DISASTER MANAGEMENTIN CUDDALORE DISTRICT Anu George, IAS (Tamil Nadu) Readings and Case Studies on Disaster Management (Volume : I) 1 2 Readings and Case Studies on Disaster Management (Volume : I) DISASTER MANAGEMENT - The Cuddalore Experience Cuddalore has always been classified as a multi-hazard prone district. Cyclones and floods have wreaked havoc in the District several times in the past few centuries. The District also falls within the zone-3 with respect to earthquakes. A part of the problem owes its genesis to the location of the district. The District has a long coastline of 57.5 KM. Therefore the district is vulnerable to the cyclonic depressions and the resultant rains which causes floods. Cuddalore District has an area of 3678 Sq. km comprising of extremely fertile and well-irrigated lands benefiting from water draining over fields and through major and minor river systems. The District however suffers from the flooding when excess water flows down these local rivers and over the fields due to northeast monsoon rains in the river basins and in the district itself. The drainage is poor and the encroachments over the drought years have led to a scenario where, even rainfalls, which are slightly above normal, can cause floods disrupting the normal course of work. Coupled with this is the perennial problem of low water carrying capacity of the lakes and eris. Desilting of these water bodies involve huge expenditure and over a period of time they have been neglected altogether. The District is one of the most backward districts in Tamil Nadu in terms of social indicators. Natural disasters often tend to set the clock back in time further accentuating the problem as they lead to serious disruption of the functioning of a society causing widespread losses. These losses far exceed the affected society's ability to cope with it using its own resources. In the year 2004 the District witnessed a severe drought, floods in October and then in December -the tsunami. The Tsunami Disaster For a district, which has become accustomed to tackling cyclones and floods the tsunami that struck the Indian coast on the 26th of December 2004 was like no other. The magnitude of loss, the suddenness with which it approached and the total lack of preparedness are but a few differentiating aspects. This disaster was different from any other before also because it had wreaked intensive damage along the coastline. The spread was small but the damage huge. The tsunami (in Japanese the word means 'harbour') refers to mighty waves that are triggered by disturbances on the ocean floor. These disturbances are a result of earthquakes or volcanic eruptions. A mighty earthquake measuring about 9.1 on the Richter scale (as per the revised magnitude) caused the disaster. The earthquake itself was caused by the collision of the Australian and Eurasian plates in the Indian Ocean. The quake triggered a tsunami that is a series of waves that spread over thousands of kilometres in a matter of hours. In over seven hours the waves carved a path of destruction across the 4,500 Km Indian Ocean. The tsunami is formed when the energy from the earthquake vertically jolts the seabed by several metres. In the process several hundreds of cubic kilometres of water is displaced. The Readings and Case Studies on Disaster Management (Volume : I) 3 waves moved at a speed of 800Km/Hr and as it neared the coast the speed reduced but the height of the wave increased and almost without any warning ate up everything on its path. The Outcome In Cuddalore alone the tsunami left 618 dead. Livestock loss was put at 29 lakhs. 517.7 Hectares of land was rendered saline and destruction to property was to the tune of 300 crores. The humongous tragedy scarred the lives of over 97,000 people in Cuddalore alone and thousands were rendered homeless in a matter of minutes. The relief and rehabilitation operations that followed should be looked at keeping the specific nature of the tragedy. Immediate Rescue and Relief Operations The first and foremost task in disaster mitigation is rescue and relief. When it comes to a sudden tragedy of mammoth proportions this task is a tough one. The tsunami had struck on a Sunday morning and that too a Sunday after Christmas. This meant that the effort in organizing relief is much more than in normal time. The hospitals had to be geared up to attend to the thousands being brought in dead or alive. First aid had to be given to the injured, care for the seriously affected and consolation to the bereaved. The hospitals had to tackle thousands of people who had come in search of their lost relatives or friends. One of the first things that were done was to arrange for a public announcement system. This helped in streamlining the process as well as in reducing the confusion at the hospitals. Simultaneously, the search for the dead and the injured had begun in the coastal areas in all earnestness. Public information centres offering assistance was also set up The next job at hand was to mobilise food and water for the 24,000 people who had fled from their villages. It was a gargantuan task and the strong system delivered when pushed to the wall. Food and water was mobilised with the help of the voluntary sector by 3:30PM in most areas. The rice was taken out of the ration shops and various philanthropic agencies pitched in to get it cooked. Meanwhile, the administration also had the onerous and painful task of disposing the dead bodies. Mass burial was the only way out and it took a lot of persuasion and effort on the part of the field officials to get it done by the morning of 27th December. The JCBs, which were mobilised in the morning, were used for this purpose. All the bodies were photographed individually for future identification and buried. This was an important task for two reasons: l l To control the outbreak of diseases and To ensure faster and smoother relief operations Relief Centres Though most of the villages had cyclone shelters, the nature of the disaster was such that the villagers from the coastal areas fled to the interiors of the district. Most of the relief camps that were opened up almost immediately were the wedding halls of the District. Around 38 centres were set up for the refugees. } 4 The next task at hand was to give them food and water till such camps existed. This was a massive exercise in coordination between the authorities and the voluntary Readings and Case Studies on Disaster Management (Volume : I) sector. We devised a tracking system whereby; the officials in charge of each centre would report to the control room the arrangements that were in place for the next meal. } Sanitary workers were appointed to clean the place on a daily basis. Their work was constantly monitored. Medical camps were also set up. The arrangement was such that every camp had at least one visit from a team of doctors every day. Wherever, there was more than one camp within a short distance a medical camp functioned all day. The cooked food brought in by the volunteers was monitored as a precautionary measure. This was inevitable because in a few places the food, which was brought in from far-flung areas often, got spoiled in the heat. With the help of a few agencies we were able to put up sintex tanks in all the relief centres ensuring steady supply of water. In addition to the officials a few capable members from the camp were given our phone numbers so that if anything was amiss we could plug it immediately. } } } } While the relief camps functioned, Arun Roy (Another IAS Officer undergoing district training) and I had to divide between us all the centres and take a trip around them especially before and after meals to ensure the regular supply of food and water and medical attention. It was a tough task, as more often than not, the population in the camps would fluctuate so drastically. I remember, a day (29th December) when the population in a camp went up to 1020 in the afternoon from 200 in the morning. This floating population is peculiar to this disaster and this made arranging adequate provisions in the camps an onerous task. Restoration of Civic Amenities Simultaneously, it was also important to attend to the restoration of civic amenities in the villages. Power and water supply had to be restored and intensive police patrolling had to be introduced to prevent thefts and also to pre-empt any untoward happenings. } The water from all the sources was tested with the assistance from voluntary agencies and in all but one source it was found to be potable. With the support of the NGOs which kept pouring in, 3 desalination plants (reverse osmosis) with commitments for maintenance was put up in areas where the tsunami had rendered the water saline. 107 shallow bore wells were dug in other places to facilitate regular supply of water All the temporary shelters have been provided with an extended pipe line as of now. } } Communication Control rooms were established in the three worst affected areas to coordinate the efforts of the field staff and also to monitor the relief operation. To some extent the HAM radio operators helped us in this process. Another priority area was to equip the top officials with mobile phones Readings and Case Studies on Disaster Management (Volume : I) 5 (some lent and others rented). This eased the channels of communication and helped us no end in tackling SOS calls. Mass Cleaning The area near the coast had been reduced to rubble in most of the villages. 51 habitations bore the brunt of the ravaging sea waves. It was therefore important to clean up the villages to lend a semblance of normalcy. It was also a vital move in the control of epidemics and detection of bodies and carcasses. In the first few days, the assistance of the local NSS and NYK volunteers were sought in this regard. However, it soon became clear that the district needed a more massive and organised effort to accomplish this. It was here that we utilised the services of the army personnel. With the help of JCBs the unit started work in the worst affected of areas on the 30th. Within a week and a half mass cleaning was completed in all the villages. The disaster also brought to the district a number of people who just wanted to help. We were also able to use them for identification of hot spots in the villages. These were places in which the seawater had stagnated causing considerable stink to spread in the area. The next task was to clear these spots with the help of the fire force and the septic tank cleaners of the municipality. 6 Mass Cleaning Operations Readings and Case Studies on Disaster Management (Volume : I) The World Health Organisation had warned that more people would die of epidemics rather than of the tsunami. Even before the sounding of these alarm bells the District had started a massive exercise to disinfect the relief centres and the villages. Bleaching powder and Phenyl were made available in large quantities for this purpose. Quantity Used Bleaching Powder 32,200 Kg Phenyl Lime 2,985 Litres 20,350 Kg Community Kitchens After the tsunami and during the floods the administration had the onerous responsibility of organising community kitchens to feed the thousands of displaced people. This was an exercise in coordination as more often than not, it involved mobilising huge quantities of vegetables, fuel and other provisions at short notice. The help we had got from donors were also channelised towards this purpose. 7,085 people were fed in the 23 community kitchens across the district for over a month. The DSO was to provide a daily report regarding the provisions for the next day to ensure that the supply was never disrupted. Interaction with Media The first few days saw the district flooded with people. There were scores of reporters from the fourth estate and lot of people who craved for information. It was important to have people in the right place to just engage them so that undue pressure was not put on the higher officials. It was here that the Relief Officer for Cuddalore, a Secretary level Officer played a key role. Talking to the media set a lot of things right as we were seen to be doing work. The questions from the reporters can at times be trying and very often it is intended at sensationalising the relief measures. An incident is worth recalling. A prominent news channel showed a byte where a dog was eating some left over food. He then dramatically stated that stale food was being served and people had thrown it away. The Collector immediately sent Arun and me to enquire as well as to pacify the people. We carried about 300 packets from the taluk office just to be doubly sure. When we reached Singarathope the villagers told us that they had been served good food. On further enquiry it was found that the food they had thrown away was packets of chapathis that they were not fond off! A false report can trigger a panic in such situations! Readings and Case Studies on Disaster Management (Volume : I) 7 There are a number of such instances, which are worth narrating. Once a lady reporter approached me and in total agony posed this question-"What is the Government doing?" "There are people who have not got any food for the past 48 hours!" As I was the only official in the office at that time I was taken aback that such a lapse could actually happen. Without showing this fear on my face I asked her to show me one person who had not got food that particular day. She immediately got one person- I was about to feel a little jittery till I heard the name of the village. The lady belonged to Nellikuppam, a town that is far away from the sea and in no way affected! The reporter had just asked her whether she had got anything from the Government. The answer to that would have in any case been an emphatic 'no'. It was also an exercise in patience as many of them almost wanted to write their whole story from our office. I learned a few things from this experience. } Never talk in an open ended way. During these times, it is likely that you may not know that you would be quoted. Someone casually asked me about the number of NGOs working in the district. I said 'Loads" as we had no clue on the 3rd day. I later saw a clipping which had the headline "Does anyone know how many NGOs are working in the area?" and under that my saying "loads". One needs to be always abreast of the latest figures. I was able to be of some help here as I made it a point to keep all the details with me from that day on. This included details of families, death toll, number of items needed etc. This is an important function as it serves to quell rumours and also projects the image of an administration, which means business and is abreast of the facts. It is important that the media sees you in the field so that it is conveyed to the decision makers It is also important to project through the media messages allaying fears as well as information regarding important steps undertaken by the administration. I had a particularly tough time with a prominent local newsmagazine that was more interested in my personal details. It is an exercise in patience. When the media relays wrong information we also tend to lose a lot of our precious time in setting it right. This was particularly true of the days after NDTV flashed that those who wanted to adopt the tsunami orphans can call some particular number. I remember answering around a 70 calls in this regard on the very first day, explaining the same thing. } } } } } People's Representatives As I will be mentioning later on the way the People's representatives deal with you also depends on the track record. Giving their ideas and concerns due weightage helps to the extent that at times they are veritable sources of valuable feedback and information. Regular meeting with the local leaders were held religiously. There were times, however, when, the demands had to be toned down. This was particularly so when it came to identification of beneficiaries and during enumeration. It was a tough job to keep the undeserving out of the list. The field staff Readings and Case Studies on Disaster Management (Volume : I) 8 bore the brunt of this and it is commendable that they rose to the occasion. Except for an odd complaint here and there the whole exercise was a smooth one. Another aspect, which is closely related, is the high profile visits of national and state level leaders. These visits are time consuming and diverts scarce manpower to protocol duties. However, the visits also tend to bring focus on to the issues in hand. Yet another positive outcome is that the field level problems are easily conveyed to the decision makers. Thus very often they have borne excellent results for the District. The same can be said about the community leaders who were a tremendous source of help in identifying the beneficiaries. They were also instrumental in keeping us posted on the happenings in the field. But there was also a flip side to this in that at times they tended to bargain a lot more than was there causing delays and factionalism within the communities. The situation warranted a lot of tact from our side. Handling the Relief Materials From the second day relief material started pouring in from all directions. We had to set up a system in place to ensure the smooth distribution of materials without the hazard of duplication. } The first thing we did was to computerise the inventory with the help of two volunteers who had come from Bangalore. This made it easy to track the materials as it came in to the relief centre opened for the purpose. (See Annexure for the sample list). We were also in a position to ascertain the requirements and hence quantify it. These lists were circulated to the donors and help came in the way we had wanted. Old clothes, which were causing a problem, stopped coming in thereafter. The Relief Centre } Storage of Relief material The doctors and the medicines were channelised through the DD (Public Health) and JD (Health). This ensured that the medicines and the doctors were always routed through one central office. Thereby, we were able to keep a tab on the medicines distributed as well as ensure that the teams were sent to areas that had not received any medical attention. The donors who routed the materials through the administration were given an official acknowledgement. This also addressed the issue of accountability. There were others who wanted to directly distribute the relief in materials in the Readings and Case Studies on Disaster Management (Volume : I) 9 } } villages. This was not a good option never the less we had to facilitate the smooth distribution. So we made a system whereby we knew which villages would require that particular assistance. The cooperation of the police was sought and the coupon system was encouraged. This ensured that no untoward incident took place. This was particularly important as in the initial days people had started comparing the relief materials they had received from various donors. Yet again, we had to avoid incidents like this one where, an NGO distributed 50 packets of vegetable biryani in a relief centre that housed a 1000 people. It was a common sight to see the villagers run after the trucks. Health The yeoman's service rendered by the Department of health has been mentioned in various contexts. 23 teams comprising of both Government doctors and private doctors were organised. The camps that were initially set up in the relief centres were later shifted to the villages. Some of the salient figures are given below: } } } } 80,117 people were given medical attention 437 people were treated as in patients 9,373 doses of vaccines were given (measles+ Rd Polio) 17,000 typhoid vaccines were mobilised through the voluntary sector In the meantime we also had to organise counselling for the traumatised. This was organised in the first few days with the help of Red Cross volunteers. They helped us identify the people who had been in need of counselling. To ensure some kind of continuity to the process, SHG members and the ICDS assistants were trained to carry the programme forward. A temporary camp has been set up now in one of the villages for this purpose. I was especially lucky to be part of the monitoring team for the health sector. Their commitment needs to be lauded for the simple reason that except for a few cases of measles (seasonal) there were no reasons to worry on that front. Other Relief Measures Yet another important step that was taken by the administration was to identify the most vulnerable people affected by the tsunami. 21 pensions for the old, 7 for the physically handicapped, 79 widows and 1 agricultural labourer were identified. Readings and Case Studies on Disaster Management (Volume : I) 10 The government soon announced the relief packages for the primarily and the secondarily affected. These packages were based on the requests that we had forwarded from the district. The requests were in turn a result of consultation with the community leaders. The enumeration had already been done for the various packages as was announced by the Government. The distribution of relief was an arduous task as the beneficiaries kept increasing by the day. There was a lot of pressure from various quarters and the lower officials had a tough time standing up to the task. This was particularly true of the larger villages as caste-based divisions and friction played spoilsport. The strength of system saw to it that it geared up to this task. The 3 main zones were divided into areas under area officers who were of the rank of Deputy Collector & above. Each area officer had to supervise this task of disbursal. I was directed to assist the local RDO (Revenue Divisional Officers who are equivalent to SDM, SDO) in a particularly tough village, where all the 765 packages had to be disbursed in one day. Due to various delays we were able to start the work only at noon. There were apprehensions of law and order problems. The VAOs saved the day for us by supporting us to the hilt despite earlier reluctance (they had faced threats from various quarters). We photographed the beneficiaries in groups of 10 to eliminate double entries and also sought the help of the police as a precautionary measure. In addition to this duplicate ration cards were also issued. Agriculture In our District about 517.7 hectares of land was rendered saline. Tests were conducted using mobile testing centres and it was found that reclamation would take 5-7 years of normal rainfall as the salinity was to the extent of 90 cm to 1 metre. The administration mooted for an enhanced compensation package for the farmers. We also tried to pre-empt the excess usage of water by the farmers by requesting for eco-friendly technologies from the various scientific institutes to facilitate faster reclamation. This was also important as in many places the farmers had already watered the land in the hope of planting the next crop without being aware of the consequences. Animal Husbandry In a disaster like this it is natural that the animals are left stranded in the villages. There was also a likelihood of animal carcasses remaining unattended to. Fast disposal of carcasses thus received topmost priority. Further, 42 tons of fodder was mobilised for the stranded cattle. 20,109 animals were vaccinated and a large number of animals treated for various illnesses. Readings and Case Studies on Disaster Management (Volume : I) 11 The distribution of relief cheques to the beneficiaries was also done in such a manner as to eliminate bogus claims by making use of the OP records with the Veterinary Inspectors and the insurance papers at the various insurance offices. This ensured that the process was a fair one. Restoration of Livelihood The disruption of livelihood has been massive during the tsunami. The annual fish production of Cuddalore is about 25,225 tons. Around 15,000 tons are exported. Therefore, it is nobody's guess as to the extent of devastation caused by the tsunami. The fishing industry supports a number of other trades and allied activities. There are boat cleaners, carpenters, boat mechanics, salvage workers, fish vendors, ice manufacturers, dry fish vendors, transport workers and so many others. The big question is as to whether the relief will actually reach each and every one of these affected categories. The only long-term solution is to get the boats back to the sea to ensure that the cycle gets going. } Within the first few days of the disaster we tried tying up various villages with the donors interested in long-term rehabilitation. This was to ensure that the boats and nets would be ordered well in advance. We also worked out the cost of nets and boats and the types of nets required with the help of the fishermen. Meanwhile, efforts were to be concentrated on the repair of boats. To this end the engineers from the army, navy and the industry were mobilised. These efforts were however, not so smooth. The fishermen doubted our intentions and misconstrued that the repairs that were to be carried out would render them ineligible for the relief. We had to really work hard on that front through repeated meetings with the community and give assurances. } The enumeration process of the fisheries department was even more cumbersome as many of the boats were unregistered. The number of boats/catamarans reported to be missing was phenomenal in certain villages. The fishermen who were given compensation for their engines and boats were photographed with their boats so as to send the message that everything was being recorded and thus double entries would warrant punishments. There was yet another aspect for which we were not initially prepared for . The bigger villages had by virtue of its size and population suffered much more damage than the smaller ones. They were also the ones who controlled the fishing operations in the sea by the virtue of their numerical strength. The smaller villages were mostly taken care off by the small NGOs who had greater flexibility of operations. This meant that they delivered faster than the bigger more famous counterparts. Secondly, the smaller villages were easy to please than the bigger villages that bargained hard. Therefore, in some of the villages the fishermen could not venture out into the sea regularly fearing the wrath of the bigger villages. Boat salvage works had started within the first few days of the disaster and huge cranes were mobilised for the process. We also had to make repeated forays into the sea to motivate the fishermen. } } } 12 Readings and Case Studies on Disaster Management (Volume : I) } Fish melas and seafood festivals also had to be organised to quell rumours and also to ensure that the fishermen went to the sea regularly. Toolkits were also given to the carpenters, masons, boat mechanics etc through the voluntary sector. BOAT SALVAGE WORKS } DREDGING OPERATIONS 43 } Yet again, individual assistance in terms of sewing machines, grocery shops etc were also given so that the family could start afresh. Consumption loans were mobilised for the SHGs and a fresh impetus was given to their training. } Children How do we address the needs of the traumatised children for whom the beach is no longer a play area??? How do we wipe away those scars??? This was a question which we repeatedly raised as we started the counselling process. It was felt that play therapy would be the best healer. Therefore on a pilot basis a children's park was put up in one of the villages. This made a tremendous impact in the sense that within a period of one week we were able to set up 68 children's parks across the coastal villages. This was a step that endeared the administration to the people and at the same time ushered the people into a state of normalcy. Similarly, with the help of different universities like the Bangalore University, play therapy sessions were held for the children in various schools and in the villages. A number of volunteers were trained and awarded certificates to carry forward the programme. The Government Home that was opened for the tsunami orphans also received special attention. The children were provided with all the basic amenities and comforts through various donors. For their tomorrow ... Readings and Case Studies on Disaster Management (Volume : I) 13 Even today, every weekend a trip is organised for the children. The home was opened bearing in mind the special needs of the tsunami affected including their psychosocial well being. It was also important to prevent child trafficking and other such potential dangers. The schools and colleges were also identified in the fastest possible manner and the students were provided with books and bags. Immediate steps were also undertaken to reopen the schools as early as possible. The Voluntary Sector The nature of the tsunami disaster was such that it evoked a wave of sympathy, which was unprecedented. The mass media played a critical role in driving home the plight of the people. Voluntary agencies of various sizes and hues started coming into Cuddalore. It was important to engage them and direct them. It was also important to give them a range of choices by which they could assist the District Administration. Another vital task was to be vigilant against the misuse of the funds generated by an outburst of philanthropic generosity. It was important to ensure that people did not make money out of the disaster. There were also a number of NGOs and individuals that were to be tolerated for their nuisance value. The attention they commanded in the media often outshone the efforts of the District Administration. However, it was also important to see that our efforts were not undermined by negative feedback by the media. } The most important thing to remember is that the coordination with NGOs is a full time job. The Administration would do well to have a single point of coordination as it eases communication and effort for all. Secondly, the NGOs are also bureaucratic. The bigger the NGO and taller its reputation the more bureaucratic they are. So very often though they are the first to reach the site of a disaster their rigid set up makes their progress slow and tardy. Thirdly, one needs to be wary of agencies wanting to spread it thin. The rehabilitation package should have inbuilt safeguards which ensures that the process is not communal or political. Fourthly, most of the NGOs need someone to hear him or her out. This essentially means a trip down the memory lane from Lattur, to Orissa and from there to Bhuj. Fifthly, the voluntary agencies need to be given centre stage in whatever they do. Very often what they do depends on the choices you give and the way you present your case. Thus it is important to be specific. For eg it is better to say that "we need 75 sets of the following tools for 75 carpenters. The price of each tool is listed and the total cost of a set works out to RS 5,000". This is a much better approach than saying we need tools for our boat carpenters. (See annexure for an indicative list) Sixthly, never let any help that comes to your district go away. Every penny is important and can be used to do a lot of things. Talk to the NGOs, give them choices and also call them up and remind them that you are waiting to hear from them. I have realised that it is often the call from your side, which brings the people to the } } } } } 14 Readings and Case Studies on Disaster Management (Volume : I) actual action process. The very fact that we call makes them feel that their effort is important for our cause. A small gesture can reap dividends for the district. } It is also important to broker peace between various agencies working in a village. It was a tough task to do as it was a common sight to see NGOs vying with each other to earn the support Last but not the least the follow up has to continue till the end of the delivery stage. NGO coordination meetings can be of tremendous help here as it serves to build a friendly pressure on the NGOs forcing them to deliver. } Shelter Temporary shelters had to be put up on a war footing, as it was inevitable that the relief centres were shut down at the earliest. It was also necessitated by the fact that normalcy would be restored only if people went back to the villages. A large number of temporary shelters were put up with the help of the voluntary sector and by the Rural Development Department. Based on the feedback from the field the design of these shelters was constantly improved. A lot of thrust was placed on the flooring and on controlling the heat. It was also ensured that the sanitation needs of the rehabilitated were met through voluntary agencies and by engaging women masons. Temporary Shelters and Toilets Another aspect, which required a lot of effort, was to keep the NGOs, engaged till the Government announced its policy on the resettlement of the tsunami affected. The policy is still awaited as I write this paper. During the discussions on what should be the deciding variable it was invariably conveyed that the willing ness of the people was paramount in any policy. The issue was of finding lands near to the coast and at the same time, which was located away from the high tide line. We have also been persistently pressurising the NGOs to convert all the kutcha houses in the affected villages into pucca earth quake resistant structures. This is important, as there is likelihood that these may not survive a cyclone though it has weathered the tsunami. It was all the more important to leave the tragedy behind and to seize the help pouring in to set a lot of things right. Tsunami : An Analysis Though I have mentioned the floods in October 2004 in Cuddalore only in passing, I would like to reflect on the flood and the tsunami in greater detail for a critical analysis of the whole Readings and Case Studies on Disaster Management (Volume : I) 15 process. Cuddalore, came in for a lot of praise from all quarters for the way the relief was handled. As one looks back a few questions are bound to rise. Was there a scope for improvement? Can we do without certain systems that we are so used to? Has the Government response been quick enough? Scope for Improvement? Whenever we stress on disaster management much of the emphasis is placed on training and developing of plans. In a disaster of such tremendous magnitude the plans seldom work, as most of the response is spontaneous. However, plans work well during seasonal disasters. Even before the on set of rainy season, the District Administration had given clear instructions to the field officials on the course of action. In no time the assistance could be mobilised as we saw it coming. Following the tsunami disaster however, such a system could be put in place only after a few days. One of the primary reasons is because the District Contingency plan is specifically fine-tuned to tackle floods and cyclones. Tsunami does not find mention in the pages of the plan and therefore there was a near total lack of preparedness on the part of the administration and the general public. The districts are generally under-equipped to handle such disasters as communication channels invariably gets shut down during the time of crisis. The communication networks can facilitate and improve relief and rehabilitation efforts. Certain aspects like desilting of the channels and backwaters often find no mention in the disaster mitigation plans. This step can bring down the losses during floods etc. Desilting carried out in some of the channels as a part of the food for work programme ensured that the damages caused by floods were limited in certain areas. There is a tendency on the part of the government to assist the crisis-ridden district by sending in a number of officials to help the District Administration. The level of officers sent for the purpose should always be borne in mind. The need of the hour is often to have more field level officials who can carry forward the commands of the leader- the District Collector. Multiplicity of commands can lead to duplication of work and also considerable hardships to the subordinate officials. This is because well meaning decisions of individuals can work at cross-purposes. This can lead to considerable confusion and disenchantment among the junior ranks. The assigning of work to an NGO is best done by one centre. This centre should be the closest to the field of action. There were a number of instances where same villages were assigned by different centres causing considerable confusion. It is a task, which is best undertaken by the people who are at the scene of action. Similarly, one also needs to be wary of the organisations or individuals who boast of 'high connections', quite often there is a lot of "sound and fury signifying nothing". They take a lot of time and very often remain committed to the cause. Collection of data and its compilation is no doubt important. But it can cause considerable hardship to the field staff and can lead to under reporting or over reporting. This is because with the limited resources available to them they are forced to look into the normal duties, crisis management and enumeration. A well thought about database will be useful in times like this. This includes updating of basic records like ration cards at regular intervals. 16 Readings and Case Studies on Disaster Management (Volume : I) Monitoring and review of officials is of importance. However, it is equally important not to delay the field officials in meetings that are not focussed. It is also important to ensure that after the initial crisis phase the subordinate officials get adequate rest. It was also found that the Public realised that the Government is doing a lot only after a few days. This was because the NGOs kept stealing the show. It was a costly mistake and a lot had to be done to undo this. We later put up banners in various places indicating the Government efforts. Media too played its role in creating this false notion by selectively asking the NGOs whether it was they who gave the food to the village etc. For instance in a particular village an actor was supposed to be doing a lot of work. The actual amount spent by the actor was about Rs 2 lakhs while the government had spent Rs 8 crores! The publicity stunts of various donors also need to be understood. There were times when one puts up with certain people for their nuisance value. There are a few things, which is best done when left to the voluntary sector. For example we had through a discussion with the community leaders formed a list of items that were needed by a family. This list was sent to the State Government. A number of packages were, announced by the government. Based on a similar list the NGOs too delivered. There was considerable duplication of efforts that in some places people started selling their kerosene stoves in the open market. During relief operations provision of cash as part of relief does not always ensure that the money actually reaches the household. On the day the relief packages were given, the collection at a TASMAC shop (IMFL Shop) went up to Rs 30,000 plus from a modest Rs 4000/-. We had a proposal to use the Rs 1000 component of the above package, which was meant for household utensils. I had personally spoken to some vessel dealers together with the community leaders and we had got the lowest possible quotation of prices. We decided that coupons for the amount would be distributed and the households could select their own vessels. Everyone welcomed it. However, the urgency of distributing the package and the fear that it could raise doubts on the accountability aspect made us develop cold feet. It was also thought that the voluntary sector had been providing vessels in a few areas. The Rs 1000 was never used for buying vessels. Well meaning projects may at times be not feasible. The liberal enumeration of beneficiaries was essential, as some of them had lost it all. However, it had wrought in problems in its wake. Every other village started claiming the relief. This caused considerable problems as we had a tough time handling petitioners. Within a month the number of petitions in the Cuddalore Taluk Office alone was a staggering 18,000 plus! It is also a lesson well learned to ensure that we need to appreciate the subordinate staff, as they are the ones who never get a share of the glory, nor the satisfaction. To work in the crisis mode for more than two months at a stretch is a commendable task. It is also important not to shout at one's junior officials. They need to be cajoled than shouted at as unlike in normal times they are also digging into the last ounce of energy to sustain themselves. Another issue to be handled is the endless stream of 'disaster tourists' especially during disaster like this one that was sudden and dramatic. This can cause considerable disruption of work. Once we started updating the website on a regular basis a lot of such disruptions could be curbed. Readings and Case Studies on Disaster Management (Volume : I) 17 There is also a danger in giving acknowledgement to the donors. Many of them needed a letter from us to carry forward their work to raise money. This was like a twin edged sword as it was also like giving a blank cheque to some of them without any productive results. Some of our well meant rules could at times work at cross-purposes. There was a time when we took more than a month to get customs exemption for a consignment of tents. This too after relentless pursuit! During emergencies we should be able to streamline this process, if the consignment is to be used directly by the district. During the floods and the tsunami the central teams were sent to assess the damages. The central team that came to assess the floods came to cuddalore in December - 2 months after the floods. It was a tough task for us to show the damages to the team as many of the farmers had already resumed cultivation. Timing is important in damage assessment. Similarly, it is quite a task to take care of a delegation with diverse interests varying from environment to resettlement and agriculture. I had the tough task of taking a team of 14 topnotch officials from various international agencies that wanted to know the specifics of 10 different areas. This essentially meant that in various villages that we visited there could be so many areas that need to be looked at. I wonder how much assessment is possible in the din. Not only that the repeated visits also signals the villagers to be ready in anticipation of more assistance. More often than not they are also inadvertently forced to relive the trauma. Can training mitigate the effect of a disaster? It is repeatedly emphasised that disaster preparedness is the best course of action to mitigate the effects of a disaster. How do we prepare for such an exigency? A lot of thought has gone into disaster management plans and command systems. They do help in the management of the situation before and after the actual incident. However, there are a large number of issues involved in this process. First and foremost, unless and until a disaster strikes it is very difficult to convince the people as to how important disaster management is. One need not go far to have a look at this. How many of us take the mock fire drills seriously when it is conducted in the offices? We do not feel the pinch, as a fire outbreak seems remote to most of us. Similarly, public memory being short, the scars of a disaster is easily forgotten by the people. It is in this context that I would like to delve in greater detail into the Samiyarpettai experience. The beautiful coastal village of Samiyarpettai was a bright spot even in the midst of the disastrous tsunami. The villagers were not adverse to change and in perfect coordination with the District Administration had organised themselves into various teams and mapped themselves according to the Disaster Mitigation and Reduction Plan. They had conducted a mock drill on the 30th of October 2004. The day was chosen to coincide with the 29th, the day the super cyclone hit the Orissa coast. A brain child of the sub-collector of Chidambaram (Mr. Ratnu, IAS), the programme got off to a flying start as the villagers were eager to reciprocate their feelings to the Sub Collector as he had been instrumental in the truce between two strong fishermen villages a few months earlier. This assured us a receptive audience. With the active co-ordination of the fire service and the health department, training was imparted to them over a week's time and without seriously interrupting their day-to-day activities. Through a few co-ordination meetings held Readings and Case Studies on Disaster Management (Volume : I) 18 in the presence of the village elders, we were also able to improve our action plan by involving more women in the process. The women sang songs to the effect that floods and cyclones would never wreak havoc in their lives again... Rescue Operations RESCUE Operations- First Aid to the victims Did the training make an impact in the wake of the unpredicted tsunami??? The villagers were the best judges in this regard. In this big village 24 precious lives were lost. In the neighbouring village of Pudukuppam (a smaller village) the final death toll was 118! Training did make a difference. Other Important Aspects The year 2004 had been a particularly harsh one for the District in terms of the number of natural disasters it had to tackle. First, the drought, then the floods and finally the ravaging tsunami have all thrown up other issues that could also go a long way in mitigating the effects of these disasters. Some of these can be illustrated to drive home the point. Parangipettai The Parangipettai (Porto Novo) area, was one of the worst affected parts of the District in the recent tsunami. It also shot to fame as a striking example of communal harmony and humanitarian values in the midst of a humungous tragedy. The Muslim Jamaat had opened its doors for the thousands of Hindu refugees. They were offered shelter and Readings and Case Studies on Disaster Management (Volume : I) 19 the best of food. How did this bright spot come about? In a day? The answer to this is a big NO. The Parangipettai area is known for its deeply fragmented social fabric. Differences of class and religion abound here. The muslims of the area are seen as wealthy and many of them have relatives working in foreign countries. About a year back the Sub-Collector had started a culture of joint Eid celebrations in the village. This had brought down a lot of barriers and facilitated the helping hand that the Jamaat had stretched out. Clearly, it is an indicator that disaster management also involves innovative solutions to day- to - day administrative issues like law and order. Track Record Both during the floods and the tsunami Cuddalore got widespread acclaim for being one of the better-administered districts. This was a unanimous opinion and even the international media expressed their appreciation. How was it possible to maintain such a semblance of order when confusion and chaos reigned supreme in other areas? The answer is simple- track record. We could not have found a better time than this one to bank on the support of the people. The hard work and visible changes, which were brought about in the sleepy town of Cuddalore, rallied them behind the Collector. Small lapses like delay in getting food in the centres were forgiven as people had tremendous faith in the District Administration. Even in the wake of probing questions intended at sensationalizing the disaster the people rallied behind the administration. The District Administration under the Collector was seen as responding to the crisis in the quickest possible manner. During the recent floods the Collector had personally supervised the relief operations in the affected divisions. They knew that we would deliver as we had done before! This is perhaps the most wonderful lubricant one can hope to oil the wheels of relief operations. The District was blessed with an excellent team. A strong team also meant that delegation of duty was not a problem. In such a scenario it was not a tough task to be seen doing things. More often than not, the problems arise when you are not seen to be doing the things you have been doing. Last but not the least, the floods in October/ November had in some way inadvertently prepared us for the bigger disaster. Conclusion Disasters both natural and manmade expose the most vulnerable sections of the society to grave danger. It is believed that the disasters are related to the poverty levels of a society. It is often the poor who bear the brunt of natural disasters. One just needs to take a look at the colonies for the scheduled castes in the District. Invariably located in low lying areas the thatched structures of the most vulnerable are the first to get inundated by floods. During the tsunami too the maximum lives lost were of women and children. Yet again, the houses that bore the brunt were the ones that were of the poorest Though the damages caused by the floods is not of the magnitude of a tsunami it is a more recurrent damage and costs much more than a tsunami that hits once in a hundred years! It also throws up an interesting question as to whether human philanthropy is only limited to dramatic happenings like the tsunami. This is also true of the undramatic drought. Readings and Case Studies on Disaster Management (Volume : I) 20 Disaster management is also about a sound administration, which is already in place to tackle such exigencies. A strong system invariably gives a positive response and enjoys the support of the people. This is reflected in the thinking of the administration. Very often, it is not possible to envisage a policy of resettlement, which is long lasting as in this particular case where, the livelihood is inextricably linked to the sea. So what is important is to ensure the mitigation of the effects of a disaster. The safety of the buildings in the area have to be mooted rather than looking out for a policy of total resettlement which, may not be monitored in the long run. The response of the state Government is particularly important for the simple reason that a strong backing from the Government is essential to work in extraordinary circumstances. The Government stood by every decision taken on ground and sanctioned every request made in this regard. There was no constraint of money or sanction and this made the process a lot easier. Last but not the least, the importance of mangroves in saving the lives of hundreds of people cannot be undermined. In the Pichavaram area of Cuddalore this was the only factor, which saved the region. At least in the case of some of the disasters like cyclones and tsunami nature holds the key to mitigation. Ultimately what we need in addition to warning systems and communication equipments are people who can manage the situation against all odds. This together with training and preparedness can go a long way in making this world a better and safer place to live. This report is still an incomplete one as the process of permanent rehabilitation is yet to start. We have a number of assurances and commitments and some of them stretch to the non-tsunami areas in the District. What happens in the next one-year or so will determine the success of our Disaster Management operations. Only then can we hope to build on this successful initial phase of operations. ***** ANNEXURES I II III IV V VI VII VIII IX X Route Map - Tsunami Affected Areas in Cuddalore District Affected Families and Death Details as on 07.01.2005 Tsunami Affected Victims - Relief and Rehabilitation in Cuddalore District Requirement of Medicines - Deputy Director of Health Services, Cuddalore Tool Kits for Carpenters Affected by the Tsunami Details of Materials Required by Building Labours Welfare Munedra Sangam, Cuddalore O.T. Children’s Parks in Tsunami Affected Villages as on 12.2.05 Rehabilitation Agencies and Activities under Taken as on 1.03.2005 Tsunami Relief Contribution Report Assistance for Individual Cases and Community Assets in the Tsunami Affected Villages of Cuddalore as on 24.02.05 Readings and Case Studies on Disaster Management (Volume : I) 21 ANNEXURE-I ROUTE MAP TSUNAMI AFFECTED AREAS IN CUDDALORE DISTRICT 22 Readings and Case Studies on Disaster Management (Volume : I) Readings and Case Studies on Disaster Management (Volume : I) 23 ANNEXURE-III TSUNAMI AFFECTED VICTIMS - Relief and Rehabilitation in Cuddalore District Following the Tsunami disaster that struck the Cuddalore coast on the 26th of December 2004, 51 villages were badly affected, killing 615 people and affecting 99,704 people. Fishermen bore the brunt of the disaster and their boats were destroyed or badly damaged. Therefore it is imperative to help them reconstruct their shattered lives by providing them with boats and fishing accessories. As requested by your agency I am forwarding the details about the various fishing boats/catamarans and the rough cost of the same along with other essential details. Damage to boats and accessories in Cuddalore Kattamarans without OBM Kattamarans fitted with OBM Vallams Mechanised wooden boats Mechanised FRP boats Trawl nets Gill Nets 2632 216 168 300 842 900 57,000 Estimated Cost per unit A. Catamaran <23’ Size (without nets and engine-wooden) B. Catamaran >23” Size -DoC. Fibre reinforced plastic (FRP) Catamaran Out Board Motor (OBM) Fishing Nets Total cost for the unit D. FRP in board engine mechanized fishing boat a.hull cost b. Inboard Engine with gear box c. Fishing Nets Total Unit Cost --------------------------------Rs 1,25,000/Rs 80,000/Rs 70,000/Rs 2,75,000/For 10 families Rs 70,000/Rs 40,000/Rs. 40,000/Rs 1,50,000/For 3 active fishermen Rs 15,000/Rs 25,000/- 24 There are 15,000 active fishermen in the coastal areas of Cuddalore and it would be of immense help if you could assist the fishermen by providing them with boats/funds for the same. Readings and Case Studies on Disaster Management (Volume : I) REQUIREMENT OF MEDICINES Deputy Director of Health Services, Cuddalore Sl.no. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 Name of the Medicine Tab Paracetamol Tab Co-Trimaxazole Tab Metronidazole Tab B Complex Gentamycine Eye & Ear Drops Cap Doxycycline Tab Erythromycine Tab Pencilin V Tab Dexamethasone Tab Deriphylline Tab Salbutamol Tab Brufen Tab Ascorbic Acid Tab Ranitidine Tab Chlropheneramine Malaetae Surgical Spirit Tab Ciprothaxine Cap Indomethacin Tab. Multi Vitamin Povidone Iodine solution Tab Contrimaxazole (Paed) Phenyl Tetanus Toxoid 5ml Silver Sulphadizine Cream Povidone Iodine ointment Tab Aluminium Hydroxide Absorbent Cotton Gauze Cloth (20 mtr) Disposable Syringe 2 ml Disposable Syringe 5 ml Surgical Gloves (7 inches) Surgical Gloves (6.5 inches) Inj. Dexamethasone 2 ml O.R.S. Powder Adhesive Plaster Tab Dicyclomine Tab Domipridone IG Paint Face Mask Amoxycilin Inj. Pheneramine 2 ml Diclofenac (gel) I.V. Set ANNEXURE-IV Quantity Required 150000 75000 75000 150000 7200 vials 50000 50000 50000 35000 35000 100000 70X500 ml 50000 50000 100000 100X450 ml 50000 50000 100000 100 X 450 ml 50000 1000 X 5ml 1000 X 100 gm 1000 X 100 gm 50000 100 X 500gm 500 X 20 mtr 5000 5000 1000 1000 5000 100 roll 25000 25000 200 bottles 2000 50,000 10,000 1000 1000 Readings and Case Studies on Disaster Management (Volume : I) 25 ANNEXURE-V TOOL KITS FOR CARPENTERS AFFECTED BY THE TSUNAMI Sl. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Items 4 “ Chisel 3 “ Chisel 2 “ Chisel 11/2 “ Chisel Hammer 2 ‘ hand saw Kitty 4 ‘ C Clamp 6”/12” T Square Files Set (Aram) Spirit level/ Mercury bar Axe Nail Puller Cutting Plate Drill Machine Total Needed : 130 more (130 sets@Rs 2118/- and 13 drilling machines) Quantity 1 1 1 1 1 1 1 1 1 1 set 1 1 1 1 set Total 1 Indicative price 50.00/40.00/30.00/25.00/78.00/75.00/550.00/500.00/120.00/250.00/50.00/50.00/150.00/150.00/Rs. 2118/3500.00/5618.00/- 26 Readings and Case Studies on Disaster Management (Volume : I) ANNEXURE-VI DETAILS OF MATERIALS REQUIRED BY BUILDING LABOURS WELFARE MUNEDRA SANGAM, CUDDALORE O.T. Sl.no 1 2 3 4 5 6 Name of the materials Trowel Bond Spade Crow Bar Pendulam Levelling Bar Size & Quantity of the materials Big Size - 1 No. Small size -2 Nos Big size - 1 No. Small size - 1 No. 2 Nos. 6 ft.- 1No. 4 ft.- 1 No. 1 No. 6 ft.- 1No. 4 ft.- 1 No. 2 ft.- 1 No. 50 ft.- 1No. 1 No. 1Bound- 1No. 1ft.-1No. 1No. 1No. 500sq.ft 50 Nos. (1/2 tonne) Rate(in Rs.) Rs.200/Rs.350/Rs.100/Rs 300/Rs. 75/Rs. 250/- 7 8 9 10 11 12 13 Measuring Tape Thread Hammer Iron Cutter Thimmusu Finishing Bar Centering Sheet Casusuarina Post TOTAL Rs.200/Rs. 50/Rs. 100/Rs.150/Rs.120/Rs.3000/Rs.1000/Rs.5895/- Readings and Case Studies on Disaster Management (Volume : I) 27 ANNEXURE-VII CHILDREN’S PARKS IN TSUNAMI AFFECTED VILLAGES as on 12.2.05 Sl.No 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. Village/Habitation Gunduppalavadi Kandakadu Thazhankuda Rasapettai Nanamedu Suba Uppalavadi Pachayankuppam Sothikuppam Nallavadu Uchimedu Sonaganchavady Thammanampettai Chithiraipettai Nanjalingampettai Periyakuppam Kayalpattu Ayyampettai Petodai Reddiyarpettai Pudupettai Chinnor North Chinoor South Pudukuppam Kumarapettai Samiyarpettai T.S. Pettai & AD Colony Velangirayanpettai Keezhirukazhipalai Devanampattinam Sonankuppam Singarathoppu Akkaraigori Malumiyarpettai Panankattu Colony Salangai Nagar Name of the Sponsor Ankidyne World Vision Department World Vision World Vision CROSS Relief Foundation World Vision Relief Foundation TRC (Vridhachalam) TRC (Vridhachalam) UELC World Vision ISHA World Vision TRC UELC ISHA TDHCT Department Oxfam Lalji Hirani Lalji Hirani Lalji Hirani ALC ROAD/SPF Oxfam ROAD/SPF Project Hope Aurocity World Vision World Vision Claretians & Family SASY REACH OUT Stage Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed 28 Readings and Case Studies on Disaster Management (Volume : I) 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65. 66. 67. 68. 69. 70. 71. 72. 73. 74. 75. 76. ThaikkalThonithurai MudasalOdai Mulukkuthurai MGR Thittu Killai Meenavar Colony Pichavaram MGR Nagar Irular Colony Chinnavaikkal Kalaingnar Nagar Mudasalodai Killai South Parangipettai Naickerpettai Pudukuppami - Indira Nagar Annappanpettai Pudukkam Indira Nagar Sangolikuppam Madavapallam Annankovil Orphanage-Pudupalayam Thiyagavalli Andarmullipallam Nallur Mangalore Chidambaram Samiyarpettai Devanampattinam Sonankuppam Kannikoil Mudasal odai Muzhuthurai Pillumedu Nochikadu Andarmullipallam Nochikadu (Nandan Nagar) Pallipattu Govt. Orphanage Govt. Blind School Govt. Deaf and Dumb School Tirunaraiyur Kammapuram Relief Foundation CREED Archana & Friends Relief Foundation REACH OUT Archana & Friends World Vision Lalji Hirani SPF/ROAD SOS Village CREED Lalji Hirani ISHA BLESS St. Joseph’s Tiruppapuliyur World Vision Claretians & Family Sumanahalli Sumanahalli TANFAC Rotary Club of Brimingham Rotary Club of Brimingham Rotary Club of Brimingham Rotary Club of Brimingham Rotary Club of Brimingham ROAD/SPF CASA CASA CASA CASA CASA CASA SUCHI SUCHI SUCHI Rotary Club of Brimingham Do Do Do Rotary Rotary Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed (Ordered) (Ordered) (Ordered) (Ordered) (Ordered) Completed (Ordered) Completed Completed Completed Completed Completed In Progress In Progress In Progress In Progress In Progress Do Do Do Do 29 Readings and Case Studies on Disaster Management (Volume : I) 30 Readings and Case Studies on Disaster Management (Volume : I) Readings and Case Studies on Disaster Management (Volume : I) 31 GAGANDEEP SINGH BEDI, I.A.S., District Collector, Cuddalore District Fax : 230555 Off. : 230999 Res. : 230666 : 230777 Date : To After the initial shock and the painstaking process of immediate rescue and relief we are in the process of rebuilding the lives of lakhs of hapless victims of the Tsunami waves. Your kind and timely gesture of contributing ........................................................................... to this process is greatly appreciated by the Government of Tamil Nadu. COLLECTOR, CUDDALORE DISTRICT 32 Readings and Case Studies on Disaster Management (Volume : I) ANNEXURE-X ASSISTANCE FOR INDIVIDUAL CASES AND COMMUNITY ASSETS IN THE TSUNAMI AFFECTED VILLAGE OF CUDDALORE as on 24.02.05 Sl. No. 01 Name of the agency Cavin Care, N. IIango, Sr. Manager, No.25, Perumal Raja Garden, Reddiyarpalayam, Pondicherry, Ph. (04143-2290519) (9443147439) Save the children, Elizabeth Berryman, Emergency Health Officer, South Zone Office, Ist floor D.N. 6-3 852/2/B/6/1 Aparajitha Housing Colony, Hyderabad500 016, Ph, 040-55632384, Fax-040-23411628 Type of activity ð 40 Anganwadi Buildings Village Villages decided. Orders issued Remarks Committed and Proposal have been submited with the building Plan ready to start Work ASAP Proposal submitted Rs. 2,38,88,000Work to start soon 02 ð Reconstruction of 12 Damaged centres. ð Provision of structures to replace 15 centres in private Building ð Support to ICDS programme in further 10 indirectly affected village ð Outdoor play materials for an additional 10 villlages ð Community Toilets ð Toilet in school ð Tuition and community classes ð Tool kits for 250 masons ð Community Hall, Library and Community Toilets ð Play Materials to 20 Schools ð 20 Fish Drying Yards ð Educational Needs ð Multipurpose Community Halls-5 Cuddalore & Chidambaram Taluk (26 villa ges) 03 PMSSS, Pondicherry Fr. Raktchagan, (St. Josephs) (9345452059) Hum Awaaz, Dr. Ved Thapar, (02026336562) (09820090079) Action Aid Mr. Ajay Kuruvila Jacob, (04426191620) (26191621) Tsunami Relief Committee, Vridhachalam. M. Agarchand Chordia (04143-230751, 230451) Ln. Rev. Fr. Y. Olivier, MEP. (04143260703) (944.264277) Social Awareness Society for Youth (SASY), (04147251251) Mr. Sekar, (09894385061) Mr. Ramesh Nathan, (09842325490) Sothikuppam Work completed. Tools given Classes held regulary Committed 04 Mudasal Odai 05 Committed. Play materials delivered. Sewing Machine given to a tsunami widow 06 07 ð EdCommunity Assets in Dalit Colony/Streets in affected villages ð Uniforms and Special Coaching to Dalit School Children Delivered Readings and Case Studies on Disaster Management (Volume : I) 33 08 09 Bank of Punjab ISRO, Bangalore ð Play Materials for 19 schools ð Rolling stock for 6 ladies@ 5,000 per unit ð Medical instruments for a nursing student ð Electrical equipments for an electricianRs. 7500 ð Silver Beach up gradation ð Computer for AD (Fisheries) ð Schools for renovation ð Sponsorship of 3 bicycles and studies of three girls ð Sports shoes (Spikes) for the 10 girls in OT girls school. Devanampattinam Committed Done 10 CAF- India Through Bless and Life Help Committed 11 Rotary Club Cuddalore through a gentleman from Brimingham Committed distribution on wednesday 12 Claretians, The family, 42, Bhagavandhar Nagar, Pudukuppam, Cuddalore. Ph. 09443092647 ð Tools for carpenters-58 Thazhanguda, Ginjankuppam, (Rs. 5000) Malumiyarpettai ð 2 parks ð Tools for all winch operators (No.8) 28000 each ð Tools for all caulking workmen (Rs. 5000) ð 5 bore wells in kandakadu ð Text Books for College Students ð Sponsorship for 2 families from the Andamans ð Payement of Educational Cess for the Benetton Consignment. ð Tools for carpenters (100) and for boat mechanics (40) Rs. 8000 One boat (4.5 lakh) for Chidambaram ð Desalination Plant ð Counseling Centre ð Compound Wall ð Toilets ð Reconstruction & Repair of 40 Elementary Schools. Gunduuppalavad I Ambedkar Nagar, School. Done 13 Life Help for Handicapped, Blaze Kannan, Hon' Sec., 3/441, East Coast Road, Neelangarai, Chennai-41 Ph. 9840075756 Done 14 Lutheran World Service Committed 15 Round Table Committed Survey started 34 Readings and Case Studies on Disaster Management (Volume : I) 16 Eureka Forbes & Zenon 9444073991 Sankar. S.K. World Vision UNDP, GEF and CREED ð Water purifiers in 5 villages ð Water purifier in the GDP Venue ð Structure to store the water purifiers ð Strengthening mangroves ð Livelihood enhancement ð 196 Cycles for the ADW, BC hostels in ð Out of which 50 for girls. ð College text books and stationery for all the 196 students of BC and ADW hostels & dictionaries ð Tools kits for 130 Pichavaram and Killai Done 17 18 Erected in all places 19 INDP Devanampattinam Semmandalam Delivered 20 Association Santha ð Devanampatti Delivered nam ð Chellankuppam 21 Ntrust Infotech ð Toolkits for 75 Karankadu carpenters ð 2 sewing machines ð Tool kit for mechanic ð More sewing machines and cycles promised. ð Text Books for 2 college students ð School books and stationery for 4 students. ð 8 sewing machines ð 2 bicycles Delivered 22 Discipleship centre Delivered Committed to deliver 50 sewing machines 218 ice boxes 550 crates 218 bicycles Delivered 23 Sumanahalli ð OT Girls Schoolstationery and books ð Medical assistance ð Alternate livelihood ð Counseling and playtherapy for 1200 children ð 8 bicycles 24 TAGROS Delivered through another SIPCOT industry Delivered Delivered 35 25 26 TDHCT Devi Shivani Helping Hands BC Society, Canada ð Paid examination fees of Mr. Gopu ð Provision for 250 families Readings and Case Studies on Disaster Management (Volume : I) 27 Mr. Vijay Puniyani ð 2 sets of cooking vessels for the ADW/BC Hostels ð 24*2 sets of vessels for curd sellers ð Grocery shop for one individual ð Play school ð Provisions and other support for all the fish vendors (42+83) ð High mast lights at Kumarapettai ð 250 bicycles ð Cyclone shelter ð Sports complex for OT girls school ð Toilets ð Parangipettai Girls ð Video conferencing and other communciation equipment ð Comprehensive grievance redressal tracking system Thazhanguda Manjakuppam Thirupapuliyur Done 28 29 Sanjeevani UELCI Done Done 30 E.I.D Parry Committed for more assistance 31 Hewlett Packard Done 32 Satyam Computers First phase of discussion with NIC and PGRC officials done on 21.2.05 Committed 33 IGSSS ð Office stationery and equipments ð Photocopiers ð Computers ð 10 Children's Parks ð Flooring of Govt. Orphanage ð Blind School ð 300 tents ð 100 portable toilets ð Water purifiers ð 5 sewing machines ð 1 coal iron ð Cuddalore OT School Compound wall and filling of land. ð Upgraded 30 anganwadi ð To take up 92 anganwadi 34 Rotary club of Brimingham Erection to start after March 5th. Done 35 United Colours of Benetton 36 37 CEDEC ICCW Delivered Delivered 38 Khalsa Aid Done 36 Readings and Case Studies on Disaster Management (Volume : I) 39 GIDF ð Periyar Arts College Compound Wall ð Periyakuppam Boys School-repairs ð Table/Chair-ADW Hostel ð Dining Hall ð Physically handicapped (22.25 lakh) Committed 40 Mr. Aravind Sawla Done 41 Schunk Chemicals Done Readings and Case Studies on Disaster Management (Volume : I) 37 38 Readings and Case Studies on Disaster Management (Volume : I)