Bangladesh: Cyclone Mora

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Emergency Plan of Action (EPoA) Bangladesh: Cyclone Mora

Emergency Appeal n° MDRBD019 Glide n° TC-2017-000058-BGD Date of issue: 13 June 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: 6 months (until 28 November, 2017) Overall operation budget: CHF 1, 296, 519 Amount advanced from DREF: CHF 110,111 Number of people affected: 3.3 Million Number of people to be assisted: 50,000 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, Swedish Red Cross, Swiss Red Cross, Turkish Red Crescent, ICRC Other partner organizations actively involved in the operation: Government of Bangladesh, UN agencies, INGOs

A. Situation analysis

Description of the disaster

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 Bangladesh (GoB) issued danger signal number seven for coastal 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. Devastating impact of Cyclone Mora in Chanua union of Bashkhali Upazila under Chittagong District. (Photo: Sharif/IFRC) 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 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.

1 Needs Assessment Working Group (NAWG) 72-hour assessment, 3 June 2017

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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 was allocated on 29 May to support BDRCS in doing early warning dissemination, volunteer mobilization, assessment as well as emergency food and drinking water distribution.

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

P a g e | 3 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: Damage information in priority sub-districts with higher damages: Number of fully Number of partially Total number of District Sub-district damage House damage house damage house

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 sustained severe damage in registered camps too.

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 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: - 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. - 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

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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.

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.

This appeal will cover the gaps identified in three districts namely Cox’s Bazar, Chittagong and Bandarban. However, the needs in makeshift settlement of people from Myanmar in Teknaf and Ukhiya sub-district of Cox’s Bazar districts, will only be addressed through the implementation of another appeal namely the Population Movement appeal (MDRBD018). The Population Movement appeal will be revised within the month to include the current context and needs after TC Mora. On another note, UN agencies are also supporting the makeshift settlements and is in a process to mobilize CERF fund. The IOM has also mobilized flash appeal of 3.5 million to support the makeshift camps in Ukhia and Teknaf sub districts.

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, 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.

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 together with the government agencies under the guidance of respective units’ executive committee. BDRCS district branches had participated in the District BDRCS volunteers disseminating warning messages in the coastal community. (Photo: BDRCS/Cox’s Bazar Unit)

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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 5,000 families have received immediate dry food assistance from BDRCS with support from the DREF allocation. More than 3,000 families in Cox’s Bazar and 1,200 families in Chittagong, received the dry food assistance. Approximately 1,175 families in cyclone centers in Noakhali district received dry food assistance. In addition, 1,000 shelter toolkits and 2,000 jerrycans have also been allocated for distribution in the affected districts. 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.

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.

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. ICRC is prepared to provide any required support while monitoring the development of the situation.

At the request of the BDRCS, an alert for the deployment of one regional disaster response team (RDRT) member has been issued and the process of identifying a suitable candidate is on-going. The RDRT member identified will be on standby for immediate deployment when the IFRC-supported response operation is launched.

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

P a g e | 6 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.

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). 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 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 and is in a process to mobilize CERF fund. The IOM has also mobilized flash appeal of 3.5 million to support the makeshift camps in Ukhia and Teknaf sub districts.

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.

Needs analysis, beneficiary selection, risk assessment and scenario planning

Need Analysis 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.

Emergency and transitional shelter Shelter was identified as one of the top priority area by the ISCG and BDRCS quick assessment. Preliminary estimates indicate that 70% of the existing structures in the makeshift camps are damaged. 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.

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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 was previously reported by the Devastating impact of Tropical Cyclone Mora in the Makeshift lessons learnt for Cyclone Mahasen, Komen camp, Ukhiya, Cox’s Bazar. Photo: Aminul Kawsar/BDRCS 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).

Shelter 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 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.

Food and non-food items 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.

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 (for makeshift camps) 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 affected. Cash and food for work programmes are required to restore household food security during the lean period until the next cropping season.

Water and sanitation 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. In Teknaf, 15% to 25% of the total population need improved access to safe water, about 25% to 50% of the population needs private latrines, private bathing facilities and basic hygiene items. In the makeshift settlements around 70% to 80% sanitation facilities of Kutupalong and Leda are heavily affected and are no longer

P a g e | 8 functional. Around 10 to 15% of Shamlapur and Balukhali makeshift settlements are also in need of rehabilitation of sanitation facilities.

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.

Health 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.

Livelihoods 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 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 Ukiah, 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.

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 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.

B. Operational strategy and plan

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 in four most affected districts of Cox’s bazar, Chittagong, Bandarban and Noakhali are met

P a g e | 9 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. The components of the Emergency Appeal are as follows:

Sector Activity Target Location (districts) Shelter Distribution of shelter toolkits to build a basic shelter with their salvage materials or start emergency shelter repairing 1,800 families Cox’s Bazar, Conditional cash grant and construction materials to build Chittagong, Bandarban back better

PASSA2 Training of Trainers (ToT) for volunteers Implementation of PASSA in the communities PASSA demonstration in the school compound / health centres with 6 schools/health cash support for repairing centres Shelter coordination Food security Dry food distribution 6,000 families Noakhali, and Livelihood Chittagong and Cox’s Bazar Unconditional multipurpose cash grant for one month (per family: 2,000 families CHF 50) Cox’s Bazar, Conditional cash grant support for restoring livelihood (per family: Chittagong, CHF 190) Bandarban 1,000 families Livelihood ToT for volunteers Conduct livelihood training in the communities WASH Distribution of jerrycans to school/health centres (1,000 pcs) 6 schools/health PHAST in school/health centres centres Latrine repairing in school/health centres Distribution of hygiene parcel 2,800 families (same families from shelter and Cox’s Bazar, livelihood Chittagong, beneficiaries) Bandarban PHAST ToT for volunteers PHAST implementation in the communities 500 families Owner driven latrine reconstruction by providing cash and materials Distribution of jerrycans (2 pcs in each families) National Society Vehicle maintenance NHQ and Cox’s Capacity Building Office equipment Bazar, Search and Rescue training with equipment BDRCS staff Chittagong, Support the response mechanism of the NS by web based and volunteers Bandarban information dash board on damage and need information, distribution report Partnership building with local schools/health centres 6 schools/health centers DRR Tree plantation 3000 families Cox’s Bazar, DRR awareness session Chittagong, Supporting small scale disaster risk mitigation work in school/health 6 schools/health Bandarban centres) centers Assessment Support the field assessment, participation of inter-agency JNA and Assessments in Feni,3 Noakhali, beneficiary selection 4 districts Cox’s bazar, Lessons learned workshop Chittagong Final evaluation Early warning Support in Early warning dissemination, evacuation, communication 18 coastal districts

2 Participatory Approach for Safe Shelter Awareness (PASSA) 3 Feni and Noakhali districts were selected for assessment based BMD cyclone warning

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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, 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.

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.

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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 will also be deployed 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 support will be provided following IFRC standard systems and procedures to source and procure required NFIs being supplied by the BDRCS/IFRC pre-positioned stock in Dhaka and Chittagong warehouses. Based on further development, replenishment can be done through international (by the regional logistics unit in Kuala Lumpur) and local procurement. The in-country and regional logistics unit in Kuala Lumpur stock information are already shared with the team. 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 Kuala Lumpur team 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.

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

P a g e | 12 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.

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. In Teknaf, 15% to 25% of the total population need improved access to safe water, about 25% to 50% of the population needs private latrines, private bathing facilities and basic hygiene items. In the makeshift settlements around 70% to 80% sanitation facilities of Kutupalong and Leda are heavily affected and are no longer functional. Around 10 to 15% of Shamlapur and Balukhali makeshift settlements are also in need of rehabilitation of sanitation facilities. The WASH intervention will also address protection issues as ISCG highlighted in its needs analysis report of the potential increase in protection issues due to the damages to the infrastructure of the sanitation facilities.

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Population to be assisted:  500 families and 6 schools/health centers will be assisted with jerrycans.  2,800 families will be assisted with hygiene parcels.  500 families will be supported (through cash grants/construction material) in reconstruction of latrines  6 schools/health centers will be supported (through cash grants/construction material) with latrine repairing  500 families and 6 schools/health centers will be assisted with hygiene promotion activities

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 families received hygiene parcel (HP) items4 e) No. of people trained in PHAST ToT f) No. of people reached with hygiene promotion activities g) No of students, people reached with hygiene promotion activities in schools/health centres Activities planned Month 1 2 3 4 5 6 PHAST ToT for volunteers x x Implementation of PHAST in the communities x x x Implementation of PHAST in the schools/health centers 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 2,800 boxes of hygiene parcel (HP) items x x Distribution of 2,800 boxes of HP x x Distribution of cash grant and construction materials among 500 affected families for x x x x latrine repairs Support to schools/health centres for latrine repairs through cash grants and materials x x x

Shelter

Needs analysis: Shelter was identified as one of the top priority area by the ISCG and BDRCS quick assessment. Preliminary estimates indicate that 70% of the existing structures in the makeshift camps are damaged. 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 repair their houses with their salvage 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 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.

Population to be assisted:  1,800 affected families will be aware on safe shelter through implementing participatory approach for safe shelter awareness (PASSA) tool through communities, schools and health centres

4 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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 1,800 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 1,800 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 families provided by cash c. No of shelter toolkits replenished d. No. of schools/health centres supported for repairing through PASSA and cash grant Activities planned Month 1 2 3 4 5 6 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 for x x x repairs Local procurement of Shelter construction materials x x Shelter toolkits, construction materials distribution to 1,800 families x x x Distribution of cash grant for Shelter repairing/rebuilding x x x Replenishment of shelter toolkits x x x

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 is deploying its Global Focal Point for Coordination as initial surge capacity to support the establishment of the coordination structures, tools and systems. 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 d) No of students, people reached with hygiene promotion activities in schools/health centres Activities planned Month 1 2 3 4 5 6 Support service delivery of humanitarian shelter actors x x x x Support the development and implementation of the shelter coordination 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: e) 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 Monitor and evaluate the humanitarian shelter response x x x x Support advocacy on behalf of the sector x x x x x x Build national capacity in preparedness and contingency planning x x x

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Food security, nutrition and livelihoods

Needs analysis: 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.

Population to be assisted:  6,000 affected families will be supported with dry food.  2,000 affected families will be supported with multipurpose cash grant for one month  1,000 affected families will be supported through livelihood cash grant Outcome 4- Immediate food needs of the affected population are met Output 4.1. - Local procurement of dry food for 6,000 families affected by Cyclone Mora in the six districts to cover emergency food needs of first three days Indicators: a. No. of families provided with dry food

Activities planned 1 2 3 4 5 6 Month Beneficiary selection x Procurement and distribution of dry food x Output 4. 2 - Provide unconditional multipurpose cash grant assistance to 2,000 families Indicators: a. No of families received unconditional multipurpose cash grant for one month Activities planned 1 2 3 4 5 6 Month Beneficiary selection x Distribution of cash grant x x

Outcome 5: Affected Livelihood is restored Output 5. 1 - cash grant provided to 1,000 families to support restoring the livelihoods Indicators: a. No of families provided cash for livelihoods b. No of beneficiaries received livelihood training Activities planned 1 2 3 4 5 6 Month 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 3,000 families have better knowledge on DRR Indicators: b. No. of families received DRR training c. No of people received tree sapling d. No. of schools/health centers received small scale disaster risk mitigation support

Activities planned 1 2 3 4 5 6 Month 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 1 2 3 4 5 6 Month Information dissemination and evacuation x Communication cost support to CPP volunteers x x

National Society Capacity Building: (Enhancing the capacities at local level and support to local actors)

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

P a g e | 17 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 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 1 2 3 4 5 6 Month 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 on x x x x damage and need information, distribution report Partnership building with schools, health centres and local stakeholders and service x x x x providers

Quality programming / Areas common to all sectors

Outcome 9: Continuous assessments and situation analysis are used to inform the design and implementation of the operation Output 9.1: Needs assessments, beneficiary selection and monitoring are undertaken Activities planned 1 2 3 4 5 6 Month 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 Monitoring visits by joint teams of BDRCS headquarters and IFRC x x x x x x Lessons learned workshop x Final Evaluation x

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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:  Appeal [email protected] Budget  K. Jakaria Khaled, Deputy Secretary General, disaster response; phone: +018 11 45 8501; email: [email protected]  Md. Nazmul Azam Khan, disaster response; phone: +880-167-813-5455; email: [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]  Nelson Castaño, head of disaster and crisis (DCPRR); email: [email protected]  Mathieu Léonard, operations coordinator; mobile: +60-196-200-357; email: [email protected]  Riku Assamaki, regional logistics coordinator; email: [email protected]  Patrick Fuller, communications manager; mobile: +60-122-308-451; 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]

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EMERGENCY APPEAL 13/06/2017 MDRBD019 Bangladesh: Cyclone Mora Multilateral Inter-Agency Appeal Budget Response Shelter Coord. CHF Budget Group

Shelter - Relief 26,000 0 26,000 Construction - Materials 315,000 0 315,000 Food 22,500 0 22,500 Seeds & Plants 18,750 0 18,750 Water, Sanitation & Hygiene 57,950 0 57,950 Cash Disbursements 485,500 0 485,500 Total RELIEF ITEMS, CONSTRUCTION AND SUPPLIES 925,700 0 925,700

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 4,200 0 4,200 Transport & Vehicle Costs 7,650 1,500 9,150 Logistics Services 2,200 0 2,200 Total LOGISTICS, TRANSPORT AND STORAGE 14,250 1,500 15,750

International Staff 0 12,000 12,000 National Staff 57,450 0 57,450 National Society Staff 36,900 0 36,900 Volunteers 1,825 0 1,825 Total PERSONNEL 96,175 12,000 108,175

Consultants 0 17,250 17,250 Total CONSULTANTS & PROFESSIONAL FEES 0 17,250 17,250

Workshops & Training 49,575 20,000 69,575 Total WORKSHOP & TRAINING 49,575 20,000 69,575

Travel 41,859 4,000 45,859 Information & Public Relations 5,233 4,000 9,233 Office Costs 1,200 1,000 2,200 Communications 400 600 1,000 Shared Office and Services Costs 14,146 0 14,146 Total GENERAL EXPENDITURES 62,838 9,600 72,438

Programme and Supplementary Services Recovery 75,207 3,923 79,130 Total INDIRECT COSTS 75,207 3,923 79,130

TOTAL BUDGET 1,232,246 64,273 1,296,519