| 4. In which ways is the initiative creative and innovative?
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Some of the things that make the adaptation of this program unique and creative are:
1. The implementation of Cooking Centre system to ensure nutrient intensive and food hygiene compliant with standards with a varied menu utilizing the existing natural resources.
2. OMABA (ToddlerFood Taxibike) is ready to deliver a balanced nutritional meal every day for three consecutive months and give the food directly to infants immediately after the food was delivered by OMABA volunteers. This is to facilitate access for the poorest and vulnerable groups to the quality of nutrition services in accordance with the purpose of the first Sustainable Development Goals (SDG).
3. In order to educate public about nutritional awareness, this program continues to grow with the availability of DARLING (Mobile Kitchen).
4. OMABA Kitchen itself was also trained by institutions, such as Bandung Nutrition Polytechnic campus, Master Chef and other cooking experts to increase the quality of nutrition knowledge.
5. This program introduced mechanisms of participation and consultation, so that people could express their wishes and needs and took part in shaping their responsibilities or deliver public services by implementing the concept of ATM (Amati/Observe, Tiru/Follow, Modifikasi/Enhance).
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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The owner of this program is the Health Committee Team of Sub District CisarantenKidul, District Gedebage of Bandung as the main implementer of OMABA program. TBBM Bandung Group, as a funding channel of Pertamina’s CSR, continued to provide support and useful inputs for every innovation launched by Public Health Committee Team. This program was directly felt by CisarantenKidul communities with population of 13,047 or 3,887 families, 1,238 infants and 3,914 poor people.
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| 6. How was the strategy implemented and what resources were mobilized?
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Some of the things that make this program adaptation unique from others are that the program had a cooking centre which in its implementation had the workflow as follows
1. The management of food resources through nutritional gardens/farms of Sub District CisarantenKidul’s PKK, which activities consist of seeding, maintenance or fertilizing and harvesting.
2. Processing in Cooking Centre, its activities ranging from groceries /ingredients, reception, processing and packing. Implementation of Cooking Centre ensures nutrient intensive and hygienic foods according to the standards with a varied menu and utilized the existing and simple natural resources like the manufacture of tempeh nuggets and meatballs cassava.
3. Distributions
OMABA was ready to deliver a balanced nutritional meal every day for three consecutive months, as well as fed these foods directly to toddlers immediately after the food was delivered by OMABA volunteers.
4. Evaluation and monitoring was carried out by Cooking Centre volunteers along with nutrition personnels of UPT Puskesmas of Riung Bandung.
5. Cooking Centre Development Program
In order to educate public about nutritional awareness, this program continued to grow with the availability of Darling (Mobile Kitchen), which was the cooking demonstrations of healthy and nutritious food in every Integrated Service Unit (Posyandu), WarungSehati (WarungSehatAnakTercintadanIbu: Small store for beloved child and mother).
6. Training in nutrition and how to process food were coached by trainers from institutions such as the Bandung Nutrition Polytechnic, Master Chef and others to increase the quality of nutrition knowledge and also to develop capabilities in terms of economy and healthy refined and nutritious refined which were products processed by Cooking Centre. These refined products were utilized not only by malnourished children but also by society as a whole,in particular those who children under five years old and school children. The capacity improvement of women members of Cooking Centre and OMABA was facilitated by ICDC (Innovation for Community Development Centre).
7. That eradication of malnutrition is a matter to be resolved together.It was proved by the fact that its causes are so complex. Starting from the knowledge, health status, and most importantly is the economic problem. Cross-sector cooperation by involving various elements of the community is needed.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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The main OMABA program stakeholders was the Head of UPT Puskesmas of Riung Bandung, who was the first chairman of the Health Committee of Sub District CisarantenKidul, District Gedebage of Bandung, period 2012 - 2015 and its innovator and creator. Currently the program was held by the chairman of the same committee for period of 2015 - 2018 and supported by Head of Sub District CisarantenKidul as regulator and motivator in participation in the society. Moreover, the functional staff who managed nutrition program and health promotion UPT Puskesmas of Riung Bandung took roled as monitoring and evaluating agents, while Head of administration as administrative manager. Other officers were the entire staff of health centres that hold related programs, such as KIA and others. Discussions with team of experts from the Society for Promotion and Education of Public Health of Indonesia (PPKMI) of West Java were done in order to obtain directions and strategies which were scientifically measurable.
Cross-sector counterparts consisted of District Gedebage, all Sub Districts of District Gedebage, Departemen of Bandung health Polytechnic campus and, volunteers of Nutrition Department graduates from Bandung Health Polytechnic that assisted in monitoring and evaluating the OMABA program. Other organizations involved were the ICDC, Print Media, Electronic Media and Healthy Bandung Caring Forum (Forum RembugPeduli Bandung Sehat). Citizens who directly related to these activities were especially the volunteers from the 11th Neighbourhood (RW 11), Sub District CisarantenKidul, Cooking Centre volunteers, and all volunteers of Posyandu in CisarantenKidul, families of malnourished and nutrition deficiency children and surrounding communities of UPT Puskesmas of Riung Bandung. Also participated was the Chief Medical Officer of Bandung, who was always monitoring and doing evaluation of the health programs, which in this regard were the nutrition programs.
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| 8. What were the most successful outputs and why was the initiative effective?
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From this activity the following output was resulted
1. The availability of human resources for nutrition volunteers who were skilled in preparing meals and doing nutrition counseling as many as 11 people, 19 volunteers of nutrition , and 393 active volunteers of Posyandu
2. The availability of human resources for nutrition officers who were skilled in the handling nutrition management system.
3. The improvement of public participation aspects of toddler weighed at Posyandu over target toddler was (D/S): from 74.3% (2013) to 75.46% (2015)
4. The improvement of program effectiveness of toddler’s weight increase over target toddler (N/D): from 63.35% (2013) to 69.80% (2015)
5. The improvement of nutritional status of malnourished toddlers from 29 (2013) to 4 (2015)
6. The enhancement of Extra healthy foods (PMT- penyuluhan )in Integrated health center Posyandu : from instant food (2013) innovated to healthy prepared/refined foods (2015)
7. The establishment of the cooperation relationship with Pertamina’s CSR covering a contract for 5 years since 2012 to 2016
8. The implementation of Extra healthy food (PMT- Pemulihan) recovery supplies distribution system that can reach people with malnutrition in some areas.
9. The availability of healthy foods that met the nutritional needs of the toddlers among the poor people
This initiative was effective, because it could
1. Make all malnutrition objects, especially among poor people, gain access to improve their nutritional status so that cases of malnutrition decreased very significantly
2. Establish healthy eating behaviours in households of CisarantenKidul
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| 9. What were the main obstacles encountered and how were they overcome?
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Some of the obstacles encountered during the running of the program were
1. Lack of financial support which hampered OMABA program when the fund from Pertamina’s CSR had not been materialized. To facilitate this OMABA program the fund from National Budget (BOK/APBN) was utilized in advance
2. Lack of human resources. Limited resources for nutrition volunteers happened so that in these programs some elements of society, such as the PKK volunteers, integrated health services (Posyandu) volunteers and Community Leaders (TOMA), were involved
3. The number of seasonal residents in CisarantenKidul increased which complicated data collection effort targeting PMT-P recovery program recipients. For that, we do data affectivity by applying criteria limits to the population of less and more than 6 months of residency, which were visitors (less than 6 months) and permanent resident of CisarantenKidul (more than 6 months), in addition to the availability of infants database system which made data collection easier
4. The occurrence of Confronting Structural disadvantage, that was the disadvantage change in social structure of society. It required patience and good communication skills and good leader from this Health Committee team so that people want to follow a series of public nutrition improvement activities.
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