cbdp 2010 final

Community Based Disaster PreparednessProgramme

Consolidation Report 2007-10

Objectives

● Strengthen and professionalise partnerorganaisatons

● Facilitate the planning process of the partnerorganaisations

● Exchange of ideas and experiences● Strengthen the federations of community based

organisations● Network with development actors● Conduct quality training to address the social

issues● Provide consultancy services● Initiate policy dialogue, advocacy and lobbying● Conduct scientific studies and researches● Inspire and encourage the application of science

and technology in social work● Develop new approaches in development● Monitor and evaluate the activities of the partner

organisations● Declare solidarity to the struggles for social

justice● Facilitate democratization process through

peoples participation● Initiate and promote local resource mobilization

VisionVisionVisionVisionVisionGrowing into a vibrantresource centre ofexcellence in social workfor the establishment of ajust society

MissionMissionMissionMissionMissionCapacitating of the partnerorganizations throughAnimation, Training,Knowledge dissemination,Consultancy, Networking,Advocacy, Lobbying andResearch.

Dedicated to

the valiant souls who laid down their lives

in Tsunami waves

Consoldation Report 2007-102

ContentsACKNOWLEDGEMENTS

MESSAGE

FOREWORD

COMMUNITY BASED DISASTER PREPAREDNESS

CARITAS INDIA - THE HUMANITARIAN PARTNER

OPERATIONAL AREA

PROJECT METHODLOGY AND INSTITUTIONAL

FRAMEWORKS

PROGRAMMES AND ACHIEVED RESULTS

REGIONAL FORUM- ACTIVITEIS AND ACHIEVEMENTS

GENDER MAINSTREAMING IN DISASTER

PREPAREDNESS

LEARNING, BEST PRACTICES AND COSTRAINTS

OBSERVED

Annexure


3COMMUNITY BASED DISASTER PREPAREDNESS PROGRAMME

Our Sincere gratitude to

Rev. Fr. Varghese Mattamana, Executive Director, Caritas India for his unfailing support. We remember theservices of Fr.Varghese Kattuparambil, the former director of KSSF and Mr.P.M.Philip the former State Officer ofCaritas India, who piloted the program. We wish to thank the diocesan directors who handed over the baton halfway through the journey- Fr. Wilson Thattaruparambil, Fr. Varghese Marathur, Fr. Paul Moonjely, Fr. Bony AntonyArackal, Fr. Gregory Onamkulam, Fr. Joseph Detto Fernandez, Fr. George J Gomez. We would also like to thankMs. Treesa Sebastian and Ms.Sweety the Gender coordinators. We will fail in our duty if we forget to thankMr.Sinu Mathew and Mr.P.K.Kurian the former CBDP State Coordinators of KSSF and Ms.Asha Maria Paul theGender Coordinator of KSSF

We now come to the present team that steers the flagship program. We thank Mr.P.J.Varkey (State Officer,Caritas India), Mr.P.J.John (Programme Support Officer, Caritas India), Mr. Ambrose Christy (Zonal Manager,Caritas India), Mr. Nanda Kumar (Finance Manager, Caritas India), Mr.O.J.Deepak (State Coordinator), Ms.BindhuAbraham (Documentation Officer) and Ms. Silpa Treesa Sebastian (Gender Coordinator) - all of KSSF.

We thank the host of program staff of partner agencies whose names figure elsewhere in this report, whotoiled for the success of the program. Last but not the least we salute all the members of the task forces acrossthe State who stay and watch over the villages burning midnight oil.


Disasters are as old as human race. The history ofthe world is the history of man’s survival over disasters

which disrupt progress and destroy the hard-earned fruitsof painstaking developmental efforts, often pushing nations,in quest for progress, back by several decades. Thusefficient management of disasters is an important mandatefor any responsible agency working for human progress. Aculture of preparedness, quick response, strategic thinking,prevention and mitigation needs to be incorporated into theminds of vulnerable communities.

Kerala Social Service Forum has completed a threeyear program in building resilient communities in some ofthe disaster prone areas in Kerala. On behalf of the Justice,Peace and Development Commission. I wish tocongratulate all the stake holders in this bold venture. Atruly Community managed disaster program is the modernNoah’s arc to float above the tidal waves. Let us look forwardfor that rainbow in the clouds to assure us that we will notallow humanity to perish.

Mar Mathew Arackal

Message


Caritas India is the official national organization ofCatholic Bishops Conference of India for humanitarian

and development activities in India. Caritas India was ableto create a real impact in the field of Disaster Managementafter the earthquakes of Latur, Gujarat and Kashmir. Wecould rehabilitate the victims of Super cyclone in Orissaand Tsunami victims in Tamil Nadu, Kerala, Andhra Pradeshand Andaman Nicobar Islands. The Flood victims of WestBengal, Bihar, and Karnataka are also some examples ofour impact oriented interventions.

We are not only attending the relief and Rehabilitationwork but also creating a resilient community in Disasterprone areas. More than 5000 villages are covered underthe program. Most of our efforts realized success onlybecause of the co-operation and support of our partnerorganizations and its staff and volunteers.

In Kerala, we have 10 partners implementingCommunity Based Disaster Preparedness Programme/Community Managed Disaster Risk Deduction Programunder the leadership of Kerala Social Service Forum ofKCBC. First of all, I would like to appreciate their efforts. Ipersonally witnessed many success stories facilitated byour partners in Kerala.

When we start of the next stage DisasterManagement program, my humble suggestion is tomainstream this approach into all development programmesin Kerala which are coordinated by Kerala Social ServiceForum. It is my proud privilege to greet the huge army ofTask force members lined up to challenge the forces thatbe and enhance the pace of progress. We do hope that ourefforts to reduce human suffering will reap rich harvest.

Caritas India wishes all success for the efforts ofKerala Social Service Forum and its partners.

God Bless you all.

Fr.Varghese MattamanaExecutive DirectorCaritas India

Message


“We cannot stop natural calamities, but we canand must better equip individuals and communities towithstand them.”(Kofi Annan, Former UN SecretaryGeneral)

I am happy to present this report of theCommunity Based Disaster Preparedness Program[CBDP} which has been implemented by ten partnerorganizations of Kerala Social Service Forum .India hasbeen traditionally vulnerable to natural disasters onaccount of its unique geo-climatic conditions. The legendof Parasurama discovering a land from the sea has allthe clippings of a disaster and its aftermath. Floods,droughts, cyclones, earthquakes and landslides havebeen recurrent phenomena. About 60% of the landmassis prone to earthquakes of various intensities; over 40million hectares is prone to floods; about 8% of the totalarea is prone to cyclones and 68% of the area issusceptible to drought. The tsunami which wreckedmany lives, homes and livelihoods in 2004 looms largeas we draw curtains down on a three year program tobuild resilience in some of the vulnerable areas in Kerala.

Even as we were through the relief andrehabilitation phases of tsunami response, we werechallenged to take upon the task of transferring to theconcerned communities’ capability to reduce risk andto mainstream disaster management into the totaldevelopment agenda of the villages concerned. We areproud to have been the first in the State to initiate adisaster preparedness programme much before the StateGovt came with a blue print on the subject. As weconclude an epoch making drive to introduce a newpedagogy of preparedness in 235 villages in five coastalvillages, we have the satisfaction of being a forerunnerin a paradigm shift. In the second year of the program52 villages in Kuttanad, the rice bowl of Kerala, perennialdestination of natural hazard was dragged into theprogram.

The main achievement of CBDP program is theparadigm shift, from a relief-centric response to aproactive prevention, mitigation and preparedness-drivenapproach for conserving developmental gains and alsoto minimize losses of life, livelihoods and property. Thecrux of the program is to empower the local communitiesto face disasters with courage , to build safe anddisaster resilient communities by developing a holistic,proactive, multi-disaster oriented and technology drivenstrategy through a culture of prevention, mitigation,preparedness and response.

Foreword


KERALA STATE DISASTER MANAGEMENTPOLICY defines the goals of the State disastermanagement as follows:

● To drive to establish effective Disaster CrisisManagement through the organization andmanagement of resources and responsibilities fordealing with all aspects of emergencies, particularly,response, rehabilitation and reconstruction.

● To strengthen the capacities and resilience ofvulnerable community with special emphasis onempowerment of women and establish communitylevel systems for pre, during and post disasterinterventions through awareness generation andcapacity building.

● To build capacities and promote positive changes inthe administrative systems, procedures andpersonnel that would facilitate efficient and effectivepre and post disaster activities.

● To institutionalize Disaster Management ingovernment as envisaged in DM Act 2005 and tomainstream Disaster Management in todevelopmental planning

We wish to assert that we have been trackingthe same field in our journey with CBDP. We have kepttrack with international parameters in developingcontingency plans for concerned villages in the program.

The state Government in its Disaster managementPolicy calls on the Non – Governmental Organizationsand Community Groups to work with the District DisasterManagement Authority and Local Bodies to developmechanisms to mitigate disasters at the grass root levelthrough participation of communities. In this respect wehave tried to establish institutional and techno-legalframeworks to create an enabling regulatory environmentand a compliance regime in co-operation with thePanchayath Raj Institutions. It has also been ourconcern to leverage and capitalize on traditional wisdomin sustainable management of disasters bestowinggreater ownership to the program at the micro level.

We cannot prevent all types of disasters, that isendemic to our geology, geography, climate, social andcultural settings, but we can certainly strive to reducerisks and manage crises more efficiently so that hazardsdo not degenerate into disasters. With a coherent andmeaningful disaster management policy, approach,strategies, plans and practices in place, it is quitepossible to visualize our state, despite its manifold

hazards, risks and vulnerabilities, as ‘God’s Own Country’that will eventually be free of all disasters.

Approaches to disasters usually concentrate onresponse, recovery and reconstruction. Shift towardsdisaster prevention and preparedness emphasizedhazard-specific structural and organizational measuressuch as emergency plans. More recently, however, therisk reduction agenda has recognized social andeconomic aspects of poverty as underlying causes ofdisaster risk and that strengthening and protectinglivelihoods is an important strategy for preventingdisaster.

Communities are vulnerable when they havelimited livelihood assets and options, and are frequentlyaffected by hazards such as flood drought, crop pests,livestock diseases etc. Their vulnerability is furtheramplified when local or national policies and plans donot address their needs. Vulnerable community can fallinto disaster when even a small shock or hazard affectsthem.

Disasters and climate change are increasinglyinfluencing the attainment of development objectives.Poor people regularly face hazards and stresses whichundermine their lives, production systems and onoccasions result in widespread disaster. Climate changeis causing many hazards and stress to increase infrequency and intensity. The unpredictability of futureclimate and weather patterns means that potentialpathways out of poverty are less obvious.

While presenting this report we pay tributes tothose who lost their lives in calamities, very specially intsunami and once more recognize the indomitable spiritof humanity which will overcome every calamity to surgeback to sustain the spirit of liberty. We thank CaritasIndia which has supported us in this pilot venture tomainstream resilience into development. And weconclude by our determination to immerse thecommunity structures into the generan fabric of theconcerned villages with a resonant culture of resiliencein place.

Fr.Romance AntonyExecutive Director


Caritas India is the official national organization ofthe Catholic Bishops’ Conference of India (CBCI)

for Social development. It was established in 1962 toassist the Church in India in efforts to eradicate poverty,reach relief and rehabilitation in times of disasters andorganize communities for self advancement. During thelast four decades of its humanitarian and developmentefforts, Caritas India has served the poor andmarginalized without any distinction of caste, creed andethnicity.

Caritas India is a member of the confederation ofCaritas Internationalis which now exists in 160 countriesand serves 200 countries and territories.

The growth of Caritas India is through four phases.In 1973 special measures were taken at administrativelevel to strengthen and streamline the working of theorganization. In 1990s CBCI mandated ‘Animation’ asthe main trust of Caritas India to work for thetransformation of the society. From 1995 onwardsCaritas India has grown as capacity buildingorganization. And the organization makes consciousefforts in strengthening the organization involving all thestake holders at various levels from 2007 onwards.

Caritas India has been extensively involved inemergencies, reconstruction and rehabilitation work.Their response to major national disasters has beenimmediate considering the speed with which it providesrelief assistance to the affected. In almost every majornatural calamity during the past few decades, CaritasIndia and the local partners have been the foremost inaction to reach aid where no one else has. Caritas Indiais one of the pilot agencies promoting Sphere Standardin disaster management.

- THE HUMANITARIAN PARTNERCaritas India


- Partner OrganisationsDirectors


Genesis

Community Based Disaster PreparednessProgramme, a joint initiative of the Caritas India, KeralaSocial Service Forum and Diocesan Social ServiceSocieties was executed across 5 hazard prone coastaldistricts of Kerala from 2006 to 2010. After the tsunami,Caritas India and Kerala Forum continued to supportthe Diocesan Social Service Societies in reconstructionprogramme, particularly through housing programme.When the entire relief organization was retrieved fromthe field after initiating the reconstruction programme,Caritas India and KSSF entered into the final stage ofresponse through Resilience Building by initiating theCBDP programme. The drive for a more comprehensiveapproach to disaster risk reduction and disastermanagement gained momentum after the tsunami. Aparadigm shift was called for with the integration ofprevention, mitigation and preparedness into the overallmanagement framework.

The Concept

Preparedness for disasters is critical forindividuals, families and communities but many of themare found unprepared. 2004 Tsunami gave insights onthe need for individual responsibility, local coordination,and continuity plans to ensure the ability to respond toand recover from major events.

Disaster preparedness involves forecasting andtaking precautionary measures prior to an imminentthreat when advance warnings are possible.Preparedness planning improves the response to theeffects of a disaster by organizing timely and effectiverescue, relief and assistance.

FEMA defines preparedness as:”the leadership,training, readiness and exercise support, and technicaland financial assistance to strengthen citizens,communities, state, local, and tribal governments, and

COMMUNITY BASED DISASTER PREPAREDNESSGenesis and the Concept


Physical Safety : How safe community members are in view of the physical danger from these

hazards? How effective the structural mitigation measures are e.g. resistance of

building structures for earthquakes, availability of safe shelters and its capacity

etc.

Hazard awareness : Awareness level about hazards which have a reasonably higher probability of

occurrence.

Organization preparedness : How far the community is organized to face a disaster. Existence of committee at

community level, task forces, volunteers of civil defense and other local

volunteers, trained disaster management teams and community disaster

management plan etc

Infrastructure and services : Current state of the services and how well restoring critical services as and when

disruptions occur.

Recovery ability : Ability of the community members to recover from the impact of the hazard

Physical environment : State of environment to face hazards e.g. Condition of subsurface aquifers and

vegetation etc

Social capital : Degree to which social networking and cooperation exists among community

members

Psychological preparedness : How safe and prepared do community members feel in view of these hazards

Cultural capital : Cultural richness such as existence, recognition and use of traditional mechanism

to cope with such disasters

Household preparedness : Preparedness at a house hold members

Cottrell et al (2001)

Preparedness

Physical safety Physical

environment

Household preparedness

Hazard awareness

Cultural capital

Recovery ability

Social capital

Infrastructure & Services

Organisational preparedness

Psychological

Components of Disaster Preparedness

Caritas India visualizes CBDP as a unique modelwhich primarily focuses on the change of people’smindset from dependency to self-reliance, revealed insustained behavioural change. The model of CBDPpromoted by Caritas India is based on the paradigmshift from dependency to self-reliance in the context ofdisasters. This change is the primary focus. People aremotivated and empowered to become proactive andprepare themselves with an attitude of self-reliance,depending on their own resources, without material inputfrom the agency.

professional emergency workers as they prepare fordisasters, mitigate the effects of disasters, respond tocommunity needs after a disaster, and launch effectiverecovery efforts (www.fema.gov).

The concept of disaster preparedness includesmeasures aimed at enhancing life safety when a disasteroccurs. It also includes actions designed to improvethe ability to undertake emergency actions in order toprotect property and contain disaster damage anddisruption, as well as the ability to engage in post-disaster restoration and early recovery activities.


OPERATIONAL AREA

Community Based DisasterPreparedness project was

implemented in the coastal villagesof 5 districts and Kuttanadu. Theproject has covered 387 wards in 28Grama Panchayaths and 2Municipal Corporations. The areasselected for implementation of theseprogrammes were fully or partiallyaffected by Tsunami or frequentflooding or sea erosion becomes theregular phenomena in these areas.The target area is consisted of fisherfolk, agricultural laborers, seasonalemployees, farmers andconstruction workers. Majorlivelihood of the people is fishing andallied activities.

Trivandrum 2192 32,34,356 15,69,917 16,64,439 5,525 78 1476

Kollam 2,491 25,85,208 12,49,621 13,35,587 14,438 37 1,038

Alappuzha 1,414 21,09,160 10,14,529 10,94,631 15625 82 1,492

Ernakulam 3,068 31,05,798 15,38,397 15,67,401 12,700 46 1,012

Thrissur 3032 2974232 14,22,052 15,52,180 5,573 54 981

Pathanamthitta 2,637 12,34,016 5,89,398 6,44,618 4,100 0 468

DistrictArea inSq.Km

Population Male FemaleWater

bodied areain ha.

Coastal linein km

Density ofPopulation

Population statistics of the districts


Sl.No District Name of LSG No of Wards

1 Thiruvananthapuram Thiruvananthapuram Corporation 13

Vizhinjam GP 4

Kalliyoor GP 1

Kadinamkulam GP 22

Karumkulam GP 17

2 Kollam Kollam Corporation 10

Alappad GP 15

ArattupuzhaGP 13

Neendakara GP 06

3 Alappuzha Cherthala South GP 15

Mararikkulam North GP 12

Mararikkulam South GP 10

Punnapra North GP 14

Punnapra South GP 15

Thalavady GP 14

Muttar GP 12

Edathua GP 12

Pattanakad GP 12

4 Ernakulam Pallipuram GP 18

Kuzhupilly GP 12

Edavanakkadu GP 14

Chellanam GP 15

Elamkunnapuzha GP 22

Njarakkal GP 15

Nayarambalam GP 15

5 Pathanamthitta Peringara GP 14

6 Thrissur Eriyad GP 13

Engandiyoor GP 16

Metahala GP 16

TOTAL NO OF WARDS 387

Operational area of the project


PROJECT METHODOLOGY AND

INSTITUTIONAL FRAME WORK

The programme strategy included integrating riskmanagement in rehabilitation and reconstruction

efforts, building upon ongoing the reconstruction andlinking them with government efforts, ultimately tomainstream CBDP into recovery efforts. The programmeinitiated the introduction of Task Forces on hazarddetection and warning communication to preparedness,mitigation, and response along with a feedbackmechanism. The programme also introduced risk-mapping exercises, from village and block level, as away of improving the available information base andbuilding capacities of the local communities. Thissystematic approach provided scope for the participationof all players’ community based organizations, NGOsand the private sector along with strong Governmentsupport.

METHODOLOGY OF THE PROJECT

The programme was implemented through 10partner organizations across Kerala. Better linkages andcollaborations established with Govt institutions and linedepartments ensured necessary support mechanismfor the effective implementation of the programme.Association with UNDP, State Disaster ManagementAuthority and Institute of Land and Disaster Managementhelped for resource mobilization and experience sharing.

Methodology adopted for the programme is as

follows.

1. Holistic approach2. Participatory approaches in planning and

implementation3. Promotion of community leadership4. Advocacy and partnership5. Effective coordination6. Monitoring and evaluation7. Gender assessment and mainstreaming8. Promoting sustainability

1. Holistic approach

Since there is no material input involved, there isno obligation to limit the involvement to any target group.Keeping the focus on the most vulnerable groups, thewhole community is motivated to become responsibleto take care of the weaker sections. Thus CBDPbecomes instrumental to promote community values.

2. Participatory approaches in planning and

implementation

Participatory methods were widely used in theproject for ensuring people’s participation and ownership.Participatory Learning and Action (PLA) conducted inthe project villages which emphasized community’slearning and action provided opportunity to thecommunity to analyze their problems and find their ownlow-cost, indigenous solutions beginning with theirtraditional knowledge. Compilation of the data gatheredthrough the participatory exercises resulted in villagelevel contingency plans.

3. Promotion of community leadership

Process of change management in communitiescannot stay away from committed leadership.Community leadership promoted with the aim of focusingthe services of people towards resilience buildingensured the contribution of local development actors.

4. Advocacy and partnership

Partnership is viewed as a relationship that wouldinvolve all the stakeholders of a process for mutuallybeneficial purposes. CBDP provided a platform for thecommunity, institutions within and outside the


community, the elected and administrative governinginstitutions and local voluntary organizations to cometogether and work for a common goal. A social contracthas been established between the partner organizationsand the community based organizations based on theconvergence of good will and believes in mutual trustand partnership. This partnership facilitated the changeof mindset among the stakeholders of the project.

5. Effective coordination

CBDP project has promoted close coordinationand information exchange among the partnerorganizations and with other stakeholders of the project.The coordination system promoted two-way informationflow and actual dialogue rather than just informationsharing. KSSF has played crucial role in coordinatingthe project activities at State level.

6. Monitoring and Evaluation

Monitoring of the programme was done jointly byCaritas India and KSSF. Monthly review meetingsorganized at the partner agency in which the wholeactivities were reviewed on a monthly basis. Caritas Indiamonitored the progress of activities in the state levelreview meetings. Participatory evaluation of the project

was done in the closing year by a team inclusive ofselected community leaders and partner staff.Participatory Monitoring and Evaluation (PME) waspromoted to put forward some advancement in theparticipatory approach in monitoring and evaluationand to strengthen the capacity of the organizationalexperts.

7. Gender assessment and mainstreaming

Gender is a cross cutting theme of Caritas Indiain its all programmes. KSSF organized two trainingsand workshop for Kerala partners in the topic gender.Participation of women in training programmes,monitoring processes was ensured. Gender was one ofthe components of staff training at partner level. Genderpolicy was formulated by the partners at organizationallevel and gender considered as a factor in appointingstaff too.

8. Promoting sustainability

Goal of the programme was sustainable disasterrisk reduction and community mobilization in the targetedareas. Changed mindset of people backed byawareness, knowledge is the basis of sustainability indisaster preparedness. Joint planning, transparency andcoordination in implementation are promoted to ensurethe sustainability of the project. Institutions within andaround the local villages have come forward to supportthe efforts of the community. The systems and structurescreated for coordination at partner level supported tosustain the process together with the Panchayat andthe governmental institutions. Training and opportunitiesof cross learning has motivated the personnel involvedand sense of ownership promoted which resulted in theacceleration of the change process.

CBDP was a process of mainstreaming the localcommunity to address development issues andundertake disaster management initiatives. The projecthas integrated at organization level and community levelto their routine programmes and activities for ensuringsustainability. Task forces were recognized by the PRIssupplemented in determining the future of the CBOs.The Panchayat level task force team is the official teamfor undertaking developmental issues as well as disastermanagement programmes.


Children’s groups 269 4163 2862

Youth forums 5 310 160

Organic team of farmers 2 62 48

Fishermen Development Forum 400 6000 0

Cycle club 8 160 92

Women’s club 703 10562 0

Arts and Sports club 8 250 25

Women’s SHG 141 2165 2165

CBO No. of Units No. of members Women members

Other Community Based Organizations

Early warning team 315 2417 132 249 128

Search and Rescue Team 287 2892 152 221 139

Medical & First Aid team 303 2502 151 256 217

Relief & Rehabilitation Team 309 2467 114 194 141

Damage Assessment Team 198 1507 51 117 55

Water & Sanitation Team 122 891 395 73 20

Disaster Management Team 43 891 234 179 183

Total 1577 13567 983 1289 883

Task Forces No.CommunityMembers

Children GP members GO members

Taskforces formed

INSTITUTIONAL FRAME WORK

The project operatedthrough 10 partner organizationsand the 1577 Task Forces formedin the project areas. KSSFcoordinated the activities of thepartner organizations at state leveland conducted trainings andorganized exposure visits to thestaff of the partner organizations.Grass root level structures likeTFs and DMTs and DMCs werecapacitated by the respectivepartners.


Programmes, Events and Achieved results

● Multi hazard mapping and● Problem tree and Objective tree

Result of the programme

● PLA became the basis of planning at the bottomlevel where the project team finalized the plan afterdetailed consultation with community and communityleaders.

● Need assessment of the target communities wascarried out effectively through the PLA exercises

● It has empowered the marginalized people whichinclude women, children, elderly from the coastalareas of the operational districts

● The participatory approach helped to enable localanalysis and planning, within and by thecommunities.

● The learning and experience from PLA enabled thelocal communities to initiate changes for socialdevelopment

● 343 Village Contingency Plans were prepared byusing the data generated from PLA, particularly onthe development issues

PARTICIPATORY LEARNING AND ACTION

The project methodology has maintained theparticipation and involvement of community people fromthe very beginning to the end of the project. ParticipatoryLearning & Action program was conducted in all the387 villages. The process of PLA was led by a resourceteam of professionalized in participatory exercises.

Process of PLA

● Group discussion● Transect walk● Application participatory tools in participants’ groups● Presentation of findings by the groups● Discussion, addition and deletion made in findings

Tools used in the field exercises

● Resource mapping and Social mapping● Time line● Venn diagram● Historical hazard mapping● Risk Mapping


TRAINING PROGRAMMES

Capacity enhancement of the stakeholders wasthe central strategy in the disaster preparednessprogramme. Trainings and capacity building programmesenhanced the capacities of the community people andpartner organizations to recognize their abilities toreduce risk in their localities in emergencies. Trainingsare essential to build and maintain the capability ofpeople, organizations and societies to manage riskreduction programmes.

Task force trainings

Task force members were trained on various topicssuch as Coastal Regulatory Zone, Coastal ManagementZone, first aid, relief camp management, communitylevel damage assessment, rescue operations, fireextinguishing & fire fighting methods, swimming anduses of megaphone. 109 swimming training wasorganized in 2009-10.

DMCs organized rescue trainings and the trainedresource team members led the sessions. Importanceof preparedness and how people can deal emergenciesbecause of fire, accidents in the local situations wasintroduced in the training. Life saving equipments likelife jacket, life buoy, signatory torch and float wasdemonstrated. Members of GP, Kudumbasree and SHGmembers, Community people and TF members ofRescue and rehabilitation team participated in thetraining program.

Results of the programme:

● The sense of preparedness enhanced among theTask Force members and transformed as pressuregroups in the community

● TF members have become influential and able totake necessary precautions to overcome thedevelopmental issues

1 Task Force trainings 387 594

2 Mock drill 39 78

3 Staff Training 40 36

4 EDP Trainings 36 48

5 IGP training - 22

6 Training to children’s group 35 15

7 Training to Self Help Groups 28 12

8 Young mentors training programme - 8

9 Training for construction workers - 2

10 Exposure visits 9 4

-

Sl. No. Trainings 2008 - 2009 2009 - 2010


● TF members actively participated in the Mock drillsorganized at different locations

● TF members are trained to give first aid training● TF members developed good rapport with the local

government machineries and properly using theirservices to the benefit of the community

● TF members actively become the part of MNREGAprogrammes

● Local issues have been taken up by the communitythrough the TF leaders

● Task forces are trained in Rescue, First aid,Rehabilitation, Early warning, Damage assessment,Social Development and Water & Sanitation

● Participation of the community in the Grama Sabhawas increased during the last two year

● Nature club members at school manage waste usingterracotta tanks and compost is made and usingthe same for vegetable cultivation

● Children’s group members and TF members weretrained in swimming and using of lifebuoys inemergencies

Mock Drills

Mock drills were conducted at the project areasto create awareness among the general public about

the rescue operations during the time of disasteroccurrence. Main objective of the programme was toinculcate the culture of preparedness among thestakeholders.

Result of the programme

● Taskforce members were quipped to undertake theirroles and responsibilities more effectively inemergencies

● Coordinated various agencies for their optimumutilization in the mock drill

● The feedback of participants helped to identify thegaps and improve the resource capabilities to faceactual disasters

● The roles and responsibilities of various stakeholdersdefined was performed well

● Public awareness generated with the involvement ofLSG, NGOs

Staff training at partner level

Staff training and development are based on theidea that staff skills need to be improved fororganizations to grow. Training and development arerequired for staff to enable them work towards taking


the organization to its goal. The main objective of stafftraining was to improve the qualities of the personnelwork with Disaster preparedness project, understandingthe objectives of the project and ways of achieving it.Contents of the training focused to increase personnelefficiency, smooth and effective operations of the project.Emphasis was given to enhance the knowledge of thestaff in disaster preparedness, mitigation andmanagement. 36 trainings were organized in the year2009-10.


● Paradigm shift of disaster relief-rehabilitation throughresilience building to integrated social developmentwas well communicated among the diocesan staff

● Monthly Reporting in professionally designed format,Quality photographs & new presentation stylespromoted

● Field staff capacitated led awareness sessions onwater quality testing, waste management systemsamong the target groups

● Awareness on the role of staff in a voluntaryorganization during emergencies and in disasterpreparedness enhanced

● Clarity on the development concepts of Gender, Good

governance &Organizational behavior was welladdressed

● Leadership, communication, problem solving anddecision making skills promoted.

EDP& IGP trainings

Development work cannot stay away from theLivelihood issues of poor people. The project identifiedthe issues of livelihood among the targeted community.Initiatives have been taken to capacitate people tobecome Entrepreneurs and motivated them to start viableincome generation activities. Water hyacinth workinggroup at Kottappuram is an example for such an initiative.Vermin compost units, catering unit, value added fishproduct making units have been started at differentproject locations.

TF as pressure groups!The task force members of the eighth ward at

Thalavady Grama Panchayath put forward asuggestion to include supply of water filter as aspecial component in the developmental plan for2010-’11. The suggestion was accepted as waterlogging found a serious issue in the area; the samewas recorded in the minutes of the Gramasabha. Inthe meeting at Panchayath for finalizing theprogrammes for the year, this component was notfound in the proposed plan. The task force memberswalked out from the planning meeting and hence themeeting was postponed. Continuous intervention ofTF members to include the budget for water filter inthe plan, the GP reworked the plan and included18,900 INR for the same. (Bodhana, Thiruvalla 2009)

Results

● Enhanced entrepreneurial skills and improvedeconomic situation of women promoted

● New entrepreneurs are identified from the targetvillages

● 800 women trained and 43 working groups formed,43 new self employment units started with thesupport of other agencies (KSWC)

● Trainings encouraged the knowledge and confidenceof the entrepreneurs.

● Cooperation and support of women entrepreneursfor achieving the intended goal of the CBDP projectincreased


NETWORKING STRATEGY- INTERFACE WITH PRI

Panchayat Raj Institutions are the keydevelopment actors in rural reconstruction and thebackbone of the Indian villages. In 1946, Gandhiji, thefather of our nation, had remarked that the IndianIndependence must begin at the bottom and every villageought to be a Republic or Panchayat having powers.Gandhiji.s dream has been translated into reality withthe introduction of the three-tier Panchayat Rajsystem to ensure people’s participation in ruralreconstruction.

PRI Act provides many privileges to the villagepeople. Unfortunately many of them are not aware aboutthis. Realizing the fact that trainings and awarenesscreation are not enough to sensitize the TF memberson the privileges of PRI act CBDP programme has givenemphasis in arranging regular interactions with peopleand PRI members. 65 interface programmes wereorganized. The interface programme provided anopportunity to unite the community people beyond casteand politics for their common development needs.

Particulars 2008-09 2009-10Interface with PRI 31 34Collaborative activities with PRI 18 23Meetings with ADS/CDS 33 36


● Participation of PRI members increased in theactivities of the project at field level and they are up-to-date with the activities

● TF members involved in the working group and planpreparation promoted by GP

● Transparency of the project increased● Disaster Management Plan at GP level was prepared● Regular monthly meetings of DMT, monthly

monitoring of first aid kit and megaphone● “Anti-plastic Campaign’ was initiated in Alappad GP

in Kollam District and the GP has made agreementwith Traders for plastic collection from the coastalareas

● Arattupuzha GP in Alappuzha district associated inthe cancer detection camp organized by Quilon

Social Service Society through deputing ADS&CDSmembers for data collection and 500 peoplebenefitted through the camp

● Muttar GP sanctioned 1.5 cent of land for theconstruction of filter well in Mithramadam colony

DISASTER VIGILANCE WEEK OBSERVATION

Disaster vigilance week is observed every yearas a joint venture of Task Forces and partnerorganizations since 2007. The very concept of vigilanceweek observation was brought by Ernakulam SocialService Society (ESSS) in the monthly review meetingin January 2007. Community consciousness on disasterhas been created resulting to the programme.


Consolidation of activities in the year 2009-10

Sl.No Activities at partner level 2009-101 District level inauguration 2

(Joint venture)2 Panchayat/Regional 7

level inauguration3 Cleaning campaign 224 Medical camp 75 Blood group detection camp 26 Health awareness campaign 47 Seminar on climate change 68 Social action programmes 19 Boat rowing programme 110 Competition for children 211 Children’s camp 612 EDP candidates meet 113 Task Force convention 114 Bio shield protection program 115 Nature study programme 216 Counseling programme 217 Tele show 1218 Photo exhibition 319 Puppet show 120 Poster campaign 121 Road show 122 Street play demonstration 45

Objectives of vigilance week observation

● To improve the visibility of CBDP programme● To have an integration of programmes within the

organizations and among the partners● To disseminate information on disaster and disaster

preparedness to all sectors of the community● To develop support groups other than coordination

committee members and task force and tomainstream them in CBDP programmes

● To develop leadership skills of the coordinationcommittee members


Partners organized processions, cycle rallies,public meetings, awareness classes, cleaningcampaigns, medical camps, tree plantation, vigilancemeet and photo exhibitions in their respective areas.The vigilance week observations could create a commonplatform for disseminating information on disaster anddisaster Preparedness.

Results of the programme

● Promoted the collective responsibility of CBOs,Partner organizations and the PRIs in mitigatingdisaster/emergency situations

● Developed support groups for supplementing taskforces and coordination committees in CBDPprogrammes

● Enhanced the leadership skills of the CBO leadersin disaster preparedness programme

● Augmented the participation of the target communityin disaster mitigation and to make them more vigilantin the operational area to face emergencies

● The activities of Disaster vigilance week popularizedCBDP programme

● Road shows and street plays on different themes ondisaster preparedness and its importance got wide

attention and disseminated the importance ofpreparedness.

● Medical camps, seminars on burning issues likeglobal warming and water borne diseases organizedat community level increased the awareness level ofpeople

● Blood donors groups formed at community level

● The chain of programmes organized at vigilance weekhas awakened the alertness of people on the needof disaster preparedness

AWARENESS GENERATION PROGRAMMES

Awareness generation is an essential componentto educate the people to realize the benefits reducingvulnerability during emergencies. A favorable andreceptive environment was created topromote community spirit for change and to empowerpeople to work together. Various strategies are beingcarried out in the villages to generate the consciousnessfor change. Leaflets, booklets and notices containinginformation relating to hazard prevention were widelydistributed. Organized rallies; created sensitizationamong the local communities through posters,campaigns, street plays and mock drills.


RTI-People’s Action:

DMC members of Kattoor Village used RTIprovision to reconstruct ‘Gothambu road’ which was ina pathetic condition. An RTI application was filed toenquire about the construction of the road. Theyreceived a written reply after 30 days and theyapproached the Panchayath President. The presidentintervened and within 20 days the road wasreconstructed. The DMC members have got trainingon RTI from ADS & SWS and they were in high spirit toact. The initiative was well appreciated by thecommunity as well. (ADS & SWS, Aleppey, 2009)

Awareness on Right to Information act has enrichedthe knowledge level of community people on variousprovisions of the act. People approached local selfgovernments and other government machineries to collectinformation pertinent to local development needs. 48 caseswere reported from the partners regarding the peoplesapproach on addressing social development issues usingthe provision of RTI. In most of the cases community peoplecould collect information and followed action without filingan application on RTI. The visible attitudinal change ofpeople towards the approach on social development needswas one of the critical achievements of the RTI awarenessprogramme.

Awareness on Disasterpreparedness 2008-09 2009-10

To Children 74 57

To CBO leaders 35 39

To PRI members 12 17

Topics covered 2008-09 2009-10

Monsoon Awareness 6 3programme

Awareness programme 0 8on H1N1

Awareness Programme on 3 3Domestic Violence

Awareness programme on RTI 2 5

Awareness on Global Warming 4 5

Environment and ecology 12 6

Specific target groups like women and childrenare given special attention in all these awarenessprogrammes. In schools, partners organizedcompetitions, street theatres on subjects related todisaster preparedness to prepare them duringemergencies. Programmes organized for children, CBOleaders and PRI members.

team has awakened the consciousness of children onroad safety and security. Discussion on the trafficmeasures to be taken in school premises was carriedout and suggestions were forwarded to PWD. 800children participated in the program.

Procurement of TF materials

In order to improve the efficiency of the task forcesFirst Aid box, Fogging machines and Megaphones wereprocured and distributed to the TFs. Task force materialsprocured and distributed to the task forces in the projectarea (154 units in 2008-09, 53 units in 2009-10).

Results

● The services of TF groups become enhanced withthe materials procured for them

Road safety programme

Programmes on Road safety was organized inassociation with traffic police department at Tiruvallam,Thiruvananthapuram. Drama performance by traffic police


Towards a new culture…People at Punchakkari were affected by

serious health problems, especially children. PLAconducted in the village and gave insight to thecommunity that wide use of chemical fertilizers forvegetable cultivation in the village has polluted thenearby Vellayani Lake, the major drinking watersource of Punchakkari.

The Task forces along with the support of Mrs.Gracie, Community Organizer confirmed thepresence of harmful pesticide contents in the drinkingwater sample from health department. Organized ameeting of farmers, officials of local health andagricultural departments and discussed about theproblem. As a result organic farming was identifiedas means to address the problem and an organicfarming team was constituted in the ward withinterested farmers.

Training on organic farming organized inassociation with Kerala Agricultural University inwhich different methods of organic farming wascovered. After the training the farmers of the villageadopted organic farming methods in cultivation. Thetrained farmers initiated a culture of organic farmingin the community with the participation of like-mindedpeople in the community with joint efforts ofgovernment agencies. The initiatives are nowbecoming a model and receive wide appreciation.(MSSS, Thriruvananthapuram, 2009)

● Task forces became confident in disastermanagement program

● Active involvements of different task forces couldensure

● Support from PRIs, Health department and otherinstitutions was ensured

Information Campaigns

Public awareness and preparedness activitieswere done with the participation of local actors in thecommunity through information campaigns. Campaignswere supported with Brochures, calendars and posters.Observation of vigilance week and cleaning campaignswere also intended to raise public awareness on theissues pertinent to the community. The project team

Particulars 2009-10

Cleaning Programmes 14

Agitation against alcohol and panmasala 12

was provided knowledge through trainings in twodisciplines communication and disaster riskmanagement.

Health care activities

Health care activities 2009-10

Medical camps organized 52

Blood Group Detection Camp 2

Cancer awareness and detection Camps 9

Satellite clinic 2

CBDP programmes have given priority in healthcare activities at community level. Task forces weremotivated to involve in health care activities. Task forcesorganized general medical camps, special camps forcancer detection, eye care and blood group detectionin association with various local organizations. Satelliteclinics initiated by ESSS in association with Lourdeshospital, Ernakulam was one of the major interventions.

Results

● Health care to the vulnerable community and 3125community members benefited the medical camps


● Facilitated 18 eye camps and that paves the way forthe cataract operation of 85 people in the target area

● Community members became critically aware aboutthe causes of health issues prevailing in the targetarea

● Organized several medical and eye camps throughthe linkages established with Govt & private hospitalsin and around the target area.

Steps and process

● GP level awareness programme● Ward level awareness and selection of volunteers

for data collection.● Training to the volunteers on data collection● Ward level data collection by the volunteers● Preparation and distribution of IEC material on

cancer● Data collection from GP with the help of ERT,

ADS and CDS members● Securitization of data and identification of 500

people having symptoms● Deciding the dates for detection camps on March

6 and April 20● First camp on 6th March and 120 cases referred● Second camp on 20th April and 80 patients referred

Results of the camp

● 200 cases identified and referred● The model replicated to other area and three

nearby GPs organized the camps● Block panchayath decided to conduct the camp

at block level● Collaborative actions with GP promoted● “Malayala Manorama daily” published article on

the prevalence of cancer in the area(QSSS, Kollam, 2009)

They are the actors……

A study by BABA Atomic Research Centrerevealed that radiation is very high in the coastal areasof Karunagappally and Arattupuzha. The issue wasdiscussed in the TF meetings and the committeedecided to interact with Panchayath on the issue.After the discussions with GP representatives TFteam and GP jointly took efforts to link with VSMHospital for conducting the camp. Doctors fromAlleppey Medical College were mobilized for the campby ERT and DMT members.

Fund raising was one of the hurdles to theorganizers. Hard work, commitment and team workfulfilled the mission true. ERT & DMT members raisedfunds from locally available resources with the supportof GP.

Local funds mobilized from National ThermalPower Corporation, Kayamkulam, Sammunnathi,Harippad, MU Engineering and Industrial Trust, Co-operative Society, Arattupuzha, Rotary Club,Alappuzha, Rotary Club, Harippad & Lions Club,Harippad

CONTINGENCY PLANNING

Contingency planning is a process in anticipationof potential crises, of developing strategies,arrangements and procedures to address thehumanitarian needs of those adversely affected bycrises. An active contingency planning process enablesindividuals, teams, organizations and communities toestablish working relationships that can make a criticaldifference during a crisis. By working together in acontingency planning process, people develop acommon understanding of problems, of each other’scapacities and of objectives and organizationalrequirements.


Question ContingencyPlan Element

What could happen? Scenario

What would we Responseneed to do? Strategy

How would we Operationalneed to do this? Support Plan

What can we Preparedness Plando to prepare?

How much it Budgetwould cost?

Specially trained point persons of partneragencies led the contingency planning process. It wasa good practice to focus the planning process onimproving preparedness with regular plan updates.Contingency planning worked best in an effective andestablished preparedness frame work. Agenciescarefully developed the emergency planning process thatreinforced each other. Mainstreaming contingencyplanning is one of the keys to achieve a dynamicprocess. Contingency planning process was an effectivetool for maintaining and improving coordinationmechanisms at local level. Funds were generated fromthe community itself. External funding for contingencyplanning was minimal and now the same consider as acore organizational activity.

Features of contingency planning at village level

● Contingency planning was based on realisticparameters and local representatives of PRI and Govtdepartments were included

● Simple and easy to do. Staff and the communitymembers participated actively

Contingency planning processes helped toreinforce coordination mechanisms by keeping themactive, and by clarifying roles and responsibilities priorto any disaster. During an emergency time pressure isan acute problem, denying humanitarians the opportunityto assess, think about and discuss response options.Contingency planning enabled this to happen before thepressure of a crisis makes it difficult.

Key Elements of Contingency Planning


● The plans are realistic enough to implement whenneeded

● Efficient, effective and equitable use of resources toappropriately meet humanitarian needs

● The CP preparation was process-driven to ensureits effectiveness

● Approach was participatory to maximize the benefitsof the planning process

● Preparedness actions identified as a result ofplanning, wherever possible, was taken up, andfurther planning was done.

● Plan process updates regularly

387 Village Contingency Plans prepared with the

fullest participation of community people from the

operational villages.

Village Contingency Fund

Emergency Response Teams are equipped withan amount kept in reserve to meet the immediate needsagainst any emergencies or possible losses throughcontingency fund mobilization. Now it has become thelifeline of the ERT at local level. Contributions from themembers are collected in the committees which arenot mandatory. So far the community people haverealized the relevance of maintaining such anemergency fund available at local level. Money wascollected through different means. They mobilized fundsfrom the monthly contributions from DMT and ERTmembers, Registration fee for medical camps,Registration fee for the locally organized skill trainingsand contributions from the teams visited the areas forstudy and exposure.

Capacity to absorb stress or destructive forces through resistance

or adaptation

Capacity to manage, or maintain certain basic functions and

structures, duringdisastrous events

Capacity to recover or ‘bounce back’ after an event

Resilient Community


Release of Disaster prome area survey of QSSS at Kollam Children's Camp organised by ESSS

Socail action programme of Task force-Thanny, Kollam

Taskforce training organised by KIDS

Exposure visit organised by Bodhana Street play performance of Children's group of CHASS

Swimming training for girl children organised by CSSS

"Nature is my passion, Cycle is my passion"-Cycle rally organisedby ADC & SWS


What is your name?

PankajakshanSir may I know where you are from?

I am a native of Thanny in Kollam CorporationCan you tell me about your background?

I am a retired school teacher from Thanny, Eravipuram.Since my adolescent age I am interested in socialactivities.Sir Can you tell me the geographical peculiarities

of Thanny?

Thanny is an area which is surrounded by lake in oneside and sea by the other side. Because of this kind ofa geographical peculiarity this area is in the grip offrequent threats of flood and tidal attacks. In every yearwhen there are tidal attacks around 2 meter land is beingtaken by sea.What all are the developmental chances and which

are the important developmental activities in

Thanny which should have to be taken in to account

immediately?

Because this area is having frequent threats of tidalattacks and flood travel facilities were not there. Theroad here was destroyed by the tidal attacks 5-6 years

ago. And after that we constructed the road by ourselves.A bridge which connects Thanny to the nearbyPanchayath is very much needed because it will helpthe people in Thanny to have better transportationfacilities, easy accessibility to school and hospitals.Is there any relation between the developmental

activities and the employment/jobs of the natives

in Thanny?

Yes of course because, in Thanny only 10-15% of thetotal population is having educational qualifications.Fishing and weaving were the main economic activitiesprevalent here in the past. But now nobody is doing it.After that coir business started, but because of themechanization and less transportation facilities, theirresponsibleness of the elected representatives all thesesmall scale cottage industries are in crisis. And thenthe people suffered a lot due to financial crisis. Afterthat era there weren’t any developmental activities.Because of the economic disparity in education,educationally this area went backward. According tome development happens only if the people aredeveloped. The basis of all these problems is theirresponsibility of the government

“We realize that if ERT is not here developmentof this coastal area will not happen”

Report of the interview withMr. Pankajakshan Master, President of EmergencyResponse Team (ERT) at Thanny, Eravipuram, KollamInterviewers: Ms. Lakshmi Shankar, DocumentationOfficer-KSSF Ms. Smitha Mary, Field Officer-QSSS


Sir you told me about the irresponsibility of the

Government, may I know whether people benefited

more before Kollam became a part of corporation

or after Kollam became a part of corporation?

I can tell you without any doubt that we benefited morewhen Kollam was not a part of the Corporation. Themain problem is with the taxation, now the tax is veryhigh people can’t afford it, but there were no considerationfrom the part of Government about the problems of thepeople here.Can you explain me the role of QSSS in the socio-

cultural and economic changes of Thanny in the

recent times?

QSSS has done a lot of activities from the earlier timesitself, but there wasn’t any activity which is having theCBDP nature. Because in the earlier times a set ofpeople were the beneficiaries, but now the activities ofQSSS are not based on any caste or religion. QSSShas done a lot of activities for the development of Thanny.The CBDP project has helped us a lot, now we have thecourage to face the disasters. We know now what to doat what time.When did the community based disaster

preparedness project come in to being here? And

what all are the basic changes happened here after

the project has been implemented here?

The project has been implemented here in the year 2006.Now three years are passed. After the implementationof the project there have been tremendous changes inall area. Especially with regard to the attitude of thepeople towards the overall activities of QSSS and alsowe could establish a very strong pressure in theGovernment level. The ERT (Emergency ResponseTeam) under CBDP is very strong in this area. It is strongbecause it is our need. The involvement of women inthe strikes was also the impact of ERT.Sir Can you please tell me the involvement of ERT

in situations of disaster and also in eliciting

people’s participation in Thanny?

With CBDP and ERT we could ensure a stable protectionfrom the massive tidal attacks and floods. Also we couldgain the permission for the reconstruction of the Bridge,which connects Thanny to the nearby Panchayath. Weworked very hard to organize an agitation, for that wemet people personally. We did at least 4-5 house visitsa day and also we distributed short notices and also

made personal level interactions. Because at first peopledid not accept QSSS and their activities. The agitationwas a great success then. Media and police gave theirfull support. All those activities helped us lot to createa vibration in the community level and also theGovernment level itself. All of us participated becauseour activities are not based on any religion caste orpolitics and that is our strength.Sir you had a very good experience in social service

activities earlier and now you have a very well

experience in ERT activities, so I think you can tell

me the major differences you have felt in all these

activities?

There are a lot of differences, because in the earlier Idid a lot of activities, which are not for any fame or namebut nobody recognized me or my hard work and mysincerity. And that discouraged me, at that time I pulledmyself back. But with CBDP I could feel a drastic ormentionable change in the attitude of the people. Now Ihave a recognition and admiration here. My work andmy words are now worthy, that is the only happiness forme.Will you explain me the political approach of

Thanny ERT?

I told you that our ERT is not based on any politicalparty; all of us work together with same mentality andapproach. We all want the goodness of our communitynot the goodness of any political party. We have thiskind of manpower only because of the reality and factthat our activities are not based on any political party,or religion or caste. But ERT will help those who wantto help ERT for the goodness of the community. I canpromise you one thing that our ERT will not become theoutfit of any political party.Sir Can you tell what will be the future of ERT after

QSSS’ withdrawal from the project?

Evenafter QSSS withdraws from the project the ERTswill survive and continue to assist people. But we willhave to create appropriate institution support for thesustenance of ERT.

(Pointing his finger towards the housesconstructed jointly by Caritas India and QSSS atThanny)


Kerala Regional Forum has played significant rolein the disaster preparedness programmes initiated inKerala. Coordination and capacity building of Keralapartners was the major responsibilities of KSSF.Knowledge sharing and updating on Disasterpreparedness, mitigation and management has beenpromoted. Gender mainstreaming was one of the majorcomponents of the project and KSSF facilitated partnersto prepare gender policies at partner level. Partnerorganizations were capacitated to undertake emergencyReponses independently when disaster comes.Integration of Disaster management to the organizationalpolicies and practices was one of the landmarks of theprogramme.

Project Goal

Partners become capacitated to mobilizecommunity for building up a resilient society in sixcoastal districts of Kerala state through addressing riskreduction, vulnerability reduction, and plans forprevention, mitigation, preparedness and developmentalinterventions in a sustainable manner.

Objectives

● Through Efficient coordination, monitoring andcapacity building partners are capacitated for thesustainable implementation of CBDP programme at

REGIONAL FORUM -

ACTIVITIES AND ACHIEVEMENTS

state level● Disseminating the CBDP concept into other areas

through documenting & networking for promotingbest practices, experimental studies and replicablemodels at state level for mainstreaming CBDP

ACTIVITIES ACCOMPLISHED

Trainings and workshops organized for

organizational staff

1. Orientation programme on CBDP (2007)2. Workshop on developing indicators, monitoring tools

and reporting formats (2007)3. Refresher training for partner agencies (2007)4. Training on Sphere standards (2007)5. Workshops (Two) on gender sensitization (2007)6. Consultation workshop on CBDP (2007)7. Workshop on LFA with gender indicators and

documentation process (2008)8. Workshop on Documentation and report writing skills

(2008)9. Workshop on developing field monitoring tools (2008)10. Workshop on environmental issues in Kerala (2009)11. Workshop on issues and hazards of marine fisheries

(2009)12. Workshop on online data management (2009)13. Workshop on project proposal writing (2010)14. Workshop on Participatory Monitoring and

Evaluation (2010)


Exposure visits

KSSF has arranged exposures visits for theproject team and provided an opportunity to learn fromother people’s experiences. The exposure programmewas intended to augment the knowledge and experienceof the team members working with disaster mitigationprogrammes at diocesan level and to make anunderstanding of the best practices in other organizationsin disaster management. The experiences enhancedthe spirit of involvement among the staff in the processof resilience building.

Exposure to Nellur, AP

In 2007, KSSF arranged an exposure visit toDiocese of Nellur, Andhra Pradesh for project staff tothe coastal villages in Prakasham district from 20th to23rd in September. The objective of the programme wasto make aware the participants on how people ofNelloore are coping with disaster while making use oftheir existing resources. The visit offered ampleopportunity for the team to interact with the task forcemembers and people in the disaster prone area atPrakasham. 24 persons from the Kerala partners inCBDP participated in the programme.

Presentations on Information CommunicationTechnology (ICT) and disaster preparedness programmeof PMSSS provided new insights in disaster mitigationand preparedness. 31 persons participated from thepartnering organizations inclusive of Directors and pointpersons.

NETWORKING AND LOBBYING

Kerala Government applauded the resiliencebuilding initiatives of the Diocesan Social ServiceSocieties by entering into association through a UnitedNations Development Programme supported project fornine months - Community Based Disaster RiskManagement. UNDP called for empanelment of NGO’sto implement the disaster preparedness project all overthe coastal districts and Kerala Forum lobbied for thesame on behalf of the partners and could empanel fiveof the partners who have experience in disastermanagement for the UNDPs value addition programme.CBDRM project aims to create resilient villages and linkthe same to the district administration with allocation ofearly warning systems for prompt action. UNDPsupported 132 villages in Thiruvananthapuram, Kollam,Alappuzha, Ernakulam and Thrissur districts.

Exposure to Tanjur

In 2010, CBDP team visited Diocese of Thanjavur,Tamil Nadu and Diocese of Pondicherry. The team visitedthe operational areas of TMSSS and PMSSS and theTsunami housing project at Sellur. Water rescuemethods were demonstrated by Village CoordinationCommittee at the village Esanoor Kattalai.


conducted in the closing year. Review meetings providedopportunities to the partners for cross learning from othersexperiences and best practices.

Participants of the meetings

● Executive Director-KSSF● Executive Director of partner agency● State Officer-Caritas India● PSO-Caritas India● Point Persons of partner agency● Point person-KSSF● Gender Coordinator-KSSF

District wise status of villages in DRM supported

by UNDP

Sl No District NGO’s No ofVillages

1 Trivandrum TSSS 21

MSSS 0

Total 21

2 Quilon QSSS 22

3 Aleppey ADS 19

CHASS 0

QSSS 2

Total 21

4 Pathanamthitta BODHANA 0

5 Ernakulam ESSS 7

WSE 6

CSSS 8

KIDS 3

Total 24

6 Trichur KIDS 24

7 Kozhikodu Jeevana 20

Total 132

In order to utilize the advancement of ICT indesigning early warning systems, catalyzing the processof disaster preparedness, response and mitigation KSSFhas taken initiative in networking the partners withINCOIS and NASCOM foundation. A proposal has beenforwarded to INCOIS for establishing early warningsystem in the coastal areas of the target areas.

PROJECT REVIEW MEETINGS

Kerala Social Service Forum organized reviewmeetings to monitor the program as well as to makedecisions for course correction and capacity building ofproject staff. Monthly review meetings organized at statelevel in the first two year and quarterly review meetings

Review meetings (Monthly) 2008-09

Year Month Date Venue of the meeting

2008 Apr 9 WSE

May 9 ESSS

Jun 16 ADC&SWS

Jul 4 QSSS

Aug 12 MSSS

Sep 1 AMOS Centre

Oct 7 BODHANA

Nov 7 Animation Centre, Kovalam

Dec 4 ADC&SWS

2009 Jan 8 ESSS

Feb 17 AMOS Centre

Mar 6 AMOS Centre

Review meetings (Quarterly) 2009-10

Year Month Date Venue of the meeting

2009 May 12 ADC & SWS

Aug 4 ESSS

Oct 16 WSE

2010 Jan 13 ADC & SWS

Review meeting were significant because…

● Presentation by partners focused on achievementsrather than showing mere quantitative activitydescription


● Response to the presentations by previouslyassigned partners in the meetings provided aplatform to develop critical evaluation skills

● Cross learning promoted among the partners● Encouraged innovations and experiments and

promoted replication of models● Gaps of interventions identified on time and

productive suggestions in the meetingsupplemented to improve the quality

● Collective responsibility for a common social causepromoted among the partner organizations

FIELD ACCOMAPANIMENT

KSSF has accompanied Caritas India in fieldmonitoring of the project. Point person of KSSFaccompanied the Programme Support Officer of CaritasIndia in attending the monthly review meetings organizedat partner level. Feedback and suggestion on the visitswere given during the visits. These visits ensured qualityin programme implementation and processdocumentation at partner level.

EVENT ORGANIZED IN THE PROJECT PERIOD

Inauguration of I year programmes

State level launching of SOA II for the year 2007-08 was inaugurated by Dr.Sebastian Paul MP at afunction at Ernakulam town hall on 07th July 2007.Rt.Rev.Dr.Joseph Karikkassery, the Auxiliary Bishop ofVerapoly presided over the function. Fr. VargheseMattamana, Executive Director -Caritas India deliveredkey note address. Prof.K.V.Thomas MLA offeredfelicitation.


Second year programmes was inaugurated in acolorful function organized at Ernakulam by Sri. VayalarRavi, Hon. Minister for Overseas Indian Affairs, Govt ofIndia on 24th May 2008. The minister applauded theorganizations for the commendable intervention in relief,rehabilitation and resilience building programmes in thecoastal belt of Kerala. Mr. Vinod Chandra Menon,Member, NDMA presented memento to KSSF for itscontribution in Disaster Risk Reduction ventures.

Inauguration of III year programmes

Third year programmes of SOA II was inauguratedby Sri. P.K.Gurudasan, Hon. Minister for Labor & ExciseGovt of Kerala. In his inaugural address, he upheld theservices provided by Catholic Churches of Kerala in thespectrum of social and community developmentinitiatives. Expressing his happiness in associating withthe programme he declared that Govt. of Kerala would

Inauguration of II year programmes


extend all support to Catholic Churches in manydimensions for the betterment of people and community.He appreciated Caritas India and its associatingagencies and NGO’s for rightful implementation ofdisaster preparedness project in coastal villages comingunder 10 dioceses of Kerala. Most Rev. Dr. StanleyRoman Bishop of Kollam presided over the function. Allthe partners were honored by His Lordship for theirachievement in resilience building in the coastal areas.Mr. N. Padmalochanan, Hon Mayor of Kollam releasedthe Annual report of CBDP 2008-09. Sri. Rajadas,President, Alappad Grama Panchayath, Mr. AjithChacko, State Coordinator, UNDP-CBDRM and Mr.Ambrose Christy, Team Leader-CMT offered felicitation.

ACHIEVEMENTS

● Partners became more systematic in planning,monitoring and implementing disaster preparedness/mitigation programme

● Effective coordination of disaster preparednessprogramme took place at state level

● Close collaboration and accompaniment of partnerswas promoted throughout the project cycle

Information Tour to Germany

“I was very much excited and surprised when I was selected to go to Germanyrepresenting Kerala CBDP program. I never thought of such an exposure in the wildest of mydream. I found that the women in Germany are very much empowered and ladies are first inevery field. I am grateful to Fr. Romance Antony for giving me this great opportunity and alsoFr. Detto Fernandez, Director, Quilon Social Service Society and all the team members forthe support”-Mrs.Laila Lawrence from Thanny village (Kollam)

She was selected to represent Kerala for a two weeks information tour to Germany on CaritasTsunami response in India from 10th to 24th October 2009. She visited Germany along with the task forcerepresentatives from Tamilnadu and Andhra Pradesh and the representatives of Caritas India. The teammembers shared their experience and know how in the field of disaster preparedness during the interactivesessions with the community people and the delegates of Caritas Germany. The tour was organized byCaritas Germany with the support of Caritas India.

● CBDP programme was recognized by the Govt ofKerala

● Programmes of partners are monitored on regularbasis and efficiency was promoted in programmeimplementation

● Strength and weakness of partners in implementingCBDP programme was identified through internalevaluation and measures were taken for progress

● Partners were strengthened to efficiently use theresources for community mobilization programme

● Programme staff capacitated in various topics toeffectively plan, implement and monitor the progressand process of CBDP programme

● Gender become the cross cutting theme ofcommunity mobilization programme at partner levelas well as community level

● KSSF became a resource centre for disastermanagement

● Visible attitudinal changes of the community afterthe initiation of CBDP programme has been recordedand published.


A poster on disaster vigilance week wasdesigned and printed. The same wascirculated among the partners andexhibited throughout the operationalareas of the CBDP project duringdisaster vigilance week observance2009.

A multicolor poster was developed onworld forestry day and circulated to thepartners. All the partners exhibited theposters in the operational areas throughthe task forces. On the same day varioustask forces organized communitygatherings to announce the importance ofconserving forest resource of the nation.It was an awakening exercise for the taskforces in environment protection, forestconservation and its relevance. 1000posters printed and circulated.

Poster on

Disaster Vigilance Week

Poster campaign on

“World Forestry Day 2010”

Annual Report of CBDP

2008-09

Documentation

KSSF has given priority in recording the bestpractices both at central and partner level. Processdocumentation at partner level has been facilitated.

Documentation process at central level has extendedvisibility to the programmes at state level. Mutuallearning, experience sharing and knowledge sharing waspromoted.


Mainstreaming gender in disaster preparednessand response involves analyzing situations through agender perspective. To build gender-sensitive strategiesand initiatives in disaster management process, it wasfound necessary that addressing both the practical andstrategic gender needs of women and men.

Risks and vulnerabilities of people face fromnatural disasters are the product of their social situationand physical environment. Social networks, powerrelationships, knowledge and skills, gender roles, health,wealth, and location, all affect risk and vulnerability todisasters and the capacity of people to respond to them.In 2004 tsunami, disproportionately large number ofwomen were affected.

Risk profiles of men and women in disasters arevaried due to the difference in gender roles. At home orat work or in the neighborhoods, wherever it is, gendershapes the capacities and resources of individuals tominimize harm, to adapt to hazards and respond todisasters. History of major disasters reveals that thevulnerable groups such as physically disabled, old agepeople, widows, people marginalized due to socialstigma or caste are more disadvantaged.

Women are the users and managers ofenvironmental resources, they are the economicproviders and care givers and community workers. Thesedifferent roles made them capable to manage risk atthe bottom level. The risk reduction strategies of CBDPtried to focus in addressing the most vulnerable groupsand implemented with the participation of both men andwomen. CBDP has created an opportunity for womento learn new skills and assert their role in developmentprocesses.

Gender mainstreaming - highlights

● District level gender sensitization programmes forPRI members on gender budgeting and genderequality in project planning

● Legal awareness programmes organized at districtlevel on Domestic violence Act to SHG members

● Capacity building programmes on LFA with genderindicators to project personnel

Gender mainstreamingGender is a core factor in disaster risk and in the reduction of risk

● Monitoring of gender component by the GenderCoordinator at state level

Gender policy formulation workshop

Gender mainstreaming is one of the primeagendas of Caritas India in their developmentprogrammes. KSSF has taken efforts to prepare andpractice gender policy at organizational level. In line withthe objective two day Gender policy formulationworkshop was organized at Renewal centre, Ernakulamon 3rd and 4th June 2009. Mrs. Sujatha, GenderConsultant led the sessions. Important condition forsuccessful Gender mainstreaming was discussed.Partners presented their draft gender policies. Ms.Sujatha appreciated the report and pointed out some ofthe gaps in the report. Ms. Sweaty, Gender Coordinator,CMT participated in the programme.

Motivation can make changes…

“My life changed dramatically after attendingthe EDP training organized by CHASS. The traininghas motivated me a lot to initiate something beneficialto my family” says Ms. Saramma Mathai - IGPbeneficiary, Edathua GP.

She attended the training on Animal husbandryin October 2009 at CHASS. After the training shemobilized funds from CHASS credit union andKudumbasree and bought one cow. Now she has 3cows and 2 goats and earns 2450 INR as monthlynet profit and feeds her 5 members family. (CHASS,Changanassery, 2009).


Resilience building in the coastal villages thoughCBDP has brought rich experience of communitymobilization for the Kerala partners in this venture.Learning from the project has enhanced the efficiencyof the organization in addressing emergencies.Integration of best practices in the project to theorganizational functioning has been promoted troughCBDP. Constraints observed during the project periodprovided an opportunity to the team to sit together toplan to overcome the same. Assimilation of a culture ofdisaster preparedness in the ongoing activities of theorganizations is one of the high lights of the programme.Major learnings, best practices and constraints are givenhere.

LEARNING

● Need based programme get more attention andappreciation

● A significant feature of successful disasterpreparedness ability is the extent to which differentactors and entities operate in a coordinated andtimely manner by avoiding gaps, duplication of effort,and parallel structures.

● Governments should consider the coordinationclosely with local organizations working on disasterrelated issues at the regional level

● Collaboration and linkages with various governmentand non-government agencies will help thesustainability of the project

● If energy of youth and children is channelizedeffectively, they will become the change agents oftomorrow

● Participation of Government officials gives visibilityand adds reliability to the interventions of Voluntaryorganizations

● Training programs and Mock drills at regular intervalswill help in promoting a culture of disaster

LEARNINGS, BEST PRACTICES AND

CONSTRAINTS

preparedness. Mock drill programmes arenecessary to evaluate the effectiveness of thetraining that we provided to the task force members

● Action based training program brings change in theattitude of community people.

● The staff training program instilled a sense of unityand coordination among the staff members and therefreshment programs will help in the smoothfunctioning of the organization.

● Observing Disaster Vigilance day by Villagecoordination committees helped to inculcate aculture of preparedness among the communitypeople.

● Preparation and periodic updating of DM plan willhelp the community to explore their own solutionsto address local issues

● More focus should be given on inculcatingawareness on children’s group in disasterpreparedness and nature conservation

● Active and timely involvement of task forces in localissues helps to increase the acceptance ofcommunity, increase the community mobilizationprocess

● Involvement of children in disaster preparednessprogramme significant in the disseminating theconcepts

● Knowledge exist within the community and it canbe effectively utilized for development interventionsif people are motivated

● Continuous interaction with PRI’s ensuresparticipation and ownership of the programme.

● Participation of the men and women can contributemuch to the effectiveness of the programme and itensures sustainability

● Participation of the community in the needassessment process is the right way to achievesuccess of the programme

● Art forms (Street theatre) and cultural events can


convince the community in an effective mannerabout the need and importance of preparednessmeasures

● The use of area specific and indigenous techniquesavailable at local level can effectively address waterquality issues

● Stating the experience and effects of past disastershelps to convince the community about the needand importance of preparedness measures

● Organizational goodwill is needed to reach andintervene for a common cause of the community atlarge

● Participatory problem analysis imparted knowledgeand insight to the people on the barriers in socialdevelopment

● Close contacts and continuous accompanimenthelps to enhance and sustain the cooperation ofthe PRIs and Kudumbasree units.

BEST PRACTICES

● Awareness programmes on fire and safety, need ofdisaster preparedness, first aid methods, RTI hasbeen spread over to other operational areas ofdioceses through the trained field staff.

● Disaster management has been added as aprovision in the organizational policy throughamending the by-law of the organization

● As result of the trainings provided the regionalanimators are monitoring local TF meetings

● Organizational expertise in situation analysis withcommunity participation was promoted

● Gender policy formulated at organizational level inall the partner organizations

● Partner dioceses practice Participatory Monitoringand Evaluation (PM&E) in their ongoing projectsand programmes

● Tally synchronization become the part of accounting

practices at organizational level● Systematic reporting and documentation are

practiced at organizational level● Review meeting systematized at organizational

level and adapted to other projects● Diocesan level Emergency Response and Support

Teams formed● WatSan programmes replicated in other operational

areas of the partnering societies● Health task forces model replicated in the coastal

villages outside the project area.● Children’s groups and Senior citizens forum formed

as part of CBDP plays lead role in resilience building

CONSTRAINTS

● Local fund mobilization was found difficult for thepartners to organize medical camps and cancerdetection camps

● Project areas could not cover the entire Panchayat/Revenue Block in some areas

● Less participation of men in the programme in thecoastal areas

● Coordination of the leaders of SHGs facilitated bydifferent NGOs was a barrier for arranging field levelprogrammes

● Over expectation of the community for materialbenefits in some areas

● Expectation of loan soon after the completion ofEDP training

● Political interferences in some areas resided asobstacle for the smooth functioning of the project.


ADC & SWS: Aleppey Diocesan Charitable and Social Welfare SocietyADS: Area Development SocietyCBDP: Community Based Disaster PreparednessCDS: Community Development SocietyCHASS: Changanassery Social Service SocietyCSSS: Cochin Social Service SocietyDMC: Disaster Management CommitteeDMT: Disaster Management TeamDSSS: Diocesan Social Service SocietyEDP: Entrepreneurship Development ProgrammeERST: Emergency Response and Support TeamERT: Emergency Response TeamESSS: Ernakulam Social Service SocietyEWT: Early Warning TeamFEMA: Federal Emergency Management CommitteeGoK: Government of KeralaGP: Grama PanchayatIEC: Information Education CommunicationKIDS: Kottappuram Integrated Development SocietyKSSF: Kerala Social Service ForumLSG: Local Self GovernmentMSSS: Malankara Social Service SocietyNGO: Non-Governmental OrganizationNREGS: National Rural Employment Guarantee SchemePLA: Participatory Learning & ActionPME: Participatory Monitoring and EvaluationPMSSS: Pondicherry Multipurpose Social Service SocietyPRI: Panchayat Raj InstitutionQSSS: Quilon Social Service SocietyRTI: Right to InformationSDMC: School Disaster Management CommitteeSHG: Self Help GroupTF: Task ForceTFT: Task Force TeamTMSSS: Thanjavur Multipurpose Social Service SocietyTSSS: Trivandrum Social Service SocietyUNDP: United Nations Development ProgrammeWatSan: Water & SanitationWSE: Welfare Services Ernakulam

ACRONYMS


Disaster: A serious disruption of the functioning of a communityor a society causing widespread human, material, economicor environmental losses which exceed the ability of theaffected community or society to cope using its own resources.A disaster is a function of the risk process. It results from thecombination of hazards, conditions of vulnerability andinsufficient capacity or measures to reduce the potentialnegative consequences of risk (ISDR 2007).

Risk: The probability of harmful consequences, or expected losses(deaths, injuries, property, livelihoods, economic activitydisrupted or environment damaged) resulting from interactionsbetween natural or human induced hazards and vulnerableconditions (ISDR 2007). Risk is often also expressed as theequation: Risk = Hazard X Vulnerability/ Response Capacity(IASC 2007).

Disaster Risk Reduction: The conceptual framework of elementsconsidered with the possibilities to minimize vulnerabilities anddisaster risks throughout a society, to avoid (prevention) or tolimit (mitigation and preparedness) adverse impact of hazards,within the broad context of sustainable development (ISDR2007).

Hazard: A potentially damaging physical event, phenomenon, orhuman activity that may cause the loss of life or injury, propertydamage, social and economic disruption, or environmentaldegradation (ISDR 2007). This can include latent conditionsthat may represent future threats and can have different origins:natural (geological, hydro-meteorological and biological) orinduced by human processes (environmental degradation andtechnological hazards). Hazards can be single, sequential orcombined in their origin and effects. Each hazard ischaracterized by its location, intensity, frequency andprobability.

Preparedness: The capacities and knowledge developed bygovernments, professional response organizations,communities and individuals to anticipate and respondeffectively to the impact of likely, imminent or current hazardevents or conditions.

Comment: Preparedness action is carried out within the context ofdisaster risk management and should be based on a soundanalysis of disaster risks and be well linked to early warningsystems. It includes contingency planning, stockpiling ofequipment and supplies, emergency services and stand-byarrangements, communications, information management andcoordination arrangements, personnel training, community drillsand exercises, and public education. It must be supported byformal institutional, legal and budgetary capacities (ISDR 2008).

Mitigation: Structural and non-structural measures undertakento limit the adverse impact of natural hazards, environmentaldegradation and technological hazards. (Examples of structuralmeasures are engineering works and hazard resistantconstruction, while non-structural measures includeawareness-raising, knowledge development, policies on landuse and resource management and facilities’ operatingprocedures.) (ISDR 2007)

Prevention: Actions to provide outright avoidance of the adverseimpacts of hazards and means to minimize relatedenvironmental, technological and biological disasters.

Depending on social and technical feasibility and cost-benefitconsiderations, investing in preventive measures is justified inareas frequently affected by disasters. In the context of publicawareness and education related to disaster risk reduction,changing attitudes and behavior contribute to promoting a‘culture of prevention.’ (ISDR 2007)

Recovery: Decisions and actions taken with a view to restoringor improving the pre-disaster living conditions of the affectedcommunity while encouraging and facilitating necessaryadjustments to reduce disaster risk. Recovery (rehabilitationand reconstruction) affords an opportunity to develop andapply disaster risk reduction measures.(ISDR 2007)

Relief / Response: The provision of assistance or interventionduring or immediately after a disaster to meet the lifepreservation and basic subsistence needs of those peopleaffected. It can be of an immediate, short-term, or protractedduration (ISDR 2007).

Resilience: The capacity to absorb stress or destructive forcesthrough resistance or adaptation; to manage or maintain certainbasic functions and structures during disastrous events; andto recover or ‘bounce back’ after an event (John Twigg / DFIDDRR Interagency Coordination Group 2007).

Vulnerability: The conditions determined by physical, social,economic and environmental factors or processes whichincrease the susceptibility of a community to the impact ofhazards (ISDR 2007).

Contingency planning: Contingency planning is a managementtool used to analyze the impact of potential crises so thatadequate and appropriate arrangements are made in advanceto respond in a timely, effective and appropriate way to theneeds of affected populations. Contingency planning is a toolto anticipate and solve problems that typically arise during ahumanitarian response (IASC 2007).

Capacity: A combination of all the strengths and resources availablewithin a community, society, or organization that can reducethe level of risk, or the effects of a disaster. Capacity mayinclude physical, institutional, social, or economic means aswell as skilled personnel or attributes such as leadership andmanagement. (ISDR 2007)

Early Warning system: The provision of timely and effectiveinformation, through identified institutions, that allows individualsexposed to hazards to take action to avoid or reduce their riskand prepare for effective response. Early warning systementail a chain of concerns, namely: understanding and mappingthe hazard, monitoring and forecasting impending events,processing and disseminating understandable warnings topolicy authorities and the population and undertaking appropriateand timely action in response to the warnings. (ISDR 2007)

Mock drill: Demonstration on safety and rescue methods duringemergencies.

Satellite clinic: Mobile medical clinic for remote villages whereaccessibility of medical facilities is low. Free regular medicalcheckup, health awareness trainings, house visits andconsultations are provided additionally.

Major definitions


References1. www.fritzinstitute.org2. www.sristi.org3. www.caritasindia.org4. Annual report 2008-09, KSSF5. Annual report CBDP 2008-09, KSSF6. “Disaster preparedness for effective response”-Hyogo Frame Work for action 2005-15,

United Nations, 20087. www.nidmindia.nic.in

Printed and Published byFr. Romance AntonyExecutive Director-KSSF

Edited and Compiled byDeepak.O.J

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FUND FLOW 2007-10

CBDP Team-Kerala

Fr.Varghese Kattuparambil, Fr.Romance Antony, Fr. Sabbas Ignatius, Fr.Wilson Thattaturthundil, Fr.Joseph Detto Fernadez, Fr. Johnson Panketh, Fr. Siju P.Job, Fr. Johnson Chirammel, Fr. Paul Moonjely, Fr.Mathew Kallingal, Fr. Varghese Marathur, Fr. Jacob Kattady, Fr. Bony Antony Arackal, Fr. George J Gomez,Fr. Jaison Vadassery, Fr. Paul, Fr. Sebastian Sasthamparambil, Fr.Samson Anjiliparambil, P.M.Philip, P.J,Varkey, P.J.John, Thomas George, John Cyril, David A Samuel, Jiji Ponnan, Jubichan P.J, Toney Thomas,Bobbin Thomas, Edwin Mike, Sr. Alice Varghese, Alby Stephen, Ujesh.N.K, Sinu Mathew, P.K.Kurian, SanthoshGeorge, Asha Maria Paul, Bindhu Abraham, Deepak.OJ, Tomy Kuriakose, Vijeesh, Shaiju Elias, UmeshUnnikrishnan, Karthik Sasi, Sasirekha, Nijamol, Pradeep George, Smitha Mary, Jissa John, Shino Joseph,Savitha, Anu Joseph, Jenny Joseph, Jaison Varghese,Pradeep, Sonia James, Titson Devassy, Vipin Joe,Clincy Joseph, Jisna, Amrutha Sebastian, Jaimon C Uthup, Sibi Muneer, Renjith Punnad, Jiss Vincent, Amal,Ratheesh Chandran, Peter Thayyil, Treesa Vineetha.

Partner Organizations

Name of partner Address

TrivandrumSocial Service society (TSSS)

Secretary, TSSSArchbishop’s House Compound, P.B.No.828Vellayambalam, Trivandrum - 695 003Phone - [email protected]

MalankaraSocial Service Society(MSSS)

Director, MSSSSt Mary’s Compound, Pattom,Trivandrum- 695 004Phone - [email protected]

QuilonSocial Service Society(QSSS)

Secretary, QSSSFatima Road, Quilon-691 013.Phone - [email protected]

KottappuramIntegrated DevelopmentSociety (KIDS)

Secretary, KIDS Campus, N.H.17,Kottapuram, Kodungalloor- 680 667 ThrissurDistrict, Kerala. Phone - [email protected]

Aleppey DiocesanCharitable and SocialWelfare Society(ADC & SW)

Executive Director, ADC & SWSP.B.No. 114, Aleppey- 688 001Phone - [email protected]

Cochin Social ServiceSociety (CSSS)

Secretary, CSSSJubilee Memorial Complex, Veli,Fort Kochi – 682 001.Phone - [email protected]

Welfare ServicesErnakulam (WSE)

Secretary, Welfare Services ErnakulamPonnurunni, Vytilla P.O. Kochi- 682 019Phone - [email protected]

ErnakulamSocial Service Society(ESSS)

Executive Director, ESSSProvidence Road, Ernakulam, Kochi - 682018. Phone - [email protected]

Tiruvalla Social ServiceSociety (Bodhana)

Executive Director, BodhanaPushpagiri Road, Thiruvalla - 689 101Phone - [email protected]

ChanganacherySocial Service society(CHASSS)

Secretary, CHASSSP.B.NO. 20, Archbishop’s HouseChanganacherry - 686 101Phone [email protected]

Kerala Social Service Forum

AMOS Centre, Adichira, Thellakom P.O.,Kottayam, Kerala - 686 016, IndiaTel: 0481 - 2594802/ 03Fax: 0481 - [email protected]

Regional Offices

Opp Civil Staton, Kalpatta North,Wayanad, Kerala - 637 122Tel: 04936 - [email protected]

TC 26/269, Spencer Junction, AGS Office P.O.,Thiruvananthapuram, Kerala - 695 039Tel: 0471 - [email protected]

cbdp 2010 final

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