DISASTER MANAGEMENT

IN
CUDDALORE DISTRICT
Anu George, IAS (Tamil Nadu)

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DISASTER MANAGEMENT
- The Cuddalore Experience

Cuddalore has always been classified as a multi-hazard prone district. Cyclones and floods
have wreaked havoc in the District several times in the past few centuries. The District also falls
within the zone-3 with respect to earthquakes. A part of the problem owes its genesis to the
location of the district. The District has a long coastline of 57.5 KM. Therefore the district is
vulnerable to the cyclonic depressions and the resultant rains which causes floods. Cuddalore
District has an area of 3678 Sq. km comprising of extremely fertile and well-irrigated lands
benefiting from water draining over fields and through major and minor river systems. The
District however suffers from the flooding when excess water flows down these local rivers
and over the fields due to northeast monsoon rains in the river basins and in the district itself.
The drainage is poor and the encroachments over the drought years have led to a scenario
where, even rainfalls, which are slightly above normal, can cause floods disrupting the normal
course of work. Coupled with this is the perennial problem of low water carrying capacity of
the lakes and eris. Desilting of these water bodies involve huge expenditure and over a period
of time they have been neglected altogether.

The District is one of the most backward districts in Tamil Nadu in terms of social indicators.
Natural disasters often tend to set the clock back in time further accentuating the problem as
they lead to serious disruption of the functioning of a society causing widespread losses. These
losses far exceed the affected society's ability to cope with it using its own resources. In the year
2004 the District witnessed a severe drought, floods in October and then in December -the
tsunami.

The Tsunami Disaster

For a district, which has become accustomed to tackling cyclones and floods the tsunami that
struck the Indian coast on the 26th of December 2004 was like no other. The magnitude of loss,
the suddenness with which it approached and the total lack of preparedness are but a few
differentiating aspects. This disaster was different from any other before also because it had
wreaked intensive damage along the coastline. The spread was small but the damage huge.

The tsunami (in Japanese the word means 'harbour') refers to mighty waves that are triggered
by disturbances on the ocean floor. These disturbances are a result of earthquakes or volcanic
eruptions. A mighty earthquake measuring about 9.1 on the Richter scale (as per the revised
magnitude) caused the disaster. The earthquake itself was caused by the collision of the
Australian and Eurasian plates in the Indian Ocean. The quake triggered a tsunami that is a
series of waves that spread over thousands of kilometres in a matter of hours. In over seven
hours the waves carved a path of destruction across the 4,500 Km Indian Ocean.

The tsunami is formed when the energy from the earthquake vertically jolts the seabed by
several metres. In the process several hundreds of cubic kilometres of water is displaced. The
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 waves moved at a speed of 800Km/Hr and as it neared the coast the speed reduced but the
height of the wave increased and almost without any warning ate up everything on its path.

The Outcome
In Cuddalore alone the tsunami left 618 dead. Livestock loss was put at 29 lakhs. 517.7 Hectares
of land was rendered saline and destruction to property was to the tune of 300 crores. The
humongous tragedy scarred the lives of over 97,000 people in Cuddalore alone and thousands
were rendered homeless in a matter of minutes. The relief and rehabilitation operations that
followed should be looked at keeping the specific nature of the tragedy.

Immediate Rescue and Relief Operations

The first and foremost task in disaster mitigation is rescue and relief. When it comes to a sudden
tragedy of mammoth proportions this task is a tough one. The tsunami had struck on a Sunday
morning and that too a Sunday after Christmas. This meant that the effort in organizing relief is
much more than in normal time. The hospitals had to be geared up to attend to the thousands
being brought in dead or alive. First aid had to be given to the injured, care for the seriously
affected and consolation to the bereaved. The hospitals had to tackle thousands of people who
had come in search of their lost relatives or friends. One of the first things that were done was
to arrange for a public announcement system. This helped in streamlining the process as well
as in reducing the confusion at the hospitals. Simultaneously, the search for the dead and the
injured had begun in the coastal areas in all earnestness. Public information centres offering
assistance was also set up
The next job at hand was to mobilise food and water for the 24,000 people who had fled from
their villages. It was a gargantuan task and the strong system delivered when pushed to the
wall. Food and water was mobilised with the help of the voluntary sector by 3:30PM in most
areas. The rice was taken out of the ration shops and various philanthropic agencies pitched in
to get it cooked.
Meanwhile, the administration also had the onerous and painful task of disposing the dead
bodies. Mass burial was the only way out and it took a lot of persuasion and effort on the part
of the field officials to get it done by the morning of 27th December. The JCBs, which were
mobilised in the morning, were used for this purpose. All the bodies were photographed
individually for future identification and buried. This was an important task for two reasons:
l To control the outbreak of diseases and
l To ensure faster and smoother relief operations

Relief Centres
Though most of the villages had cyclone shelters, the nature of the disaster was such that the
villagers from the coastal areas fled to the interiors of the district. Most of the relief camps that
were opened up almost immediately were the wedding halls of the District. Around 38 centres
were set up for the refugees.
} The next task at hand was to give them food and water till such camps existed. This
was a massive exercise in coordination between the authorities and the voluntary
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 sector. We devised a tracking system whereby; the officials in charge of each centre
would report to the control room the arrangements that were in place for the next
meal.
} Sanitary workers were appointed to clean the place on a daily basis. Their work was
constantly monitored.
} Medical camps were also set up. The arrangement was such that every camp had at
least one visit from a team of doctors every day. Wherever, there was more than one
camp within a short distance a medical camp functioned all day.
} The cooked food brought in by the volunteers was monitored as a precautionary
measure. This was inevitable because in a few places the food, which was brought in
from far-flung areas often, got spoiled in the heat.
} With the help of a few agencies we were able to put up sintex tanks in all the relief
centres ensuring steady supply of water.
} In addition to the officials a few capable members from the camp were given our
phone numbers so that if anything was amiss we could plug it immediately.
While the relief camps functioned, Arun Roy (Another IAS Officer undergoing district training)
and I had to divide between us all the centres and take a trip around them especially before and
after meals to ensure the regular supply of food and water and medical attention. It was a
tough task, as more often than not, the population in the camps would fluctuate so drastically.
I remember, a day (29th December) when the population in a camp went up to 1020 in the
afternoon from 200 in the morning. This floating population is peculiar to this disaster and this
made arranging adequate provisions in the camps an onerous task.

Restoration of Civic Amenities

Simultaneously, it was also important to attend to the restoration of civic amenities in the villages.
Power and water supply had to be restored and intensive police patrolling had to be introduced
to prevent thefts and also to pre-empt any untoward happenings.
} The water from all the sources was tested with the assistance from voluntary agencies
and in all but one source it was found to be potable. With the support of the NGOs
which kept pouring in, 3 desalination plants (reverse osmosis) with commitments
for maintenance was put up in areas where the tsunami had rendered the water
saline.
} 107 shallow bore wells were dug in other places to facilitate regular supply of water
} All the temporary shelters have been provided with an extended pipe line as of now.

Communication
Control rooms were established in the three worst affected areas to coordinate the efforts of the
field staff and also to monitor the relief operation. To some extent the HAM radio operators
helped us in this process. Another priority area was to equip the top officials with mobile phones
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 (some lent and others rented). This eased the channels of communication and helped us no end
in tackling SOS calls.

Mass Cleaning
The area near the coast had been reduced to rubble in most of the villages. 51 habitations bore
the brunt of the ravaging sea waves. It was therefore important to clean up the villages to lend
a semblance of normalcy. It was also a vital move in the control of epidemics and detection of
bodies and carcasses. In the first few days, the assistance of the local NSS and NYK volunteers
were sought in this regard. However, it soon became clear that the district needed a more
massive and organised effort to accomplish this. It was here that we utilised the services of the
army personnel. With the help of JCBs the unit started work in the worst affected of areas on
the 30th. Within a week and a half mass cleaning was completed in all the villages.
The disaster also brought to the district a number of people who just wanted to help. We were
also able to use them for identification of hot spots in the villages. These were places in which
the seawater had stagnated causing considerable stink to spread in the area. The next task was
to clear these spots with the help of the fire force and the septic tank cleaners of the municipality.

Mass Cleaning Operations

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The World Health Organisation had warned that more people would die of epidemics rather
than of the tsunami. Even before the sounding of these alarm bells the District had started a
massive exercise to disinfect the relief centres and the villages. Bleaching powder and Phenyl
were made available in large quantities for this purpose.

Quantity Used
Bleaching Powder 32,200 Kg
Phenyl 2,985 Litres
Lime 20,350 Kg

Community Kitchens
After the tsunami and during the floods the administration
had the onerous responsibility of organising community
kitchens to feed the thousands of displaced people. This was
an exercise in coordination as more often than not, it involved
mobilising huge quantities of vegetables, fuel and other
provisions at short notice.
The help we had got from donors were also channelised
towards this purpose. 7,085 people were fed in the 23 community kitchens across the district
for over a month. The DSO was to provide a daily report regarding the provisions for the next
day to ensure that the supply was never disrupted.

Interaction with Media

The first few days saw the district flooded with people. There were scores of reporters from the
fourth estate and lot of people who craved for information. It was important to have people in
the right place to just engage them so that undue pressure was not put on the higher officials. It
was here that the Relief Officer for Cuddalore, a Secretary level Officer played a key role. Talking
to the media set a lot of things right as we were seen to be doing work. The questions from the
reporters can at times be trying and very often it is intended at sensationalising the relief
measures.
An incident is worth recalling. A prominent news channel showed a byte where a dog was
eating some left over food. He then dramatically stated that stale food was being served and
people had thrown it away. The Collector immediately sent Arun and me to enquire as well as
to pacify the people. We carried about 300 packets from the taluk office just to be doubly sure.
When we reached Singarathope the villagers told us that they had been served good food. On
further enquiry it was found that the food they had thrown away was packets of chapathis that
they were not fond off!
A false report can trigger a panic in such situations!
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 There are a number of such instances, which are worth narrating. Once a lady reporter
approached me and in total agony posed this question-"What is the Government doing?" "There
are people who have not got any food for the past 48 hours!" As I was the only official in the
office at that time I was taken aback that such a lapse could actually happen. Without showing
this fear on my face I asked her to show me one person who had not got food that particular
day. She immediately got one person- I was about to feel a little jittery till I heard the name of
the village. The lady belonged to Nellikuppam, a town that is far away from the sea and in no
way affected! The reporter had just asked her whether she had got anything from the
Government. The answer to that would have in any case been an emphatic 'no'.
It was also an exercise in patience as many of them almost wanted to write their whole story
from our office. I learned a few things from this experience.
} Never talk in an open ended way. During these times, it is likely that you may not
know that you would be quoted. Someone casually asked me about the number of
NGOs working in the district. I said 'Loads" as we had no clue on the 3rd day. I later
saw a clipping which had the headline "Does anyone know how many NGOs are
working in the area?" and under that my saying "loads".
} One needs to be always abreast of the latest figures. I was able to be of some help
here as I made it a point to keep all the details with me from that day on. This included
details of families, death toll, number of items needed etc. This is an important function
as it serves to quell rumours and also projects the image of an administration, which
means business and is abreast of the facts.
} It is important that the media sees you in the field so that it is conveyed to the decision
makers
} It is also important to project through the media messages allaying fears as well as
information regarding important steps undertaken by the administration.
} I had a particularly tough time with a prominent local newsmagazine that was more
interested in my personal details. It is an exercise in patience.
} When the media relays wrong information we also tend to lose a lot of our precious
time in setting it right. This was particularly true of the days after NDTV flashed that
those who wanted to adopt the tsunami orphans can call some particular number. I
remember answering around a 70 calls in this regard on the very first day, explaining
the same thing.

People's Representatives
As I will be mentioning later on the way the People's representatives deal with you also depends
on the track record. Giving their ideas and concerns due weightage helps to the extent that at
times they are veritable sources of valuable feedback and information. Regular meeting with
the local leaders were held religiously. There were times, however, when, the demands had to
be toned down. This was particularly so when it came to identification of beneficiaries and
during enumeration. It was a tough job to keep the undeserving out of the list. The field staff
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bore the brunt of this and it is commendable that they rose to the occasion. Except for an odd
complaint here and there the whole exercise was a smooth one.
Another aspect, which is closely related, is the high profile visits of national and state level
leaders. These visits are time consuming and diverts scarce manpower to protocol duties.
However, the visits also tend to bring focus on to the issues in hand. Yet another positive
outcome is that the field level problems are easily conveyed to the decision makers. Thus very
often they have borne excellent results for the District.
The same can be said about the community leaders who were a tremendous source of help in
identifying the beneficiaries. They were also instrumental in keeping us posted on the happenings
in the field. But there was also a flip side to this in that at times they tended to bargain a lot
more than was there causing delays and factionalism within the communities. The situation
warranted a lot of tact from our side.

Handling the Relief Materials

From the second day relief material started pouring in from all directions. We had to set up a
system in place to ensure the smooth distribution of materials without the hazard of duplication.
} The first thing we did was to computerise the inventory with the help of two
volunteers who had come from Bangalore. This made it easy to track the materials as
it came in to the relief centre opened for the purpose. (See Annexure for the sample
list). We were also in a position to ascertain the requirements and hence quantify it.
These lists were circulated to the donors and help came in the way we had wanted.
Old clothes, which were causing a problem, stopped coming in thereafter.

The Relief Centre Storage of Relief material

} The doctors and the medicines were channelised through the DD (Public Health)
and JD (Health). This ensured that the medicines and the doctors were always routed
through one central office. Thereby, we were able to keep a tab on the medicines
distributed as well as ensure that the teams were sent to areas that had not received
any medical attention.
} The donors who routed the materials through the administration were given an official
acknowledgement. This also addressed the issue of accountability.
} There were others who wanted to directly distribute the relief in materials in the
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 villages. This was not a good option never the less we had to facilitate the smooth
distribution. So we made a system whereby we knew which villages would require
that particular assistance. The cooperation of the police was sought and the coupon
system was encouraged. This ensured that no untoward incident took place. This
was particularly important as in the initial days people had started comparing the
relief materials they had received from various donors. Yet again, we had to avoid
incidents like this one where, an NGO distributed 50 packets of vegetable biryani in
a relief centre that housed a 1000 people. It was a common sight to see the villagers
run after the trucks.

Health
The yeoman's service rendered by the Department of health has been mentioned in various
contexts. 23 teams comprising of both Government doctors and private doctors were organised.
The camps that were initially set up in the relief centres were later shifted to the villages.

Some of the salient figures are given below:

} 80,117 people were given medical attention
} 437 people were treated as in patients
} 9,373 doses of vaccines were given (measles+ Rd Polio)
} 17,000 typhoid vaccines were mobilised through the voluntary sector
In the meantime we also had to organise counselling for the traumatised. This was organised in
the first few days with the help of Red Cross volunteers. They helped us identify the people
who had been in need of counselling. To ensure some kind of continuity to the process, SHG
members and the ICDS assistants were trained to carry the programme forward. A temporary
camp has been set up now in one of the villages for this purpose.
I was especially lucky to be part of the monitoring team for the health sector. Their commitment
needs to be lauded for the simple reason that except for a few cases of measles (seasonal) there
were no reasons to worry on that front.

Other Relief Measures

Yet another important step that was taken by the administration was to identify the most
vulnerable people affected by the tsunami. 21 pensions for the old, 7 for the physically
handicapped, 79 widows and 1 agricultural labourer were identified.
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The government soon announced the relief packages for the primarily and the secondarily
affected. These packages were based on the requests that we had forwarded from the district.
The requests were in turn a result of consultation with the community leaders. The enumeration
had already been done for the various packages as was announced by the Government. The
distribution of relief was an arduous task as the beneficiaries kept increasing by the day. There
was a lot of pressure from various quarters and the lower officials had a tough time standing
up to the task. This was particularly true of the larger villages as caste-based divisions and
friction played spoilsport.
The strength of system saw to it that it geared up to this task. The 3 main zones were divided
into areas under area officers who were of the rank of Deputy Collector & above. Each area
officer had to supervise this task of disbursal. I was directed to assist the local RDO (Revenue
Divisional Officers who are equivalent to SDM, SDO) in a particularly tough village, where all
the 765 packages had to be disbursed in one day. Due to various delays we were able to start
the work only at noon. There were apprehensions of law and order problems. The VAOs saved
the day for us by supporting us to the hilt despite earlier reluctance (they had faced threats
from various quarters). We photographed the beneficiaries in groups of 10 to eliminate double
entries and also sought the help of the police as a precautionary measure.
In addition to this duplicate ration cards were also issued.

Agriculture
In our District about 517.7 hectares of land was rendered saline. Tests were conducted using
mobile testing centres and it was found that reclamation would take 5-7 years of normal rainfall
as the salinity was to the extent of 90 cm to 1 metre. The administration mooted for an enhanced
compensation package for the farmers. We also tried to pre-empt the excess usage of water by
the farmers by requesting for eco-friendly technologies from the various scientific institutes to
facilitate faster reclamation. This was also important as in many places the farmers had already
watered the land in the hope of planting the next crop without being aware of the consequences.

Animal Husbandry
In a disaster like this it is natural that the animals are left stranded in the villages. There was
also a likelihood of animal carcasses remaining unattended to. Fast disposal of carcasses thus
received topmost priority. Further, 42 tons of fodder was mobilised for the stranded cattle.
20,109 animals were vaccinated and a large number of animals treated for various illnesses.

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 The distribution of relief cheques to the beneficiaries was also done in such a manner as to
eliminate bogus claims by making use of the OP records with the Veterinary Inspectors and the
insurance papers at the various insurance offices. This ensured that the process was a fair one.

Restoration of Livelihood
The disruption of livelihood has been massive during the tsunami. The annual fish production
of Cuddalore is about 25,225 tons. Around 15,000 tons are exported. Therefore, it is nobody's
guess as to the extent of devastation caused by the tsunami. The fishing industry supports a
number of other trades and allied activities. There are boat cleaners, carpenters, boat mechanics,
salvage workers, fish vendors, ice manufacturers, dry fish vendors, transport workers and so
many others. The big question is as to whether the relief will actually reach each and every one
of these affected categories. The only long-term solution is to get the boats back to the sea to
ensure that the cycle gets going.
} Within the first few days of the disaster we tried tying up various villages with the
donors interested in long-term rehabilitation. This was to ensure that the boats and
nets would be ordered well in advance. We also worked out the cost of nets and
boats and the types of nets required with the help of the fishermen. Meanwhile, efforts
were to be concentrated on the repair of boats. To this end the engineers from the
army, navy and the industry were mobilised. These efforts were however, not so
smooth.
The fishermen doubted our intentions and misconstrued that the repairs that were to be carried
out would render them ineligible for the relief. We had to really work hard on that front through
repeated meetings with the community and give assurances.
} The enumeration process of the fisheries department was even more cumbersome as
many of the boats were unregistered. The number of boats/catamarans reported to
be missing was phenomenal in certain villages. The fishermen who were given
compensation for their engines and boats were photographed with their boats so as
to send the message that everything was being recorded and thus double entries
would warrant punishments.
} There was yet another aspect for which we were not initially prepared for . The bigger
villages had by virtue of its size and population suffered much more damage than
the smaller ones. They were also the ones who controlled the fishing operations in
the sea by the virtue of their numerical strength. The smaller villages were mostly
taken care off by the small NGOs who had greater flexibility of operations. This meant
that they delivered faster than the bigger more famous counterparts. Secondly, the
smaller villages were easy to please than the bigger villages that bargained hard.
Therefore, in some of the villages the fishermen could not venture out into the sea
regularly fearing the wrath of the bigger villages.
} Boat salvage works had started within the first few days of the disaster and huge
cranes were mobilised for the process.
} We also had to make repeated forays into the sea to motivate the fishermen.
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 } Fish melas and seafood festivals also had to be organised to quell rumours and also
to ensure that the fishermen went to the sea regularly.
} Toolkits were also given to the carpenters, masons, boat mechanics etc through the
voluntary sector.

BOAT SALVAGE
WORKS

DREDGING OPERATIONS
43

} Yet again, individual assistance in terms of sewing machines, grocery shops etc were
also given so that the family could start afresh.
} Consumption loans were mobilised for the SHGs and a fresh impetus was given to
their training.

Children
How do we address the needs of the traumatised children for whom the beach is no longer a
play area??? How do we wipe away those scars??? This was a question which we repeatedly
raised as we started the counselling process. It was felt that play therapy would be the best
healer. Therefore on a pilot basis a children's park was put up in one of the villages. This made
a tremendous impact in the sense that within a period of one week we were able to set up 68
children's parks across the coastal villages. This was a step that endeared the administration to
the people and at the same time ushered the people into a state of normalcy.
Similarly, with the help of different universities like the Bangalore University, play therapy
sessions were held for the children in various schools and in the villages. A number of volunteers
were trained and awarded certificates to carry forward the programme.
The Government Home that was opened for the tsunami orphans also received special attention.
The children were provided with all the basic amenities and comforts through various donors.

For their tomorrow ...

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 Even today, every weekend a trip is organised for the children. The home was opened bearing
in mind the special needs of the tsunami affected including their psychosocial well being. It
was also important to prevent child trafficking and other such potential dangers.
The schools and colleges were also identified in the fastest possible manner and the students
were provided with books and bags. Immediate steps were also undertaken to reopen the schools
as early as possible.

The Voluntary Sector

The nature of the tsunami disaster was such that it evoked a wave of sympathy, which was
unprecedented. The mass media played a critical role in driving home the plight of the people.
Voluntary agencies of various sizes and hues started coming into Cuddalore. It was important
to engage them and direct them. It was also important to give them a range of choices by which
they could assist the District Administration. Another vital task was to be vigilant against the
misuse of the funds generated by an outburst of philanthropic generosity. It was important to
ensure that people did not make money out of the disaster. There were also a number of NGOs
and individuals that were to be tolerated for their nuisance value. The attention they commanded
in the media often outshone the efforts of the District Administration. However, it was also
important to see that our efforts were not undermined by negative feedback by the media.
} The most important thing to remember is that the coordination with NGOs is a full
time job. The Administration would do well to have a single point of coordination as
it eases communication and effort for all.
} Secondly, the NGOs are also bureaucratic. The bigger the NGO and taller its reputation
the more bureaucratic they are. So very often though they are the first to reach the
site of a disaster their rigid set up makes their progress slow and tardy.
} Thirdly, one needs to be wary of agencies wanting to spread it thin. The rehabilitation
package should have inbuilt safeguards which ensures that the process is not
communal or political.
} Fourthly, most of the NGOs need someone to hear him or her out. This essentially
means a trip down the memory lane from Lattur, to Orissa and from there to Bhuj.
} Fifthly, the voluntary agencies need to be given centre stage in whatever they do.
Very often what they do depends on the choices you give and the way you present
your case. Thus it is important to be specific. For eg it is better to say that "we need
75 sets of the following tools for 75 carpenters. The price of each tool is listed and
the total cost of a set works out to RS 5,000". This is a much better approach than
saying we need tools for our boat carpenters. (See annexure for an indicative list)
} Sixthly, never let any help that comes to your district go away. Every penny is
important and can be used to do a lot of things. Talk to the NGOs, give them choices
and also call them up and remind them that you are waiting to hear from them. I
have realised that it is often the call from your side, which brings the people to the
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 actual action process. The very fact that we call makes them feel that their effort is
important for our cause. A small gesture can reap dividends for the district.
} It is also important to broker peace between various agencies working in a village. It
was a tough task to do as it was a common sight to see NGOs vying with each other
to earn the support
} Last but not the least the follow up has to continue till the end of the delivery stage.
NGO coordination meetings can be of tremendous help here as it serves to build a
friendly pressure on the NGOs forcing them to deliver.

Shelter
Temporary shelters had to be put up on a war footing, as it was inevitable that the relief centres
were shut down at the earliest. It was also necessitated by the fact that normalcy would be
restored only if people went back to the villages. A large number of temporary shelters were
put up with the help of the voluntary sector and by the Rural Development Department. Based
on the feedback from the field the design of these shelters was constantly improved. A lot of
thrust was placed on the flooring and on controlling the heat. It was also ensured that the
sanitation needs of the rehabilitated were met through voluntary agencies and by engaging
women masons.

Temporary Shelters and Toilets

Another aspect, which required a lot of effort, was to keep the NGOs, engaged till the
Government announced its policy on the resettlement of the tsunami affected. The policy is still
awaited as I write this paper. During the discussions on what should be the deciding variable it
was invariably conveyed that the willing ness of the people was paramount in any policy. The
issue was of finding lands near to the coast and at the same time, which was located away from
the high tide line. We have also been persistently pressurising the NGOs to convert all the
kutcha houses in the affected villages into pucca earth quake resistant structures. This is
important, as there is likelihood that these may not survive a cyclone though it has weathered
the tsunami. It was all the more important to leave the tragedy behind and to seize the help
pouring in to set a lot of things right.

Tsunami : An Analysis
Though I have mentioned the floods in October 2004 in Cuddalore only in passing, I would like
to reflect on the flood and the tsunami in greater detail for a critical analysis of the whole
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 process. Cuddalore, came in for a lot of praise from all quarters for the way the relief was
handled. As one looks back a few questions are bound to rise. Was there a scope for
improvement? Can we do without certain systems that we are so used to? Has the Government
response been quick enough?

Scope for Improvement?

Whenever we stress on disaster management much of the emphasis is placed on training and
developing of plans. In a disaster of such tremendous magnitude the plans seldom work, as
most of the response is spontaneous. However, plans work well during seasonal disasters.
Even before the on set of rainy season, the District Administration had given clear instructions
to the field officials on the course of action. In no time the assistance could be mobilised as we
saw it coming. Following the tsunami disaster however, such a system could be put in place
only after a few days. One of the primary reasons is because the District Contingency plan is
specifically fine-tuned to tackle floods and cyclones. Tsunami does not find mention in the
pages of the plan and therefore there was a near total lack of preparedness on the part of the
administration and the general public.
The districts are generally under-equipped to handle such disasters as communication channels
invariably gets shut down during the time of crisis. The communication networks can facilitate
and improve relief and rehabilitation efforts.
Certain aspects like desilting of the channels and backwaters often find no mention in the disaster
mitigation plans. This step can bring down the losses during floods etc. Desilting carried out in
some of the channels as a part of the food for work programme ensured that the damages
caused by floods were limited in certain areas.
There is a tendency on the part of the government to assist the crisis-ridden district by sending
in a number of officials to help the District Administration. The level of officers sent for the
purpose should always be borne in mind. The need of the hour is often to have more field level
officials who can carry forward the commands of the leader- the District Collector. Multiplicity
of commands can lead to duplication of work and also considerable hardships to the subordinate
officials. This is because well meaning decisions of individuals can work at cross-purposes.
This can lead to considerable confusion and disenchantment among the junior ranks.
The assigning of work to an NGO is best done by one centre. This centre should be the closest
to the field of action. There were a number of instances where same villages were assigned by
different centres causing considerable confusion. It is a task, which is best undertaken by the
people who are at the scene of action. Similarly, one also needs to be wary of the organisations
or individuals who boast of 'high connections', quite often there is a lot of "sound and fury
signifying nothing". They take a lot of time and very often remain committed to the cause.
Collection of data and its compilation is no doubt important. But it can cause considerable
hardship to the field staff and can lead to under reporting or over reporting. This is because
with the limited resources available to them they are forced to look into the normal duties,
crisis management and enumeration. A well thought about database will be useful in times like
this. This includes updating of basic records like ration cards at regular intervals.
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Readings and Case Studies on Disaster Management (Volume : I)
Monitoring and review of officials is of importance. However, it is equally important not to
delay the field officials in meetings that are not focussed. It is also important to ensure that after
the initial crisis phase the subordinate officials get adequate rest.
It was also found that the Public realised that the Government is doing a lot only after a few
days. This was because the NGOs kept stealing the show. It was a costly mistake and a lot had
to be done to undo this. We later put up banners in various places indicating the Government
efforts. Media too played its role in creating this false notion by selectively asking the NGOs
whether it was they who gave the food to the village etc. For instance in a particular village an
actor was supposed to be doing a lot of work. The actual amount spent by the actor was about
Rs 2 lakhs while the government had spent Rs 8 crores! The publicity stunts of various donors
also need to be understood. There were times when one puts up with certain people for their
nuisance value.
There are a few things, which is best done when left to the voluntary sector. For example we
had through a discussion with the community leaders formed a list of items that were needed
by a family. This list was sent to the State Government. A number of packages were, announced
by the government. Based on a similar list the NGOs too delivered. There was considerable
duplication of efforts that in some places people started selling their kerosene stoves in the
open market.
During relief operations provision of cash as part of relief does not always ensure that the
money actually reaches the household. On the day the relief packages were given, the collection
at a TASMAC shop (IMFL Shop) went up to Rs 30,000 plus from a modest Rs 4000/-. We had a
proposal to use the Rs 1000 component of the above package, which was meant for household
utensils. I had personally spoken to some vessel dealers together with the community leaders
and we had got the lowest possible quotation of prices. We decided that coupons for the amount
would be distributed and the households could select their own vessels. Everyone welcomed
it. However, the urgency of distributing the package and the fear that it could raise doubts on
the accountability aspect made us develop cold feet. It was also thought that the voluntary
sector had been providing vessels in a few areas. The Rs 1000 was never used for buying vessels.
Well meaning projects may at times be not feasible.
The liberal enumeration of beneficiaries was essential, as some of them had lost it all. However,
it had wrought in problems in its wake. Every other village started claiming the relief. This
caused considerable problems as we had a tough time handling petitioners. Within a month
the number of petitions in the Cuddalore Taluk Office alone was a staggering 18,000 plus!
It is also a lesson well learned to ensure that we need to appreciate the subordinate staff, as they
are the ones who never get a share of the glory, nor the satisfaction. To work in the crisis mode
for more than two months at a stretch is a commendable task. It is also important not to shout
at one's junior officials. They need to be cajoled than shouted at as unlike in normal times they
are also digging into the last ounce of energy to sustain themselves.
Another issue to be handled is the endless stream of 'disaster tourists' especially during disaster
like this one that was sudden and dramatic. This can cause considerable disruption of work.
Once we started updating the website on a regular basis a lot of such disruptions could be
curbed.
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Readings and Case Studies on Disaster Management (Volume : I)
 There is also a danger in giving acknowledgement to the donors. Many of them needed a letter
from us to carry forward their work to raise money. This was like a twin edged sword as it was
also like giving a blank cheque to some of them without any productive results.
Some of our well meant rules could at times work at cross-purposes. There was a time when we
took more than a month to get customs exemption for a consignment of tents. This too after
relentless pursuit! During emergencies we should be able to streamline this process, if the
consignment is to be used directly by the district.
During the floods and the tsunami the central teams were sent to assess the damages. The
central team that came to assess the floods came to cuddalore in December - 2 months after the
floods. It was a tough task for us to show the damages to the team as many of the farmers had
already resumed cultivation. Timing is important in damage assessment.
Similarly, it is quite a task to take care of a delegation with diverse interests varying from
environment to resettlement and agriculture. I had the tough task of taking a team of 14 top-
notch officials from various international agencies that wanted to know the specifics of 10
different areas. This essentially meant that in various villages that we visited there could be so
many areas that need to be looked at. I wonder how much assessment is possible in the din. Not
only that the repeated visits also signals the villagers to be ready in anticipation of more
assistance. More often than not they are also inadvertently forced to relive the trauma.

Can training mitigate the effect of a disaster?

It is repeatedly emphasised that disaster preparedness is the best course of action to mitigate
the effects of a disaster. How do we prepare for such an exigency? A lot of thought has gone
into disaster management plans and command systems. They do help in the management of
the situation before and after the actual incident.
However, there are a large number of issues involved in this process. First and foremost, unless
and until a disaster strikes it is very difficult to convince the people as to how important disaster
management is. One need not go far to have a look at this. How many of us take the mock fire
drills seriously when it is conducted in the offices? We do not feel the pinch, as a fire outbreak
seems remote to most of us. Similarly, public memory being short, the scars of a disaster is
easily forgotten by the people. It is in this context that I would like to delve in greater detail into
the Samiyarpettai experience.
The beautiful coastal village of Samiyarpettai was a bright spot even in the midst of the disastrous
tsunami. The villagers were not adverse to change and in perfect coordination with the District
Administration had organised themselves into various teams and mapped themselves according
to the Disaster Mitigation and Reduction Plan. They had conducted a mock drill on the 30th of
October 2004. The day was chosen to coincide with the 29th, the day the super cyclone hit the
Orissa coast. A brain child of the sub-collector of Chidambaram (Mr. Ratnu, IAS), the programme
got off to a flying start as the villagers were eager to reciprocate their feelings to the Sub Collector
as he had been instrumental in the truce between two strong fishermen villages a few months
earlier. This assured us a receptive audience. With the active co-ordination of the fire service
and the health department, training was imparted to them over a week's time and without
seriously interrupting their day-to-day activities. Through a few co-ordination meetings held
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Readings and Case Studies on Disaster Management (Volume : I)
in the presence of the village elders, we were also able to improve our action plan by involving
more women in the process. The women sang songs to the effect that floods and cyclones would
never wreak havoc in their lives again...

Rescue Operations

RESCUE Operations- First Aid to the victims

Did the training make an impact in the wake of the unpredicted tsunami???
The villagers were the best judges in this regard. In this big village 24 precious lives were lost.
In the neighbouring village of Pudukuppam (a smaller village) the final death toll was 118!
Training did make a difference.

Other Important Aspects

The year 2004 had been a particularly harsh one for the District in terms of the number of
natural disasters it had to tackle. First, the drought, then the floods and finally the ravaging
tsunami have all thrown up other issues that could also go a long way in mitigating the effects
of these disasters. Some of these can be illustrated to drive home the point.

Parangipettai
The Parangipettai (Porto Novo) area, was one of the worst
affected parts of the District in the recent tsunami. It also
shot to fame as a striking example of communal harmony
and humanitarian values in the midst of a humungous
tragedy. The Muslim Jamaat had opened its doors for the
thousands of Hindu refugees. They were offered shelter and
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Readings and Case Studies on Disaster Management (Volume : I)
 the best of food. How did this bright spot come about? In a day?
The answer to this is a big NO. The Parangipettai area is known for its deeply fragmented
social fabric. Differences of class and religion abound here. The muslims of the area are seen as
wealthy and many of them have relatives working in foreign countries.
About a year back the Sub-Collector had started a culture of joint Eid celebrations in the village.
This had brought down a lot of barriers and facilitated the helping hand that the Jamaat had
stretched out. Clearly, it is an indicator that disaster management also involves innovative
solutions to day- to - day administrative issues like law and order.

Track Record
Both during the floods and the tsunami Cuddalore got widespread acclaim for being one of the
better-administered districts. This was a unanimous opinion and even the international media
expressed their appreciation. How was it possible to maintain such a semblance of order when
confusion and chaos reigned supreme in other areas?
The answer is simple- track record.
We could not have found a better time than this one to bank on the support of the people. The
hard work and visible changes, which were brought about in the sleepy town of Cuddalore,
rallied them behind the Collector. Small lapses like delay in getting food in the centres were
forgiven as people had tremendous faith in the District Administration. Even in the wake of
probing questions intended at sensationalizing the disaster the people rallied behind the
administration. The District Administration under the Collector was seen as responding to the
crisis in the quickest possible manner. During the recent floods the Collector had personally
supervised the relief operations in the affected divisions. They knew that we would deliver as
we had done before! This is perhaps the most wonderful lubricant one can hope to oil the
wheels of relief operations.
The District was blessed with an excellent team. A strong team also meant that delegation of
duty was not a problem. In such a scenario it was not a tough task to be seen doing things. More
often than not, the problems arise when you are not seen to be doing the things you have been
doing.
Last but not the least, the floods in October/ November had in some way inadvertently prepared
us for the bigger disaster.

Conclusion
Disasters both natural and manmade expose the most vulnerable sections of the society to
grave danger. It is believed that the disasters are related to the poverty levels of a society. It is
often the poor who bear the brunt of natural disasters. One just needs to take a look at the
colonies for the scheduled castes in the District. Invariably located in low lying areas the thatched
structures of the most vulnerable are the first to get inundated by floods. During the tsunami
too the maximum lives lost were of women and children. Yet again, the houses that bore the
brunt were the ones that were of the poorest Though the damages caused by the floods is not of
the magnitude of a tsunami it is a more recurrent damage and costs much more than a tsunami
that hits once in a hundred years! It also throws up an interesting question as to whether human
philanthropy is only limited to dramatic happenings like the tsunami. This is also true of the
undramatic drought.
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Readings and Case Studies on Disaster Management (Volume : I)
Disaster management is also about a sound administration, which is already in place to tackle
such exigencies. A strong system invariably gives a positive response and enjoys the support of
the people. This is reflected in the thinking of the administration.
Very often, it is not possible to envisage a policy of resettlement, which is long lasting as in this
particular case where, the livelihood is inextricably linked to the sea. So what is important is to
ensure the mitigation of the effects of a disaster. The safety of the buildings in the area have to
be mooted rather than looking out for a policy of total resettlement which, may not be monitored
in the long run.
The response of the state Government is particularly important for the simple reason that a
strong backing from the Government is essential to work in extraordinary circumstances. The
Government stood by every decision taken on ground and sanctioned every request made in
this regard. There was no constraint of money or sanction and this made the process a lot
easier.
Last but not the least, the importance of mangroves in saving the lives of hundreds of people
cannot be undermined. In the Pichavaram area of Cuddalore this was the only factor, which
saved the region. At least in the case of some of the disasters like cyclones and tsunami nature
holds the key to mitigation.
Ultimately what we need in addition to warning systems and communication equipments are
people who can manage the situation against all odds. This together with training and
preparedness can go a long way in making this world a better and safer place to live.
This report is still an incomplete one as the process of permanent rehabilitation is yet to start.
We have a number of assurances and commitments and some of them stretch to the non-tsunami
areas in the District. What happens in the next one-year or so will determine the success of our
Disaster Management operations. Only then can we hope to build on this successful initial
phase of operations.

*****

ANNEXURES

I Route Map - Tsunami Affected Areas in Cuddalore District

II Affected Families and Death Details as on 07.01.2005
III Tsunami Affected Victims - Relief and Rehabilitation in Cuddalore District
IV Requirement of Medicines - Deputy Director of Health Services, Cuddalore
V Tool Kits for Carpenters Affected by the Tsunami
VI Details of Materials Required by Building Labours Welfare Munedra Sangam, Cuddalore O.T.
VII Children’s Parks in Tsunami Affected Villages as on 12.2.05
VIII Rehabilitation Agencies and Activities under Taken as on 1.03.2005
IX Tsunami Relief Contribution Report
X Assistance for Individual Cases and Community Assets in the
Tsunami Affected Villages of Cuddalore as on 24.02.05
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 ANNEXURE-I

ROUTE MAP
TSUNAMI AFFECTED AREAS IN CUDDALORE DISTRICT

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 23
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 ANNEXURE-III

TSUNAMI AFFECTED VICTIMS

- Relief and Rehabilitation in Cuddalore District

Following the Tsunami disaster that struck the Cuddalore coast on the 26th of December 2004,
51 villages were badly affected, killing 615 people and affecting 99,704 people. Fishermen bore
the brunt of the disaster and their boats were destroyed or badly damaged. Therefore it is
imperative to help them reconstruct their shattered lives by providing them with boats and
fishing accessories. As requested by your agency I am forwarding the details about the various
fishing boats/catamarans and the rough cost of the same along with other essential details.

Damage to boats and accessories in Cuddalore

Kattamarans without OBM 2632
Kattamarans fitted with OBM 216
Vallams 168
Mechanised wooden boats 300
Mechanised FRP boats 842
Trawl nets 900
Gill Nets 57,000

Estimated Cost per unit

A. Catamaran <23’ Size Rs 15,000/-
(without nets and engine-wooden)
B. Catamaran >23” Size -Do- Rs 25,000/-
C. Fibre reinforced plastic (FRP) Catamaran Rs 70,000/-
Out Board Motor (OBM) Rs 40,000/- For 3 active
Fishing Nets Rs. 40,000/- fishermen

Total cost for the unit Rs 1,50,000/-

D. FRP in board engine mechanized fishing boat
a.hull cost Rs 1,25,000/-
b. Inboard Engine with gear box Rs 80,000/- For 10
c. Fishing Nets Rs 70,000/- families

Total Unit Cost --------------------------------- Rs 2,75,000/-

There are 15,000 active fishermen in the coastal areas of Cuddalore and it would be of immense
help if you could assist the fishermen by providing them with boats/funds for the same.
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 ANNEXURE-IV
REQUIREMENT OF MEDICINES
Deputy Director of Health Services, Cuddalore
Sl.no. Name of the Medicine Quantity Required
1 Tab Paracetamol 150000
2 Tab Co-Trimaxazole 75000
3 Tab Metronidazole 75000
4 Tab B Complex 150000
5 Gentamycine Eye & Ear Drops 7200 vials
6 Cap Doxycycline 50000
7 Tab Erythromycine 50000
8 Tab Pencilin V 50000
9 Tab Dexamethasone 35000
10 Tab Deriphylline 35000
11 Tab Salbutamol 100000
12 Tab Brufen 70X500 ml
13 Tab Ascorbic Acid 50000
14 Tab Ranitidine 50000
15 Tab Chlropheneramine Malaetae 100000
16 Surgical Spirit 100X450 ml
17 Tab Ciprothaxine 50000
18 Cap Indomethacin 50000
19 Tab. Multi Vitamin 100000
20 Povidone Iodine solution 100 X 450 ml
21 Tab Contrimaxazole (Paed) 50000
22 Phenyl
23 Tetanus Toxoid 5ml 1000 X 5ml
24 Silver Sulphadizine Cream 1000 X 100 gm
25 Povidone Iodine ointment 1000 X 100 gm
26 Tab Aluminium Hydroxide 50000
27 Absorbent Cotton 100 X 500gm
28 Gauze Cloth (20 mtr) 500 X 20 mtr
29 Disposable Syringe 2 ml 5000
30 Disposable Syringe 5 ml 5000
31 Surgical Gloves (7 inches) 1000
32 Surgical Gloves (6.5 inches) 1000
33 Inj. Dexamethasone 2 ml 5000
34 O.R.S. Powder
35 Adhesive Plaster 100 roll
36 Tab Dicyclomine 25000
37 Tab Domipridone 25000
38 IG Paint 200 bottles
39 Face Mask 2000
40 Amoxycilin 50,000
41 Inj. Pheneramine 2 ml 10,000
42 Diclofenac (gel) 1000
43 I.V. Set 1000
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 ANNEXURE-V

TOOL KITS FOR CARPENTERS AFFECTED BY THE TSUNAMI

Sl. No. Items Quantity Indicative price

1 4 “ Chisel 1 50.00/-
2 3 “ Chisel 1 40.00/-
3 2 “ Chisel 1 30.00/-
4 11/2 “ Chisel 1 25.00/-
5 Hammer 1 78.00/-
6 2 ‘ hand saw 1 75.00/-
7 Kitty 4 ‘ 1 550.00/-
8 C Clamp 6”/12” 1 500.00/-
9 T Square 1 120.00/-
10 Files Set (Aram) 1 set 250.00/-
11 Spirit level/ Mercury bar 1 50.00/-
12 Axe 1 50.00/-
13 Nail Puller 1 150.00/-
14 Cutting Plate 1 set 150.00/-
Total Rs. 2118/-
Drill Machine 1 3500.00/-
Total 5618.00/-

Needed : 130 more

(130 sets@Rs 2118/- and 13 drilling machines)

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 ANNEXURE-VI
DETAILS OF MATERIALS REQUIRED BY BUILDING LABOURS
WELFARE MUNEDRA SANGAM, CUDDALORE O.T.

Sl.no Name of the Size & Quantity of Rate(in Rs.)

materials the materials
1 Trowel Big Size - 1 No. Rs.200/-
Small size -2 Nos
2 Bond Big size - 1 No. Rs.350/-
Small size - 1 No.
3 Spade 2 Nos. Rs.100/-
4 Crow Bar 6 ft.- 1No. Rs 300/-
4 ft.- 1 No.
5 Pendulam 1 No. Rs. 75/-
6 Levelling Bar 6 ft.- 1No. Rs. 250/-
4 ft.- 1 No.
2 ft.- 1 No.
7 Measuring 50 ft.- 1No. Rs.200/-
Tape
8 Thread 1 No. Rs. 50/-
9 Hammer 1Bound- 1No. Rs. 100/-
Iron Cutter 1ft.-1No.
10 Thimmusu 1No. Rs.150/-
11 Finishing 1No. Rs.120/-
Bar
12 Centering Sheet 500sq.ft Rs.3000/-
13 Casusuarina Post 50 Nos. (1/2 tonne) Rs.1000/-
TOTAL Rs.5895/-

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 ANNEXURE-VII

CHILDREN’S PARKS IN TSUNAMI AFFECTED VILLAGES

as on 12.2.05

Sl.No Village/Habitation Name of the Sponsor Stage

1. Gunduppalavadi Ankidyne Completed
2. Kandakadu World Vision Completed
3. Thazhankuda Department Completed
4. Rasapettai World Vision Completed
5. Nanamedu World Vision Completed
6. Suba Uppalavadi CROSS Completed
7. Pachayankuppam Relief Foundation Completed
8. Sothikuppam World Vision Completed
9. Nallavadu Relief Foundation Completed
10. Uchimedu TRC (Vridhachalam) Completed
11. Sonaganchavady TRC (Vridhachalam) Completed
12. Thammanampettai UELC Completed
13. Chithiraipettai World Vision Completed
14. Nanjalingampettai ISHA Completed
15. Periyakuppam World Vision Completed
16. Kayalpattu TRC Completed
17. Ayyampettai UELC Completed
18. Petodai ISHA Completed
19. Reddiyarpettai TDHCT Completed
20. Pudupettai Department Completed
21. Chinnor North Oxfam Completed
22. Chinoor South Lalji Hirani Completed
23. Pudukuppam Lalji Hirani Completed
24. Kumarapettai Lalji Hirani Completed
25. Samiyarpettai ALC Completed
26. T.S. Pettai & AD Colony ROAD/SPF Completed
27. Velangirayanpettai Oxfam Completed
28. Keezhirukazhipalai ROAD/SPF Completed
29. Devanampattinam Project Hope Completed
30. Sonankuppam Aurocity Completed
31. Singarathoppu World Vision Completed
32. Akkaraigori World Vision Completed
33. Malumiyarpettai Claretians & Family Completed
34. Panankattu Colony SASY Completed
35. Salangai Nagar REACH OUT Completed
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36. ThaikkalThonithurai Relief Foundation Completed
37. MudasalOdai CREED Completed
38. Mulukkuthurai Archana & Friends Completed
39. MGR Thittu Relief Foundation Completed
40. Killai Meenavar Colony REACH OUT Completed
41. Pichavaram Archana & Friends Completed
42. MGR Nagar Irular Colony World Vision Completed
43. Chinnavaikkal Lalji Hirani Completed
44. Kalaingnar Nagar SPF/ROAD Completed
45. Mudasalodai SOS Village Completed
46. Killai South CREED Completed
47. Parangipettai Lalji Hirani Completed
48. Naickerpettai ISHA Completed
49. Pudukuppami - Indira Nagar BLESS Completed
50. Annappanpettai St. Joseph’s Tiruppapuliyur Completed
51. Pudukkam Indira Nagar World Vision Completed
52. Sangolikuppam Claretians & Family Completed
53. Madavapallam Sumanahalli Completed
54. Annankovil Sumanahalli Completed
55. Orphanage-Pudupalayam TANFAC Completed
56. Thiyagavalli Rotary Club of Brimingham (Ordered)
57. Andarmullipallam Rotary Club of Brimingham (Ordered)
58. Nallur Rotary Club of Brimingham (Ordered)
59. Mangalore Rotary Club of Brimingham (Ordered)
60. Chidambaram Rotary Club of Brimingham (Ordered)
61. Samiyarpettai ROAD/SPF Completed
62. Devanampattinam CASA (Ordered)
63. Sonankuppam CASA Completed
64. Kannikoil CASA Completed
65. Mudasal odai CASA Completed
66. Muzhuthurai CASA Completed
67. Pillumedu CASA Completed
68. Nochikadu SUCHI In Progress
69. Andarmullipallam SUCHI In Progress
70. Nochikadu (Nandan Nagar) SUCHI In Progress
71. Pallipattu Rotary Club of Brimingham In Progress
72. Govt. Orphanage Do In Progress
73. Govt. Blind School Do Do
74. Govt. Deaf and Dumb School Do Do
75. Tirunaraiyur Rotary Do
76. Kammapuram Rotary Do
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30
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 31
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 GAGANDEEP SINGH BEDI, I.A.S., Fax : 230555
District Collector, Off. : 230999
Cuddalore District Res. : 230666
: 230777

Date :

To

After the initial shock and the painstaking process of immediate rescue and relief we

are in the process of rebuilding the lives of lakhs of hapless victims of the Tsunami waves.

Your kind and timely gesture of contributing ...........................................................................

to this process is greatly appreciated by the Government of Tamil Nadu.

COLLECTOR,
CUDDALORE DISTRICT

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 ANNEXURE-X
ASSISTANCE FOR INDIVIDUAL CASES AND
COMMUNITY ASSETS IN THE TSUNAMI
AFFECTED VILLAGE OF CUDDALORE as on 24.02.05

Sl. No. Name of the agency Type of activity Village Remarks

01 Cavin Care, N. IIango, ð 40 Anganwadi Villages decided. Committed and

Sr. Manager, No.25, Perumal Buildings Orders issued Proposal have
Raja Garden, Reddiyarpalayam, been submited
Pondicherry, with the building
Ph. (04143-2290519) Plan ready to
(9443147439) start Work ASAP
02 Save the children, ð Reconstruction of 12 Cuddalore & Proposal
Elizabeth Berryman, Damaged centres. Chidambaram submitted
Emergency Health Officer, ð Provision of structures Taluk (26 villa Rs. 2,38,88,000-
South Zone Office, Ist to replace 15 centres in ges) Work to start
floor D.N. 6-3 private Building soon
852/2/B/6/1 Aparajitha ð Support to ICDS
Housing Colony, Hyderabad- programme in further
500 016, Ph, 040-55632384, 10 indirectly affected
Fax-040-23411628 village
ð Outdoor play materials
for an additional 10
villlages
03 PMSSS, ð Community Toilets Sothikuppam Work
Pondicherry ð Toilet in school completed.
Fr. Raktchagan, ð Tuition and Tools given
(St. Josephs) community classes Classes held
(9345452059) ð Tool kits for 250 regulary
masons
04 Hum Awaaz, ð Community Hall, Mudasal Odai Committed
Dr. Ved Thapar, Library and
(02026336562) Community Toilets
(09820090079)
05 Action Aid ð Play Materials to 20 Committed.
Mr. Ajay Kuruvila Jacob, Schools Play materials
(04426191620) ð 20 Fish Drying Yards delivered.
(26191621)
06 Tsunami Relief Committee, ð Educational Needs Sewing
Vridhachalam. ð Multipurpose Machine given
M. Agarchand Chordia Community Halls-5 to a tsunami
(04143-230751, 230451) widow
Ln. Rev. Fr. Y. Olivier, MEP.
(04143260703)
(944.264277)
07 Social Awareness Society for ð EdCommunity Assets Delivered
Youth (SASY), in Dalit Colony/Streets
(04147251251) in affected villages
Mr. Sekar, ð Uniforms and Special
(09894385061) Coaching to Dalit
Mr. Ramesh Nathan, School Children
(09842325490)
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 08 Bank of Punjab ð Play Materials for 19 Committed
schools
09 ISRO, Bangalore ð Rolling stock for 6 Done
ladies@ 5,000 per unit
ð Medical instruments
for a nursing student
ð Electrical equipments
for an electrician-
Rs. 7500
10 CAF- India Through Bless ð Silver Beach up Committed
and Life Help gradation
ð Computer for AD
(Fisheries)
ð Schools for renovation
11 Rotary Club Cuddalore ð Sponsorship of 3 Devanampattinam Committed
through a gentleman from bicycles and studies of distribution on
Brimingham three girls wednesday
ð Sports shoes (Spikes)
for the 10 girls in OT
girls school.

12 Claretians, The family, ð Tools for carpenters-58 Thazhanguda, Done

42, Bhagavandhar Nagar, (Rs. 5000) Ginjankuppam,
Pudukuppam, Cuddalore. ð 2 parks Malumiyarpettai
Ph. 09443092647 ð Tools for all winch
operators (No.8)
28000 each
ð Tools for all caulking
workmen (Rs. 5000)
ð 5 bore wells in
kandakadu
ð Text Books for College
Students
ð Sponsorship for 2
families from the
Andamans
13 Life Help for Handicapped, ð Payement of Done
Blaze Kannan, Hon' Sec., Educational Cess for
3/441, East Coast Road, the Benetton
Neelangarai, Chennai-41 Consignment.
Ph. 9840075756 ð Tools for carpenters
(100) and for boat
mechanics (40)
Rs. 8000
One boat (4.5 lakh) for
Chidambaram
ð Desalination Plant
ð Counseling Centre
14 Lutheran World Service ð Compound Wall Gunduuppalavad Committed
ð Toilets I Ambedkar
Nagar, School.
15 Round Table ð Reconstruction & Committed
Repair of 40 Survey started
Elementary Schools.
34
Readings and Case Studies on Disaster Management (Volume : I)
16 Eureka Forbes & Zenon ð Water purifiers in 5 Done
9444073991 villages
Sankar. S.K. ð Water purifier in the
GDP Venue
17 World Vision ð Structure to store the Erected in all
water purifiers places
18 UNDP, GEF and CREED ð Strengthening Pichavaram and
mangroves Killai
ð Livelihood
enhancement
19 INDP ð 196 Cycles for the Devanampattinam Delivered
ADW, BC hostels in Semmandalam
ð Out of which 50 for
girls.
20 Association Santha ð College text books and ð Devanampatti Delivered
stationery for all the nam
196 students of BC ð Chellankuppam
and ADW hostels &
dictionaries
ð Tools kits for 130
21 Ntrust Infotech ð Toolkits for 75 Karankadu Delivered
carpenters
ð 2 sewing machines
ð Tool kit for mechanic
ð More sewing machines
and cycles promised.
ð Text Books for 2
college students
22 Discipleship centre ð School books and Delivered
stationery for 4 Committed to
students. deliver
ð 8 sewing machines 50 sewing
ð 2 bicycles machines
218 ice boxes
550 crates
218 bicycles
23 Sumanahalli ð OT Girls School- Delivered
stationery and books
ð Medical assistance
ð Alternate livelihood
ð Counseling and
playtherapy for
1200 children
24 TAGROS ð 8 bicycles Delivered
through
another
SIPCOT
industry
25 TDHCT ð Paid examination fees Delivered
of Mr. Gopu
26 Devi Shivani Helping Hands ð Provision for 250 Delivered
BC Society, Canada families
35
Readings and Case Studies on Disaster Management (Volume : I)
 27 Mr. Vijay Puniyani ð 2 sets of cooking Done
vessels for the
ADW/BC Hostels
ð 24*2 sets of vessels for
curd sellers
ð Grocery shop for one
individual

28 Sanjeevani ð Play school Thazhanguda Done

29 UELCI ð Provisions and other Manjakuppam Done

support for all the Thirupapuliyur
fish vendors (42+83)

30 E.I.D Parry ð High mast lights at Committed

Kumarapettai for more
ð 250 bicycles assistance
ð Cyclone shelter
ð Sports complex for
OT girls school
ð Toilets
ð Parangipettai Girls

31 Hewlett Packard ð Video conferencing Done

and other
communciation
equipment

32 Satyam Computers ð Comprehensive First phase of

grievance redressal discussion with
tracking system NIC and PGRC
officials done
on 21.2.05

33 IGSSS ð Office stationery and Committed

equipments
ð Photocopiers
ð Computers

34 Rotary club of Brimingham ð 10 Children's Parks Erection to

ð Flooring of Govt. start after
Orphanage March 5th.
ð Blind School

35 United Colours of Benetton ð 300 tents Done

ð 100 portable toilets
ð Water purifiers

36 CEDEC ð 5 sewing machines Delivered

ð 1 coal iron

37 ICCW ð Cuddalore OT Delivered

School Compound
wall and filling of
land.
38 Khalsa Aid ð Upgraded 30 Done
anganwadi
ð To take up 92
anganwadi
36
Readings and Case Studies on Disaster Management (Volume : I)
39 GIDF ð Periyar Arts College Committed
Compound Wall
ð Periyakuppam Boys
School-repairs

40 Mr. Aravind Sawla ð Table/Chair-ADW Done

Hostel
ð Dining Hall

41 Schunk Chemicals ð Physically Done

handicapped
(22.25 lakh)

37
Readings and Case Studies on Disaster Management (Volume : I)
38
Readings and Case Studies on Disaster Management (Volume : I)