGM student and NGO’s Rep. Adapting an effective and efficient communication / report system to assure the success of the master plan is necessary. The following activities are divided into short, mid and long term stretching over a 25 years’ time period.
The duration of phase one is approximately 6 months providing enough time buffer to seek additional funds from various institutes, trusts and foundations. These funds will assist the early recovery stages of the village.
The second phase of the recovery/ re-construction plan paves the way for the long term objectives. This phase focuses mainly on rebuilding a sustained and durable community infrastructure as well as researching, planning, marketing and advertising for geothermal development.
Phase three of the re-construction plan stretches over a 20 years period, allowing for further expansion and development of the village. It is expected that after 18 months the majority of the community villager’s lives in reinforced concrete houses where agriculture are progressing and geo thermal studies are undertaken. The construction of the dam/man-made lake may commence to provide additional water –resource to the agriculture sites allowing for further expansion.
When the funds for the geo thermal plan are obtained construction may then commence. Upon completion of the plant community locals may undergo basic training on how to operate the plant to successfully replace the original operators. The aim of this approach is to progressively introduce the locals to new development and allow time for them to process the new changes.