Chapter 13, Immediate response: the first 72 hours¶
Part III, ACTING: WITH OUR OWN MEANS
The first 72 hours after a disaster are the window where every action counts double. It is also the window where every mistake costs dearly. You have executed the five steps of the previous chapter. Your club is mobilized, the District is alerted, you have a field assessment. Now, you must deliver.
This chapter structures the first 72 hours into three prioritized priorities, gives you the tools to decide what you can do alone and what requires escalation, and installs the documentary discipline that will make the difference between a club that responds and a club that can prove it.
Overview, the three priorities¶
| # | Priority | Objective | Timeframe |
|---|---|---|---|
| 1 | Immediate survival | Water, food, shelter, emergency care, what prevents avoidable deaths. | H+0 to H+24 |
| 2 | Protection of vulnerable persons | Identify and secure isolated elderly, unaccompanied children, the wounded, the chronically ill. | H+12 to H+48 |
| 3 | Communication | Reporting to the district, communicating with members and donors, managing media and rumors. | Continuous, H+0 to H+72 |
These three priorities run in parallel, but with disciplined resource allocation: as long as priority 1 is not covered, you do not invest in priority 3. The 72-hour rule, presented at the end of the chapter, provides the decision tree for switching into stabilization mode.
Priority 1, Immediate survival¶
Immediate survival is not negotiable. It is the reason you are on the ground. Four areas, in this order.
Drinking water¶
Human beings do not survive more than 72 hours without water. This is your first deliverable.
Minimum standard (Sphere / WHO): 15 liters per person per day for all uses combined, drinking (2.5 to 3 L), cooking, and basic hygiene. In the emergency phase, a survival floor of 7.5 liters per person per day applies for the first 48 hours, and must be raised to 15 L as soon as the response stabilizes.
| Solution | Capacity | Estimated cost | Deployment time |
|---|---|---|---|
| Bottled water (local purchase) | Immediate | 0.50-2 USD / 1.5 L bottle | Immediate if shops accessible |
| Mobile tank (1,000-5,000 L) | 70-350 people/day | 200-500 USD / delivery | 4-12 hours |
| Portable water filters (type LifeStraw, Sawyer) | LifeStraw personal filter: up to 4,000 liters | 20-40 USD / filter | Immediate if in stock |
| Purification tablets | 1 tablet = 1 liter | 0.05 USD / tablet | Immediate if in stock |
| Mobile purification station | 500-5,000 L/hour | 2,000-10,000 USD | 24-72 hours (via NGO) |
Club actions:
- Immediately buy all bottled water stock available locally. Do not hesitate to empty the shelves, this is an emergency.
- Identify non-contaminated water sources (elevated wells, protected natural springs, intact reservoirs).
- Distribute purification tablets with clear instructions (one tablet per liter, wait 30 minutes before drinking).
- If the club has pre-positioned filters, deploy them immediately to gathering points.
- Contact local water distributors to organize tanker deliveries.
Warning: Never distribute water whose potability you are not certain of. Distributing contaminated water causes more casualties than the shortage itself.
Emergency food¶
Food is the second priority. In the first 72 hours, it is not about balanced nutrition but about sufficient calories to keep people standing.
Minimum standard: 2,100 kcal per person per day (Sphere Standards).
| Food type | Kcal/serving | Shelf life | Cost |
|---|---|---|---|
| Rice (dry, 400g cooked) | ~520 kcal | Long | 0.30 USD |
| Beans / lentils (200g cooked) | ~230 kcal | Long | 0.20 USD |
| Energy biscuits (type BP-5) | 270 kcal / bar, 540 kcal / 2-bar pack, ~2,385 kcal / 9-pack box | 5 years | 2-3 USD per pack |
| Canned goods (tuna, sardines, vegetables) | 200-400 kcal | 2-5 years | 1-3 USD |
| Powdered milk | 500 kcal / 100g | 12-24 months | 5-10 USD/kg |
| Vegetable oil | 900 kcal / 100ml | 12 months | 2-4 USD/L |
| Sugar | 400 kcal / 100g | Indefinite | 1-2 USD/kg |
Emergency food basket for 1 family of 5 / 3 days:
| Item | Quantity | Estimated cost |
|---|---|---|
| Rice | 5 kg | 3-5 USD |
| Beans / lentils | 2 kg | 2-4 USD |
| Vegetable oil | 1 liter | 2-4 USD |
| Canned goods (fish or meat) | 6 cans | 6-12 USD |
| Sugar | 1 kg | 1-2 USD |
| Salt | 250 g | 0.50 USD |
| Powdered milk | 500 g | 3-5 USD |
| Water (if not available) | 20 liters | 5-10 USD |
| Total per family / 3 days | 22-42 USD |
Purchase logistics:
- Send 2-3 members to wholesalers and wholesale markets starting at H+6.
- Buy in volume. Negotiate a wholesale price, explain the situation.
- Keep every receipt. Photograph every invoice.
- If local shops are closed or destroyed, contact the District for external procurement.
Emergency shelters¶
Persons whose housing is destroyed or uninhabitable must be sheltered. You are not building houses, you are protecting lives for the next few days.
| Solution | Capacity | Cost | Timeframe |
|---|---|---|---|
| Public buildings (schools, churches, community halls) | 50-500 people | Free (coordination with town hall) | Immediate |
| Family tents (UNHCR type, 16 m²) | 5-7 people | 300-500 USD | 24-72h (NGO stock) |
| Reinforced tarps (4 × 6 m) | 1 family (improvised shelter) | 10-25 USD | Immediate if in stock |
| ShelterBox (tent + complete equipment) | 1 family (10 people) | ~1,000 USD | 48-96h (order via District) |
| Host family accommodation | 1 family | Variable | Immediate |
Setting up a collective shelter, minimum checklist:
- ☐ Agreement from the owner or town hall to use the building
- ☐ Structural check of the building (no major cracks, intact roof)
- ☐ Access to water (even by delivery)
- ☐ Access to toilets (minimum 1 per 20 people)
- ☐ Minimum lighting (lanterns, solar lamps)
- ☐ Separation of spaces by family (minimum privacy, even with tarps)
- ☐ Safe space for women and children
- ☐ Entry register with name, number of persons per family, specific needs
- ☐ Site manager identified (Rotarian or trusted resident)
- ☐ Posted rules of life (schedules, hygiene, safety, no alcohol)
First aid¶
The club is not a medical service. But basic first aid can save lives while waiting for professional emergency services.
What the club CAN do:
- Basic first aid by trained members (PSC1/SST or equivalent)
- Setting up a first aid station with available equipment
- Triage: directing the seriously injured to functional hospitals
- Distributing basic medications (paracetamol, antiseptics, bandages) if a club doctor supervises
What the club must NOT do:
- Administer prescription medications without a doctor
- Perform advanced medical procedures (sutures, fracture reductions)
- Transport seriously injured persons without proper training and equipment
- Substitute for emergency services when they are operational
Priority 2, Protection of vulnerable persons¶
Identifying the vulnerable¶
The most vulnerable persons are often the most invisible. They do not travel to distribution points. They do not cry out for help. You have to go find them.
| Group | Specific risk | Required action |
|---|---|---|
| Elderly living alone | Isolation, inability to move, essential medications | Home visit, evacuation if necessary |
| Children separated from parents | Exploitation, trauma, rapid dehydration | Immediate care, reporting to authorities |
| Persons with disabilities | Inability to evacuate independently, loss of equipment | Evacuation assistance, equipment replacement |
| Pregnant women | Risk of premature delivery, need for medical follow-up | Referral to medical facility |
| Chronically ill | Treatment interruption (diabetes, dialysis, HIV) | Urgent identification, liaison with pharmacies/hospitals |
| Homeless persons | No fallback shelter, lack of social network | Integration into collective shelters |
Organize systematic neighborhood visits¶
Organize pairs of members who walk the streets of your area of responsibility:
- Knock on every door. Identify persons still present.
- Check the state of the housing (habitable or not).
- Ask if the person needs help to evacuate.
- Check access to water, food, medications.
- Note the addresses of vulnerable persons identified.
- Immediately report any critical situation to the coordinator.
Securing collective shelters¶
A poorly managed collective shelter becomes a place of tension, theft, even violence. Safety is not a luxury, it is a requirement from the first night.
| Measure | Detail | Responsible |
|---|---|---|
| Nighttime lighting | Solar or battery lamps in common and sanitary areas | Logistics |
| Permanent presence | At least 2 trusted Rotarians or volunteers on site at night | Team leader |
| Separation of spaces | Families grouped, dedicated space for single women / children | Site manager |
| Entry/exit register | Who is on site, who enters, who leaves | Reception |
| Posted emergency number | Contact for site manager and emergency services | Communications |
| Clear prohibitions | Alcohol, weapons, violence, zero tolerance, posted | Site manager |
Priority 3, Communication¶
Communication is not the last of the priorities because it is less important. It comes third because the first two must be launched before communicating about them. You do not communicate about what you are going to do. You communicate about what you are doing.
Internal communication (club members)¶
Frequency: Every 4 to 6 hours during the first 72 hours.
Standard content (WhatsApp / SMS):
[UPDATE — Rotary [Club name]]
[Date] [Time]
SITUATION: [2-3 line summary]
ACTIONS IN PROGRESS: [short list]
NEEDS: [what is missing]
NEXT MEETING: [location, time]
NEXT MESSAGE: [time]
Communication to the District¶
Format: SITREP (see template in Chapter 12). One SITREP every 6 hours during the first 72 hours (cadence harmonized with ch00), then daily.
The SITREP must contain figures, not impressions: - Exact number of beneficiaries served - Quantities distributed (liters of water, number of meals, kits) - Number of volunteers deployed - Amount spent - Unmet needs
Public communication¶
A single statement in the first 24 hours. Factual. Sober. No dramatization.
First statement template:
The Rotary Club of [name] is mobilizing following [event] that struck
[area] on [date].
Our teams have been in the field for [number] hours. To date:
- [X] families have received emergency water and food
- [X] persons are sheltered in [X] temporary shelters
- [X] Rotarian volunteers are mobilized
We are working in coordination with [local authorities / Rotary District /
other organizations].
To help: [donation link or information]
For more information: [spokesperson contact]
What the club can do alone vs. what requires external support¶
This is the strategic question of the first 72 hours. The answer depends on the scale of the event and the capacity of your club. Here is a decision guide.
The club can handle alone (DCA-3)¶
| Area | Club-alone threshold |
|---|---|
| Population affected | < 500 persons |
| Displaced families | < 50 families |
| Water distribution | < 200 persons/day |
| Food distribution | < 100 families |
| Shelters | < 3 small collective sites |
| Budget required | < 5,000 USD |
| Expected duration | < 1 week |
| Volunteers required | < 30 persons |
The club needs the District (DCA-2)¶
| Area | Threshold requiring the District |
|---|---|
| Population affected | 500 - 5,000 persons |
| Displaced families | 50 - 500 families |
| Budget required | 5,000 - 25,000 USD |
| Expected duration | 1 - 4 weeks |
| Need for volunteer reinforcement | > 30 persons |
| Need for specialized equipment | ShelterBox, water purification station |
| Need for TRF funding | Disaster Response Grant |
Major disaster, National/international support (DCA-1)¶
| Area | Threshold requiring international support |
|---|---|
| Population affected | > 5,000 persons |
| Affected area | Several municipalities or districts |
| Infrastructure | Destroyed hospitals, cut roads |
| Budget required | > 25,000 USD |
| Expected duration | > 1 month |
| Coordination need | Multi-agency, government, NGOs |
Decision tree: when to escalate¶
Does the situation exceed the club's capacity?
│
├── NO → DCA-3: The club handles alone, committee in standby
│ Inform the District (SITREP), but no request for support
│
└── YES → Does the club need funding > 5,000 USD?
│
├── NO → Does the club need additional volunteers
│ or specialized equipment?
│ │
│ ├── NO → Reinforced DCA-3: request ad hoc support
│ │ from the District
│ │
│ └── YES → DCA-2: District activation, committee activated
│ → Contact DRO for inter-club coordination
│ → Request a DRG if budget > 10,000 USD
│
└── YES → Does the affected area exceed a single district?
│
├── NO → DCA-2: District activation, committee activated
│ → DRG + possibility of Global Grant
│ → ShelterBox if shelter need
│
└── YES → DCA-1: Major disaster, full operation
→ Multi-district activation
→ Global Grant + ShelterBox + DNA-RAG
→ Coordination with RI
Fundamental rule: Escalate early. Do not wait until you are overwhelmed to ask for help. A DRG typically takes 2-4 weeks to be validated, 24-48 hours only on pre-impact submission for a named storm. A ShelterBox takes 48-96 hours to arrive. If you wait until you are at breaking point to ask, you lose critical days.
Documentation from the first hour¶
Let us repeat it because it is critical: documentation begins at H+0, not at the end of the operation.
Why documenting is vital¶
- DRG reimbursement. The Rotary Foundation requires supporting documents for every dollar spent. A missing receipt can invalidate an application.
- Credibility. Donors want proof. The media want photos. Authorities want figures.
- Lessons learned. Without documentation, there is no feedback. And the same mistakes repeat themselves.
- Legal protection. In case of complaint, accident, or dispute, your documentation is your defense.
The minimum documentation system¶
Put these five registers in place from day one:
| Register | Content | Medium | Responsible |
|---|---|---|---|
| Financial register | Every expense, every receipt, every donation received | Accounting notebook + photos of receipts | Treasurer |
| Beneficiary register | Name, address, number of persons, aid received, date, signature | Pre-printed paper forms | Distribution manager |
| Volunteer register | Name, hours worked, tasks performed | Daily attendance sheet | Volunteer coordinator |
| Operational logbook | Every decision, every event, every incident | Single notebook kept by the coordinator | Disaster Coordinator |
| Photo file | Dated and geolocated photos of each action | Dedicated phone or shared cloud folder | Documentarian |
Photographic standards¶
Photos have documentary value only if they follow these rules:
| Rule | Detail |
|---|---|
| Timestamp | Activate date and time in your camera settings |
| Geolocation | Activate GPS for photos |
| Context | Photograph wide (overview) THEN close-up (detail) |
| Consent | Do not photograph the faces of victims without their agreement |
| Dignity | Never photograph corpses, serious injuries, persons in distress |
| Organization | One folder per day, named with the date (e.g., 2026-03-10) |
| Backup | Cloud copy as soon as possible (Google Drive, OneDrive) |
Daily report template (0-72h)¶
This report is sent each evening to the District DRO before 8:00 PM.
DAILY REPORT — Rotary Club of [name]
Date: [date] Day: D+[number]
1. SUMMARY OF THE DAY (3-5 lines)
___________________________________________________
___________________________________________________
2. BENEFICIARIES SERVED TODAY
Water distributed: _______ liters
Meals distributed: _______ meals
Hygiene kits: _______ kits
Families sheltered: _______ families
First aid: _______ persons
3. VOLUNTEERS
Active Rotarians: _______
Active non-Rotarians: _______
Cumulative hours: _______ hours
4. FINANCES
Daily expenses: _______ USD
Cumulative expenses: _______ USD
Available funds: _______ USD
5. INCIDENTS
☐ No incident
☐ Incident(s) reported: ___________________________
6. UNMET URGENT NEEDS
___________________________________________________
___________________________________________________
7. FORECASTS FOR TOMORROW
___________________________________________________
___________________________________________________
Drafted by: _________________
Validated by: _________________
Sent to: District DRO [number] — Time: ___________
The 72-hour rule¶
After 72 hours, you must be able to answer these seven questions. If you cannot, it means something is missing from your response.
| # | Question | Your expected answer |
|---|---|---|
| 1 | How many people have you helped? | Exact figure, drawn from your registers |
| 2 | How many volunteers are mobilized? | Exact figure, with cumulative hours |
| 3 | How much have you spent? | Exact amount, with receipts for every expense |
| 4 | What are the unmet needs? | Prioritized and quantified list |
| 5 | What is your activation level? | DCA-3, 2 or 1, confirmed with the District |
| 6 | Have you requested a DRG? | Yes (in progress / approved) or No (not needed) |
| 7 | What is your capacity for the next 7 days? | Honest assessment of what you can sustain |
Mandatory transition to stabilization at H+72¶
At H+72, you transition to the stabilization phase (Chapter 14) even if volunteers want to continue in emergency mode. This is non-negotiable. Three reasons:
- The emergency pace is unsustainable beyond 72h, errors, accidents, exhaustion.
- The nature of needs changes: we move from rescue to duration (daily meals, housing, hygiene).
- External coordination awaits this signal: Red Cross, town hall, DRO organize themselves by phases.
Transitioning does not mean slowing down. It means changing cadence: 8-hour maximum days, strict rotations, formalized registers, controlled budget.
If you can answer these seven questions with precise figures, your response is structured. You are ready for the stabilization phase.