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Revised Emergency Plan of Action (EPoA) Bangladesh: Cyclone Mora
Emergency Appeal n° MDRBD019 Glide n° TC-2017-000058-BGD Date of issue: 7 August 2017 Date of disaster: 30 May 2017 Operation manager: Point of contact: Md. Adith Shah Durjoy; Senior Manager, Response and Nazmul Azam Khan, Director, Disaster Response, OD, IFRC Bangladesh Country Office Bangladesh Red Crescent Society (BDRCS) Operation start date: 29 May 2017 Expected timeframe: 8 months (28 January 2018) Overall operation budget: CHF 1,674,188 Amount advanced from DREF: CHF 110,111 Number of people affected: 3.3 million Number of people to be assisted: 80,000 Host National Society: Bangladesh Red Crescent Society (BDRCS) – Over 600 Red Cross Youth, Cyclone Preparedness Programme volunteers and staff mobilized Red Cross Red Crescent Movement partners actively involved in the operation: American Red Cross, British Red Cross, German Red Cross, Hong Kong Red Cross, Japanese Red Cross, Netherland Red Cross, Swedish Red Cross, Swiss Red Cross, Turkish Red Crescent, ICRC Other partner organizations actively involved in the operation: Government of Bangladesh, UN agencies, INGOs, Local NGOs
A. Situation analysis
Description of the disaster Due to heavy monsoon rains and hazards, the south eastern part of Bangladesh experienced two disasters within a short interval – Tropical Cyclone Mora made land fall on 30 May., followed by landslides on 13 June. The geographical locations of both the disasters is similar and humanitarian assistance to victim has been partially absorb by this appeal. Therefore, due to the change of context, this emergency plan of action (EPOA) revision is combining the responses for both for the Tropical Cyclone Mora and the Landslide affected people.
Tropical Cyclone Mora: In the morning of 29 May 2017, the Bangladesh Meteorological Department (BMD) declared Tropical Cyclone Mora (TC Mora) was approaching with wind speed up to 88 km/h. The government of Devastating impact of Cyclone Mora in Chanua union of Bashkhali Upazila under Chittagong District. (Photo: Bangladesh (GoB) issued danger signal number seven for coastal Sharif/IFRC) areas in Noakhali, Laxmipur, Feni, Chandpur, Chittagong and Cox’s Bazar. At the evening of the same day, the BMD declared danger signal number ten for the same districts.
On 30 May 2017, TC Mora made landfall in Cox’s Bazar district, with a maximum wind speed of 130 km/h. The cyclone traversed north and several hours later passed through Chittagong district.
According to the situation report (dated 31 May 2017) of Bangladesh’s Department of Disaster Management (DDM), seven people were reported dead in Cox’s Bazar, Rangamati and Bhola following the landfall of TC Mora and more
P a g e | 2 than 50,000 houses were damaged in Chittagong and Cox’s Bazar districts. As of 3 June, an estimated 3.3 million people have been affected across four districts1 of Cox’s Bazar, Chittagong, Bandarban and Rangamati.
The early detection of the cyclonic storm on 28 May 2017 triggered an immediate response from the GoB and Bangladesh Red Crescent Society (BDRCS). BDRCS immediately alerted and mobilized its 55,260 Cyclone Preparedness Programme (CPP) volunteers and staff, and disseminated early warning messages to the populations living in the 18 coastal districts. BDRCS activated its contingency plan and called an emergency review meeting to mobilize its staff, volunteers and resources from 29 May 2017 to prepare and respond to the consequences of the cyclonic storm. Following the landfall of TC Mora, BDRCS provided light search and rescue service and first aid services, and distributed locally arranged dry food and clean water to the affected population. Around 468,000 people were evacuated with the support of CPP and BDRCS volunteers. The following map visualizes the path of TC Mora and the areas that may be affected by the cyclone.
International Federation of Red Cross and Red Crescent Societies (IFRC) was monitoring the situation since the formation of TC Mora in the Bay of Bengal and a preparedness meeting was held in the morning of 29 May. IFRC was working closely with BDRCS on necessary response. A disaster management information system (DMIS) update was issued on 29 May. The Humanitarian Coordination Task Team (HCTT) convened an urgent coordination meeting on 29 May as well and the need assessment working group of HCTT met on 30 May 2017 to start preparatory work for conducting joint need assessment (JNA) in the affected districts. BDRCS nominated staff and volunteers to take part in the JNA. IFRC called for a shelter cluster meeting to review the shelter context with the aftermath of TC Mora. The country representative of Swedish Red Cross in Bangladesh is supporting as the shelter cluster coordinator on behalf of the IFRC.
Since the trajectory indicated that the storm would likely hit the southeastern Bangladesh, where the people from Myanmar are currently based, there were concerns that this storm could have a serious impact on these vulnerable populations. As the probability of an imminent disaster was high, a disaster relief emergency fund (DREF) on early actions and preparedness was requested to support the BDRCS district offices. The DREF amounting CHF 110,111 as allocated on 29 May to support BDRCS in doing early warning dissemination, volunteer mobilization, assessment as well as emergency food and drinking water distribution.
1 Needs Assessment Working Group (NAWG) 72-hour assessment, 3 June 2017
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BDRCS, in cooperation with the Movement partners, deployed four teams, headed by a national disaster response team (NDRT) member in each team. These teams were immediately deployed in the aftermath of TC Mora landfall to districts of Cox’s Bazar, Chittagong, Feni and Noakhali, where the probability of damages was high. The assessment team in Cox’s Bazar reported that trees were uprooted in several streets in the area and the streets were cleared by the local community following government instruction. Apart from the RCRC own assessment, the four teams were also linked with the needs assessment working group (NAWG) assessment and was sharing information with each other. The following table summarizes the reported damages of houses in the districts visited by the assessment teams:
Table 1: Summary of damages in priority sub-districts Number of fully Number of partially Total number of District Sub-district damaged houses damaged houses damaged houses
Cox's Bazar Cohokoria 1,193 9,035 10,228 Cox's Bazar Teknaf 4,500 6,000 10,500 Cox's Bazar Moheshkhali 5,480 8,700 14,180 Cox's Bazar Kutubdia 4,270 6,382 10,652 Chittagong Swandip 50 600 650 Chittagong Anwara 215 819 1,034 Chittagong Lohagara 0 327 327 Chittagong Bashkhali 2,500 1,000 3,500 Rangamati All the upazilla 150 1,027 1,177 Bandarban Nikonchori 850 2,000 2,850 Total 19,208 35,890 55,098 Source: Government ‘D’- Damage form from the respective districts
Apart from the above damage in the coastal sub-districts, the makeshift camps in Teknaf and Ukhia sub-districts are badly affected. An average of 70 per cent of shelters in makeshift settlements were damaged. 20 per cent of shelters in Kutupalong and Balukhali were severely damaged. Significant number of shelters in registered camps also sustained severe damages.
The department of disaster management (DDM) has been proactive in responding to the needs of affected communities. Around 468,000 people took shelter in 3,114 safe shelters where the GoB provided dry food rations. Makeshift camps of people from Myanmar in Cox’s Bazar were severely damaged as well. Ministry of Foreign Affairs (MoFA) was monitoring the situation as the activities in the makeshift camps are under the ministry’s supervision. According to inter sector coordination group (ISCG) of Cox’s Bazar, six camps of people from Myanmar that have a total population of 150,000, suffered extensive damage. The damage sustained was not only on shelters, but also on the facilities on-site such as clinics and latrine super-structures. Shelter and water, sanitation and hygiene (WASH) needs are the urgent priority to prevent an outbreak. At the same time, household items and food stocks were soaked and damaged in the wake of the storm. This results to an immediate need for food and non-food items (NFIs) support.
Cyclones in Bangladesh can have wind speeds of up to 260km/h and when combined with high water temperatures of the Bay of Bengal can result in huge tidal surges sweeping the coast. This can cause substantial and widespread destructions and loss of lives as evidenced by the cyclones of 1991 and 2007 (Cyclone Sidr). These huge tidal surges are similar to those caused by tsunamis except that tsunamis are seismic events whereas cyclonic tidal surges are meteorological events.
TC Mora was classified as severe cyclonic storm and has a recorded wind gusts of up to 130km/hour. These type of cyclones usually has lower probability of storm surges (which can cause saline contamination particularly to water supplies surrounding areas of embankments that have been breached). However, shelters or sheltering infrastructures have higher probability to be damaged and the damages are usually more notable in areas with higher percentage of people living in poverty (under poverty line) as the shelter structures are less resilient to withstand strong winds. In the context of TC Mora, out of the affected 3.3 million people, around 320,000 people are living in poverty with vulnerable shelter structures. The cyclone causes adverse effect to their well-being due to the following:
- Shelter and Makeshift shelters: whether in the makeshift or registered camps or other vulnerable areas along the coastal belt, flimsy makeshift shelters are prone to fall apart from high wind levels.
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- WASH: where there is storm surges, water supply and sanitation may be inundated and damaged which can cause contamination. However, in this case, in the vulnerable areas (around the population movement, particularly around Kutupalong, registered and makeshifts camps as well as the islands), most of the issues are due to toilet enclosures being destroyed by wind. This causes lack of access to sanitation for women which increases their vulnerability. - Food security: Many of the warehouses in the affected areas of Cox’s Bazar district had their corrugated galvanized iron (CGI) roof torn off by the winds, with some more severely affected than others. This condition is further exacerbated by heavy rains which causes food stock to get wet and spoilt, hence increasing food insecurity in the area. Food security is an underlying concern for all the four affected districts. Based on earlier experiences, such as the aftermath of flash floods in 2012 and cyclone Komen in 2015, household incomes were significantly reduced and people resorted to coping strategies like reduced meals or lowering the quality of food intake. - Health and education: A number of health and education infrastructures sustained structural damages (mostly limited to roofing) which reduces access to the services that are provided in these areas.
Devastating impact of Landslides in Rangamati district (Left) and RCY volunteers are working with Bangladesh Army and Fire bigrade & Civil Defense for rescue operation in Rangamati (Right). (Photo: BDRCS/Rangamati District Unit)
Based on the needs identified above, BDRCS requested IFRC to launch an Emergency Appeal to scale up the activities of the NS currently being implemented from their own resources and from the DREF support.
Landslide: On 13 June, the districts of Bandarban, Chittagong, Damage information of landslides-2017 Rangamati, Khagrachari and Cox’s Bazaar experienced the worst landslides in the history. At least 160 people, ▪ Total affected districts: 5 including several officers and members of the Bangladesh ▪ Total death: 160 Army, have lost their lives and 187 people injured in ▪ landslides triggered by torrential rain. Some 2,124 people Total injuries: 187 took shelters at 19 shelter centres in Rangamati, 388 ▪ Total affected people: 80,000 (47% in Rangamati, 25% people at five centres in Bandarban. More than 80,000 in Chittagong, 25% in Bandarban, 2% Cox’s Bazar and people are affected from the five districts, Among them, 1% in Khagrachari) 34,000 were severely impacted as they lost their houses ▪ Total number of damaged/destroyed houses: 11,000 together with their belongings, basic necessities, ▪ Number of shelter homes: 39 (An estimated number of livelihoods and food stocks. Approximately 46% of the 66,000 persons are living in unprotected and most affected persons are from Rangamati, 25% from overcrowded emergency shelters or in the open) Bandarban, 25% from Chittagong, 2% from Cox’s Bazar ▪ Number of damaged tube-wells: 250 (192 in and, 1% from Khagrachari. Rangamati) ▪ Number of damaged ring-wells: 744 (500 in Bandarban) Roads and communication infrastructure have also been ▪ Number of damaged sanitary latrines: 1,200 (450 in damaged. Flood water rendered remote communities in Bandarban) Bandarban, Chittagong, and Rangamati districts were inaccessible by road. On 14 June, mudslides in southeast Bangladesh claimed additional lives in Cox's Bazaar and Khagrachari districts to further damage homes and infrastructure. Rainfall analysis from NASA’s Goddard Space Flight Centre indicates the heaviest accumulation on 14 June with an average rainfall above 500mm. Heavy monsoon rains are expected to continue. The affected population fear returning to their homes while those who did not evacuate are also worried about remaining in their
P a g e | 5 homesstaying. Search and rescue teams face challenging conditions as the risk of additional landslides remains high at the onset of monsoon season.
The search and rescue operations ended after 10 days, while the medical services continued to provide life-saving assistance up tol end of June. Central and local authorities were restoring road networks, power supply, and communication networks. Prices for basic commodities like fuel and water soared in the market due to scarcity of goods. The power shortages hindered access to water. Access to health, nutrition assistance, and life-saving intervention was initially limited due to damaged roads; however most of these necessities have been restored. Protection related concerns have also increased, in particular for children and women. In the mid-term, the impact of this disaster could be also significant depending on the identification of secured areas for reconstruction of damaged shelter and infrastructure, the speed of reconstruction and rehabilitation work, and available support for the early recovery of the affected population.
Summary of the current response
Overview of Host National Society
The Bangladesh Red Crescent Society (BDRCS), along with its branches in the affected districts and volunteer networks, were active for both the disasters.
For the cyclone, the BDRCS had been monitoring closely and responding to the overall disaster situation prior to the cyclone landfall. BDRCS staff and volunteers were activated for the dissemination of cyclone early warning messages and evacuation of people to safer places. Information is collected via the branch offices from the local Red Crescent volunteers, NDRTs and government officials, which inform BDRCS to continuously response to the changing nature of the event. This information is further shared by the International Federation of Red Cross and Red Crescent Societies (IFRC), the International Committee of the Red Cross (ICRC) and Partner National Societies (PNSs).
A preparedness meeting with in-country Movement Partners was held on 29 May and the following decisions were taken: 1. Launching of DREF, 2. Participating in Joint Needs Assessment (JNA), 3. Activation of Cyclone Contingency Plan & opening of control room, 4. Alerting NDRT & NDWRT members, and 5. Preparing check list of resources and assigning appropriately qualified staff to tasks.
As first responders, BDRCS’ local units have mobilized their volunteers for cyclone warning dissemination, to provide search and rescue and first aid services to population affected by the impact of Cyclone Mora.
BDRCS and IFRC, British Red Cross and German Red Cross have taken part in the Movement assessment and feed information in the interagency JNA. A representative from IFRC has also taken part in the JNA working group meeting and has also support the JNA working group for data compilation and analysis.
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The GoB and BDRCS have activated and mobilized around 55,260 cyclone preparedness program (CPP) volunteers on the ground to disseminate early warning and awareness messages. They were involved in announcing the cyclone signals through megaphone at the community level and were advising to prepare necessity items (such as dry food, water, personal documentation) for any potential evacuation to the cyclone safe shelters. The CPP volunteers were supported by Community Disaster Response Team (CDRT) to disseminate early warning and awareness messages. The DREF allocation supported some of the cost of CPP activities on the ground.
The Red Crescent Youth (RCY) volunteers of different districts were disseminating early warning messages BDRCS volunteers disseminating warning messages in the coastal together with the government agencies under the community. (Photo: BDRCS/Cox’s Bazar Unit) guidance of respective units’ executive committee. BDRCS district branches had participated in the District Disaster Management Committee meeting in their respective districts. They actively communicated with the school and college based RCY members to disseminate the early warning and awareness messages to their neighboring community.
To date, more than 5,933 families have received immediate dry food assistance from BDRCS with support from the DREF allocation. Although Noakhali district is not severely affected by TC Mora, BDRCS still distributed emergency dry food in the evacuation centers before and during the landfall of TC Mora as Noakhali was listed by BMD to be in high danger areas.
Table 2: Cyclone Mora emergency response as of 13 July 2017.
Sl. District Amount (BDT) Funding Beneficiary Distributed Remarks no allocated sources coverage relief items HHs/people 1 Cox’sBazar 1,120,000 IFRC-DREF 3,733 HHs Dry food Distribution Completed 2 Chittagong 600,000 IFRC-DREF 2,000 HHs Dry food Distribution Completed 3 Noakhali 80,000 IFRC-DREF 200 HHs Dry food Distribution Completed 4 Noakhali 11,275,000 GRC- FBF 2,255 HHs Cash grant Distribution project @BDT 5,000 Completed 5 Chittagong 1,400,000 IFRC-EA 350 HHs Cash grant Distribution @BDT 4,000 Completed and 1 packet of Shelter tools kits 6 Bandarban 1,400,000 IFRC-EA 350 HHs Cash grant Distribution @BDT 4,000 Completed and 1 packet of Shelter tools kits BDT 15,875,000
BDRCS with support from German Red Cross (GRC) has been monitoring the development of the tropical depression since 27 May 2017, in consultation with the Climate Centre, independent meteorological institutes and the BMD BDRCS/GRC project of Forecast-based Financing (FbF). The findings from the monitoring triggered the mobilization of early action plan for preparedness. This was initiated due to expected wind speeds were above 63km/hour within 30 to 48 hours prior landfall. The mobilization of the action plan includes cash grants distribution to support the preparedness measures of 2,820 families in Noakhali. Each of the family received 5,000 Bangladeshi Taka (CHF 60) prior to TC Mora’s landfall.
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Cash grant and Shelter toolkits distributing among the Cyclone Mora affected People in Anowara, Chittagong, (Photo: BDRCS/ Chittagong District Unit)
During the BDRCS’s TC Mora response, population in the three hilly districts of Rangamati, Chittagong and Bandarban have been affected by landslides. The RCY volunteers in Rangamati, Chittagong and Bandarban were on the ground assisting the government in search and rescue operations focusing on those trapped in the landslides, and providing first aid services, food and safe water to the affected population. The local branches mobilized their own resources to meet the immediate needs of displaced people in terms of food and water. From the onset of the emergency, the BDRCS Branch offices have been sending their updates and reports which have informed decision making. A joint movement wide assessment was commissioned from 19th to 21st June 2017 in the landslides affected areas. The NDRT members from the nearby districts were mobilized to the affected districts to conduct the assessment while a three-member team from IFRC, ICRC and BDRCS were responsible at the NHQ to compile and analyze the information and disseminate the assessment report.
BDRCS Bandarban unit distributed Cooked food in a Shelter (Left), RCYs are distributing cooked food among the sheltered people in a shelter home in Rangamat (Middle & Right). (Photo: BDRCS/Bandarban & Rangamati Unit)
The BDRCS communicated with the movement partners as well as with domestic public and private sectors to mobilize local resources. The BDRCS received positive supports from National Mobile companies such as Grameen Phone and Bangla Link for emergency response to landslide. The below table summarized the response to the landslide disaster as of now.
Table 3: Landslide emergency response as of 13 July 2017.
Sl. District Amount Funding Beneficiary Distributed Remarks no (BDT) sources coverage relief items allocated HHs/people 1 Rangamati 1,50,000 IFRC 500 people in 4 Cooked food Started from shelters distribution 17 June and it continued till 26.06.2017 2 Bandarban 75,000 IFRC 1660 people in Cooked food 6 shelter distribution 3 Chittagong 75,000 IFRC 200 HHs Flatten rice ‐ 1 Distributed in kg, Sugar ‐ Rawzan 1kg, Semolina ‐ Upazila 1kg and Oil ‐ 1lit
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4 Rangamati 3,50,000 ICRC 500 people in 4 Cooked food Cooked food shelters distribution distribution is 5,00,000 IFRC ongoing 5 Khagrachori 50,000 ICRC Cash grant 5 HHs received @ BDT 10,000 6 Rangamati 13,50,000 Grameen 1000 HHs Rice‐15kg, Distribution Phone Pulse‐2kg, completed on (mobile Oil‐1lit, Sugar ‐ 23/06/2017 phone 1kg, Salt ‐ 1kg company) and Suji (baby food) ‐ 1kg 7 Bandarban 4,14,000 Banglalink 300 HHs Rice‐15kg, Distribution (mobile Pulse‐2kg, completed phone Oil‐1lit, Sugar ‐ company) 1kg, Salt ‐ 1kg and Suji (baby food) ‐ 1kg 8 Rangamati 4,00,000 Banglalink 300 HHs Rice‐15kg, Distribution (mobile Pulse‐2kg, completed on phone Oil‐1lit, Sugar ‐ 23/06/2017 company) 1kg, Salt ‐ 1kg and Suji (baby food) ‐ 1kg BDT 33,64,000
Overview of Red Cross Red Crescent Movement in country The IFRC has a country office (CO) presence in Bangladesh for several decades. Through its 2017 operational plan, IFRC is supporting BDRCS in 8 (eight) areas of focus (AoF) which outline the programmatic areas of BDRCS. The AoFs are (i) disaster risk reduction (DRR); (ii) shelter; (iii) livelihoods; (iv) health; (v) water, sanitation and hygiene (WASH); (vi) social inclusion; (vii) culture of non-violence and peace (CNVP) and (viii) migration. Besides these AoFs, the IFRC CO is also supporting the BDRCS in four strategies for implementations (SFIs) which set out how the IFRC is supporting the BDRCS in the AoF. The four SFIs are (i) strengthen National Society capacities and ensure sustained and relevant Red Cross and Red Crescent presence in communities; (ii) ensure effective international disaster management; (iii) influence others as a leading strategic partner in humanitarian action and community resilience and (iv) ensure a strong IFRC that is effective, credible and accountable. The IFRC country office is well- resourced and has highly experienced staff supporting the BDRCS in ongoing emergency operations, longer-term programming, capacity building and organizational development. IFRC is also supporting BDRCS to coordinate with other humanitarian and UN agencies.
IFRC has been supporting BDRCS with the initial mobilization of funds and personnel, as well as in preparing situation reports and providing technical inputs for a coordinated relief operation. IFRC is part of the need assessment working group and is also participating in different coordination meetings, including the HCTT. IFRC is coordinating with UNDP as the Shelter Cluster co-lead, in compiling shelter and non-food item (NFI) contingency stock data to prepare for the response. IFRC is closely monitoring the situation together with BDRCS and actively coordinating with all in-country PNSs. It is also coordinating with SHONJOG, the multi-stakeholders Platform on Communication with Communities (CwC), to facilitate and ensure two-way communications between the affected communities and BDRCS.
American Red Cross, British Red Cross, German Red Cross, Swedish Red Cross, Swiss Red Cross and Turkish Red Crescent have in-country presence and have been supporting BDRCS in longer-term programming, including disaster risk reduction (DRR) programmes. They are also active supporters of BDRCS disaster response and as such, BDRCS is looking for their support for this plan of action.
ICRC has a long-term presence in the country and has a partnership with BDRCS in several domains with particular focus on Cox’s Bazar and Chittagong Hill Tracts. Upon receiving cyclone alert, ICRC was in contact with BDRCS tracing department to ensure readiness of restoring family link (RFL) volunteers. The ICRC will use its operational capacity through joint projects with BDRCS in CHT on Economic Security and WASH to scale up the response to emergency needs of people affected by landslides.
At the request of the BDRCS, an alert for the deployment of one regional disaster response team (RDRT) member has been issued and a suitable candidate has been identified from the Philippines and is on standby to be deployed starting 18th July 2017.
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Movement Coordination As part of the existing coordination mechanism involving all in-country Movement partners, a bi-monthly coordination meeting is organized. The meetings cover the regular updates from the BDRCS and PNSs present as well as the discussion on immediate issues and progress of plan of action. There is also an established annual re-disaster meeting (PDM) among the Movement partners in Bangladesh. Apart from these regular meetings, coordination meetings are also organized whenever the need arises. In-country Movement partners extend their supports during any emergency situations and IFRC takes the coordination role and assists BDRCS to scale-up response. An emergency Movement coordination meeting was called by BDRCS’s Secretary General on 29 May 2017 upon receiving a special weather bulletin message from BMD. In the meeting, BDRCS discussed their readiness and next course of action. During this meeting, BDRCS’s Secretary General requested IFRC to mobilize DREF immediately to enhance BDRCS emergency response. Subsequently, after the release of assessment information BDRCS requested for an Emergency Appeal to be launched. Consultation on the appeal design took place on 31 May, 5 June and 6 June with all movement partners and continuous linkage with BDRCS leadership over the week has let to development of emergency appeal.
The IFRC and ICRC have supported the assessment as well as the BDRCS’s emergency food distribution in the landslide affected areas. The BDRCS sharesupdates of the TC Mora and landslide operations with all partners. Apart from the movement assessment and recommendations, the HCTT has come up with a joint response plan with inputs from all clusters. The BDRCS initiated “one-window” plan to support the most vulnerable population affected by TC Mora and the landslides. Through this plan, the Movement partners are advised to have some flexibility to support the response enabling the BDRCS to maximize efficiency and effectiveness in service delivery, as well as to minimize any substantial security, access and credibility risks. Progress reports highlighting collective response to the operation will be published regularly.
The proposed one-window plan has an operating budget of CHF 2.5 million for 8 months, of which CHF 1.6 million is being planned under this revised Appeal. The ICRC is expected to support the plan bilaterally. In cooperation with NS Response Department, the ICRC developed a plan to meet the immediate needs of population affected by landslide in Rangamati district. In addition, a joint BDRCS/ICRC team is assessing further the situation on water and sanitation in landslide affected areas of Rangamati and Bandarban to come up with a strategy on WASH intervention.
Shelter Cluster coordination IFRC, in its capacity as Global Shelter Cluster lead agency for natural disasters, has facilitated Shelter Cluster coordination before, during and in the aftermath of Cyclone Mora. In recognition of the scale of humanitarian needs and entailing coordination requirements, IFRC has decided to scale up support to cluster response by deploying a Technical Coordinator and Information Management Focal Point from the Global Shelter Cluster for approximately 1 month. The technical resources are already in the country and supporting the operation. The additional support will focus on ensuring better coordinated cluster response, addressing technical needs on shelter designs, materials and interventions, and improving cluster information management system. The Global Shelter Cluster team will reinforce the existing in-country capacity of IFRC. Few key updates as of now are:
• Consolidation of information from Shelter Cluster members on 4W for TC Mora and Landslides • Creation of designated web page for Mora and Landslides response where people can find guidelines and standards developed during preparedness, background documents and IM rep • Updating of Shelter Cluster contact list • Increased involvement and knowledge sharing of Shelter Partners for technical issues. This was done via discussion of (draft) IEC shelter materials via a Shelter Cluster meeting, a Technical Working Group session on IEC Shelter materials, bi-later discussion via email / phone and validation in the field. • A version 1.0 of IEC for tips on Emergency Shelter Resilience (2- pager) will be finalized in the coming days. This is based on fine tuning and
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improvement of a first draft of the German Red Cross • A draft version 0.1 of IEC for Shelter Resilience (1-pager) will be finalized in the coming days. This is a based on IEC materials for the Philippines 2013-2014 response (Typhoon Haiyan), with the first modification to match the Bangladesh context • A start of a ‘Reference book of key principles for shelter resilience’ for Shelter Partners. This will cover different construction styles as applied in the cyclone Mora and flood response • Field visit with shelter implementing agencies (IOM) to explore improved solutions for shelter support programs (in particular anchoring methods and safe earth construction styles). • A technical orientation / workshop on Shelter Resilience in the field. Organized for shelter partners and community members. This was held in Cox’s Bazaar district, in Kutupalong. A total of 28 participants joined.
Overview of non-RCRC actors in country Ministry of Disaster Management and Relief (MoDMR) called an emergency preparedness meeting on 29 May 2017 and discussed the status of TC Mora. BDRCS and IFRC also participated in the meeting. MoDMR had been communicating with all respective District Commissioners to take necessary actions as per Standing Order on Disaster (SoD) of Bangladesh Government. BDRCS through its cyclone preparedness programme (CPP) had been disseminating updated weather bulletins to remote coastal areas and taking necessary measures as per SoD.
HCTT also called for a meeting at 1500hrs on 29 May 2017 and discussed about triggering a Joint Need Assessment (JNA) and cluster preparedness activities. In HCTT meeting, the government indicated that 1,300 metric ton of rice and approximately CHF 36,000 were allocated for the 13 coastal districts.
The Need Assessment working group (NAWG) meeting took place on 30 May 2017 and the final report was released on 3 June 2017. Subsequently, the ISCG released a joint response plan for Cox’s Bazar on 6 June 2017.
To cover the need in the makeshift camps UN agencies are supporting in line with the Inter Sector Coordination Group (ISCG) response plan. The IOM has also mobilized flash appeal of 3.5 million to support the makeshift camps in Ukhia and Teknaf sub districts.
To date, BDRCS, World Vision, UNDP and Caritas Bangladesh have reported their shelter response activities to the shelter cluster. Cartitas Bangladesh has reported to carry out shelter and NFI activities in Rangamati district - Kaptai and Kaukhali upazilas in response to the landslides. World Vision is carrying out activities in Bandarban district and BDRCS in Chittagong district in response to the Cyclone Mora. UNDP is assisting the affected population in Cox’s Bazar, Bandarban and Rangamati districts. More information on shelter activities from other partners agencies is expected and has not been shared with the Shelter cluster yet.
SHONJOG, the Multi-stakeholders Platform on Communication with Communities (Cwc) headed by DDM coordinates with its member organizations including BDRCS and IFRC was also active to facilitate and ensure two-way communications between communities and humanitarian organizations in any emergency/post disaster interventions.
For the landslide disaster, the NAWG conducted an assessment in 3rd week of June and the report was presented in the HCTT on 20th June 2017. Based on its findings, the HCTT agreed on the need to develop a 6-month Humanitarian Response Plan. After the HCTT decision, a joint response plan was developed with the inputs from all clusters. The landslide joint response plan requested $10 M funding to support around 51,000 people in three most affected districts.
The government allocated BDT 2.647 million and 691 MT of rice to landslide-affected areas. The district administration has provided emergency assistance in cash and/or food to the families of deceased persons (BDT 20,000 & 30 Kg rice) and to the families of injured persons (BDT 5,000). Affected families also received corrugated iron sheets for shelter purposes. A total of 382 emergency medical teams were working 24/7 in the affected areas to provide emergency health care services to the victims. At least 184 persons were admitted in local level hospitals. Health facilities and Maternal and Child Welfare Centers (MCWC) appear to be functional. Representatives of the Directorate General for Health Services (DGHS) are in the field to meet key health officials for assessing the situation together with the World Health Organization (WHO). The National Crisis Management Centre (NCMC) and the Control Room of DGHS is monitoring the situation with the assistance of WHO.
UNICEF mobilized Hygiene Kits for distribution to the affected households and supporting Department of Public Health and Engineering (DPHE) in mobilizing WASH emergency supplies to the affected areas. UNICEF is also working with DPHE on provision of WASH humanitarian response in the areas.
BRAC initiated response in Rangamati district including distribution of safe drinking water in Rangamati General Hospital and five shelters in Rangamati Sadar Upazila. BRAC will further distribute hygiene kits to the adolescent girls in these shelters.
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UNFPA will distribute 800 clean delivery kits to visibly pregnant women through the district level health officials in Rangamati and other affected areas. UNFPA will also facilitate access to life-saving medical and psychosocial response services for gender based violence (GBV) by strengthening service referral networks, providing medicines and commodities for clinical care of sexual assault survivors to district health facilities, and increasing community awareness regarding service availability in Rangamati, Chittagong, and Bandarban districts. A total of 1500 dignity kits will be distributed by UNFPA to support the mobility and safety of women and girls.
Needs analysis, beneficiary selection, risk assessment and scenario planning
Need Analysis TC Mora: IFRC/BDRCS has taken an active part in the need assessment and different coordination meeting organized by the humanitarian coordination task team (HCTT). Skilled staff members from IFRC and BDRCS were deployed in Cox’s Bazar and Chittagong districts and have assisted in the initial quick assessment by BDRCS. The initial assessment on day one of the disaster, identified the priority needs (food is the first priority, 43%) and helped BDRCS to develop the implementation strategy. One IFRC staff member also supported the ISCG working group for data compilation and analysis.
The assessment reports by ISCG and BDRCS identified that shelter, WASH, food and livelihoods are the main priority sectors across the affected districts. The same needs are apparent in Cox’s Bazar, Chittagong and Bandarban districts, with larger emphasis on shelter and WASH. However, Cox’s Bazar also has different needs because of the fragile structure of the infrastructures in the makeshift camps of the people from Myanmar. The coastal districts of Noakhali and Feni were also hit by the cyclone but with fewer families affected.
ISCG also reported that Cox’s Bazar district suffered the heaviest impact, with an estimated 335,000 people affected. Among them, approximately 12,000 are the extreme poor. The cyclone damaged 53,000 shelters across the district, destroying 17,000 of them. The most severe impact is concentrated in Teknaf, Kutubdia, Ukhia, and Moheshkali sub – district. Extensive damage to shelters and on-site facilities such as clinics and latrine super-structures are seen in six camps, where people from Myanmar reside, with a total population of 150,000.
Landslide: All affected districts are part of Chittagong Division. Chittagong Division comprises the Chittagong Hill Tracts (CHT) which includes the two of the three most affected districts: Bandarban and Rangamati. The CHT region is home to 11 different ethnic groups, in addition to the Bengali population. Each ethnic group retains a distinct language, culture, tradition, and justice system. Furthermore, the CHT is geographically distinct from most parts of plain land Bangladesh, characterized by very steep, rugged mountainous terrain and dense jungle areas. Some communities are hard to reach by road or river transport.
Furthermore, in terms of Social development indicators, all three districts of CHT fall in the 20 underperforming and deprived districts identified for UN Development Assistance in Bangladesh 2012-2016 (UNDAF). Within this context, the landslide disaster has caused further suffering on top of the pre-exiting vulnerability. The RCRC movement assessment for the landslide has identified the priority needs in the three most affected districts as shown below.
ALL AFFECT BANDARBAN CHITTAGONG RANGAMATI DISTRICTS
Shelter Very High 1.67 1.71 1.57 1.65 ##
Food Higher 0.83 1.14 1.75 1.29 ## Psychosocial Intermediate support 1.33 0.33 1.50 1.10 ##
WASH Low 1.00 2.00 0.25 1.05 ##
NFI 0.50 0.67 0.57 0.58 Figure 1: Ranking of needs after landslide disaster
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Emergency and transitional shelter TC Mora: Shelter was identified as one of the top priority area by the ISCG and BDRCS quick assessment. Around 17,023 houses has been completely damaged and 35,516 houses been reported to be partially damaged in 12 location in Cox’s Bazar.
ISCG recommended to distribute immediate shelter materials such as plastic sheets and rope. It is also essential to strengthen the structure of the bamboo houses in makeshift camps in Cox’s Bazar to ensure that the shelters are build back better and have at least a minimum level of resilience for the upcoming monsoon season.
The affected people (other than the people from Myanmar living in makeshift camps) from Chittagong, Cox’s Bazar and Bandarban districts had been forced to take shelter on roadsides and in temporary locations. People were living under the open sky and rains were exacerbating their poor living condition. Emergency shelter support is essential for fully damaged and severely partially damaged houses. The affected families initially need tools support to repair their houses with their salvage material. This is considered as emergency or makeshift shelter; followed by cash and construction materials with technical support through PASSA (Participatory Approach for Safe Shelter Programing) to build back better. This need Devastating impact of Tropical Cyclone Mora in the Makeshift was previously reported by the lessons learnt for camp, Ukhiya, Cox’s Bazar. Photo: Aminul Kawsar/BDRCS Cyclone Mahasen, Komen operation, in which cash for repair or rebuilding houses was also identified as first priority in shelter; followed by shelter materials (e.g. corrugated iron and timber).
Landslide: Landslide cause huge damage of the shelter and it has been identified as a most priority need allover assessed area. It also been observed from the assessment that huge number of the people are living in vulnerable situation with minimum household protection measure by means of safe shelter, which have potential risk of damage by further rainfall lead landslide. It also reported that people are not showing any positive willingness to go in new places as they have no land or resources to go in new place. People lacks proper shelter building technique in the hilly land and they are very much enthusiastic about safe shelter building technique to witstand landslides in the future. It also been reported that in Chittagong have limited place to take shelter.
To meet the immediate needs cash for shelter been identified as Devastating impact of landslides in Rangamati. feasible options along with shelter education, with booklet and leaflet Photo: RCY/BDRCS Rangamati Unit could be the potential repose options.
Food and non-food items TC Mora: Food security is an underlying concern in all affected districts. Chronic Integrated Food Security Phase Classification (IPC) analysis of the area undertaken in 2013 and 2015 indicated that all the districts have been classified at IPC Level 3 (moderate chronic food insecure). Within this overall analysis of the area, 10% - 12% of the population were classified at Level 4 (severe chronic food insecure). Food access, utilization, sanitation, caring practices and poverty have been found to be the major limiting factors in the districts with high levels of chronic food insecurity. The assessments have also informed the detailed needs and situation. Amongst the affected community, the most vulnerable and impacted groups were listed as daily laborers (agricultural and non-agricultural) and small and marginal farmers.
It has also been reported that there is a moderate to huge damage and loss of agricultural crops as well as fisheries along with poultry. Across Teknaf Upazila, 20,467 livestock units and 608 acres areas of crops/land were reported damaged. 33 fishing boats were lost or heavily damaged and 21 large fishing nets have been destroyed.
The ISCG and BDRCS reports suggested that immediate food assistance along with multipurpose cash grant would be an effective response option. Cash distribution among the most vulnerable (landless, who do share cropping), marginal and small farming families should be provided as agriculture produce and their livelihood were severely
P a g e | 13 affected. Cash and food for work programmes are required to restore household food security during the lean period until the next cropping season.
Landslide: Food security is one of the major concern for the affected people as they loss stored food with valuable assets, which is leading them to food insecure. In addition to this continuous raining making the situation worsen to go for work because of scary to further landslide. The same scenario has been found in the all the affected areas, the people who lost them.
Local market system was not totally functional and market chain been disrupted as interruption of regular road communication. Market price became relatively higher than normal time and people have reduced their meal size in a day. The people who are residing in the temporary shelter, they are in urgent need of food and immediate nutrition. The government is trying to access to the affected people and providing the food to the affected people.
Immediate food support is required in these affected people to prevent them from negative coping mechanism (deforestation, less meals, sickness, Childs` death, social offense etc.) and to support them to cover their daily essential basic needs. Immediate food assistance, following the Food Security Cluster (FSC) package
Water and sanitation TC Mora: WASH is one of the sectors that are severely affected by TC Mora. It is reported that water and sanitation of around 62,630 individuals from the host communities and 45,282 individuals from makeshift settlements in Cox’s bazar are affected by this cyclone. A considerable number of hand tube-wells and ponds have been contaminated by wind driven saline water forcing the affected population to seek alternative safe water sources. people are forced to collect drinking water from distant sources . The pre-cyclone sanitation and hygiene condition for most of the people in the affected area were not up to the mark and has worsen after the cyclone. as a result poor hygiene and environmental sanitation practices has observed which can lead to further contatmination of disease,
Considering the ISCG need analysis report structural improvement of sanitation facility or reconstruction of the facility is important and immediate need of the affected communities, where need to address the gender, PWDs and other issues.
Landslide: The three affected districts have the worst access to improved sanitation facilities in the division: Rangamati (32.8%), Bandarban (17.7%) and Chittagong (50.3%). Like most parts of the country, hygiene practices are relatively low in these areas. The water facility in the dislocated hilly areas is difficult and less access by the water points. Due to the landslides reported that number of water points been broken. In another word since there are not many cyclone shelters in the hill districts, most of the shelters have been opened at educational institutes and other public buildings. There is less chance, therefore, of having separate latrines for women. The immediate needs are to distribute the water purification tablet and safe water who are residing in the relocation centre. Jerry can be a potential option for the collecting and storage of water and reconstruction of water point based on the land-use pattern map. Moreover, Distribution of Hygiene Kits to affected population for adoption of hygienic behaviours and trained on the hygiene practice is one of the area need to consider.
Health TC Mora: There was no extensive gap in needs for health services as several humanitarian organizations are already addressing the current health needs of the population, especially in Cox’s Bazar sub-district. However, infrastructures including a few health centres have sustained damages from TC Mora. Rehabilitation or reconstruction of community health centres will be addressed through the PASSA component in shelter sector.
Landslide: Geographical feature made the Chittagong Hill Tracts less accessible and it is very difficult for both healthcare providers and recipient to avail health services. Inadequate logistical support and human resources are prevailing conditions in health service delivery points. The landslide made the situation worsen to access the health services, the assessment has found the huge problem has been observed in the supply chain of the medicine due to disruption of communication system and less physician. Considering the dislocated hilly areas there is no means of health facility and not available mobile health team. The pregnant, neonatal child and elderly are facing the huge challenge of access to the health facility. It was recommended to mobilize mmobile health team with medicine services which was well taken care of from government with support from WHO. The other recommendation is to provide midwifery led minimum initial service package for reproductive health in affected areas and strengthening the community based health awareness.
Livelihoods TC Mora: The main source of income in the area is in the agriculture industry and the community members mostly work as unskilled labour in the field. Fishing and dry fish industry are also major sources of income amongst the
P a g e | 14 affected community. Livelihood is one of the most affected sectors due to the extent of damage to fisheries, agriculture, poultry and dry fish industry. A total of 23,058 ha surface area of agriculture had been affected. In district of Chittagong, about 4,790 ha of land are likely flooded (UNOSAT, 31 May). Meanwhile, in Teknaf and Maheshkhali, the crop damages are reported as severe. Crop damages in Ukhia, on the other hand, is reported as moderately severe. The dry fish industry in Cox’s Bazar is facing a loss of nearly BDT 10 million (USD 121,500) and around 10,000ha of Aus. paddy are at the risk of damage in Chittagong (Dhaka Tribune 30/07/2017).
The ISCG and other BDRCS assessment has recommended for cash or food for work to be expanded and intensified as multipurpose cash grant can be an effective response options. The affected people involved in farming and fishery sectors are in urgent need for soft-loan or grants and skills training for alternative livelihoods. Rehabilitation of shrimp farm, ponds and farm are also considered as urgent need by the affected community.
Although the government is supporting the affected community with food and cash assistance, accessibility in many areas for response and recovery interventions may be difficult due to the damages of roads and culverts caused by the cyclone. This may cause delays in delivery of assistance. Given that Bangladesh does not have an insurance system, small-scale farmers, businesspersons and entrepreneurs will not be able to claim their losses and may opt for distress selling. The demand for capital will increase and will most likely be met by informal sources and micro finance institutions with high interest rates, unless government provides special financial packages to support these actors.
Landslide: Due to landslides, vast areas of crops and homesteads, vegetable and fruit gardens were inundated resulting economic loss and uncertainty in the livelihood of the affected families. The impact of the disaster on livestock is also significant as well as on fish ponds in Lama Upazila (Bandarban district). Crops are damaged, which means areas will plunge into food insecurity crisis imminently. Typically, women and girls are most severely impacted, particularly pregnant and lactating mothers.
The area was already in chronic food insecurity situation due to low value livelihood strategies (providing inadequate and often unpredictable income) combined with high dependency on single livelihood and low literacy rates, which results in high poverty (27 percent); and, lack of infrastructural facilities such as electricity, roads, growth centres (government approved market places) (Chronic IPC analysis, 2015). The loss of livelihood means by the landslide has intensified the havoc. Hence, livelihood recovery to restore the damage livelihood activities have been recommended by the assessments.
Beneficiary selection The BDRCS and IFRC teams will be monitoring the situation jointly and will analyze the information received from local government and different stakeholders. The population in temporary shelters or makeshift shelters will be prioritized in the selection of beneficiaries in the affected locations. Based on the previous assessment reports and operations’ lessons learned, the vulnerability criteria include elderly women, marginal income farmers, women-headed families, lactating mothers and physically challenged people. The whole beneficiary selection process will ensure community participation through consultation sessions, suggestions and feedback mechanism. BDRCS and IFRC work in close contact with other humanitarian actors to avoid potential overlapping of operation areas and households assisted. A simplified beneficiary selection diagram has been developed to facilitate beneficiary selection process.
The operation will be focused in the affected sub-districts of Cox’s Bazar, Chittagong, Noakhali, Rangamati and Bandarban (excluding the makeshift camp areas in Teknaf and Ukhia sub-districts). The exact location of the intervention will be determined through local coordination with government and non-government actors on the ground.
Risk Assessment Monsoon precipitation and tidal surge that may lead to water logging could be the risk factor in the implementation of the project. In addition, damage of cash crops and breaking down of the market chain may present a risk to livelihood action. Coordination with different stakeholders and humanitarian actors reduces the risk of overlapping operations.
In the mid-term, the impact of the landslide disaster could be also significant depending on the identification of secured areas for reconstruction of damaged shelter and infrastructure, the speed of reconstruction and rehabilitation work, and available support for the early recovery of the affected population. The specific context of the affected area as well as the fact that the monsoon season has just started must be factored into response efforts.
B. Operational strategy and plan
The Appeal is being revised with an increase of 29 per cent in budget and a two-month extension. This is to ensure expanded support provided to the affected population as a result of the landslides on 13 June 2017. The revision has included one more district in the operation which is Rangamati that affected by the landslide. With this inclusion of additional district the overall increase in targated families is 6,000 or 30,000 people; hence now the EA will cover
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16,000 families or 80,000 people affected by TC Mora and landslides. This revision has included drinking water component as well as health component. The budget also include CHF 64,273 for Inter-Agency Shelter Coordination.
Overall objective
The overall objective of the operation is to support the BDRCS to ensure that humanitarian needs of 10,000 families affected by Cyclone Mora and Landslide in five most affected districts of Cox’s bazar, Chittagong, Bandarban, Rangamati and Noakhali are met through the provision of emergency food, shelter, WASH and livelihood support including strengthening resilience at local level.
Proposed strategy
BDRCS staff and volunteers across the cyclone catchment area are actively engaged in early warning dissemination, evacuation and were on standby for emergency response needs after the onset of disaster. The current operation has started through a DREF allocation to support BDRCS in early warning dissemination, volunteer mobilization, assessment as well as emergency food and drinking water distribution for the affected population, especially those that are displaced. Based on the updated assessment findings and request by BDRCS, an Emergency Appeal is launched to provide immediate assistance for relief and recovery of the affected population. Two weeks after the cyclone the similar geographical areas have been affected by the landslide disaster and BDRCS with support from IFRC and ICRC did an assessment. Apart from this assessment, the NAWG also did an assessment and shared in the HCTT. It was decided that the TC Mora appeal will be merged with the landside and hence, the assessment done by the movement and NAWG was considered for the revision of the previous appeal. The components of the revised Emergency Appeal are as follows, of which new activities are highlighted in red:
Sector Activity Target Districts
Distribution of shelter toolkits and basic awareness on Build Back Safer Distribution of conditional cash grant (CHF 100/HH) and construction materials for Cox’s Bazar, shelter repairing 2,000 families Chittagong, Shelter PASSA ToT for volunteers Bandarban,
Implementation of PASSA in the communities Rangamati 6 PASSA demonstration in the school compound / health centres with cash support schools/health (CHF 2000 /school or health centres) for repairing centres Noakhali, Distribution of dry food 6,000 families Chittagong and Cox’s Bazar Food security Distribution of cooked food 2,000 families Rangamati and Livelihood Unconditional multipurpose cash grant for one month (Per family CHF 50) 2,000 families Cox’s Bazar, Conditional cash grant support for restoring livelihood (Per family CHF 187.5) Chittagong, Livelihood ToT for volunteers 2,000 families Bandarban, Conduct livelihood training in the communities Rangamati Distribution of jerrycans to school/health centres (1,000 pcs) 6 PHAST in school/health centres schools/health Latrine repairing in school/health centres Centres Distribution of hygiene parcel 4,000 families Cox’s Bazar, Installation of new tube-wells 10 units Chittagong, WASH Repairing of damaged tube-wells 40 units Bandarban PHAST ToT for volunteers PHAST implementation in the communities 500 families Owner driven latrine reconstruction by providing cash and materials (CHF 62.5 /HH) Distribution of jerrycans (2 pcs in each families) CBFHA Training for community people 6 community Rangamati, Health Chittagong, Providing first aid boxes to communities 6 community Bandarban Vehicle maintenance Office equipment NHQ and Cox’s National Society Search and Rescue training with equipment Bazar, Support the response mechanism of the NS by web based information dash board on Capacity Chittagong, Building damage and need information, distribution report Bandarban 6 Rangamati Partnership building with local schools/health centres schools/health centres Tree plantation Cox’s Bazar, 4,000 families DRR awareness session Chittagong, DRR Supporting small scale disaster risk mitigation work in school/health centres(CHF 6 school/ Bandarban 1,000/school or health centre)) health centres Rangamati
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Feni,2 Noakhali, Assessments Support the field assessment, participation of inter-agency JNA , beneficiary selection, Cox’s bazar, Assessment in affected lessons learned workshop and Final evaluation Chittagong, districts Rangamati 18 coastal Early warning Support in Early warning dissemination, evacuation, communication districts
Community Engagement & Accountability Community engagement and accountability (CEA) will be ensured in the emergency response through provision of relevant information to disaster-affected communities and creating accessible feedback mechanisms. While information needs will be assessed on the ground, appropriate messages will be disseminated among the wider population through accessible communication channels. BDRCS and IFRC will maintain coordination with the Communication with Communities (CwC) working group under the HCTT. The operation will involve participatory community selection process and implementation mechanism. A community mobilization plan will be developed to establish processes that will increase communities’ decision-making capacity on key aspects of the operation. Community information boards and information desks will be arranged in the right places to ensure that communities are receiving relevant messages regarding BDRCS’s relief efforts and services. Leveraging BDRCS’ experience in broadcasting live radio programmes, as part of two-way communication, live radio shows may be broadcasted on recovery and rehabilitation of the affected population through community based radio stations. A complaints and response mechanism (CRM), such as setting up feedback desks or complaints box at distribution sites, opening hotline services/open data kit, will be implemented for communities to raise valid concerns and receive a response about the quality of aid. Red Crescent Youth (RCY) volunteers and staff working on the ground will be equipped with Frequently Asked Questions (FAQ) so that they can respond to the queries from the communities and stakeholders. As part of behaviour and social change communication, coordination with CwC will be maintained to promote messages on positive practice and behaviour through accessible and relevant communication channels. Protection awareness flyers and other information, education and communication (IEC) materials will be developed and distributed based on the information needs.
Specific activities around CEA will be integrated within sectors across shelter, livelihoods WASH and others. This can better inform decisions as programming moves into the recovery stage. A communication plan will be in place to cause behavioural change in areas of water and sanitation, shelter strengthening as well as disaster risk reduction interventions. A perception survey and a beneficiary satisfaction survey will be conducted in the relief and recovery phase of the operation to understand if communities’ needs are met and evaluate the quality of services of BDRCS. The interventions of the DRR, WASH and shelter will be community-led to ensure they are engaged in their own recovery. The operation will make use of the IFRC CEA guide as an important reference during its interventions.
Gender and Diversity Individuals are all affected differently according to their gender and age group during disasters. Each group has different needs and capacities for resilience. The operation will integrate gender and child protection throughout to provide services appropriate to the needs of affected people.
While the detailed needs assessment will identify the most affected in the disaster, all reports of deaths and injuries will be disaggregated based on age and sex. Age and sex disaggregated data (Mobility Impairment; Visual impairment; Hearing impairment; Mental disability) allow a better understanding of who are more vulnerable and the type of service provisions to be prioritized; i.e. paediatric, women doctors, services for persons with disabilities, etc. The needs assessment will also identify the needs for information for gender diverse groups and any risks/records of gender based violence.
The relief package will be designed to address the immediate needs of the vulnerable groups. Women’s specific needs of hygiene kits and sanitary articles will be included as part of the hygiene parcels.
Women enumerators/NDRT volunteers and staff together with the men volunteers will be deployed to conduct assessments to ensure women’s views and needs are fully identified. Vulnerable families including households headed by the disabled, the elderly, minors and women will be mapped. The operation will facilitate public service messaging that clearly highlights how and where to address protection issues - reporting lost persons and children, and gender based violence recognition and referrals. The response team will be in close contact with the Gender based Violence (GBV) cluster and child protection cluster to develop referral pathways and disseminating them. Trainings in this matter are ongoing within the population movement emergency appeal. As the scope of this appeal goes beyond the population movement appeal, but in neighboring areas, the integration of volunteers of this current operation covering those areas will be integrated in these trainings as well.
2 Feni and Noakhali districts were selected for assessment based BMD cyclone warning
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Local Capacity Development One of the strategic aims of the IFRC is to support National Societies in their efforts towards capacity building at branch levels. The rationale is that branch resilience pre-positions the communities to respond more quickly and hence, building a long-term institutional capacity to provide services in communities. Efforts needs to be done to focus on ensuring that National Societies are equipped to deal with emergencies through a risk informed and holistic approach in NS disaster and crisis preparedness. This includes, the provision of support in strengthening the quality of National Societies’ preparedness for response coordination and management; support National Societies in assessing and strengthening their preparedness for response capacities following global tools and standards (i.e. WPNS, DRCE, NDPRM); representation and information management across the regional network; active contribution to an effective coordination as well as building a common approach among National Societies and Partners supporting BDRCS. As part of the National Society Capacity building, a focus will also be put on building local partnerships. BDRCS is encouraged to work with local actors and Community Based Organizations (CBO) to further improve the capacity of aid in locally. The focus on localisation during response and recovery will enable capitalization of local knowledge, sharing of resources and expertise as well as building sustainable capacities. This capacity enhancement support will be conducted throughout BDRCS by supporting the capacity building of Red Cross Youth and students and support in shelter activities. Participation of the local government disaster authorities in disaster response trainings as well as partnership (for livelihood sector) with community based organizations, local entrepreneurs and craftsmen will also be encouraged to strengthen the overall resilience of the communities.
Operational support services
Human resources BDRCS will use its existing staff and volunteers for the response operation. BDRCS has already alerted National Disaster Response Team (NDRT) and National Disaster Response WASH Response Team (NDWRT) and will deploy NDWRT as soon as possible to operate the portable water treatment plant. The district branches have deployed youth volunteers and members of the executive committees were working in warning dissemination, and evacuation. The executive committee will also be involved in assessment and beneficiary selection. A regional disaster response team (RDRT) member has been identified from Philippine to support BDRCS in procurement activities as primary task for a period of one month.
IFRC will use existing staff for the operation and has kept all staff members on standby to assist BDRCS district branches for assessment and beneficiary selection. One IFRC staff was engaged with BDRCS for the need assessment. The in-country PNSs have also offered human resources for potential needs. GRC has volunteered one staff to support the DREF process and later GRC and BRC dedicated one staff each as the need assessment team members.
This EA covers travel, accommodation and per-diem costs related to the staff and volunteers mobilized as well as pre-positioning cost for BDRCS and IFRC staff. The EA will also cover insurance for the volunteers supporting the operation through the IFRC global volunteer accident insurance scheme. The control room in both district and National Headquarters level are strengthened for the management and coordination of the operation through strategic deployment of dedicated staff to the field as well as coordination with various clusters and working groups.
Logistics and supply chain, Logistics activities aim to effectively manage the supply chain, including, procurement, customs clearance, fleet, storage and transport to distribution sites in accordance with the operation’s requirements and aligned to IFRC’s logistics standards, processes and procedures.
Logistics will source and procure required NFIs being supplied by the BDRCS/IFRC pre-positioned stock in Dhaka and Chittagong warehouses. Based on further development, replenishment of jerry cans and shelter toll kits will be done through international (by the operational logistics, procurement and supply chain management (OLPSCM) department in Kuala Lumpur) and rest of the NFI’s locally pby the IFRC CO. RDRT procurement specialist will be deployed to this operation to support NS and IFRC CO with the local procurement activities. Required vehicle support has been provided and the in-country logistics team is on standby to provide any further support. In country logistics team is keeping close coordination with the OLPSCM in Kuala Lumpur and regular updates are provided to them.
Information technologies (IT) High speed WiFi internet is available in the IFRC country office as well as BDRCS NHQ. Staff and volunteers in the field will be supported by 3G modems and internet data packages on their smartphones which will enable them to communicate electronically with NHQ, send reports and pictures. Rapid assessments will be carried out electronically through mobile applications, e.g. Magpie. The prepositioned NDRT and RDRT IT telecom kits will be mobilized in the operational activities. Onsite and remote IT telecom support will be ensured by both the IFRC and BDRCS ICT sections. Briefing sessions will be arranged as needed.
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Communications The IFRC communications team works closely with BDRCS to ensure the steady flow of information between operations in the field and major stakeholders including media, Movement partners and donors. This will ensure regular and consistent updates on the disaster situation, as well as emergency and recovery operation. News stories on the disaster situation and the operation will be highlighted through international local media as well as on IFRC and BDRCS online channels such as the official websites (IFRC and BDRCS) and social media platforms.
The BDRCS district units are in continuous engagement with the local media outlets to highlight the Red Cross Red Crescent response. Regular flow of information will also be maintained between beneficiaries, respective BDRCS district units and response departments at NHQ to maintain transparency and address the immediate needs of the most vulnerable communities. Prior to relief distributions, beneficiaries will be made aware on the distribution packages, services, and the Fundamental Principles of the Red Cross Red Crescent Movement. The relief operation will maintain visibility in the field through appropriate branding such as banners and BDRCS aprons to enhance awareness about the role of the National Society and IFRC in the operation. BDRCS will also take initiatives to document all media releases and videos on this operation. Best practices will be captured and all efforts made to record case studies as the operation progresses.
Security The identified safety and security threats are not likely to affect the ability of RC personnel to implement program activities. The key potential risks to RC Personnel in the area are threats related to road safety; flash floods, mudslides, petty crime and health risks. There is always a latent threat of incidents occurring due to beneficiary dissatisfaction. Team leaders are aware of the mitigating measures to be taken to avoid such risks. Further training related to personal safety and security is planned for the near future. Movement monitoring is in place for field travel and the general safety and security situation is constantly monitored by the security team. The security manager disseminates Security Advisories, including any necessary temporary restrictions when appropriate. Safety and Security alerts are also sent via timely SMS messages. All visitors and new staff are provided with a security welcome pack and must attend a security briefing within 24 hours of arrival in-country. An initial security risk assessment has been completed in the area and a further Operational Security Risk Assessment will be completed with the support of the IFRC Regional Security Coordinator. The safety and security of volunteers and staff engaged in the operation will be ensured by adhering to the appropriate security measures, for example the wearing of life jackets by all staff and volunteers travelling by water transports will be made mandatory.
Planning, monitoring, evaluation, & reporting (PMER) PMER activities will be rolled out to ensure the quality of implementation throughout the operational management cycle. BDRCS will be responsible for the day-to-day monitoring of the operation, primarily at the branch/unit level. BDRCS NHQ and IFRC team will also be supporting the implementation team as and when required. BDRCS and IFRC monitoring teams, including the NDRT, will visit operation sites on a regular basis to measure the progress of the implementation and provide support for the better accomplishment of the proposed actions in the intervention areas.
As a part of information management system, the beneficiary database will be developed to avoid duplications and to track assistance by the BDRCS team. The database along with the rapid needs assessment will be conducted using mobile based technology; RAMP (rapid assessment using mobile phone). The assessment will be carried out by the unit volunteers who are already trained on how to apply RAMP. Some of the new volunteers will also be trained and that will contribute to capacity development of the respective unit.
Regular internal reporting and logbook-keeping by the field officers will help to gather information of day-to-day operational issues. The BDRCS PMER unit will be involved the planning and reporting of the operation at NHQ level. IFRC will provide technical support to BDRCS through its country office and Asia Pacific Regional Office. The affected districts will be regularly visited jointly by IFRC and BDRCS monitoring teams. This will help to identify and, where possible and necessary, resolve issues.
Reporting on the operation will be carried out in accordance with the IFRC minimum reporting standards. At least two updates will be issued during the operation’s timeframe and a final report within three months of the end of the operation. A lesson learned workshop will also be conducted.
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C. DETAILED OPERATIONAL PLAN
Water, sanitation and hygiene promotion
Needs analysis: It is reported that water and sanitation of around 62,630 individuals from the host communities and 45,282 individuals from makeshift settlements in Cox’s bazar are affected by this cyclone. A considerable number of hand tube-wells and ponds have been contaminated by wind driven saline water forcing the affected population to seek alternative safe water sources. people are forced to collect drinking water from distant sources. The pre-cyclone sanitation and hygiene condition for most of the people in the affected area were not up to the mark and has worsen ever since the cyclone. As a result, poor hygiene and environmental sanitation practices has been observed which can lead to further contamination and spread of diseases. Following the landslides, a number of water points have been damaged, access to latrines have been disrupted and the sanitation facilities in the relocation centres haven been found to be less gender sensitive.
Population to be assisted: • 500 families and 6 schools/health centers will be provided with jerrycans and engaged in hygiene promotion activities. • 2,800 families and 1,200 students/people in health centers will be assisted with hygiene parcels. • 500 families will be supported (through cash grants/construction material) in reconstruction of latrines. • 500 families will benefit from the installation of 10 new tube wells. • 6 schools/health centers will be supported (through cash grants/construction material) with latrine repairing. • 40 damaged water points will be repaired.
Outcome 1: The risks of water and sanitation related diseases are reduced Output 1.1: Improve access to sanitation facilities and improved practice of hygiene knowledge and behaviour to target families and schools/health centres Indicators: a) No. of families, school/health centres that received jerrycans b) No. of families received cash grant and construction materials to repair their latrines. c) No. of schools/health centers received cash grant and construction materials to repair latrines d) No. of students, people received hygiene parcel (HP) items3 e) No. of people trained in PHAST ToT f) No. of people reached with hygiene promotion activities in the communities g) No of students, people reached with hygiene promotion activities in schools/health centres h) No. of people have access to safe drinking water Activities planned Month 1 2 3 4 5 6 7 8 PHAST ToT for volunteers x x Implementation of PHAST in the communities x x x x Implementation of PHAST in the schools/health centers x x x x Distribution of 2,000 jerrycans in 6 schools/health centres and for 500 families x x x Replenishment of 2,000 jerrycans x Local procurement of 4,000 boxes of hygiene parcel (HP) items x x Distribution of 2,800 boxes of HP in communities and 1200 in school/health centers x x x Distribution of cash grants and construction materials among 500 affected families x x x x for latrine repairs Support to schools/health centres for latrine repairs through cash grants and x x x x materials New tube well installation x x x x Repairing of damage water points x x x
3 Tooth Powder 1 pc, Soap- Bath 2 pcs, Soap- Laundry 2 pcs, Tooth Brush 2 pcs , Sanitary Napkin/ Cloth 2 packets, Washing Powder 500 gram, carry bag 1;
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Shelter
Needs analysis: TC Mora: Shelter was identified as one of the top priority area by the ISCG and BDRCS quick assessment. Around 17,023 houses have been completely damaged and 35,516 houses have been reported to be partially damaged in 12 location in Cox’s Bazar. About 50,000 houses are reported damaged in Chittagong district and more than 2,000 houses are reported damaged in Bandarban.
The affected people from Chittagong, Cox’s bazar and Bandarban districts had been forced to take shelter on roadsides and in temporary locations. People were living under the open sky and the rains were exacerbating their suffering. Shelter support is essential for fully damaged and severely partially damaged houses. It is found that affected families initially need tools support to, when possible, repair their houses or build a basic shelter with their salvaged material. This is considered as emergency or makeshift shelter; followed by cash and construction materials to rebuild houses.
In addition to household’s repairs there is an important need to strengthen the overall build back better approach to increase shelter and infrastructures resilience of the communities. The government has been very active in supporting the repairs of the health centres and schools to reduce the time they will be occupied by people. Therefore, there is a need to train for shelter awareness for families. In order to complement the work done by the government and to provide a holistic approach to shelter awareness, community members will also be trained not only on how to rebuild their houses but also on how to enable them to maintain, retrofit and make their communal buildings, schools, hospitals, etc. stronger and rehabilitated quicker after disasters. Integration of PASSA in schools will also be a good opportunity to increase the resilience of the schools. These activities will be complemented with cash grants to enable few schools and medical facilities that will still be in need of repairs or have not benefitted of the government assistance for rehabilitation.
Landslide: • Shelter is one of the priority needs identified by the assessment • Number of people are reported to staying in vulnerable conditions in slop of hills • People have limited knowledge on safe shelter awareness • Less tribal people in the relocation centres
Population to be assisted: • 2,000 affected families will be aware on safe shelter through implementing participatory approach for safe shelter awareness (PASSA) tool through communities, schools and health centres. • 2,000 affected families will be assisted for shelter repairing through distribution of shelter toolkits, cash grant and construction materials. • Students from school will be given demonstration on model safe shelter along with community people.
Outcome 2: Immediate and mid-term shelter & settlements needs of the affected population are addressed Output 2.1: Shelter toolkits, awareness, construction materials and cash grant provided to 2,000 families to support the repairs/rebuilding of house, schools and health centres Indicators: a) No. of families provided with tools kits and construction materials b) No. of affected families engaged with the implementation of participatory approach for safe shelter awareness (PASSA) tool c) No. of families provided by cash d) No. of shelter toolkits replenished e) No. of schools/health centres supported for repairing through PASSA and cash grant Activities planned Month 1 2 3 4 5 6 7 8 PASSA ToT for volunteers x x Implementation of PASSA in the communities x x x x PASSA demonstration in the school compound / health centres with cash support x x x for repairs Local procurement of Shelter construction materials x x Shelter toolkits, construction materials distribution to 2,000 families x x x x x Distribution of cash grant for Shelter repairing/rebuilding x x x x x Replenishment of shelter toolkits x x x
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Shelter Coordination
Needs analysis: The Humanitarian Country Team has decided to enhance coordination of the humanitarian response through relevant sectors, including shelter. While clusters are not officially activated at the moment, IFRC has been requested by the UN Resident Coordinator to lead the coordination of the shelter response in its capacity as Global Shelter Cluster lead agency for natural disasters. In order to scale up its inter-agency shelter coordination capacity, IFRC has deployed a Technical Coordinator and Information Management Focal Point from the Global Shelter Cluster for approximately 1 month to reinforce the existing in-country capacity and scale up support to cluster response. This additional support is focusing on ensuring better coordinated cluster response, addressing technical needs on shelter designs, materials and interventions, and improving cluster information management system. IFRC is also identifying additional capacity through local staff that can integrate a Shelter Coordination Team to support a coherent and quality inter-agency humanitarian shelter response.
Population to be assisted: People affected by the floods and who sustained shelter damages.
Outcome 3: The shelter response of humanitarian actors is strengthened through enhanced leadership, coordination and accountability. Indicators: a) A coordinated and strategic response plan according to humanitarian minimum standards adopted by actors in support of Government Output 3.1: Timely, predictable, and widely accessible shelter coordination services are provided to humanitarian shelter actors. Indicators: a) Bangladesh cyclone Mora website available for sharing information at sheltercluster.org b) 4W matrix in place and regularly updated c) Regular inter-agency shelter coordination meetings Activities planned Month 1 2 3 4 5 6 7 8 Support service delivery of humanitarian shelter actors x x x x x x x x Support the development and implementation of the shelter coordination x x x x x x x x Output 3.2: Shelter coordination services in Bangladesh provide a platform to integrate Build Back Safer (BBS) and Disaster Risk Reduction (DRR) principles into the shelter response of humanitarian actors. Indicators: a) No. of shelter actors incorporating BBS and DRR elements into their technical advice and shelter programming. Activities planned Month 1 2 3 4 5 6 7 8 Monitor and evaluate the humanitarian shelter response x x x x x Support advocacy on behalf of the sector x x x x x x x x Build national capacity in preparedness and contingency planning x x x
Food security, nutrition and livelihoods
Needs analysis: TC Mora: Food security is an underlying concern in all affected districts. Chronic Integrated Food Security Phase Classification (IPC) analysis of the area undertaken in 2013 and 2015 indicated that all the districts have been classified at IPC Level 3 (moderate chronic food insecure). Within this overall analysis of the area, 10% - 12% of the population were classified at Level 4 (severe chronic food insecure). Food access, utilization, sanitation, caring practices and poverty have been found to be the major limiting factors in the districts with high levels of chronic food insecurity. The assessments have also informed the detailed needs and situation. Amongst the affected community, the most vulnerable and impacted groups were listed as daily laborers (agricultural and non-agricultural) and small and marginal farmers.
Most of the food storages were affected in the assessed location. ISCG assessment reported that food storage were severely affected in different locations of makeshift camps in Cox’s Bazar, where between 50% and 100% of the storage was damaged. In all the villages, markets are partially functioning with limited food stock present. However, some of the new makeshift camps such as Borodail, Leda, Dokkhin Para and Shawporir Dwip do not have full access to the markets.
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It has also been reported that there is a moderate to huge damage and loss of agricultural crops as well as fisheries along with poultry. Across Teknaf Upazila, 20,467 livestock units and 608 acres areas of crops/land were reported damaged. 33 fishing boats were lost or heavily damaged and 21 large fishing nets have been destroyed.
The ISCG and other BDRCS assessment has recommended for cash or food for work to be expanded and intensified as multipurpose cash grant can be an effective response options. The affected people involved in farming and fishery sectors are in urgent need for soft-loan or grants and skills training for alternative livelihoods. Rehabilitation of shrimp farm, ponds and farm are also considered as urgent need by the affected community.
Landslide: • Problem related to food is one of the major concern for the affected people, loss the storage of food further leading them to food insecure situation. Most reported problem is having insufficient food along with less access to the food. • Few have only rice no other basic food commodities to ensure the other needs • Negative coping strategies are being reported including eating fewer meals per day, reduce the small size, selling valuable assets. • Less access to food cause serious nutrition issue for the pregnant and lactating mothers • Reported number of Households loss their means of livelihood and valuable assets • Livelihood of the unskilled labour and who are related to collecting the fuel wood and agriculture is in danger, the upcoming monsoon can hinder the process more aggressively
Population to be assisted: • 6,000 families will be provided with dry food • 2,000 families will be provided with cooked food • 2,000 families will receive multipurpose cash grant (CHF 50 cash envelops) for one month • 2,000 families will receive livelihood cash grant (CHF 187 through bank transfers)
Outcome 4: Immediate food needs of the affected population are met Output 4.1: Provision of food items to 8,000 families Indicators: a) No. of families provided with dry food b) No. of families provided with cooked food Activities planned Month 1 2 3 4 5 6 7 8 Beneficiary selection x Procurement and distribution of dry food x Distribution of cooked food x x Output 4.2: Provision of unconditional cash grant to 2,000 families Indicators: a) No of families received unconditional multipurpose cash grant for one month Activities planned Month 1 2 3 4 5 6 7 8 Beneficiary selection x x Distribution of cash grant x x x
Outcome 5: The livelihoods of the target population is restored Output 5.1: 2,000 families received cash grant to support restoring their livelihoods Indicators: a) No of families provided cash for livelihoods b) No of beneficiaries received livelihood training Activities planned Month 1 2 3 4 5 6 7 8 Livelihood ToT training for volunteers x Implementation livelihood training in the community x x Distribution of cash grant for livelihood x x
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Disaster Risk Reduction
Needs analysis: Bangladesh is vulnerable to various disasters, including cyclones, floods and landslides. Apart from the mortality and morbidity resulting from the disasters, economic losses are also affecting the people. The same population is also more vulnerable to the regular communicable diseases and outbreaks.
When immediate emergency and relief needs are covered, and the conditions are established, there will be the need to undertake an analysis to identify specific needs for integrated community preparedness and risk reduction, generate lessons learnt and document good practices to be disseminate within the communities through schools and other learning spaces such as communal halls and health centres.
Erosion is also prevalent in many of the affected areas, especially in the areas where the informal settlements are. A need for replanting trees and awareness on preserving trees is needed through awareness.
BDRCS will be supported to continue their active support to government in the strengthening of domestic legal frameworks for disaster risk reduction, preparedness and response in county, this will be particularly important in the recovery phase.
In recent years Bangladesh has faced several similar category of cyclones in almost the same area in between May to July. In every cases BDRCS has responded to the affected communities and saved lived of those affected.
Population to be assisted: Detailed assessments will be undertaken to select the people and specific communities to be assisted. Schools, community spaces and health centres will also be targeted to disseminate key awareness messages.
Outcome 6 - Community resilience to disasters is enhanced Output 6.1 - Targeted 4,000 families have better knowledge on DRR Indicators: a) No. of families received DRR training b) No of people received tree sapling c) No. of schools/health centers received small scale disaster risk mitigation support Activities planned Month 1 2 3 4 5 6 7 8 Beneficiary selection x Provide awareness session x Provide tree sapling x Supporting small scale disaster risk mitigation work in school/health centres) x x x
Outcome 7: The NS early warning systems and procedures are supported to increase capacity Output 7.1: Early warning equipment and financial support is provided to district branches in order to activate cyclone preparedness programs Activities planned Month 1 2 3 4 5 6 7 8 Information dissemination and evacuation x Communication cost support to CPP volunteers x x
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National Society Capacity Building
Needs analysis: The response to the floods is putting put even more stress on BDRCS resources which are being used on the population movement crisis and finalization of last years floods operation, as well as their regular programs and activities. There is, therefore, the need to allocate additional resources in mitigating a potential negative impact on the long-term development of the National Society by putting deliberate efforts to strengthen the institutional preparedness capacity of the BDRCS. Although many of the branches of this appeal received support in terms of visibility materials and prepositioned stocks, there is a need to improve the skill (disaster response, information management mainly) set of RC volunteers for disaster response and their local government partners, as well as to integrate and enhance local partnerships to capitalize on resources and capacities, as proposed in the strategy of the document.
Population to be assisted: The activities planned in this regard look at the following three broad areas, with a strong focus on the local branch and their local partners: • Facility, equipment and pre-positioned stock capacity • Implementation of information systems • Branch development – which will strengthen their efficiency and effectiveness deliver services through training and partnerships with local organisations and community leaders
Outcome 8: National Society branches and local capacity to respond to disaster and crises is strengthened Output 8.1: Increased capacity of Response Coordination Centre Indicators: a) No. of vehicle functional b) No. of IT system functional c) No. of training conducted d) No. of web based information dash board is developed e) No. of partnerships agreements with local stakeholders Activities planned Month 1 2 3 4 5 6 7 8 Maintenance of BDRCS vehicle x IT equipment: Television, Projector x Search & Rescue Training x Support the response mechanism of the NS by web based information dash board x x x x x on damage and need information, distribution report Partnership building with schools, health centres and local stakeholders and service x x x x x x x providers
Health
Needs analysis: Mainly for landside • Less physician and less material is identified • Number of people been injured and less access to immediate medicine as of broken communication system • Access to health services to the pregnant and lactating mother
Population to be assisted: • 6 communities through will receive CBHFA • 30 sets of first aid boxes will be placed in 6 communities
Outcome 9: The medium-term risks to the health of affected populations are reduced. Output 9.1: Community-based health promotion measures provided Indicators: a) No. of people reached through CBHFA b) No. of first aid boxes placed in communities Activities planned Month 1 2 3 4 5 6 7 8 Organizing CBFHA sessions and activities in the targeted community x x x Providing first aid boxes to communities x x X
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Quality programming / Areas common to all sectors
Outcome 10: Continuous assessments and situation analysis are used to inform the design and implementation of the operation Output 10.1: Needs assessments, beneficiary selection and monitoring are undertaken Activities planned Month 1 2 3 4 5 6 7 8 Conduct initial assessment by RCY and NDRTs x x Participation in JNA with other organizations x x Orientation of staff and volunteer on assessment and beneficiary selection x x x Post distribution monitoring (10% HH as sample basis) x x x x x Monitoring visits by joint teams of BDRCS headquarters and IFRC x x x x x x x x Lessons learned workshop x Final Evaluation x
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REVISED EMERGENCY APPEAL 16/07/2017
MDRBD019 Bangladesh : Cyclone Mora Multilateral Inter-Agency Appeal Budget Budget Group Response Shelter Coord. CHF
Shelter - Relief 26,000 0 26,000 Construction - Materials 350,000 0 350,000 Food 22,500 0 22,500 Seeds & Plants 25,000 0 25,000 Water, Sanitation & Hygiene 85,950 0 85,950 Medical & First Aid 1,800 0 1,800 Cash Disbursements 693,000 0 693,000 Total RELIEF ITEMS, CONSTRUCTION AND SUPPLIES 1,204,250 0 1,204,250
Computer & Telecom Equipment 2,500 0 2,500 Office/Household Furniture & Equipment 6,000 0 6,000 Total LAND, VEHICLES AND EQUIPMENT 8,500 0 8,500
Storage, Warehousing 200 0 200 Distribution & Monitoring 11,700 0 11,700 Transport & Vehicle Costs 8,950 1,500 10,450 Logistics Services 2,200 0 2,200 Total LOGISTICS, TRANSPORT AND STORAGE 23,050 1,500 24,550
International Staff 0 12,000 12,000 National Staff 75,200 0 75,200 National Society Staff 53,900 0 53,900 Volunteers 14,825 0 14,825 Total PERSONNEL 143,925 12,000 155,925
Consultants 0 17,250 17,250 Total CONSULTANTS & PROFESSIONAL FEES 0 17,250 17,250
Workshops & Training 72,075 20,000 92,075 Total WORKSHOP & TRAINING 72,075 20,000 92,075
Travel 31,564 4,000 35,564 Information & Public Relations 6,633 4,000 10,633 Office Costs 1,200 1,000 2,200 Communications 1,600 600 2,200 Shared Office and Services Costs 18,861 0 18,861 Total GENERAL EXPENDITURES 59,858 9,600 69,458
Programme and Supplementary Services Recovery 98,258 3,923 102,181 Total INDIRECT COSTS 98,258 3,923 102,181
TOTAL BUDGET 1,609,916 64,273 1,674,188
Multilateral Contributions 509,878 0 509,878 TOTAL AVAILABLE RESOURCES 509,878 0 509,878
NET EMERGENCY APPEAL NEEDS 1,100,038 64,273 1,164,310
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Reference For further information specifically related to this operation please contact: documents Bangladesh Red Cross Society: Click here for: • BMM Mozharul Huq, ndc; secretary general; phone: +88 01811 458500; email: • Revised [email protected] K. Jakaria Khaled, Deputy Secretary General, disaster response; phone: +018 11 45 8501; Budget • email: [email protected] • Donor • Md. Nazmul Azam Khan, disaster response; phone: +880-167-813-5455; email: Response [email protected]
IFRC Bangladesh country office: • Azmat Ulla, head of country office; phone: +880-171-152-1615; email: [email protected] • Md. Adith Shah Durjoy,senior manager response and organizational development; phone: +880-181-825-7651; email: [email protected]
IFRC regional office for Asia Pacific, Kuala Lumpur: • Martin Faller, deputy director; email: [email protected] • Mathieu Léonard, operations coordinator; mobile: +60-196-200-357; email: [email protected] • Riku Assamaki, regional logistics coordinator; email: [email protected] • Melissa Winkler, acting communications manager; email: [email protected] • Pierre Kremer, head of partnership, resources and development; mobile: +60-196-200-758; email: [email protected] • Clarence Sim, PMER manager; email: [email protected]
IFRC Geneva: • Susil Perera, senior officer, response and recovery; phone: +41-2-2730-4947; email: [email protected] • Cristina Estrada, response and recovery lead; phone: +41-2-2730-4260; email: [email protected]