Bangladesh: Tropical Cyclone Emergency Appeal no. MDRBD013 Final Report

Situation Report
Originally published
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Period covered by this Final Report or Preliminary final report: 18 May 2013 to 28 February 2014

Appeal target (current): CHF 1,730,251

Appeal coverage:
The appeal was approximately 71% covered.

Appeal history:

  • A revised emergency appeal was launched on 19 July 2013, seeking CHF 1,730,251 to assist 8,000 families (40,000 people) for nine months.

  • An emergency appeal was launched on 24 May 2013 for CHF 2,789,432 to assist 9,000 families (approximately 45,000 people) over a nine-month period.

  • On 18 May 2013, CHF 305,688 was initially allocated from the International Federation of Red Cross and Red Crescent Societies’ (IFRC) Disaster Relief Emergency Fund (DREF) to support the Bangladesh Red Crescent Society (BDRCS) to immediately assist 20,000 people for three months.


Cyclone Mahasen made landfall on 16 May 2013. BDRCS provided assistance to 4,000 families with tarpaulins, jerry cans and Bangladeshi Taka (BDT) 2,000 (CHF 22) as a single cash grant for food and other immediate needs. On 18 May 2013, IFRC provided an initial DREF of CHF 305,688 to the National Society to assist 20,000 people for three months. An emergency appeal was launched six days later for CHF 2,789,432 to assist 9,000 families (approximately 45,000 people) over a nine-month period At the beginning of the recovery operation, an agreement was signed between IFRC and BDRCS for smooth recovery operation. The agreement was recommended in the fourth pre-disaster meeting to ensure quality operations were delivered at every level.

The relief operation then moved to the early recovery phase where the needs of the disaster-affected people were assessed through an inter-cluster joint needs assessment. As a result, the emergency appeal was revised and issued on 19 July 2013. The appeal amount was revised lower based on changing priorities on the ground. Support was extended to 2,800 families from the districts of Patuakhali and Barguna during this early recovery period. The National Disaster Response Team (NDRT) and Regional Disaster Response Team (RDRT) led the beneficiary selection process, incorporating vulnerability criteria. At the same time, field offices were set up to facilitate the implementation of the programme on the ground.

Recovery assistance in the areas of shelter, sanitation facility, livelihood and disaster risk reduction (DRR) was provided to the targeted 2,800 beneficiaries in Patuakhali and Barguna. A total of 1,400 families received Emergency appeal final report Bangladesh: Tropical Cyclone Mahasen The improved shelter after recovery assistance in April 2014 Photo: IFRC The improved shelter after recovery assistance in April 2014 Photo: IFRCshelter support. About 700 of them also received latrine ring-slab and superstructure materials. All the targeted 2,800 families received hygiene kits and communication on hygiene practice at the household and individual level. During the recovery period, shelter and sanitation provision were coordinated to assess the level of damage to shelters and latrines for the same beneficiaries.

Both the conditional and unconditional cash grants were followed up with support to 1,400 beneficiary families to improve their livelihoods. Out of this group, 700 families were supported through cash-for-training and unconditional cash grants. The amount provided was BDT 6,000 (CHF 68) for this group of beneficiaries. The rest of the 700 families were supported through cash-for-work (CFW) programmes and provided with BDT 4000 (CHF 45) per person. A total of 11 schemes utilised CFW programmes to improve communication and transportation in cyclone-affected communities. In addition, tree planting, as part of DRR activities, benefitted 1,400 people in Barguna. Awareness raising activities were conducted in both districts.

During the recovery operation, BDRCS developed a draft standard operating procedure (SOP) for the cash transfer programme. At the end of the operation, the draft SOP was finalised through a consultative process.

Different tools like the Participatory Approach for Safe Shelter Awareness (PASSA) and Participatory Hygiene and Sanitation Transformation (PHAST) were facilitated by BDRCS volunteers with support from IFRC. The capacity building process included training for the communities as well as dissemination of information, education and communication (IEC) materials. A cash-for-work training manual, using the manual for quality implementation process as its starting point, was published to strengthen BDRCS’ volunteer capacity for community level facilitation.

The operation’s learning has been analysed and disseminated through a two-day Learning and Sharing workshop with the participation of IFRC, NS and Partner National Societies (PNS). Sector-wide learning and recommendations have been presented to facilitate the learning process. This workshop provided an opportunity to review the operation’s implementation strategy, capture feedback, identify potential risks and mitigating measures, and share observations to be considered in future operations. Some of the lessons learned from this operation include:

  • Providing assistance through an integrated recovery approach led to improvements in the life of the disaster-affected people.

  • Community involvement from selection of beneficiaries to programme implementation resulted in an effective recovery programme.

  • The application and practice of PASSA and PHAST tools have strengthened the communities’ capacities to set up safe shelters and sanitation.

  • Recovery assistance needs to emphasise on Shelter and Livelihoods to facilitate the communities’ ability to withstand any disaster.

  • BDRCS has been strengthened with the capacity to conduct quality monitoring throughout operation with RDRT support.

  • The transparency of the operation has been ensured using the beneficiary communication mechanism.

  • Regular communication and coordination from the field to headquarters level of the National Society have maintained the momentum of achieving progress during operation.

  • Close coordination with the national government and other in-country partner agencies resulted in avoiding duplication of activities in the targeted area.