Disaster Response Force (DRF) in GHMC, Hyderabad is the first of its kind city specific disaster rescue force in India. It tackles all kinds of disasters & emergencies (floods, structural collapse, tree falls, fire,etc) with a sense of emergency and holistic approach of preparedness measures, early warning systems & response through trained rescue forces to minimize negative impacts of disasters and restore normalcy.

The brave & selfless efforts of DRF equipped with precision machinery and rescue tools has been able to  build trust among citizens of Hyderabad about their safety by addressing 13000 plus grievances during emergencies & disasters.

DRF stood as a torch bearer system in handling urban disasters/emergencies and sought after by other city administrations in India to replicate. The beauty of the project lies in the fact that no additional expenditure incurred towards manpower resources, all the existing manpower in Urban Local Body(GHMC) is reorganized and deployed into DRF duly imparting professional training on par with NDRF personnel. 

Read the counterfactual analysis here.

Introducing the Taiwan-Reyhanli Centre for World Citizens and its Director, Dr. CHIU Chen-Yu (Cho)! 

Cho has been working for 8 years for the Centre built in Reyhanli/Hatay, Turkiye to serve the people of the war-affected region. Located in Reyhanli, a town on the Turkish-Syrian border, the Centre was established by Cho in 2016 to address the needs of the burgeoning Syrian refugee population. The Centre is notable for being the first humanitarian architecture project in the Levant region, receiving praise and awards for its innovative approach to fostering socio-cultural and economic integration between Syrian refugees and Turkish locals.

In the wake of the devastating 7.8 magnitude earthquake on February 6, 2023, the earthquake-resistant Centre played a critical role in humanitarian relief, providing shelter, food, electricity and essential services to nearly 2,000 people. It also coordinated with 22 international NGOs to aid the affected communities. As life in Reyhanli began to stabilize, the Centre led efforts to construct transitional shelters and implement long-term recovery plans, focusing on sustainable livelihoods and the inclusion of displaced and disadvantaged groups. Cho’s dedication and leadership have been instrumental in transforming the Centre into a place of hope and resilience for the region.

• Article: The Taiwan-Reyhanlı Centre for World Citizens and 2023 Türkiye-Syria Earthquake

Reyhanli, a town bordering Syria in the southeastern Turkish province of Hatay, experienced a significant population surge as Syrian asylum seekers fled the escalating conflicts in early 2011. The population grew from 120,000 to 270,000, putting immense pressure on local resources. In response, Dr. CHIU Chen-Yu (Cho) initiated the Taiwan-Reyhanli Centre for World Citizens in 2016, marking the first humanitarian architecture project in the Levant region since the Syrian civil war began. This initiative, led by built-environment professionals, has received international acclaim and multiple architectural awards.

Cho, alongside his students from Bilkent University in Ankara, designed and programmed the Centre to foster socio-cultural, economic, and political integration between Syrians and Turkish locals. Starting in 2016, the team conducted site investigations and research, with construction beginning in 2019. As the founding director and principal architect, Cho volunteered his expertise, collaborating closely with the Turkish government, NGOs, INGOs, and grassroots organizations to enhance the quality, equality, and sustainability of life for all residents.

During the design phase, evaluations of pre-construction risks pinpointed Reyhanli’s location within an earthquake-prone area. Consequently, the structure of the Centre was engineered to withstand earthquakes of Magnitude 7.0 and above, while incorporating post-disaster utilities. To minimise on-site expertise requirements, prefabricated building components were selected. Concrete blocks were obtained from the nearby fortified military border, while lightweight metal sheet roofing was chosen for its earthquake-resistant properties, facilitating easier installation within the limited budget.

On February 6, 2023, a 7.8-magnitude earthquake struck, causing Reyhanli to lose water, electricity, and food supplies for weeks, and leading to the shutdown of local governmental institutions. The Centre immediately transformed into a humanitarian relief hub, hosting nearly 2000 people for 45 days and providing essential services such as shelter, water, food, electricity, and healthcare to thousands of survivors. The Centre also coordinated with 22 INGOs to manage the humanitarian response in the town.

As life gradually returned to normal, with Reyhanli absorbing an additional 200,000 refugees, the Centre has been the first institution to build transitional shelters for displaced Syrian refugees and Turkish locals. Partnering with local organizations, the Centre implemented a 36-month recovery plan to support earthquake survivors, fostering long-term inclusion and integration of minorities and disadvantaged groups.

To mitigate potential disasters, the Centre undertook several actions across three stages:

• Pre-disaster Mitigation:

1. 1. • Conducting risk assessments and monitoring for earthquakes and terrorist attacks;
      • Implementing a construction plan to withstand earthquakes of magnitude 7.0 or higher;
      • Developing storage and delivery solutions for emergency supplies, including water, food, medical equipment, fuel, and medicine; and
      • Ensuring emergency preparedness by providing essential services such as climate-controlled shelters, power plants, and hygiene facilities.

• Post-disaster Emergency Responses:

1. 1. • Assessing emergency situations and mobilizing resources efficiently;
      • Distributing food and basic nutrition assistance, supporting local health facilities;
      • Enhancing the effectiveness of projects by recruiting and managing local staff;
      • Providing shelter for over 2000 people, prioritizing women, children, and the elderly;
      • Coordinating with international agencies and government officials to manage humanitarian efforts;
      • Standardizing information management to prevent disinformation; and
      • Using digital media to raise awareness and empower communities.

• Post-disaster Recovery:

1. • Establishing a monitoring framework to ensure post-stabilization and identify vulnerable populations;
   • Creating job opportunities and conducting workshops for displaced and disadvantaged groups;
   • Managing volunteer professionals to provide free education to affected children;
   • Implementing sustainable fundraising programs and media operations to enhance social awareness; and
   • Developing sustainability projects, including recycling systems and renewable energy installations.

The Centre has gained international recognition and numerous architectural awards for its innovative humanitarian relief and disaster prevention approaches. The Centre’s management and architectural innovation approaches have proven effective in aiding displaced and disadvantaged people affected by the Syrian refugee crisis and the 2023 Turkey-Syria earthquake. These innovations offer new market opportunities and inspire other actors to scale up humanitarian assistance efforts, reducing the negative impacts of potential disasters globally.

Overall, key lessons learned from the Centre’s success include transforming post-emergency relief into sustainable development, cooperative programming with affected communities, using appropriate technologies for disaster resilience, and fostering long-term socio-economic systems. The Centre’s efforts in sustainable financing, ethical international trade, and crowdfunding have ensured continuous support for disaster interventions and long-term recovery, demonstrating a holistic approach to humanitarian innovation.

Dr. Chen-Yu Chiu

Director of the Taiwan-Reyhanli Centre for World Citizens 

Read the counterfactual analysis here.

In 2019, the Regional Anticipatory Action Working Group (RAAWG) was founded by its secretariat members Food and Agriculture Organization (FAO), International Federation of Red Cross and Red Crescent Societies (IFRC) and United Nations World Food Programme (WFP) to strengthen inter-agency efforts towards regional Anticipatory Action for climate shocks in Southern Africa. Anticipatory Action is designed to reduce the humanitarian impacts of a forecast hazard and is implemented before the most acute impacts of an event are felt. When a pre-defined trigger threshold for drought impact is forecasted, the RAAWG works closely with local government and stakeholders to implement Anticipatory Actions such as early warning messages, cash transfers, the provision of drought-resistant seeds, agricultural training, and improving water sources. RAAWG partners closely with the Southern Africa Development Community (SADC) on this front. SADC formally endorsed anticipatory action programming through the adoption of the SADC Maputo Declaration on Bridging the Gap between Early Warning and Early Action in 2022.

The previous El Niño event in 2015–2016 caused the worst drought in 35 years for much of southern Africa. In 2015-2016, humanitarian relief was largely provided post-impact as part of a declaration of emergency once the scale of the disaster became clear. By contrast, RAAWG members activated Anticipatory Action in eSwatini, Lesotho, Madagascar, Malawi, Zambia, and Zimbabwe as early as July 2023 based on seasonal forecasts, months ahead of when peak impacts were forecast. Collectively, RAAWG reached more than two million people and unlocked close to USD31 million in anticipatory finance. Next to RAAWG’s secretariat members WFP, FAO, and IFRC, drought anticipatory actions were supported by UN OCHA, START Network, Save the Children International, Welthungerhilfe and World Vision International. RAAWG-supported activations ahead of the 2023-2024 forecast impacts represent the largest funding of anticipatory assistance in Southern Africa, and the largest number of parallel activations in a region to date.

Read the counterfactual analysis here.

The Improving Climate Data and Information Management Project for Jamaica (ICDIMP) was pivotal in enhancing the quality and application of climate-related data for effective planning and action at both local and national levels. The project’s main focus was to upgrade the hydro-meteorological data collection and processing infrastructure through the acquisition of new equipment, systems, and training for operators, thereby improving forecasts and the availability of reliable data for climate change modeling, risk analysis, and warning systems. Initially, Jamaica’s hydro-met system and the capacity to develop and deliver climate services were significantly challenged due to financial constraints, leading to inadequate maintenance and outdated equipment, such as the obsolete Doppler Weather Radar at Cooper’s Hill.

The technical advancements achieved by the project included a substantial expansion of the meteorological and hydrological observation network, enhancement of data transmission, and the preservation of historical rainfall records. The project enabled open access to weather data and installed 72 Automatic Weather Stations (AWSs), which account for over 65% of the national hydro-met network, marking the Caribbean’s first real-time weather reporting system. Additionally, soil moisture probes and tide gauges were installed, contributing to irrigation decision-making, sea level monitoring, and early warning systems for tsunamis and floods. The real-time data system has been instrumental in improving water resource management and disaster response, benefiting 1.2 million people, including training over 150 individuals in data management, with women making up 48% of the beneficiaries. The project’s implementation saw 95% of the equipment installed and operational, with the Meteorological Services of Jamaica’s targets surpassed by 134%.

Read the counterfactual analysis here.

The Professional Dialogue:

Strengthening Cross-Border Cooperation through Disaster Diplomacy

The current war activities between Israel and the Hamas underlines how crucial it is to find ways to save lives across conflict lines and support the civilian population. The “Professional Dialogue on emergency preparedness and lifesaving between Jordan, Israel and Palestine”, also known as the “Professional Dialogue”, is a unique disaster risk diplomacy scheme aimed at strengthening cross border disaster preparedness and response coordination in the Jordan, Israel, and Palestine (JIP) area with the end goal of saving and protecting lives. This intervention has significantly impacted the disaster-prone area and the conflict-affected communities in JIP, by utilizing the principles of disaster diplomacy to foster collaboration and address the unique challenges of the region.

Origins and Goal

The project was founded in 2013 by the Director of Prepared International (PPI) – a expert group founded by members of the humanitarian emergency management field to support communities – Dr. Albrecht Beck, while working for the United Nations Office for the Coordination of Humanitarian Affairs (UN OCHA). Dr. Beck started the negotiations in 2011, a time in which communication between the three emergency management systems was almost non-existent. These efforts translated into a series of bilateral training courses, kindly facilitated by Dr. Beck on behalf of UN OCHA, which initiated the disaster diplomacy project to better prepare the region and international assistance for a natural hazard event in the region, specifically, a large-scale earthquake event. As statistics demonstrate, there is a strong probability of an earthquake (M 6+) to occur along the Dead Sea Fault (DSF) Zone over the current decade, and the 2023 earthquake on the Türkiye – Syrian border is thought to have accelerated the likability of such an event to happen. Ultimately, the project aims to protect vulnerable communities in the JIP region, facilitate local cooperation, and enable international teams to assist affected populations and enable response in no-man’s land. Day to day cooperation in simple accidents, as well as coordination in mass-disaster events and during conflict, are all part of the dialogue’s focus.

Focus and Achievements

The project focuses on further strengthening collaboration among the three entities in disaster preparedness, supporting regional capacity building for earthquakes and floods, and supporting the response preparedness level of the humanitarian actors on the ground. Efforts towards this end culminated in March 2023, with the conduct of a large-scale field exercise in JIP, marking a milestone during the tenth anniversary of the dialogue. It was during this time that the three local entities cooperated with one another and the international community with utmost respect, and with the common understanding that without regional collaboration no one could unilaterally respond effectively and deliver timely humanitarian assistance to affected populations. Common SOP for enabling assistance across borders in the region were agreed on. Authorities came together several times for Table-Top simulations. Most importantly, such milestone was followed up by a second agreement on further solidifying the diplomatic efforts worth a decade of time. Because of this, Prepared International thanks each stakeholder for their outstanding commitment and perseverance through all this time, and will continue to support the three parties.

Key Events and Lessons

The exercise in March 2023 provided an opportunity to gain important lessons to implement in the next phases of the project implementation.

•   The cycle of conflict and disaster is often revered when it comes to the growing number of failed and failing states. Without strategically designed disaster diplomacy, it will not be possible to break this cycle.
•   It is critical to prepare disaster risk experts for the diplomatic work around such projects. For diplomacy projects heavily focused on disaster risk, diplomats are not the most suitable candidates.
•   Trust is everything. From the beginning, it is key to establish trust between all stakeholders and to prepare them to leave their comfort zones. It is helpful to have one focal point in the project, with one line of contact who can organize, manage the project and see the big picture, just like PPI has done for the Professional Dialogue

·   Finally, the best way to approach such a project is through a two-ways approach: top-down and bottom-up. Bringing together high-level personnel, who accept and learn to trust the project, and operational personnel, who work on the field level and cooperate with other stakeholders, is beneficial in reaching all levels of governance.