Emergency Plan of Action (EPoA) Dominica: Hurricane Maria

Transcription

1 Emergency Plan of Action (EPoA) Dominica: Hurricane Maria Emergency Appeal n MDRDM003 Glide n TC DMA Date of issue: 09 October 2017 Date of disaster 18 September 2017 Operation manager (responsible for this EPoA): Steve McAndrew, Head of Emergency Operations (HEOps) Point of contact in the National Society: Kathleen Pinard-Byrne/ General Director Dominica Red Cross Society (DRCS) Operation start date: 21 September 2017 Expected timeframe: 21 September 2017 to 21 September 2018 Overall operation budget: 5,513,789 Swiss francs Appeal coverage: Hard pledges (including in kind) is 488,337 Swiss francs. Number of people affected: 73,800 (100% of the island has been affected) Number of people to be assisted: 5,000 households (15,000 persons). The average family size in Dominica is three people Host National Society presence: The Dominica Red Cross Society is headquartered in Good Will, Roseau, has 10 branches (no physical structure), 5 staff (3 males, 2 females) and 58 active volunteers. The National Society reports a total of 15 active Community Disaster Response Teams (CDRTs), which were formed, trained and equipped to prepare for and respond to emergencies; these groups are in Calibishie, Campbell, Cochrane, Dublanc, Dubuc, Good Hope, Grand Fond, Laudat, Layou, Marigot, Mero, Pointe Michel, Rosalie and Tete Morne. Red Cross Red Crescent Movement partners actively involved in the operation: The International Federation of Red Cross and Red Crescent Societies (IFRC), American Red Cross, the Barbados Red Cross Society, the Canadian Red Cross Society, the Netherlands Red Cross, Finnish Red Cross, French Red Cross-PIRAC (Regional Intervention Platform for the Americas and the Caribbean), Icelandic Red Cross, New Zealand Red Cross, Suriname Red Cross, Swiss Red Cross and the International Committee of the Red Cross (ICRC). Other partner organizations actively involved in the operation: Caribbean Disaster Emergency Management Agency (CDEMA), Caribbean Community (CARICOM), United Nations system agencies (United National Development Programme (UNDP), the United Nations Children s Fund [UNICEF], World Food Programme [WFP], Food and Agriculture Organization of the United Nations [FAO], the United Nations Office for the Coordination of Humanitarian Affairs (UN-OCHA), International Organization for Migration [IOM]), Directorate General (DG)- European Community Humanitarian Aid Office (ECHO), Pan American Health Organization [PAHO], World Health Organization (WHO), government of affected countries, United States Agency for International Development (USAID)/ Office of United States Foreign Disaster Assistance (OFDA), the United Kingdom s Department for International Development (DFID), among others. A. Situation analysis Description of the disaster Hurricane Maria, impacted Dominica on 18 September 2017 as a Category 5 hurricane, with sustained winds of up to 250 kilometers per hour, which caused great devastation to the island and 100 per cent of its 73,800 inhabitants.

2 P a g e 2 Destroyed homes and affected families in Dominica. Source: IFRC. The hurricane destroyed the island s electrical and water supply, and telecommunications was also heavily impacted; two weeks after the storm s passage, most of the island is still not connected, except for the capital Roseau and part of the west coast which have some connectivity. While electrical poles started to be re-erected in Roseau at the end of September, much of the country is still using generators to provide power. On 27 September 2017, water was briefly reconnected in one neighbourhood in Roseau to provide the service to Dominica s main hospital; however, the water supply was disconnected and reconnected again on 30 September. Roads have gradually been reopened, with most of the island accessible again by 30 September for light vehicles; only the south shore was still inaccessible. The banks in Roseau started to reopen with limited access on 29 September; nevertheless, most shops were still closed, and debris was still scattered throughout the capital and the rest of the island. Summary of the current response Overview of Host National Society The DRCS was established in 1983; its headquarters is in Roseau, Dominica, and the DRCS main activities include Disaster Risk Reduction, First Aid/ Cardiopulmonary Resuscitation(CPR)/ Automated External Defibrillators (AED) training and services, Welfare Services, its Wheelchair Programme, Non-Communicable Diseases (NCDs) and Zika virus project, Medical Equipment Loans service, Radio communications, Blood Donor Recruitment/Club 25, Restoring Family Links, Mass Casualty Response and its ambulance service. The DRCS has strong institutional capacities in disaster preparedness including early warning systems, risk reduction and emergency response. In 2014, through funding from the Japanese Red Cross Society, the DRCS implemented a series of interventions focused on enhanced logistics capacity, warehouse and tropical mobile storage units (TMSU) repairs; youth and volunteer management; training of DRCS personnel in cash transfer programme (CTP), Mega V, National Intervention Team (NIT) and Vulnerability and Capacity Assessments (VCAs). From September 2015 to April 2016, the National Society implemented an emergency appeal in response to Tropical Storm Erika, which included support to 12,382 people (3,000 families), and it supported their humanitarian needs in health, water, sanitation and hygiene promotion, restoring family links, shelter and settlements. Ahead of the 2017 hurricane season, the DRCS reviewed and updated its Response and Contingency Plan. Less than one week before Hurricane Maria impacted the island, the DRCS signed a Memorandum of Understanding (MoU) with the Dominica Association of Industry and Commerce (DAIC), thus providing a broad framework for cooperation between the two organizations in emergency preparedness and response services. The DRCS actively responded to the aftermath of Hurricane Irma through the mobilization and dispatch of emergency supplies to support the response in Saint Martin. In preparation for Hurricane Maria, the DRCS shared Stay Safe messages with the population through its social media platforms. The DRCS warehouses and headquarters were damaged and then looted after the hurricane; however, the National Society is distributing the remaining emergency supplies.

3 P a g e 3 The DRCS provided support to local health clinics, hospitals and prisons in the immediate aftermath of the storm through the distribution of hygiene kits, solar lights, blankets and kitchen sets. Overview of Red Cross Red Crescent Movement in country Various regional and global surge tools were deployed to Dominica, including a head of emergency operations (HEOPs), a Field Assessment Coordination Team (FACT) team, Emergency Response Units (ERUs) in logistics, basecamp, Information technology and telecommunications (ITT) and relief and Regional Intervention Teams (RITs); in total, the surge staff supporting the Dominica Red Cross Society in county is currently 23 people, with additional surge staff on neighbouring islands. The following National Societies are providing direct support during the emergency phase: American Red Cross, Belize Red Cross Society, British Red Cross, the Canadian Red Cross Society, Netherlands Red Cross, Finnish Red Cross, New Zealand Red Cross, Suriname Red Cross, Swiss Red Cross. Furthermore, the International Committee of the Red Cross (ICRC) is providing support to the restoring family links actions. The IFRC also continues to provide institutional and technical support through its Country Cluster Support Team (CCST) for English-speaking Caribbean countries and Suriname, the Americas Regional Office (ARO) and the Caribbean Disaster Risk Management (CADRIM) Reference Centre. There are no Movement partners present in the country. Movement Coordination In coordination with the DRCS, the IFRC mobilized its global and regional resources and capacities to respond to this emergency; these components are working jointly with the DRCS to support coordination; communication, needs assessments, health including psychosocial support, restoring family links, water, sanitation, and hygiene promotion, shelter, logistics, information technology and information management. The IFRC s country cluster support team in Trinidad and Tobago for the English and Dutch Caribbean countries, together with the French Red Cross Regional Intervention Platform for the Americas and the Caribbean (PIRAC) and the IFRC s regional office for the Americas (ARO), have been participating in coordination meetings to formulate the Movement s response to the emergency. The IFRC has maintained regular coordination and communication with the International Committee of the Red Cross (ICRC), and the Partner National Societies (PNSs) to provide updates on the situation in Dominica. PIRAC s disaster management focal point has also maintained communication with the IFRC s CCST and the IFRC s ARO. The IFRC s Dashboard is being updated to integrate available information on Hurricane Maria. The CCST has also provided interested National Societies with a number of ways to support the emergency appeal through the deployment of IFRC CCST staff, who are acting as liaisons to the DRCS, Caribbean Disaster Emergency Management Agency (CDEMA) and other external partners, and they providing support to the deployment of trained National Society personnel and volunteers, the mobilization of equipment, the activation of online donation facilities, domestic fundraising and coordinating the support from sister National Societies while encouraging compliance with the Principles and Rules of Humanitarian Assistance. Overview of non-rcrc actors in country The IFRC CCST has participated in the CDEMA Development Partners Meetings on Hurricane Maria. The coordination and exchange of information is taking place with partners including Caribbean Institute for Meteorology & Hydrology, British Military, PAHO, United Nations agencies (OCHA, UNDP, UNICEF, WFP, UNWOMEN, UN Environment [UNEP]) the government of Canada, UK s Department for International Development (DFID), University of West Indies (UWI), Barbados Defence Force, Barbados Regiment, Barbados Coast Guard, Regional Security Systems, Telecommunications Unit, Caribbean Public Health Agency (CARPHA), the National Emergency Agencies of Grenada, Jamaica, Saint Vincent and the Grenadines, and Saint Lucia, Caribbean Development Bank; moreover, regional governments and humanitarian agencies are coordinating the dispatch of relief supplies and experts to the island to support the assessments and relief efforts.

4 Needs analysis, beneficiary selection, risk assessment and scenario planning P a g e 4 Health: One tertiary hospital, one district hospital and 49 primary healthcare centres, which represent all the country s healthcare facilities, suffered varying degrees of damage from the hurricane (from destruction to merely flooded or impacted). The restoration of services has begun; however, the process has been slowed by damaged infrastructure, the scarcity of essential supplies like fuel and limited human resources, who have already been stretched to their limit. The main needs are providing medical care to the population and preventing disease outbreaks. The tertiary care hospital, Princess Margaret, was significantly damaged; it lost its intensive care unit (ICU), imaging dialysis, blood bank, laboratory, and some ward and operating room capacity; nevertheless, it continued to function at half capacity despite all the losses it suffered. By day 3 of the emergency, some imaging had resumed; by day 7, dialysis had been largely restored, and blood ban and laboratory activities were restored by day 10. Operating room capacity exists with challenges for O2, equipment and appropriate water. Medivac for critical patients is still on going, but all functions continue to make progress. The RFA hospital lost less capacity, but had fewer services; if has functioned throughout with simply admixed wards, fewer services and more medivacs. The primary health care sector lost contact with outlying clinics and their functionality is only now being fully collated. Supplies were widely lost during the hurricane; re-supply has been problematic through loss and slow recovery of road access, communication and food and water. All 7 type 3 primary healthcare clinics are now functional to some significant degree; their satellite clinics (type one health centers) continue to struggle but provide some or alternative assistance.as their supplies and capacity permit. The main reported conditions arising from the hurricane is a doubling of minor injuries (expected to continue with cleanup and repair) and stress. Infectious diseases have not passed threshold levels for the country, albeit with the proviso that regular reporting has been interrupted and current data is ad hoc from assessments. Water supply was lost during the hurricane, which has compounded the problem of providing medical aid, while being a rate limiting factor in resumption clean-up and restoration of normal life, as well as posing a significant risk in preventing waterborne illnesses. The Dominica Water and Sewerage Company Limited (DOWASCO), has been struggling to restore services but this is far from established. The population therefore have been collecting water from the nearby rivers and streams. Most of these river/streams have been contaminated due to landslides and are polluted by dead animal carcasses and human excrements, so water borne disease remains a concern. Vector control is also an issue as drainage and garbage disposal is also interrupted. Dengue is endemic here, Zika has made an appearance and although the island was declared free of chikungunya several years ago, the Aedes Aegypti mosquito, which transmits these diseases is well established and breeds in any stagnant water, including around household waste. The need for restoration of water and vector control is therefore of primary importance. Shelter and settlements: The impact of hurricane Maria on housing throughout the island has been significant; the storm, heavy rains and mudslides demolished houses and ripped off roofs, destroyed power and water supplies, devastated crops and left more than 70,000 1 people in need of food, water and basic supplies. The Pacific Disaster Centre used satellite imagery to assess the damage to the island s infrastructure, and it estimated that of the 6,770 houses that were aerially surveyed, 23 per cent were destroyed, 39 per cent were severely damaged, 28 per cent were moderately damaged and 10 per cent were slightly damaged. If these figures are extrapolated to the total of 26,085 houses in Dominica 2, the estimated shelter caseload would be 6,000 destroyed houses, 10,173 severely damaged houses and 7,304 moderately damaged houses; furthermore, assuming an unassisted self-recovery rate of 0 per cent of destroyed hose, 50 per cent of moderately damaged houses, 10 Destroyed rooftops in Dominica. Source: IFRC per cent of severely damaged houses and 100 per cent of slightly damaged houses, an estimated 18,807 houses require assistance 3. Currently, most of the affected families are either being hosted by relatives or friend, or staying in one of the 40 collective centres. There may be a need to support the most vulnerable families that have no income or limited savings, and beneficiary criteria should be in place to identify the families with the largest needs. 1 Dominica Census 2011 shows an average of 2.7 person/household. The figure has been rounded to 3 for all estimates and programmes. 2 Based on Dominica Census The PDC survey estimates are used in the shelter section of the UN Flash Appeal, launched on 29 Sept 2017

5 P a g e 5 Economic: Assessments indicate severe impact to financial institutions and markets in the immediate aftermath of the disaster [Dominica: Financial Institution & Market Status]. Assessment data 4 was focused in Central Roseau and immediately surrounding communities as collectively, this area is the main financial and purchasing hub for Dominicans across the island. There is an analysis of markets and financial institutions, however there is no analysis of impact and needs assessment on livelihoods (including, but not limited to food security). Financial Institutions (Banks): In the immediate aftermath of the hurricane banks were shut down and not operating. Some banks suffered some physical damage to their structure. As of 28 September, some banks have already opened for limited hours and limiting some transactions (e.g. ATM withdrawal limits of 500 EC per person/day limit (approx. $185 USD) so as not to overwhelm the existing bank capacity and for security management. In a radio broadcast on Sept 30 th 3 major banks in Dominica have announced they will re-open Oct 2 from 10am to 1pm and that their ATMs are now operational. Markets /Stores (Banks): In the immediate aftermath of the hurricane most stores were not operational either because of physical damage and/or because they have not been able to open immediately due to security concerns (looting and vandalism across Roseau). As a result of the lack of electricity, mobile and internet connectivity, most stores have been relying on their pre-hurricane stocks and have lost some perishable goods. Except for local goods such as fruits and citruses, many local stores source their goods from suppliers in Miami and neighbouring islands. Typically, the goods take 1-2 weeks to arrive in country. Market informants do not indicate any major challenges with procuring items for sale in their store. Although several relief goods have been coming in to the Roseau, port authorities have indicated that space to house both relief goods and local orders from abroad will not be a challenge. Currently, the main challenge for port authorities receiving goods is the lack of electricity as port authorities do not have adequate means to store / maintain cold goods these are currently being kept in ships until they are can be offloaded and stored in the necessary conditions. Overall, key challenges for markets and financial intuitions across Roseau include lack of electricity, internet connectivity and security concerns. As services continue to be restored restoration of both markets financial institutions should continue to be assessed to establish timing and continued feasibility of cash transfer program. Beneficiary Selection The assessment information from the Community Disaster Response Team continues to improve daily. The assessment indicates the level of damage suffered by the household. 4 categories of damage are used, destroyed, major damage, minor damage, little-no damage. The first 2 categories (destroyed-major damage) imply that it is not possible to live in the house. People displaced (in local community shelters, or with relatives or neighbors) are the primary target for immediate distribution of relief items, to support them and the host family, and facilitate the transition to recovery. The community is engaged in the beneficiary selection through the DRCS community volunteers who help compile the registration lists. Various criteria of vulnerability are added for the selection of beneficiaries for the shelter and cash transfer components. 4 Dominica: Hurricane Maria, Cash Transfer Program (CTP) Assessment, Key informant interviews at select financial institutions and stores in Roseau

6 P a g e 6 Planned interventions will be aligned with IFRC minimum standard commitments to gender and diversity in emergency programming, which include targeting women-headed households; pregnant or lactating women; men and boys made vulnerable by the disaster; households that have not received sufficient assistance from the government or other organizations; socially vulnerable households; and those who lack relevant resources to cope with basic humanitarian needs on their own. These groups will be considered according to the level of impact to their housing. Risk Assessment Risk Meteorological Infrastructure Health Community tension / Criminality Impact Deterioration of the general situation: flying debris and destruction, exacerbation of floods and/or new flooded areas, landslides, reconstruction delayed/prevented, deterioration of health (hygiene and sanitation) Electricity and water infrastructures heavily damaged, increasing vulnerability and impairing relief efforts; IT/Tel damage impairs communication to most communities; access by road/brides limited Risk of diseases outbreaks due to lack of access to safe water, water point contamination and sanitation facilities destruction Loss of property and impact on livelihood can exacerbate tensions/criminality, petty crime, fight over limited resources The weather is closely monitored through the National Hurricane Centre, and various Caribbean meteorological agency. The Environmental Health department of the Dominica authorities has established waste disposal sites in Roseau and efforts to clear debris in Dominica are under way, although moving slowly due to the scale of the needs and the limited resources. Metal sheets clearing have priority. Major roads are reopened to traffic (airport, north and central island), although the south shore remain inaccessible by road (Grand Bay, Petite Savanne Bay, in Saint Mark and Saint Patrick Parishes) as bridges have been destroyed by overflown rivers and road damaged by landslides. Army helicopter and Navy ships will be used to access these areas until roads can be reopen (no timeframe yet). Water purification units have been setup by various agencies, including DRCS, and water distribution is ongoing. As of the end of September, water provision is far from sufficient, and water distribution continues. The Health care system keeps monitoring health trends (it is estimated that 10% of the primary health care system is nonfunctioning), and so far, no unusual increase of hygiene related diseases have been noted. Close monitoring will continue. The lack of general supply in country remains a concern. Pressure on delivering agencies is high. Coordination of relief distribution plan is key in sharing resources, accessing the population in need and communicating the capacity and planning. B. Operational strategy and plan Overall objective The overall objective of the operation is to support the DRCS to ensure that immediate humanitarian and early recovery needs of at least 15,000 people (5,000 families) affected by hurricane Maria in the most affected communities are met through the provision of cash transfers, health and care, water, sanitation and hygiene promotion, shelter support (including non-food items), RFL, DRR actions, as well as capacity building for the National Society. Proposed strategy The National Society has a network of Community Disaster Response Team (CDRT), collecting data, registering affected families and vulnerabilities. Through its network, the National society will: Carry out continuous needs assessment, registration and analysis Inform the communities of the relief effort undertaken and receive feedback on its programme Coordinate with National authorities and other actors present in the country to ensure integrated programming The National Society has a long tradition of radio announcements and Facebook alerts that are constantly being used for communication with the Dominica population.

7 P a g e 7 The general relief strategy will target the most affected families, whose houses have been destroyed or very heavily damaged and not habitable. The displaced population is accommodated in various ways, some in pre-existing shelters (20 out of 143 have been destroyed by the hurricane, there are an estimated 40 collective shelters functioning across the island with a population of about 4,000 people), many with neighbours or relatives on the island. The strategy includes immediate relief through NFI distributions, cash distribution for vulnerable population having lost their livelihood and house, and various shelter solutions, from immediate relief with toolkits and tarpaulins to support towards recovery with longer-term roofing solutions with a build back better approach through training. Safe water access during the emergency phase, as well as hygiene and health promotion, psychosocial support and restoring family link (RFL) programme complement the immediate response. As the National Society has also been seriously impacted by the hurricane and its aftermath consequences, attention will be paid to restoring and reinforcing DRCS capacity including in disaster preparedness, in terms of material, equipment and systems (including contingency planning). The target population will also increase their ability to reduce disaster risk through, for instance, training on multi-hazard early warning systems and strengthening of Community Emergency Response Teams (CERTs). Systems will also be put in place not only to ensure that communities are kept informed of relief activities, including selection and distribution processes but also to foster feedback processes to ensure affected people have a say in the aid they receive and the operation s action. The operation will take into account the lessons learned from past operations. During a recent operation, the National Society implemented a CTP, where USD 436 were provided to affected families. During this response operation, the amount to be transferred to affected families will be calculated based on the minimum salary in the country, pending confirmation of the rapid market assessment (RAM) and feasibility study. The Emergency Plan of Action will be adjusted as required based on the damage and needs assessments carried out by the National Society, the IFRC FACT, local authorities and humanitarian agencies. Health The wellbeing mental and physical - of the entire population of the country faces significant challenges over the next months. The stress of the event, and facing the challenges of restoring more normalised lives is apparent to any observation; the strategy will focus on assistance for handling that stress that will be the most longstanding of health needs. Psychosocial support services will be provided to beneficiaries as well as volunteers and those in most need identified for specialised care. The hurricane increased injuries throughout the island; materials needed to treat these problems are running low, based on assessment throughout the island, and it is proposed to supply extra suture kits to primary health clinics through the Ministry of Health (MoH). Finally, prevention of further injury and or illness needs will be proactively endorsed with health promotion activities. Water and Sanitation The water and sanitation strategy includes the immediate distribution of essential items to 5,000 affected families who have been displaced, their house being destroyed or non-habitable. The distribution will include hygiene kits, bucket and jerry can for water storage and transportation and aquatabs. The aquatabs are available in country and will be provided by DOWASCO. The sanitation activities and hygiene promotion campaigns will emphasize on hand washing activities and transmissible diseases. In parallel, 2 water treatment units (WTU) will be dispatched, one from the National Society and 1 from French Red Cross in nearby Martinique. Each unit will produce a minimum of 5,000l./day and will be located in communities without having lost access to water. As the system is slowly repaired, the units will be moved to relevant areas. Water trucking will be made available for communities located too far from a water source where the WTU will be setup. Shelter In the emergency phase, essential non-food items will target vulnerable communities that have suffered major damage and have received minimal assistance. In the emergency phase, as per a strategy endorsed by representatives of the Government of Dominica, shelter activities will target families that are displaced and live in collective centres or with host families. The NFI package will include kitchen sets, tarpaulin (2x) and more (see WASH activities) for 5,000 identified households. A technical training for volunteers and beneficiaries on the construction of emergency shelters

8 P a g e 8 and long lasting using of tarpaulins in included in this plan of action. This IFRC appeal has been coordinated with the UN Flash Appeal. The IFRC second phase of shelter recovery is explained further. In the second phase, the proposed response will target 2,500 households from the 5,000 selected beneficiaries with high vulnerability criteria and with houses that have suffered major damage but whose roof can be repaired (damage level 3 5 ). Material to be provided will include shelter toolkit, and will include iron sheets, screws and additional roofing materials such as timber, the quantity and type of material being tailored to each household needs. Dominican Red Cross volunteers will be trained on roof assessment by the IFRC shelter specialist and supported during the process. The amount of materials needed to partially or completely repair roofs will become evident once assessment has been completed. Assessments based observations: - The concrete structure of the houses, such as the foundation, plinth beam, walls and lintel, are of strong and stable quality - Different qualities of wood structure have been observed. While the structure is good and usable in some cases, others are old and rotten with the structure being very weak or partly damaged or demolished. - The state of roofing differs: some are of strong structure and have few damages, some retain the wooden frame but the iron sheets are partly gone, and for some only the rafters and the wall plates exist. One of the reasons for why the iron sheets have been ripped off is that only nails had been used to fix the roofs. Some have an underlying plywood plate which is the base support for the bitumen shingles. In some cases, the underlying plywood plate is also used to fix the iron sheets on it. As the sheets were only fixed to the wood plate, not the rafters, the storm ripped them off the roof. For the reconstruction of the roofs, iron sheets of the quality 12 FT 24GA 32 in galvanized will be used. For the fixing of the iron sheets to the rafters, 3-inch length screws will be used to ensure that they penetrate the purling at least two inches. Calculation on the repair of roofing: The 1,000 USD per family / household: 1) House size 8 x 8 m = 64 m 2 Iron sheet quality 12 FT 24GA 32 in Galvanized / 3.65 m x 0.81 m = 2.95 m 2 64 m2 / 2.95 m2 = 22 Pieces x 40 USD = 880 USD 2) Screws and some part of wood for rafters, etc. = 50 USD 3) 70 USD 8% anticipated inflation and potential transportation costs Not all of the houses have lost the entire roof skin, which means that only parts need to be repaired. Other houses have lost all metal plates and some repairs to the wood structure are required. The different needs will balance the individual needs in the amount. The roofing materials such as roof sheeting or timber can be procured from the NCR (abroad) and supply to the selected beneficiaries. Place to store the material is available. Screws and additional roof material such as timber and iron wire can be bought on the local market, while others, such as the roof sheeting can be procured from abroad. The local market is not stable; therefore, most items will be bought from outside to ensure stable continuation. The reconstruction of houses will be supervised by trained volunteers or local engineers to ensure that the guidelines are followed and building codes are met to ensure that the rebuilt houses are of stronger quality or BUILT BACK BETTER. The households will contribute to the labour and painting of the roof once finalised. A key action will be the training of the local carpenters or beneficiaries on build back safer techniques of house construction, especially for roofing. Cash Transfer Programme 5 Measure of damage level: Level 1: Structure is useable and can be occupied. Repairs required are minimal. E.g. some shingles blow off roof or roof covering loosened; windows broken. Level 2: Structure is useable and can be occupied after urgent temporary measures are taken. Owner will probably need assistance with repairs. E.g. portions of roof covering are missing; windows or doors are blown out; structure shifted off foundations. Level 3: Major damage: structure is not useable and cannot be occupied until after repairs are made. E.g. Roof covering is blown off exposing interior of structure; windows and doors are broken or missing and walls are damaged. Level 4: Destruction: Structure not useable and cannot be repaired; walls are blown down; structure instability; foundations collapsed; must be rebuilt.

9 P a g e 9 Considering the assessment, FACT recommends 1,000 particularly vulnerable households be targeted with a onetime unconditional cash grant of 1220XCD ($450 USD) using IFRC s prepaid cards. Cash Transfer Value: The $450 USD cash transfer value has been calculated as follows: 4) $240 USD monthly min wage as many people s livelihoods has been interrupted and/or completely destroyed. Anticipated needs that the unconditional cash grant will help cover, include but are not limited to (food, water, shelter solutions, clothing, re-activating of incoming generating activities etc.). 5) $177 USD Support for Temporary Shelter [4 x 12m 2 CGI for Temporary Shelter [$ 44 USD x 4]] 6) $33 USD 8% Inflation - Anticipated based on loss of local produce 6 that will likely be temporarily sourced from overseas as well additional costs resulting from increased import and freight. Rationale / Affected Community Needs: The provision of unconditional cash grants will not only help increasing purchasing power of affected families but will also help re-vitalize the local economy which has been shocked by the disaster. Dominica s economy is primarily dependent on agriculture and tourism. Considering the massive impact to agriculture (100% agriculture destroyed CDEMA, Hurricane Maria Situation Report #3) and tourism industry, the cash grant is needed to support vulnerable affected households meet their immediate needs as they find alternative income generating activities. Additionally, assessments from the wider humanitarian community indicate that nearly 50% of homes have been highly damaged or destroyed putting affected households in an even more precarious state. Thus, the cash-grant will also support targeted beneficiaries with flexible means to source temporary or alternative shelter solutions. Finally, in light of the unprecedented impact of the hurricane, the provision of cash grants will provide much needed emotional and psychological relief. The unconditional cash grants will serve as a mechanism to restore dignity and empower beneficiaries as they decide how best to bounce back from the shock. Beneficiary Targeting: Highly damage and completely damaged houses will be prioritized to receive cash grants, additionally the selection criteria will also factor for economic status, vulnerability status, existence /availability of safety nets and cash/voucher assistance that may be given out by other humanitarian actors or local government. The communities will be engaged through the DRCS community volunteers who compile the registration lists with the local leadership committees. Based on current estimated household damage assessments, IFRC s 1,000 HH target would cover an estimated 8% of the highly damaged and destroyed households in the islands. 6 Bananas, Citrus, Mangos, Root crops, Coconuts, Cocoa

10 P a g e 10 Payment Mechanism Selection: For this operation, the IFRCs pre-paid cards are the preferred and ideal payment mechanism because of the speed and ease of scalability with which they can be deployed, their familiarity in country (these were used for Dominica Red Cross CTP after TS Erika), the prevalence of ATMs in country, making it ideal for individual to purchase directly at stores with point of sale (POS) devices or withdraw cash directly and make cash purchases. Prior to the start of the program, key stakeholders including storeowners and financial institutions will be sensitized to ensure availability of key market products and ATM liquidity. Dominica Red Cross Society has prior experience with Cash Transfer Programming (CTP) following the aftermath of TS Erika in 2015 Dominica successfully implemented a cash transfer program for where nearly 300 beneficiaries received $436 in two phases ($125 and $311) to support immediate needs and rehabilitation/repair needs respectively. The Tropical Storm Erika CTP program was well received by the beneficiary community as well as the greater Dominica community. Implementing the proposed cash transfer program in the aftermath of Hurricane Maria will not only strengthen DRCS s capacity in CTP but will also help DRCS establish itself as a leader in this area, nationally and within the greater Caribbean region. Restoring Family link A tool has been established through ICRC s Family Links website so that inquires can be received from families located in other countries. Disaster Inquiries are restricted to family members. Active searching will be prioritized for sought persons with identified vulnerabilities such as illness, injury, advanced age or unaccompanied minors. Within Dominica, An American Red Cross and ICRC RFL team has been deployed and is consulting with local authorities and advise of services to be provided. Services include access to satellite phones to contact family, mobile charging stations, access to social media through BGAN, Anxious for News/Safe and Well reports if other connections are not possible. Effort will also be made to target access to vulnerable populations such as prisons and nursing homes and conduct internal tracing and welfare checks for most vulnerable populations. To date, approximately 100 RFL cases have been requested. Operational support services To ensure effective and efficient technical coordination, the following programme support functions will be put in place: human resources, logistics and supply chain; information technology (IT); information management (IM); communication; security; planning, monitoring, evaluation, and reporting (PMER); partnerships and resource development; finance and administration; legal and risk management. Human resources The operation is being coordinated by IFRC Head of Emergency Operations (HEOps), coordinating with the National Society s Emergency Committee and the Technical Group made up of staff from the Departments of Operations and Support Services.

11 P a g e 11 National Society For the operation, the Dominica Red Cross Society (DRCS) has a total of 50 volunteers in the Emergency Committees from the Goodwill zone to support the response. The following staff are supporting the operation: 1 Operations Coordinator (10 months) 1 Finance Officer (9 months) 1 Admin Officer (9 months) 1 Project Officer (9 months) 2 Logistic Officers (9 months) International staff Technical support is provided to the National Society through the Federation offices in Panama and Trinidad and Tobago. Various profiles are indicated in the side table. This specialized team provides support to the National Society for evaluation, operational coordination and sectorial expertise in: Health and Care, Water and Sanitation, Shelter, Restoring Family Links, and Cash Transfer modality. Logistics and supply chain Country s infrastructure: At the end of September, majority of the roads are blocked with debris and many of the bridges are damaged. Field reports indicate there is no access south of Roseau, and road to Portsmouth is only open for light vehicles. On the east coast, roads from the Douglas-Charles Airport are being opened gradually for light vehicles; only 4WD truck can make the road. The Airport in Canefield in Saint Paul Parish (for small aircrafts) is reportedly being reopened. Douglas-Charles Airport in Saint Andrew Parish is functional, but is without equipment to support offloading activities. Ports in Roseau and Portsmouth are functioning. Warehousing: Total storage capacity at headquarter level is about 400 sqm but all storage rooms were affected by the storm and roofs need to be fixed. Estimation at the end of September is that only 20% of the storage is functional. Repairs should be done during the coming weeks to ensure future autonomy for the National Society. In the meantime, a warehouse has been rented on a non-cost basis for relief goods arriving and dispatching to/from Roseau and a Rub Hall is installed in Douglas-Charles airport for relief operations in the north of the island. Fleet and Transport: The National Society has two light vehicles (Suzuki Vitara and a minibus) and one ambulance, all in very good condition. 3 vehicles were rented during the first week and 3 additional vehicles are sought for assessments, needs analysis and operation implementation. One 4mt flatbed truck is rented on a daily contract basis for relief distributions. 3 additional flatbed trucks should be added in the coming weeks. International Transport: Different means of transport have been used and are planned to keep the operation up running. Including air transport, charter flights, sea fright and a maritime free-service was agreed with non-lucrative organization. Several good-will contributions by sea-transport from the neighbouring National Societies were also received, as per long standing custom among the small Caribbean Islands. Procurement: Items will be sourced and procured in line with IFRC standards, non-local procurement is expected to be done for first weeks while local trade is re-established. The eventual local procurement will be mainly for administrative and base camp s needs. As soon as markets reopen, assessment on local suppliers will be carried out. Additional support for small procurement will be supported from Guadalupe and Martinique with logistics team from PIRAC, procurement related to programs as per IFRC-RLU procedure.

12 P a g e 12 Logistics Human Resources: FACT Logistics delegate arrived Sept 23 to start with the assessment and implementation of Logistics unit operations. IFRC launched a Logistics ERU alert and the Finnish, Swiss and Danish Red Crosses responded. The ERU team started arriving on Sept 25. The National Society has appointed a NS Logistics Officer to work along the FACT & ERU Logistics to ensure local support and capacity building. Supply Chain: The supply chain response plan will be adjusted to the needs as the situation evolves. It is foreseen that relief items will be purchased regionally or internationally through the Regional office in Panama. Monitoring of local markets will continue as they start opening to ensure best value for money. The Regional Logistic Unit (RLU) will provide support in the mobilization of donations through the Mobilization Table. RLU will support local procurement, ensuring standard IFRC procurement procedures and maintaining the corresponding quality standards. The storage area will be adequate to protect the items received. Quick links Emergency Items Catalogue 2009 Logistics Standards Online Procurement Portal Information technologies (IT) Hurricane Maria has caused extensive damage to Dominica and much of its utilities infrastructure. As such existing power and telecommunications has been almost non-existent immediately after the impact of Maria. Some services to some areas are being restored reasonably quickly, but others will take quite some time to restore. The immediate need for Internet connectivity and communications for assessment and relief distributions saw the need for an IT&T response to help Dominica Red Cross and the IFRC partners responding to the immediate needs of Dominica. A FACT IT and Telecommunication delegate from New Zealand Red Cross and an ERU IT&T delegate from American Red Cross were deployed to provide IT&T support to Dominica Red Cross and the IFRC FACT/Operations team. Due to the size of the operation and the smaller size of the team the amount of equipment deployed is smaller than usual, but enough to provide required IT service. The main item of equipment has been the VSAT from American Red Cross which is providing the vital Internet connection for Dominica Red Cross and the IFRC team to be able coordinate their response. Within the IT function the following equipment is deployed, or available, for the operation, much of it will be donated to DRCS at the end of the emergency phase of the operation. Equipment Value USD Running Cost per month VSAT 100,000 5,000 Will returned to USA BGAN 5,000 Will returned Synology NAS 1,000 Will be donated Router 250 Will be donated Router/Access Point 100 Will be donated Access Point 500 Will be donated Printer 200 Will be donated VHF Radios (3) 1,500 Will be donated Sat Phones (2) 2, Will be returned From Other Sector ERUs and FACT members Sat Phones (2) 2, Will be return

13 P a g e 13 Unfortunately, on top of the damage caused by the hurricane smashing into the National Society headquarter building, the Dominica Red Cross Society also lost much of their IT equipment as they were looted in the immediate aftermath of the disaster. National Society IT Recovery Plan DRCS has lost their connection to the internet and are unlikely to return to their previous service provide for some time due to loss of cables. Depending on length of longer term operation the cost of Internet for the Operation Centre and DRCS will need to be covered after the emergency period. Proposal for Wi-Fi Service provider: - Epic Communications are a Wi-Fi Internet provider. They are looking to offer free Internet for around 2-3 months, and as they provide connectivity by Wi-Fi they can provide service almost immediately, whereas cable based providers will take quite some time to restore services. Operating Costs Cost (CHF) Internet connection operating costs Per month (est) 80 Mobile phone costs (will reduce after 2-3 months) Per month (avg) 500 Printer Consumables Per month (avg) 100 DRC lost almost all of their computers, network and other ICT equipment as well as radio equipment during the storm or with the looting that occurred in the aftermath of the hurricane. To help restore DRCS to its previous capacity, and to improve its capability for the future the replacement of the following equipment is proposed. Replacement of computer equipment for DRCS 7 computers (total) Data projector Large Screen Replacement of Computer Network Infrastructure for DRCS DRCS will need to replace their computer network infrastructure including router and wireless access points. This could possibly be covered by ERU equipment or other donation (Cisco foundation), so no allowance has been made so far. Replacement/restoration of Radios Equipment for DRCS 20 VHF Handheld Radios Restoration of VHF Repeater at HQ Restoration of VHF Repeater at Espagnol Restoration of HF base station at HQ Restoration of VHF and HF Antennas at HQ Information Management (IM) The initial FACT included an IM specialist from the Surge Information Management Support (SIMS) network. The deployed specialist will work with the Dominica Red Cross Society and the various sectors to ensure effective data collection and information dissemination. The operation will share data on both planned and completed response activities through established coordination mechanisms active in-country to avoid duplication of efforts and maximize coverage of the affected population by the overall humanitarian response. The SIMS network was activated through the Surge Desk and will provide remote information management support: creating information products, cleaning data, and completing other tasks as organized between the deployed IM support and a SIMS remote coordinator. The Dominica Red Cross Society has staff and volunteers trained on the use of mobile data collection for the efficient implementation of surveys. Those digital tools will be incorporated into assessment, registration, distribution, and monitoring and evaluation when appropriate and applicable. Communications External communication plays a key role in ensuring national and international visibility for Dominica Red Cross emergency relief efforts and longer-term recovery support in communities across the island in the aftermath of hurricane Maria. Increased awareness among people in need, Movement partners, potential donors and the public can promote

14 P a g e 14 the recognition of the National Society as a key humanitarian actor in Dominica and generate support and funding for activities. Dominica Red Cross Society currently showcases its humanitarian work and informs citizens of upcoming activities on its Facebook account. As human resources are limited, this will remain the primary communications channel for the organization in addition to face-to-face encounters. To ensure continued support both for the island's recovery and DRC activities, the production of comprehensive documentation and compelling communications content throughout the coming year is key. A variety of photo and video content can be found in the DRCS Facebook, including printed materials and presentations. Publication of the materials can be tied to key dates such as three or six months since hurricane Maria, one-year anniversary and other nationally important days. The same material can also be further shared by the IFRC and interested National Societies. Due to limited resources, DRCS will need support in the production of this type of audiovisual and written materials by communications professionals either from a partner National Society or by local professionals. Security In the days following the hurricane incidents of looting and vandalism in stores, ATMs, and homes were reported. During the response, a curfew from 4pm to 8am was instituted island wide. Additionally, military and police presence across the island increased. The security situation has improved greatly since the immediate aftermath of the hurricane. DRCS has contacts in the Police Service and Village Councils in the distribution plan. To date, this has not been necessary. The DRCS and IFRC are continually reviewing the safety and security conditions with local authorities and community leaders prior to relief activities. Mobilization and operation activities are implemented during daylight hours. For the implementation of humanitarian activities, a security plan has been developed based on the principles of the IFRC Stay Safe and Safety Access procedures. All personnel will wear Red Cross visibility items and be covered by IFRC Volunteer Insurance. Red Cross personnel will also receive regular security briefings and sign the Code of Conduct. Planning, monitoring, evaluation, & reporting (PMER) The Dominica Red Cross Society, with the support of IFRC, is responsible for the overall planning, monitoring and evaluation, and reporting for this operation, for both vertical and horizontal accountabilities. To strengthen DRCS s capacity to ensure timely and accurate information the IFRC will support the operation to develop a monitoring and evaluation framework for the operation. To ensure that continuous and detailed assessment and analysis is used to inform the design and implementation of the operation according to IFRC standards the following activities will be conducted: A rapid emergency assessment Detailed assessment of impacts at community level (consultation with beneficiaries) Training for DRCS personnel in Open Data Kit (ODK) and Mega V Targeting and registration of beneficiaries using ODK Development of a simple M and E plan defining the indicators with clear means of verification, roles and timeframe for the data collection. Development of a comprehensive indicator tracking table to monitor project implementation Monitoring visits by the IFRC Beneficiary satisfaction survey (report to be published on IFRC s website) Lessons learned workshop Final evaluation of the operation (evaluation report to be published on IFRC s) The reporting schedule will be as follows: An operations update 15 days after the start of operation An operations update 30 days after the start of operation An operations update six month after the disaster An end of operation update 11 months after the disaster A final narrative and financial report within three months of the operation s end date In addition, an internal financial audit of the operation will be carried out. Administration and Finance

15 P a g e 15 The Dominica Red Cross Society has trained administrative and finance staff dedicated to this operation. However, due to the scale of the operation, DRCS s capacity will need to be increased to support the emergency operation. From the IFRC finance, team specific training and coaching will be provided, with one IFRC finance delegate deployed to Dominica. DRCS will be responsible for managing the funds in the country in accordance with the standard procedures of the IFRC on operational progress, and transfers will be made based on the Letter of Agreement to be signed between the National Society and the IFRC for the implementation of the project. Base Camp Due to the extensive damage on the island, including the capital, a partial Base Camp has been deployed to support the accommodation of the international team. The FACT/ERU team has been accommodated at first in the DRCS HQ building. The team will be partly accommodated in the nearby unused school building (free of charge, maximum one month availability, before school resumes) and partly to one hotel with limited space (2 rooms only at end of September). The international staff will be gradually moved to the hotel as more rooms become available.

16 P a g e 16 C. DETAILED OPERATIONAL PLAN Health & care Needs analysis: The wellbeing mental and physical - of the entire population of the country faces significant challenges over the next months. Due to the stress of the event, and harsh reality of life, assistance for handling that stress will be the most longstanding of health needs. Injuries have doubled, and will continue through the recovery process. Based on assessment throughout the island, materials needed to treat these problems are in short supply. Finally, prevention of further injury and or illness needs to be proactively endorsed with health promotion activities. Population to be assisted: Target area for medical material is the whole island through 49 primary healthcare facilities (with support to two hospital A&E departments) The target population to be supported is 5,000 families, in 4 areas where services will be combined. It is expected that for first aid, the population will identify themselves by directly seeking care: For PSS, persons in need will be identified through general screening or referral in the 4 districts of focus for the DRCS, from there individuals who need specialized care (likely 1% of target) will be identified. For Health Promotion, the targeted population to be supported will be the same as for water & sanitation support and activities from the two sectors will be combined. Outcome 1: Contribute to protection and recovery of physical and mental wellbeing in the affected communities Output 1.1: Medical materials provided to assist with injury management in the Indicator: Number of health facilities that receive suture kits population during hurricane recovery activities. Procurement of 60 dressing kits and 60 suture kits for a one-time distribution to cover the doubling in injury rate noted. Distribution of all kits to all primary care facilities. Output 1.2: Psychosocial support (PSS) is provided to 3,000 people Indicator: Number of people benefit from PSS activities Elaboration of PSS material and activities with the affected population PSS training to volunteers Debriefing with volunteers as a lessons-learned workshop Hiring of a local PSS technical consultant for training, mentoring and debriefing volunteers Output 1.3 Strengthen community based first aid care and support for up to 5,000 affected families in 4 areas Indicator: Number of volunteers trained to provide first aid services Mobilization of existing trained First Aid volunteers to provide first aid services Train new first aid volunteers in CBHFA Provide first aid kits to all community first aid volunteers of the Dominica Red Cross Society Output 1.4 Community-based disease prevention and health promotion are provided to the affected population Indicator: Number of families that receive IEC materials

17 P a g e 17 Produce and distribute information, education and communication (IEC) materials relevant for disease prevention and health promotion, and distribute to 1,000 families in target communities Train and mobilize DRCS and community health volunteers with training in epidemic control (in conjunction with community-based disease prevention, health and hygiene promotion (see water sanitation, below) Water, sanitation and hygiene promotion Needs analysis: People throughout the island are in desperate need of potable water. Since the water system from DOWASCO, the national water company of Dominica, has been cut off due to the damage of the hurricane, people are more and more inclined to collect water from the nearby rivers and streams. Most of these river/streams have been contaminated due to landslides and are polluted by dead animal carcasses and human excrements. Due to this situation, it is foreseen that the island will have increased number of mosquitoes and rodents. Waterborne diseases, including acute watery diarrhea, are a concern for the affected people island wide due to disruption of the water supply of DOWASCO and the potential contamination of drinking water sources. There is also a risk of acute respiratory tract infections due to dust. In the coming weeks, Dominica could be at risk of outbreaks of vector borne diseases. The Island is vulnerable to Dengue, Chikungunya and Zika, as the river waters coming from the mountains subside and are debris filled with stagnant water pools, which are potential breeding sites for the Aedes Aegypti mosquito, the main vector for these diseases. It is expected that cases of Dengue and Chikungunya will increase in the coming weeks. The destroying / removing of breeding sites, covering of water storage and personal protection from mosquitoes during reconstruction efforts will be key to preventive efforts. Finally, leptospirosis is a risk in Dominica. The provision of hygiene kits, mosquito nets, and hygiene promotion will be essential to prevent outbreaks of disease, especially for children. Population to be assisted: Roughly 5,000 households on the western coastline from the north to the south including Roseau have been cut off from potable water. Broken pipes are making the situation more complicated due to the risk of contamination. The DOWASCO water truck which is the only to transport treated water has been sabotaged and parts have been reported stolen. The Dominican Red Cross has a water treatment plant that has been set up in Check Hall Valley. The system is up and running and is producing 10,000 liters of potable water per day. The plant can be moved easily to another location when necessary. An additional plant will be requested to cover other areas on the island. Hygiene promotion messages will be carried out to decrease wash health related issues. Good hygiene practices and solid waste control will be part of these key messages and can be carried out with the other actors in country which are doing the same. Outcome 2: Immediate reduction in risk of waterborne and water related diseases in targeted communities Output 2.1: Access to safe water is provided to the affected population Indicator: Number of families provided with safe water Conduct initial assessment of the water, sanitation and hygiene situation in targeted communities Continuously monitor the water, sanitation and hygiene situation in targeted communities Conduct induction training for Red Cross volunteers on carrying out water, sanitation and hygiene assessments. Coordinate with other WASH actors on target group needs and appropriate response. Provide safe water to population in targeted communities through mobile water treatment plants and trucking where necessary

18 P a g e 18 Distribution chlorine tablets for 5,000 families for one month On the job training for volunteers on water treatment Train population of targeted communities on safe water storage, on safe use of water treatment products (aqua tabs) Output 2.2: Adequate hygiene promotion is provided to target population Indicator: Number of households that benefit from hygiene promotion Conduct a CBHFA training for volunteers Mobilize community health volunteers to disseminate basic hygiene messages. Develop a hygiene communication plan. Train volunteers to implement activities from communication plan. Hygiene promotion activities to link with health promotion and first aid Design/Print materials for hygiene promotion (e.g. Posters, Flyers, Folders) Treatment and storage monitoring of water through household surveys and household water quality tests. Engage population in actions to reduce the spread of vector borne diseases (Cleaning and proper storage) Output 2.3: Hygiene-related goods (NFIs) which meet Sphere standards are provided to the target population Indicator: Number of families that receive hygiene kits and jerry cans Targeting and registration of beneficiaries Procurement and distribution of 5,000 hygiene kits (one per family) Procurement and distribution 10,000 jerry cans (two per family) Procurement and distribution of 5,000 buckets (one per family) Shelter and settlements (and household items) Needs analysis: The impact of hurricane Maria on housing throughout the island has been significant. The latest information from the Pacific Disaster Centre based on satellite imagery estimates that of 6,770 houses aerially surveyed around 10% received no significant damage and the structure can be occupied. About 28% of houses have moderate damages and can be rebuilt but need improvements on main structural elements. About 39% of houses show such significant structural damages that they cannot be occupied until after repairs are made. 23% of houses are demolished and need to be rebuilt. There were 143 collective hurricane shelters in Dominica before the current disaster. An unknown number are now housing an unknown number of people in difficult conditions. An unknown number of shelter were destroyed. Initial information from Roseau and its immediate surroundings indicates that 20 collective centres have been damaged, mainly in terms of roofing. However, there is no information about the state of shelters in other parts of the country as road access has prevented assessments. There are an estimated 40 collective shelters functioning across the island with a population of about 4,000 people. Many people are staying with host families, relatives or friends. Population to be assisted Relief: 5,000 households

19 P a g e 19 Essential non-food items will be provided to targeted vulnerable communities that have suffered major damage and have received minimal assistance from other organizations. The individual households will be assessed and the most vulnerable households will be selected, including those who have had their house destroyed or where the house has suffered major damage and need significant repairs. Each household will receive a package of essential non-food items (2 tarpaulins, 2 blankets, 2 mosquito nets, 1 kitchen set, and for WASH 1 hygiene kit, 2 jerry cans and 1 bucket). Population to be assisted - Shelter: 5,000 households will receive NFIs, 2,500 households will receive building material Output 1: Focus on vulnerable displaced families with children, persons with disabilities, women headed households, low income families Output 2: Households without safe and secure shelter whose houses have been partially damaged and can be repaired (Level 3) Outcome 3 The immediate shelter and household needs of 5,000 families are met Output 3.1: 5,000 most vulnerable households will receive NFIs including tarpaulins, blankets, mosquito nets and kitchen sets Indicator: Number of households who receive NFIs Deployment of a surge staff member specialized in relief Rapid assessments Targeting and registration of beneficiaries Procurement and distribution of essential non-food items for 5,000 families: 10,000 tarpaulins (two per family), 5,000 kitchen sets (one per family) 10,000 long-lasting insecticide treated mosquito nets (two per family), 10,000 blankets (two per family) Provision of technical training for volunteers and beneficiaries on the construction of emergency shelters and long-lasting use of tarpaulins technics Post Distribution Monitoring survey using ODK Output 3.2: 2,500 displaced most vulnerable households receive building material for permanent repair of the roof structure of their own house Indicator: Number of families that receive building material for permanent repair of the roof structure of their house Deployment of a surge member specialized in shelter Training of volunteers (detail assessments) Detailed assessments (vulnerability / house situation) Targeting and registration of beneficiaries Development of standard roof construction for strong wind Induction training of the target families to repair their house (build back safer) Training for community key persons or carpenters Distribution of building material and shelter tool kits to the target families Supervision on the ongoing repair work Restoring family links

20 P a g e 20 Needs analysis: Systems of communication have been disrupted throughout the country and residents lack means to notify family members within and outside of Dominica of their welfare. Within the Roseau and nearby areas telecom services are being restored but this restoration is taking longer outside of urban centers. Connection to family and support systems are a key component of the resiliency of affected populations. Population to be assisted: The target population is essentially any family inside of Dominica who has been unable to contact family to notify them of their welfare following the storm as well as diaspora in other countries who have been unable to reach their family members in Dominica. Given the large portion of the population that have family living outside of the country or in other areas where communication has been cut off, it is difficult to provide a number of affected. A tool has been established through ICRC s Family Links website so that inquires can be received from families located in other countries. Disaster inquiries are restricted to family members. Active searching will be prioritized for sought persons with identified vulnerabilities such as illness, injury, advanced age and unaccompanied minors. Within Dominica, RFL teams will consult local authorities and advise of services to be provided. Services include access to satellite phones to contact family, mobile charging stations, access to social media through BGAN, Anxious for News/Safe & Well reports if other connections are not possible. Effort will also be made to target access to vulnerable populations such as prisons and nursing homes and conduct internal tracing and welfare checks for most vulnerable populations. Outcome 4: Family links are re-established and maintained between separated relatives Output 4.1: Families are supported to access appropriate means of communication to re-establish and maintain contact with their families members Indicator: Number of people who are assisted with RFL services. Deployment of RFL surge capacity to support the DRCS Provision of RFL equipment Provide access point to telecom and other RFL services Prioritization of requests for RFL amongst vulnerable groups (e.g. children, elderly, persons with special needs) Training of DRCS personnel in RFL Receipt and distribution of messages to assist affected people with RFL Disaster preparedness and risk reduction Outcome 5: Increase the disaster risk reduction (DRR) knowledge and practice of community members Output 5.1: Technical support for training on multi-hazard early warning systems Indicator: number of community members trained in early warning systems. Community early warning system training in selected affected communities Sensitization campaign on community disaster preparedness Training for volunteers on disaster risk reduction and early warning

21 P a g e 21 Support the development of family disaster plans Training and equipment of Community Emergency Response Teams (CERTs) In addition to the sectors above, the operation will be underpinned by a commitment to quality programming that involves: Continuous and detailed assessments and analysis to inform the design and ongoing implementation of the programme Ongoing process of adjustment based on these assessments The establishment of mechanisms to facilitate two-way communication with, and ensure transparency and accountability to, disaster-affected people Management and delivery of the programme will be informed by appropriate monitoring and evaluation The detailed plan of action under quality programming is as follows: National Society capacity building Needs analysis: The National Society has suffered important damage during the hurricane. Most windows are broken, doors damaged, Logistic and storage spaces in the compound have lost their roofs, and most of the furniture of the upstairs office at Headquarter is destroyed. Furthermore, looting followed the hurricane and all the IT equipment was taken, computers, phones, projector, TV screen in the EOC and meeting room, etc. Outcome 6: Contribute to the rehabilitation and improvement of the Dominica Red Cross Society capacity Output 6.1: National Society headquarters and logistics facility are restored Indicator: Logistics facility is restored and furnished Repair of the DRCS Headquarter building Furniture and equipment for DRCS office to replace destroyed or looted equipment Repair of logistic capacity at headquarter Logistics training to increase capacity for National Society staff member internship in Panama RLU Output 6.2: The National Society has increased capacity on the management of Emergency Operation Centre (EOC) Indicator: Number of NS staff trained Procurement of lost IT equipment for the National Society (computers, HF/VHF, etc.) EOC training Outcome 7: The National Society increases its capacity to respond to disasters Output 7.1: Support National Society disaster response assessments and Indicator: Updated hurricane contingency plan response planning

22 P a g e 22 Carry out a Well-Prepared National Society (WPNS) assessment with the DRCS Review the DRCS National Response Plan and update its hurricane contingency plan Quality programming / Areas common to all sectors Outcome 8: Continuous and detailed assessments and analysis are used to inform the design and implementation of the operation according to IFRC standards Output 8.1: Initial needs assessments are updated following a consultation with beneficiaries Conduct a rapid emergency assessment Develop a multi-sectorial emergency plan of action (EPoA) Carry out detailed assessment of impacts at community level (consultation with beneficiaries) Output 8.2: The management of the operation is informed by comprehensive monitoring and evaluations Hire personnel for the efficient and effective management of the operation Training of DRCS personnel in Open Data Kit (ODK) and Mega V Procurement of ODK and Mega V Development of a simple M and E plan defining the indicators Development of a comprehensive indicator tracking table Conduct targeting and registration of beneficiaries using ODK Conduct monitoring visits by the IFRC Carry out a beneficiary satisfaction survey and publish the evaluation report on the IFRC s website Organize lessons learned workshop Conduct a final evaluation of the operation and publish the evaluation report on the IFRC s website Develop operations updates and a final report Conduct an internal financial audit of the operation Outcome 9: 1,000 families (3,000 people) are assisted through a one-time unconditional cash transfers to cover their immediate humanitarian needs Output 9.1: Distribution of unconditional cash grants to 1,000 families (3,000 people) through the cash transfer programme Indicators: # of families reached with cash transfers Total (USD) amount of relief cash distributed % of beneficiaries expressing satisfaction with the DRCS s cash distribution (i.e. beneficiary selection, distribution process, etc.)

23 P a g e 23 % of beneficiaries using the feedback mechanisms in place for cash and other distributions Mobilize volunteers and conduct: CTP Refresher training, to provide orientation on Hurricane Maria CTP Process (Beneficiary Communications, Assessment, Registration Distribution, M&E) etc. Mobilize a surge technical staff in CTP. Assess and monitor market and FSP status Program sensitization with key stakeholders (financial institutions, store owners, community leaders, local authorities) Establish and activate feedback and complaints response mechanism Conduct detailed assessments to identify eligible beneficiaries based on presetselection criteria using ODK. Registration and verification of selected beneficiaries using ODK. Provide unconditional cash grants (Visa cards) of 1,220 x CD ($450 USD) to 1,000 selected households and conduct post-distribution card reconciliation. Monitor card use and complaints response mechanism Conduct Post-Distribution Monitoring and Final Card Reconciliation Communications Outcome 10: Effective communication with all stakeholders is ensured Output 10.1: Establishment of communication/public relations functions Ensure that the situation regarding hurricane Maria and the work of the National Society is well documented and shared with media channels to profile the Red Cross and Red Crescent effectively Development of human interest stories and information on the reality of the situation on the ground Monitoring and collation of key facts and figures from the affected communities, to produce concise and visually appealing documents that are regularly updated Coordination with the National Society to ensure that all funding opportunities are well addressed and taken into account Development of a national communications campaign and strategy Development of three videos Development of visual material (posters, infographics, brochures) Development and implementation of social media campaign

24 P a g e 24 Community Engagement and Accountability (CEA) Outcome 11: Communities and families are engaged in a meaningful dialogue to promote risk reduction actions and healthy behaviors, to reduce anxiety, to dispel rumors and promote psychosocial recovery Output 11.1: Community engagement and accountability activities help target communities and families have access to life-saving and actionable information to take action on their safety, health, and wellbeing, through engagement with the Red Cross to influence and guide action Development and continue dissemination of targeted messages and community engagement material for local media (community radios and print media), volunteers, local and traditional leaders, churches, schools and other stakeholders in support of sectoral interventions Establish / scale up existing dialogue platforms (call-in radio programmes and printmedia) in support of all sectors Rumour and feedback tracking systems established to tackle misinformation originating from target population

25 P a g e 25 Budget Click here to view the Revised Appeal budget Contact information For further information specifically related to this operation please contact: In Dominica Kathleen J. Pinard Byrne, Director General, phone: +(767) ; directorgeneral@redcross.dm In the Caribbean Josephine Shields Recass, head of Caribbean country cluster office; josephine.shieldsrecass@ifrc.org In the IFRC Regional Office for the Americas Iñigo Barrena, head of the disaster and crisis department; mobile: ; ci.barrena@ifrc.org Diana Medina, communications manager for the Americas, phone: ; diana.medina@ifrc.org In IFRC Geneva Cristina Estrada, response and recovery lead; phone: ; cristina.estrada@ifrc.org Susil Perera, senior officer, response and recovery; 41(0) ; susil.perera@ifrc.org For IFRC Resource Mobilization and Pledges support: Marion Andrivet, emergency appeals & marketing officer; phone: +(507) ; marion.andrivet@ifrc.org For In-Kind donations and Mobilization table support: Stephany Murillo, regional logistics senior officer, phone: ; mobile: , stephany.murillo@ifrc.org For Performance and Accountability support (planning, monitoring, evaluation and reporting enquiries) Priscila Gonzalez; planning, monitoring, evaluation and reporting team coordinator; phone: +(507) ; priscila.gonzalez@ifrc.org

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