Revised Emergency Plan of Action - adore.ifrc.org

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Emergency Appeal n° MDRBD019 Glide n° TC-2017-000058-BGD

Date of issue: 28 December 2017 Date of disaster: 30 May 2017

Operation manager: Hasibul Bari Razib, Manager- Humanitarian Response and Shelter, IFRC Bangladesh Country Office

Point of contact: Nazmul Azam Khan, Director, Disaster Response, Bangladesh Red Crescent Society (BDRCS)

Operation start date: 29 May 2017 Expected timeframe: 12 months (31 May 2018)

Overall operation budget: CHF 1,149,014 Amount advanced from DREF: CHF 110,111

Number of people affected: 3.3 million Number of people to be assisted: 9,700 families; 50,000 people

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, the Canadian Red Cross Society, German Red Cross, Hong Kong Branch of Red Cross Society of China, Iranian Red Crescent, Japanese Red Cross Society, Red Cross of Monaco, the Netherlands 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 (TC Mora) made land fall on 30 May 2017, followed by landslides on 13 June. This emergency plan of action (EPOA) revision combined the responses for both for the TC Mora and the Landslides affected people. TC Mora made landfall in Cox’s Bazar district, Bangladesh on 29 May 2017 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 and more than 50,000 houses were damaged. As of 3 June 2017, an estimated 3.3 million people were affected across four districts1 of Cox’s Bazar, Chittagong, Bandarban and Rangamati.

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

Summary of major changes (from initial revised Emergency Plan of Action):

• Appeal timeframe has been extended for four months until 31 May 2018.

• The appeal budget has been reduced from CHF 1.6 million to CHF 1.1 million, reflecting the total income.

• Number of targeted families for shelter assistance has been reduced from 2,000 to 1,500 families.

• Number of targeted families for livelihood assistance in early recovery phase has been reduced from 2,000 to 400 families due to funding constraints.

• To implement cash transfer programming (CTP), two CTP trainings will be included.

• To strengthen national society capacity in emergency response, one National Disaster Response Team (NDRT) training will be organized.1,000 pieces of tarpaulin and 5,000 pieces of blanket will be procured.

Revised Emergency Plan of Action

Bangladesh: Cyclone Mora

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Table 1: Summary of damages in priority sub-districts (Source: Government ‘D’- Damage form from the respective districts)

District Sub-district Number of fully

damaged houses Number of partially damaged houses

Total number of damaged houses

Cox's Bazar

Cohokoria 1,193 9,035 10,228

Teknaf 4,500 6,000 10,500

Moheshkhali 5,480 8,700 14,180

Kutubdia 4,270 6,382 10,652

Chittagong

Swandip 50 600 650

Anwara 215 819 1,034

Lohagara 0 327 327

Bashkhali 2,500 1,000 3,500

Rangamati All the upazila 150 1,027 1,177

Bandarban Nikonchori 850 2,000 2,850

Total 19,208 35,890 55,098

Around the same time, the districts of Bandarban, Chittagong, Rangamati, Khagrachari and Cox’s Bazaar experienced the worst landslides in the history due to heavy rainfall starting 13 June 2017. 160 people lost their lives and 187 people were injured. Approximately 2,124 people took shelters at 19 shelter centres in Rangamati, 388 people at five centres in Bandarban. More than 80,000 people affected were from five districts; out of which 34,000 were severely impacted as they have lost their houses together and belongings, necessities, livelihoods and food stocks. Approximately 46 per cent of the most affected people are from Rangamati, 25 per cent from Bandarban, 25 per cent from Chittagong, 2 per cent from Cox’s Bazar and, 1 per cent from Khagrachari. Due to the landslides, around 11,000 houses were reported either fully destroyed or partially damaged; more than 1,200 sanitary latrines were damaged and around 1,000 water points such as tube-well and ring-well were damaged.

The BDRCS has provided Search and Rescue and medical services immediately after the disasters. Initially, the access to health, food assistance and life-saving interventions were limited due to damaged roads; however most of these necessities had been restored. Central and local authorities have restored road networks, power supply, and communication networks.

BDRCS volunteers providing food assistance to one the landslide affected children in the community shelter in Rangamati district, (Photo: BDRCS Rangamati Unit)

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Summary of the current response

Emergency Appeal - Key operation timeline BDRCS with the support from the IFRC has launched an emergency appeal of CHF 1.2 million on the 13 June 2017 to meet the emergency and mid-term needs of TC Mora affected people and then followed by a revision on the 7 August 2017, to include affected people by landslides, seeking for CHF 1.6 million.

Considering current situation of operation with funding available and recommendations of BDRCS, there is a need to revise the Emergency Plan of Action again to meet the current needs.

Emergency Appeal coverage As of 15 December 2017, the appeal coverage is 54 per cent in hard pledges. The updated contributions list can be found in the donor response page. Overview of Host National Society The Bangladesh Red Crescent Society (BDRCS), along with its branches2 in the affected districts and volunteer networks, were active for both the disasters. Prior to the landfall of TC Mora, the GoB and the BDRCS activated and mobilized around 55,260 cyclone preparedness program (CPP) volunteers for the dissemination of cyclone early warning messages and evacuation of people to safer places. 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. Part of DREF allocation also covered the operational cost of CPP. Besides, the BDRCS district branches actively communicated with the school and college based Red Crescent Youth (RCY) members to disseminate the early warning and awareness messages to their neighbouring community.

Immediately after the cyclone made its landfall, the BDRCS provided search and rescue and first aid services to the cyclone affected population. Around 6,000 families received immediate dry food assistance from the BDRCS with support from the IFRC in Cox’s Bazar, Chittagong and Noakhali districts. In addition to that, 700 families were provided with multipurpose cash grant (CHF 50) and shelter toolkits in Chittagong and Bandarban district. The BDRCS and German Red Cross (GRC) was monitoring the development of the tropical depression since 27 May 2017, in consultation with the Climate Centre, independent meteorological institutes and the BMD under Forecast-based Financing (FbF) program. The findings from the monitoring has triggered the mobilization of early action plan for preparedness. This was initiated due to expected wind speeds which was 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 has received BDT 5,000 (CHF 60) prior to TC Mora’s landfall. The BDRCS, IFRC, British Red Cross and German Red Cross took part in the Movement assessment and feed information in the interagency Joint Need Assessment (JNA). A representative from the IFRC also joined the JNA working group meeting and supported the JNA working group for data compilation and analysis. During the BDRCS’s TC Mora response, population in the three hilly districts of Rangamati, Chittagong and Bandarban were affected by landslides simultaneously. The RCY volunteers in these three districts 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 have mobilized their own resources to meet the immediate needs of displaced people in terms of food and water. A joint movement wide assessment was commissioned from 19 to 21 June 2017 in the landslides affected areas. The National Disaster Response Team (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.

2 Bandarban, Chittagong, Cox’s Bazar, Noakhali, Feni & Rangamati district branches.

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Table 2: Emergency responses implemented by BDRCS for TC Mora affected families

SN District Funding sources

Beneficiary coverage (families)

Distributed relief items

1 Cox’s Bazar IFRC 3,733 Dry food

2 Chittagong IFRC 2,000 Dry food

3 Noakhali IFRC 200 Dry food

4 Noakhali GRC 2,820 Cash grant @ CHF 60

5 Chittagong IFRC 350 Cash grant @ CHF 50 and 1 packet of Shelter tools kits

6 Bandarban IFRC 350 Cash grant @ CHF 50 and 1 packet of Shelter tools kits

The landslides affected people sought shelter in public buildings for an extended period as they have either lost their houses or afraid to return their houses. With the support from the IFRC, the BDRCS continued to provide cooked meal distribution among those who were displaced in Bandarban district for around two weeks and has reached more than 1,660 people. BDRCS also provided dry food among 200 affected families in Chittagong. In addition to that, the BDRCS also reached 700 beneficiaries with multipurpose cash grant (CHF 50 per affected family) in Bandarban district. Table 3: Emergency response implemented by BDRCS for landslides affected families.

SN District Funding sources

Beneficiary coverage (families)

Distributed relief items

1 Rangamati ICRC 500 people Cooked food distribution

2 Bandarban IFRC 1,660 people Cooked food distribution

3 Chittagong IFRC 200 1 kg Flatten rice,1 kg Sugar, 1kg Semolina and 1lit Oil

4 Bandarban IFRC 700 Cash grant @ CHF 50

5 Rangamati Grameen Phone 1,000 15kg Rice, 2kg Pulse, 1lit Oil, 1kg Sugar, 1kg Salt and 1kg semolina

6 Bandarban Banglalink 300 15kg Rice, 2kg Pulse, 1lit Oil, 1kg Sugar, 1kg Salt and 1kg semolina

7 Rangamati Banglalink 300 15kg Rice, 2kg Pulse, 1lit Oil, 1kg Sugar, 1kg Salt and 1kg semolina

The BDRCS is communicating regularly with the movement partners as well as with domestic public and private sectors to mobilize local resources. The BDRCS received considerable amount (1,600 HHs in total) of support from National Mobile companies such as Grameen Phone and Banglalink3 for emergency response to landslides.

BDRCS volunteers are guiding beneficiaries at the multipurpose cash grant distribution point in Chittagong district, (Photo: BDRCS Chittagong Unit)

During the implementation of early recovery activities under this appeal, the BDRCS experienced one of the severe floods in north-western part of Bangladesh and population movement crisis in Cox’s Bazar from August 2017. To address the humanitarian needs for both the crisis, the BDRCS has requested the IFRC to launch the emergency appeals. Consequently, the IFRC launched CHF 4.7 million emergency appeal to assist 100,000 flood affected people and around CHF 30 million emergency appeal to assist 100,000 people under population movement operation. The BDRCS engaged all its existing staffs, NDRT and volunteers towards the flood operation and population movement operation between August to October 2017. As a result, the implementation of the early recovery activities under TC

3 They are the leading mobile phone operating companies in Bangladesh.

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Mora was hindered and progress was slow up. However, the BDRCS has recently recruited more staff, trained more volunteers to implement the early recovery activities under TC Mora operation, and slowly catching up the pace. Summary of key achievements under early recovery intervention

• Relief activities were completed, approximately 7,200 families in Cox’s Bazar, Chittagong, Bandarban and Noakhali district were reached.

• The BDRCS has identified two most vulnerable communities for early recovery operation in Chittagong and Bandarban district, and set-up two field offices near to the communities.

• The BDRCS has conducted a detailed household survey using Open Data Kit (ODK) to understand the early recovery needs and to identify most vulnerable families.

• The BDRCS has completed all preparation and formalities to provide shelter, livelihood and multipurpose cash grant assistance under early recovery phase.

• With the consultation with local communities, the BDRCS has identified cash transfer modality under the early recovery program.

• With the support of the IFRC, the BDRCS has organized two Cash Transfer Programming (CTP) level-1 trainings and trained more than 30 participants. These trained volunteers are currently assisting CTP under the shelter and livelihood sectors.

• The BDRCS has organized Participatory Approach for Safe Shelter Awareness (PASSA) Training of Trainers (ToT) from 22 to 26 November 2017 and Participatory Hygiene and Sanitation Transformation (PHAST) ToT from 25 to 29 November 2017. With the support of the trained volunteers, the BDRCS is implementing PASSA and PHAST in the targeted communities.

• The BDRCS is conducting hygiene promotion activities in six schools.

• The BDRCS WASH technical team is assessing damaged tube-wells and ring-wells for repairing. In addition, the BDRCS is working on identifying strategic and suitable locations for installing new tube-wells and ring-wells for the affected communities.

Overview of Red Cross Red Crescent Movement in country The IFRC has a country office in Bangladesh. The 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. The IFRC is supporting the BDRCS to coordinate with other humanitarian and UN agencies. The IFRC has been supporting the BDRCS with mobilization of funds and personnel, as well as in preparing situation reports and providing technical inputs for a coordinated relief operation. The IFRC is part of the coordinated rapid assessment core team. The IFRC is also participating in different coordination meetings, including the Humanitarian Coordination Task Team (HCTT). The IFRC is coordinating with UNDP as the Shelter Cluster co-lead, in compiling shelter and non-food item (NFI) contingency stock data to facilitate the ongoing response. IFRC has been closely working with BDRCS and actively coordinating with all in-country Partner National Societies (PNSs). American Red Cross, British Red Cross, German Red Cross, Swedish Red Cross, Swiss Red Cross and Turkish Red Crescent have in-country presence focusing on supporting BDRCS in longer-term programming, including disaster risk reduction (DRR) programmes. Within the longer-term program framework, British RC, Swiss RC, German RC had contributed to the respected project areas in terms of providing emergency relief support through BDRCS.

Overview of non-RCRC actors in country Prior to TC Mora, Ministry of Disaster Management and Relief (MoDMR) was communicating with all respective District Commissioners to take necessary actions as per Standing Order on Disaster (SoD) of Bangladesh Government. The BDRCS through its Cyclone Preparedness Programme (CPP) had been disseminating updated weather bulletins to remote coastal areas and taking necessary measures as per SoD. The government immediately allocated 1,300 metric tonnes of rice and approximately CHF 36,000 for the 13 coastal districts. On the other hand, to assist landslide-affected people government allocated additional approximately CHF 33,000 and 691 metric tonnes of rice to landslide-affected areas. The district administration 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. The HCTT called a meeting on 29 May 2017 and triggered a Joint Need Assessment (JNA). For TC Mora, the Need Assessment working group (NAWG) released its final report on 3 June 2017. Subsequently, the Inter Sector Coordination Group (ISCG) released a joint response plan for Cox’s Bazar on 6 June 2017. For the landslides, once again the NAWG conducted an assessment and shared the findings to HCTT members on 20 June 2017. Based on these findings, the HCTT developed a joint response plan with the support from all clusters. The landslides joint response plan requested USD 10 million funding to support around 51,000 people in the three most affected districts. According

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to the shelter cluster, as of now total 13,012 families received emergency shelter and NFIs support from UN agencies, INGOs and NGOs. Shelter Cluster coordination IFRC, in its capacity as Global Shelter Cluster lead agency for natural disasters, has been facilitating Shelter Cluster coordination before, during and in the aftermath of TC Mora. In recognition of the scale of humanitarian needs and entailing coordination requirements, IFRC deployed a Technical Coordinator and Information Management officer from the Global Shelter Cluster for approximately one month. The Shelter Cluster Coordination Team was focusing 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 reinforced 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,

• Developed and widely disseminated IEC materials on Emergency Shelter Resilience,

• Facilitated technical workshop in Cox’s Bazar to explore improved solutions for shelter support programs (anchoring methods and safe earth construction styles). A total 28 participants joined from different organizations.

Needs analysis and scenario planning

Needs analysis Immediately after TC Mora and landslides, the BDRCS and the IFRC have actively participated in the need assessment and different coordination meetings organized by the HCTT and clusters. Skilled staff members from the IFRC and the BDRCS were deployed in affected districts for emergency need assessment. In addition to that, the BDRCS with the support of the IFRC, conducted household survey to understand the early recovery needs in one community in Banshkhali sub-district of Chittagong and another community in Naikhongchari sub-district of Bandarban in October. The findings from the emergency need assessment and household survey identified the priority needs and helped the BDRCS to develop the implementation strategy. According to assessment and survey, shelter, WASH, food security, livelihoods, health were the main priority sectors across the affected communities. Besides, it is identified that Chittagong and Bandarban district are the most vulnerable where target for early recovery activities. Shelter Shelter was identified as one of the top priority area as more than 50,000 houses were either completely destroyed or partially damaged due to TC Mora and Landslides. It was recommended by shelter cluster to distribute immediate shelter materials as the affected people from affected 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. According to Bangladesh shelter cluster 4W matrix4, total 13,712 families received emergency shelter and NFIs support from BDRCS-IFRC, UN agencies and INGOs. Emergency shelter and NFIs support were provided to fully damaged and severely partially damaged households.

BDRCS volunteers and staff assessing the impact of TC Mora and Landslide. (Photo: Mohammad Sharif Khan/IFRC)

4 https://www.sheltercluster.org/bangladesh-landslides-and-cyclone-mora-2017/documents/4w-shelter-cluster-response-data

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Currently most of the affected families have started to reconstruct their houses with their available resources. However with coordination with different clusters, respective BDRCS district branches and local government, the BDRCS has identified one community in Banshkhali, the sub-district of Chittagong and another community in Naikhongchari, the sub-district of Bandarban district, for shelter assistance based on the available funding. In this regard, the BDRCS with the support from the IFRC, will assist most vulnerable families who still not manage to reconstruct their damage houses. The BDRCS has conducted a household level survey for 2,427 families by using ODK recently among these targeted communities. According to survey finding, it is reported that total 1,014 houses were severely damaged and among these around 800 families still living in the makeshift houses which made of tarpaulin and salvage materials. These families could not reconstruct their damaged houses due to lack of financial resources and quality construction materials like corrugated iron sheets for roofing and wall cladding.

Food Security and Livelihood Food security is an underlying concern in TC Mora and landslide-affected districts, and for these districts which are classified as Chronic Integrated Food Security Phase Classification (IPC) level 35. According to the BDRCS assessment, it was reported that due to the cyclone and landslides, there were a moderate to huge damage and loss of agricultural crops as well as fisheries and poultry. More than 20,000 livestock and 23,000 acres areas of crops/land were reported damaged. Amongst the affected community, the most vulnerable and impacted groups were listed as daily laborers (agricultural and non-agricultural) and small and marginal farmers. Access to food was identified top priority during the BDRCS assessment in emergency phase.

According to the household survey regarding the impact of TC Mora and landslides, the income of 940 families (out of 2,427 surveyed families) were fully impacted. It is found that around 56 per cent of these families are taking less meals (comparing to prior to disaster event) in a day. It is also found that the average income of these family has decreased from BDT 5,434 to BDT 3,933 (28 per cent decrease) as their livelihood and assets were impacted. Currently these families need financial assistance to recover and restore their livelihood through buying livestock, investing in agriculture and in small business. Water, sanitation and hygiene promotion (WASH) Through the household survey, it was found that only around 63 per cent of the affected families (1,537 families) have latrines. However, these latrines were damaged and currently only 37 per cent of them are still functioning properly. The remaining 970 families reported that they are still using their damaged latrines which need to be repaired. Tube wells and ring wells in these targeted communities are the main drinking water sources for approximately 80 per cent of the affected families. However, there are insufficient number of tube-wells and ring-wells, which around 513 affected families are using surface water from the river and ponds. The existing tube-wells and ring-wells need some major repair work like raising the platform, changing the hand tube-well and drainage. The communities have also raised the concern about the hygienic condition. The pre-disaster sanitation and hygiene condition of the people in the targeted communities were not up to the standard and have been worsen after TC Mora and landslides. As a result, poor hygiene and environmental sanitation practices have been observed which is a potential risk for spreading diseases. Health 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 were prevailing conditions in health service delivery points. The landslides and TC Mora made the situation worsen to access the health services, initially it was recommended to mobilize mobile health team with medicine services which was well taken care of from government. In addition to that, it was highly recommended to initiate and promote community based health and first aid services in the affected districts. Operation Risk Assessment

5 IPC is a set of standardized tools that aims at providing a "common currency" for classifying the severity and magnitude of food insecurity. Level 3 means the communities have significant food consumption gaps.

69%

13%

10%

8%

Daily Worker

Agriculture

Other

Livestock/Fishing

0% 10% 20% 30% 40% 50% 60% 70% 80%

Main Income Source

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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. The occurrence of a severe cyclone is one of the critical risks for this operation. In Bangladesh, there are two cyclone seasons annually, one from April to May (pre-monsoon), and the other from October to November. Historically, post-monsoon cyclones are twice as likely as a pre-monsoon cyclone.

B. OPERATIONAL STRATEGY AND PLAN

Overall objective

The overall objective of this revised appeal is to support the BDRCS to ensure that humanitarian needs of 10,000 families affected by TC Mora and landslides in five most affected districts of Cox’s bazar, Chittagong, Bandarban and Noakhali are met through the provision of emergency food, shelter, water, sanitation and hygiene (WASH), livelihood and health support including strengthening resilience at local level.

Proposed strategy

The BDRCS staff and volunteers were actively engaged in early warning dissemination, evacuation and emergency response. This operation started through a DREF allocation to support the BDRCS in early warning dissemination, volunteer mobilization, assessment as well as emergency food and emergency shelter materials. Later, with appeal funding, the BDRCS assisted most affected families with multipurpose cash grant. Considering the current need in the affected communities; the revised strategy is more focused on early recovery interventions. Based on the current operation and funding situation, the BDRCS has coordinated with respective affected district branches and has been implementing early recovery activities in Banshkhali sub-district of Chittagong and in Naikhongchari sub-district of Bandarban district. The following table summarizes key activities under this revised appeal.

Sector Activities completed during Emergency Phase No. of people

Reached

Food security

To meet the immediate food need, dry food and cooked food were distributed among affected families.

6,500 families

Unconditional multipurpose cash grant for one month (Per family CHF 50) were distributed through cash in envelope among the most affected families.

700 families

Shelter Shelter toolkits were also distributed among the same families who received multipurpose cash grant.

700 families

Early warning This appeal supported the communication cost of the Cyclone Preparedness Programme (CPP) during early warning dissemination and evacuation

CPP volunteers in 18 Coastal districts

Total number of people reached in emergency phase: 7,200 families

Sector Activities planned for Early Recovery Target

Shelter

To reconstruct the damage houses, conditional cash grant (CHF 100 per family) and 18 pcs of coloured corrugated iron sheets (8 feet long) will be provided to affected families. In addition, based on need and priorities 300 set of shelter toolkits will distributed among these targeted families. To raise the awareness on safe shelter, PASSA will be implemented in the targeted communities with trained volunteers.

800 families

To raise awareness of safe shelter PASSA will be implemented in schools 6 schools

Food security and Livelihood

Unconditional cash grant (CHF 50 per family) will be distributed for one month to meet the multipurpose needs. Before initiating cash based programme, CTP level 1 training will be conducted for staffs and volunteers. These trained volunteers and staffs will support cash based programmes.

1,300 families

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To restore the livelihoods of affected families, conditional cash grant support (CHF 187.5 per family) will be provided through the preferred option of beneficiaries. A livelihood ToT will be organized for BDRCS Volunteers and staffs who will assist beneficiaries to restore their livelihoods.

400 families

WASH

To improve the hygiene and sanitation facilities, PHAST will be implemented and school latrines will be reconstructed for school students and teachers.

6 schools

To repair the latrines, conditional cash grant (CHF 62.5 per family) will be provided to the affected families. Shelter and livelihood beneficiaries will be given priority during beneficiary selection.

500 families

To raise the hygiene awareness, PHAST will be implemented in the targeted communities with PHAST trained volunteers. In addition to that hygiene parcel and jerry can will be distributed. To improve drinking water access, 10 unit of new tube-wells / ring-wells will be installed and 40 unit of existing damage tube-well / ring-well will be repaired in the targeted communities

2,500 families

Health To reduce the health-related risk, Community-Based Health and First Aid (CBFHA6) Training will be provided by BDRCS trained staffs in the communities. In addition to that first aid boxes will be also provided to trained community volunteers.

6 community

DRR

Local appropriate sapling and seeds will be provided to the affected families in the targeted communities as a disaster risk reduction initiative. To raise the awareness on DRR; street drama and pot song or sessions will be organized. In addition to that, BDRCS will support small scale disaster risk mitigation work in the communities.

2,500 families

National Society Capacity Building

To strengthen the national society capacity in response, one Search and Rescue training and One NDRT training will be organized for volunteers and staffs.

BDRCS web based online assessment portal will be developed to enhance information management and apps will be developed to manage the beneficiary information.

Total number of beneficiaries targeted in early recovery phase: 2,500 families

This revised appeal is designed its shelter, livelihood, WASH and DRR programme activities in integrated manner so that targeted affected communities can be benefited. Under this appeal, all the beneficiaries under different sectors will be benefited through the DRR initiatives such as tree plantation, awareness sessions on DRR and small-scale disaster risk mitigation work. The BDRCS is currently working with six schools where PHAST, PASSA and DRR activities will be implemented. On the other hand, the BDRCS will train community volunteers in CBHFA and will provide first aid boxes. These trained CBHFA community volunteers will be able to provide emergency first aid assistance during emergency. Community engagement and accountability (CEA) is enhanced through providing relevant information to disaster-affected communities and creating accessible feedback mechanisms. This operation ensures community participation through organizing focus group discussions, orientation and implementing PASSA, PHAST tools in the targeted communities. In addition, community information boards and information desks are arranged in the suitable places to ensure that communities are receiving relevant messages regarding the BDRCS’s relief efforts and services. A Complaints and Response Mechanism (CRM), such as setting up feedback desks or complaints box at distribution sites is currently practiced. The BDRCS is working to open a hotline service. It will be implemented for communities to raise valid concerns and receive a response about the quality of aid. Beneficiary selection Prior to the cyclone and landslides, a number of BDRCS staff and volunteers in these districts have received training or information pertaining to RCRC minimum standards for beneficiary selection, the fundamental principles, and the code of conduct. Respective BDRCS branches of affected district have mobilized their volunteers and the BDRCS NHQ has deployed NDRT members for beneficiary selection. During the emergency phase, the BDRCS targeted those displaced and occupying temporary shelters or makeshift houses whose houses are totally destroyed. They worked with local officials and community people to distribute relief items to those most in need. During the selection process, priority was given to elderly women, marginal income farmers, women-headed families, lactating mothers and physically challenged people. In addition to that community people are engaged through consultation sessions, suggestions and feedback mechanism. The BDRCS conducted a detail household level survey using Open Data Kit (ODK) in the targeted communities to select beneficiaries for early recovery interventions. To identify the preliminary sectoral beneficiaries different set of criteria

6 Not a standard CBHFA training, but using the CBHFA approach in health messaging, disease prevention and do FA trainings.

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applied. These preliminary beneficiary list was shared with communities through publishing in common spaces in the communities. After consultation with the community and relevant stakeholders; respective BDRCS district branch validated the final beneficiary list, In addition, the BDRCS and the IFRC avoid duplication by working closely with other humanitarian actors using the 4Ws, attending clusters, and participating in government-led consortiums and coordination mechanisms.

Operational support services

Human resources The BDRCS deployed its existing staff, NDRT and volunteers for disseminating early warning and evacuating people during both TC Mora and landslides. Immediately after cyclone land fall, the BDRCS mobilized NDRT members to assist the respective BDRCS branches to implement emergency response operation. The BDRCS human resources had been stressed while responding to flood and population movement emergency operation since August 2017. Recently, the BDRCS hired four technical staff and one operation manager exclusively for TC Mora operation. Currently, the BDRCS has started implementing early recovery activities under the TC Mora appeal. The IFRC and in-country PNSs deployed its existing staff and resources to support the BDRCS to implement emergency operation including assessment. A Regional disaster response team (RDRT) member was deployed from the Philippines to support procurement and logistic activities for a period of one month. The IFRC has already hired a programme officer to assist BDRCS to implement early recovery activities.

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 the IFRC’s logistics standards, processes and procedures. NFI’s required to meet the immediate and on-going operational needs have been released from in-country contingency stocks from BDRCS existing warehouses. The IFRC country office logistics team has been supporting the BDRCS with organizing transportation of relief items to distribution points. IFRC CO Logistics Department provided support to procure required NFIs and hygiene parcels with local specification as well as general logistics and fleet management support. Replenishment of jerry cans has been completed and replenishment of shelter tool kits has been initiated through international procurement by the Operational Logistics, Procurement and Supply Chain Management (OLPSCM) department in Kuala Lumpur. Further, OLPSCM in Kuala Lumpur procured internationally corrugated iron (CGI’s) sheets required in this operation. CGI’s already received in-country and after quality control inspection ready for distribution. Country logistics team is keeping close coordination with the BDRCS with the progress. IFRC OLPSCM department in Kuala Lumpur is keeping close coordination with the NS and IFRC CO and extending its technical logistics support as needed.

Information technologies (IT)

High speed WiFi internet is available in the IFRC country office as well as the BDRCS NHQ. Staff and volunteers in the field using modems and internet data packages on their smartphones which enabling them to communicate electronically with NHQ, send reports and pictures. The prepositioned NDRT IT telecom kits mobilized in the operational activities. With the technical support from the IFRC, the BDRCS conducted the beneficiary selection through Open Data Kit (ODK), it is a free and open-source set of tools which help organizations author, field, and manage mobile data collection solutions. ODK provides following solutions:

• Build a data collection form or survey (XLS Form is recommended for larger forms);

• Collect the data on a mobile device and send it to a server; and

• Aggregate the collected data on a server and extract it in useful formats.

Communications

The IFRC communications team is working closely with the BDRCS to ensure the steady flow of information between operations in the field and major stakeholders including media, Movement partners and donors. News stories on the disaster situation and the operation highlighted through international local media as well as on the IFRC and the 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 is maintained among beneficiaries, respective BDRCS district units and response departments at NHQ to maintain transparency and to address the immediate needs of the most vulnerable communities. Prior to relief distributions, beneficiaries were communicated about the distribution packages, services, and the Fundamental Principles of the Red Cross Red Crescent Movement. The relief operation is maintaining visibility

P a g e | 11

in the field through appropriate branding such as banners and the BDRCS aprons to enhance awareness about the role of the National Society and the IFRC in the operation.

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. Movement monitoring is in place for field travel and the general safety and security. The overall 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 attending a security briefing within 24 hours of arrival in-country.

Planning, monitoring, evaluation, & reporting (PMER)

PMER activities are rolling out to ensure the quality of implementation throughout the operational management cycle. The BDRCS is responsible for the day-to-day monitoring of the operation, primarily at the branch/unit level. The BDRCS NHQ and the IFRC team is supporting the implementation team as and when required. The BDRCS and the IFRC monitoring teams, including the NDRT, is visiting 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. The BDRCS PMER unit is providing support in the planning and reporting of the operation at NHQ level. The IFRC is providing technical support to the BDRCS through its country office and Asia Pacific Regional Office. Reporting on the operation is 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 and a final evaluation will also be conducted.

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C. DETAILED OPERATIONAL PLAN

Water, sanitation and hygiene promotion

Needs analysis:

A household survey indicated that 63 per cent (1,537 out of 2,427 interviewed) of families have latrines prior to TC Mora and landslide. However, these latrines were damaged and currently only 37 per cent of them are functioning properly. The remaining 970 families are still using their damaged latrines which need to be repaired. Due to lack of tube- wells and ring-wells, around 513 affected families also use surface water from river and ponds. The existing tube-wells and ring-wells need some major repair work like raising the platform, changing the hand tube-well and drainage. The community people and the BDRCS WASH technical team have also raised the need of hygienic promotion activities in the communities.

Population to be assisted:

• 2,500 families will be engaged in PHAST and to receive hygiene parcel7 and jerry cans.

• 500 families will be supported through cash grants (CHF 62.5 per family) to reconstruction their damaged latrines.

• Installation of 10 new tube-wells/ ring-wells and repairing of 40 tube-wells/ ring-wells .

• 6 schools (around 2,000 students) will be engaged in PHAST and will be supported to repair latrines.

Outcome 1: The risks of water and sanitation related diseases are reduced

Output 1.1: Improve access to water and sanitation facilities and improved practice of hygiene knowledge

Indicators: a) No. of volunteer trained in PHAST b) No. of people reached with PHAST in the communities and school c) No. of families received hygiene parcel and jerry cans d) No. of families received cash grant to repair their household latrines, with technical support provided. e) No. of schools received cash grant to repair school latrines, with technical support provided. f) No. of tube-well / ring- well newly installed or repaired

Activities planned Month Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

PHAST ToT for volunteers (25 volunteers were trained) This activity has been implemented

Implementation of PHAST in communities and schools.

Distribution of hygiene parcels and jerry cans.

Repairing household latrines through cash grants.

Supporting schools to repair latrines

Technical assessment of water points This activity has been implemented

New tube-well and ring-well installation

Repairing of damage tube-well and ring-wells

7 Hygiene parcel contains 12 x SOAP, body soap, 100g, piece; 5 x SOAP, laundry soap, 200g, piece; 40 x SANITARY PADS, disposable, normal; 3 x BATH TOWEL, 100% cotton, 70x30cm, assorted colours. 2 x BATH TOWELS, 100% cotton, 130x60cm, assorted colours; 6 x TOILET PAPER, hygienic roll; 2 x TOOTH PASTES, 75ml, tube, 5 x TOOTH BRUSH.

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Shelter

Needs analysis:

According to survey, it is indicated that total 1,014 houses were severely damaged and among these, around 800 families are still living in the makeshift houses made of tarpaulin and salvage materials. These families could not reconstruct their damaged houses due to lack of financial resources and construction materials like corrugated iron sheets for roofing.

Population to be assisted:

• 1,000 affected families will receive shelter toolkits

• 800 affected families will be aware on safe shelter through implementation of PASSA tool.

• 800 affected families will receive shelter repairing cash grant (CHF 100 per family) and construction materials.

• Students from 6 schools will be aware on safe shelter through model shelters.

Outcome 2: Immediate and mid-term shelter & settlements needs of the affected population are addressed

Output 2.1: Targeted affected families received house repairing assistance

Indicators: a) No. of families received shelter toolkits b) No. of affected families engaged with the PASSA tool c) No. of families provided by cash d) No. of shelter toolkits replenished e) No. of schools engaged with PASSA tools

Activities planned Month Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Beneficiary selection This activity has been implemented

Distribution and replenishment of Shelter toolkits 700 families received

shelter toolkits

PASSA ToT for volunteers and staff This activity has been implemented

Distribution of conditional cash grant and construction materials to targeted affected for shelter repairing

Implementation of PASSA tools in the communities

Implementation of PASSA in schools

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Shelter Coordination

Needs analysis: Considering the scale of disaster, the HCTT decided to enhance coordination of the humanitarian

response through relevant sectors, including shelter. Shelter sector was identified one of the top priority both in emergency and early recovery intervention. To scale up inter-agency shelter cluster coordination, the IFRC deployed a Technical Coordinator and Information Manager from the Global Shelter Cluster for approximately one month to reinforce the existing in-country capacity and scale up coordination support to cluster members. This additional support was focusing on ensuring better coordinated cluster response, addressing technical needs on shelter designs, materials and interventions, and improving cluster information management system.

Population to be assisted: People affected by the TC Mora and landslides through coordinating shelter cluster

members.

Outcome 3: The shelter response of humanitarian actors is strengthened through enhanced leadership, coordination and accountability.

Indicators: 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 TC 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 Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Support service delivery of humanitarian shelter actors ongoing

Support the development and implementation of the shelter coordination

ongoing

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: No. of shelter actors incorporating BBS and DRR elements into their technical advice and shelter programming.

Activities planned Month Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Monitor and evaluate the humanitarian shelter response ongoing

Support advocacy on behalf of the sector ongoing

Build national capacity in preparedness and contingency planning

implemented

P a g e | 15

Food security and livelihoods

Needs analysis:

Food security is an underlying concern in TC Mora and landslide affected districts More than 20,000 livestock and 23,000 acres areas of crops land were reported damaged. According to the BDRCS household survey, the income of 940 families (out of 2,427 surveyed families) were fully impacted, 56 per cent of them are taking less meals (comparing to prior to disaster event) in a day and the average income of these family has decreased from 5,434 BDT to 3,933 BDT (28 per cent decrease) as their livelihood and assets were impacted due to cyclone and landslide. Currently these families are in need of financial assistance to recover their livelihood through buying livestock, investing in agriculture and in small business,

Population to be assisted:

• 6,000 families will be provided with dry food

• 500 families will be provided with cooked food

• 2,000 families will receive multipurpose cash grant (CHF 50) for one month

• 400 families will receive conditional cash grant support for restoring livelihood (CHF 187.5)

Outcome 4: Immediate food needs of the affected population are met

Output 4.1: Provision of food items to 6,500 families

Indicators: a) No. of families provided with dry food b) No. of families provided with cooked food

Activities planned Month Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Beneficiary selection

These activities have been implemented Procurement and distribution of dry food

Distribution of cooked food

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 (Per family CHF 50)

Activities planned Month Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Beneficiary selection These activities have been implemented

CTP level 1 training for volunteers

Distribution of cash grant for (700 families during emergency phase; 1300 during early recovery phase)

1,400 families have been reached

Outcome 5: The livelihoods of the target population is restored

Output 5.1: 400 families received cash grant to support restoring their livelihoods (Per family CHF 187.50)

Indicators: a) No of families provided cash for livelihoods b) No of beneficiaries received livelihood training

Activities planned Month Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Beneficiary selection This activity has been implemented

Livelihood ToT for volunteers

Conduct livelihood training in the community

Distribution of cash grant for livelihood

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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. Lack of Integrated community preparedness and risk reduction measures were identified during the assessment. Population to be assisted: To address this concern, the BDRCS is working with targeted communities. Through consultation with communities, the BDRCS will provide support to implement small scale disaster risk mitigation activities in the affected communities. In addition to that , the BDRCS will organize the sessions, street drama and pot-songs on DRR to raise awareness. The BDRCS will also provide saplings and seeds in the targeted communities after consultation with communities and relevant government departments.

• 2,500 families will participate in DRR sessions and receive locally appropriate saplings and seeds.

• Through small scale disaster risk mitigation work 2,500 families in the targeted communities will be benefitted.

Outcome 6 - Community resilience to disasters is enhanced

Output 6.1 - Targeted 2,500 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 Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Beneficiary selection This activity has been implemented

Provide DRR awareness session

Provide sapling and seeds to targeted beneficiaries

Supporting small scale disaster risk mitigation work in communities

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 to activate cyclone preparedness programs

Activities planned Month Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Information dissemination and evacuation These activities have been implemented

Communication cost support to CPP volunteers

P a g e | 17

National Society Capacity Building

Needs analysis: Due to cyclone, landslide, severe flood and population movement crisis in close interval in Bangladesh, existing trained human resources of the BDRCS was stressed and become insufficient. As a result, more BDRCS volunteers and staffs need to be trained on national disaster response, so that the newly trained volunteers and staffs can be deployed to meet the demand. At the same time considering the frequency of disaster, the BDRCS needs to maintain its contingency stocks particularly for tarpaulins as emergency shelter relief items for upcoming cyclone season and blankets for upcoming winter season. On the other hand, information collection regarding damage and need from the respective affected districts has been identified one of the important factors for an effective response operation. The BDRCS is exploring the possible options to enhance the existing information management system to reach most vulnerable people in disaster. Population to be assisted: To strengthen the national society capacity in disaster response this appeal planned for followings

• Organize one NDRT training and one Search and Rescue training for the BDRCS volunteers and staff;

• Develop information management through the BDRCS web platform and to develop web based information dashboard.

• Enhance contingency stock through procuring 1,000 tarpaulins and 5,000 blankets.

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 BDRCS staff and volunteers trained b) No. of web based information dash board is developed c) No. of tarpaulin and blankets procured

Activities planned Month Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

National Disaster Response Team (NDRT) training

Enhance contingency stock by procuring tarpaulins and blankets

Search & Rescue Training

BDRCS web based information management

Apps development for beneficiary selection

P a g e | 18

Health

Needs analysis: 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 were prevailing conditions in health service delivery points. The landslides and TC Mora made the situation worsen to access the health services, initially it was recommended to mobilize mobile health team with medicine services which was well taken care of from government. In addition to that it was highly recommended to initiate and promote community based health and first aid services in the affected districts. Population to be assisted: To strengthen the community capacity in this regard, the BDRCS is working to provide first aid and basic health training to community volunteers. The BDRCS will provide CBHFA trainings along with first aid boxes. CBHFA is an integrated community-based approach in which volunteers work with their communities in disease prevention, health promotion and first aid. With this integrated approach, different aspects of vulnerability are identified and addressed. The BDRCS has already identified the communities where CBHFA training8 will be provided and the key facilitators.

• 6 communities will receive CBHFA training

• 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 volunteers trained through CBHFA training b) No. of first aid boxes placed in communities

Activities planned Month Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Organizing CBFHA training in targeted communities

Providing first aid boxes to communities

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 Ju

n

Ju

l

Au

g

Sep

Oct

No

v

Dec

Jan

Fe

b

Ma

r

Ap

r

Ma

y

Conduct initial assessment by RCY and NDRTs

These activities have been implemented Participation in JNA with other organizations

Orientation of staff and volunteer on assessment and beneficiary selection

Post distribution monitoring (10% HH as sample basis)

Monitoring visits by joint teams of BDRCS headquarters and IFRC

ongoing

Lessons learned workshop

Final Evaluation

8 Not a standard CBHFA training, but using the CBHFA approach in health messaging, disease prevention and do FA trainings.

P a g e | 19

Budget

REVISED EMERGENCY APPEAL MDRBD019 Bangladesh : Cyclone Mora 28/12/2017

Multilateral Response

Inter-Agency Shelter Coord.

Appeal Budget CHF Budget Group

Shelter - Relief 39,000 0 39,000

Construction - Materials 140,000 0 140,000 Clothing & Textiles 21,875 0 21,875

Food 22,500 0 22,500 Seeds & Plants 15,625 0 15,625

Water, Sanitation & Hygiene 130,950 0 130,950

Medical & First Aid 3,000 0 3,000

Cash Disbursements 292,000 0 292,000 Total RELIEF ITEMS, CONSTRUCTION AND SUPPLIES 664,950 0 664,950

Computer & Telecom Equipment 5,000 0 5,000 Office/Household Furniture & Equipment 7,000 0 7,000 Total LAND, VEHICLES AND EQUIPMENT 12,000 0 12,000

Storage, Warehousing 200 0 200

Distribution & Monitoring 14,025 0 14,025

Transport & Vehicle Costs 15,600 0 15,600 Logistics Services 4,400 0 4,400 Total LOGISTICS, TRANSPORT AND STORAGE 34,225 0 34,225

International Staff 0 5,404 5,404

National Staff 78,600 0 78,600

National Society Staff 51,800 0 51,800 Volunteers 14,825 0 14,825 Total PERSONNEL 145,225 5,404 150,629

Consultants 15,000 11,740 26,740 Total CONSULTANTS & PROFESSIONAL FEES 15,000 11,740 26,740

Workshops & Training 82,875 0 82,875 Total WORKSHOP & TRAINING 82,875 0 82,875

Travel 55,900 0 55,900

Information & Public Relations 10,000 0 10,000 Office Costs 9,600 0 9,600 Communications 2,400 0 2,400 Shared Office and Services Costs 29,457 0 29,457 Total GENERAL EXPENDITURES 107,357 0 107,357

Programme and Supplementary Services Recovery 69,006 1,114 70,120 Total INDIRECT COSTS 69,006 1,114 70,120

Pledge Earmarking & Reporting Fees 117 117

Total PLEDGE SPECIFIC COSTS 117 117

TOTAL BUDGET 1,130,638 18,376 1,149,014

Multilateral Contributions 882,543 18,376 900,919

TOTAL AVAILABLE RESOURCES 882,543 18,376 900,919

NET EMERGENCY APPEAL NEEDS 248,095 0 248,095

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Contact information

For further information specifically related to this operation please contact:

Bangladesh Red Cross Society:

• BMM Mozharul Huq, ndc; secretary general; phone: +88 01811 458500; 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]

• Hasibul Bari Razib, manager humanitarian response & shelter; email: [email protected]

IFRC regional office for Asia Pacific, Kuala Lumpur:

• Martin Faller, deputy director; email: [email protected]

• Alice Ho, operations coordinator; email: [email protected]

• Riku Assamaki, regional logistics coordinator; email: [email protected]

• Rosemarie North, communications manager; email: [email protected]

• Busisiwe Tshili, Acting resource mobilization in emergencies coordinator; [email protected]

• Clarence Sim, PMER manager; email: [email protected]

IFRC Geneva:

• Susil Perera, senior officer, response and recovery; email: [email protected]

• Cristina Estrada, response and recovery lead; email: [email protected]

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How we work

All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent

Movement and Non-Governmental Organizations (NGO’s) in Disaster Relief and the Humanitarian Charter and

Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable.

The IFRC’s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by

National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the

maintenance and promotion of human dignity and peace in the world.