Chapter 14, Stabilization: from 72 hours to 2 weeks¶
Part III, ACTING: WITH OUR OWN MEANS
The adrenaline of the first 72 hours subsides. Professional rescuers are in place, or not. The media begin to look away. And this is when the real work begins.
The stabilization phase is the longest, the most costly and the most demanding. It is the phase where unprepared clubs collapse: volunteer exhaustion, financial slippage, loss of operational control. It is also the phase where a well-organized club makes the lasting difference.
This chapter covers four ongoing operations: community kitchens, distribution points, daily coordination and financial management. Each section is designed to be directly operational, you can photocopy these pages and give them to a team leader.
Community kitchens¶
When victims no longer have cooking facilities, when shops are closed, when family food stocks are exhausted, the community kitchen becomes the logistical heart of your operation. It is also one of the most complex and risky posts. A mass food poisoning in the middle of a disaster would be a disaster within the disaster.
Sizing¶
Before setting up a kitchen, determine your target capacity. This table links capacity to the required setup.
| Target capacity | Cooks | Kitchen assistants | Logistics | Team leader | Total staff | Minimum area |
|---|---|---|---|---|---|---|
| 100 meals/day | 2 | 4 | 3 | 1 | 10 | 30 m² |
| 200 meals/day | 3 | 6 | 5 | 1 | 15 | 50 m² |
| 500 meals/day | 5 | 12 | 10 | 2 | 29 | 100 m² |
Indicator for the DRG: Each meal distributed is a measurable deliverable. 200 meals/day for 14 days = 2,800 meals = a solid figure in your stewardship report.
Complete equipment¶
Cooking equipment¶
| Equipment | Quantity (for 200 meals/day) | Estimated cost |
|---|---|---|
| Industrial gas stoves (2 burners) | 3 units | 300-600 USD |
| 50-liter stainless steel pots | 4 units | 300-600 USD |
| Industrial pans / sauté pans (60 cm diam.) | 2 units | 100-200 USD |
| HACCP cutting boards (color-coded) | 1 set (red, green, blue) | 30-50 USD |
| Professional knives (chef, vegetable, bread) | 1 set | 40-80 USD |
| Stainless steel serving utensils (ladles, spatulas, tongs) | 10 pieces | 50-100 USD |
| Stainless steel gastronorm pans (GN 1/1 and 1/2) | 10 units | 150-250 USD |
| Insulated containers for transport | 2 units | 100-300 USD |
| Folding work tables | 4 units (4 linear m min.) | 200-400 USD |
| Kitchen scale (30 kg capacity) | 1 unit | 30-50 USD |
HACCP cutting board color code: Red = raw meat. Yellow = raw poultry. Blue = fish and seafood. Green = fruits and vegetables. White = dairy and bakery. Brown = cooked meat. This distinction prevents cross-contamination. It is not optional.
Hygiene and food safety¶
| Equipment | Quantity / day | Cost |
|---|---|---|
| Standalone handwashing station with tank | 1 unit (fixed) | 100-300 USD |
| Liquid antibacterial soap, touchless | 2 liters / day | 5 USD/day |
| Hand sanitizer (1 L per station) | 4 liters / day | 10 USD/day |
| Nitrile disposable gloves | 100 pairs / day | 10 USD/day |
| Hair nets / hair covers | 20 / day | 3 USD/day |
| Disposable or washable aprons | 10 / day | 5 USD/day |
| Reinforced 120 L trash bags | 20 / day | 5 USD/day |
| Food-grade cleaning products | 2 liters / day | 5 USD/day |
| Food probe thermometer | 2 units (fixed) | 30-50 USD |
| Refrigeration thermometer | 2 units (fixed) | 20-30 USD |
| Kitchen first aid kit | 1 unit (fixed) | 30-50 USD |
| Class F fire extinguisher (grease fires) | 1 per cooking zone | 40-80 USD |
The handwashing station is mandatory. There is no exception. If you cannot install a handwashing station with clean water and soap at the entrance to the cooking area, you cannot open the kitchen.
Storage¶
| Equipment | Quantity | Cost |
|---|---|---|
| Refrigerator or mobile cold room | 1 unit (if electricity) | 500-2,000 USD |
| Rigid 100 L coolers | 4 units | 300-600 USD |
| Ice blocks / bagged ice | 20 kg/day | 10 USD/day |
| Elevated shelving (min. 15 cm off ground) | 4 units | 100-200 USD |
| Airtight containers for dry goods | 10 units | 50-100 USD |
| Rain/sun protection tarps | 50 m² | 50-100 USD |
| Kitchen tent / structure (6 × 3 m) | 1 unit | 500-1,500 USD |
The 5 non-negotiable hygiene rules¶
These five rules must be posted prominently, in several languages if necessary, in the cooking area. They must be repeated at every briefing. They are not recommendations, they are obligations.
| # | Rule | Standard | Verification |
|---|---|---|---|
| 1 | Handwashing | Before each handling, after each break, after using the toilet | Direct observation by team leader |
| 2 | Raw/cooked separation | Never any contact between raw and cooked foods. Utensils differentiated by color. | Check boards and utensils |
| 3 | Full cooking | Core temperature >= 63 °C (meats), >= 74 °C (poultry) | Probe thermometer at each service |
| 4 | Cold chain | Perishables between 0 and 4 °C. If not possible: non-perishables only. | Cooler thermometer at 6:00 AM and 2:00 PM |
| 5 | Continuous cleaning | Surfaces disinfected every 2 hours minimum | Signed cleaning register |
Daily hygiene checklist¶
This checklist is filled out twice a day, morning and evening, by the kitchen team leader.
- ☐ Cooler temperature checked at 06:00: ___°C (acceptable: 0-4 °C)
- ☐ Cooler temperature checked at 14:00: ___°C
- ☐ Handwashing verified at each start of shift
- ☐ PPE wearing verified (hairnet, apron, gloves)
- ☐ Work surfaces disinfected before each service
- ☐ Cooking temperature verified with probe thermometer: ___°C
- ☐ Bins emptied between each service
- ☐ No food on the floor, elevated storage verified
- ☐ Traceability register filled (origin, date, time of each batch)
- ☐ Immediate reporting of any sick person in the kitchen
- ☐ Full end-of-day cleaning performed
Staff rotations¶
Three rotating teams to cover the day. A kitchen volunteer must never exceed 8 consecutive hours, kitchen fatigue is dangerous (burns, cuts, hygiene errors).
| Rotation | Hours | Main tasks |
|---|---|---|
| Morning team | 05:00 - 13:00 | Breakfast + lunch preparation |
| Afternoon team | 12:00 - 20:00 | Lunch service + dinner preparation + cleaning |
| Night team | 19:00 - 23:00 | Dinner service + full cleaning + next-day preparation |
The one-hour overlap between teams is intentional: it allows for information transfer and continuity.
Community kitchen budget¶
Daily operating costs¶
| Line item | 100 meals/day | 200 meals/day | 500 meals/day |
|---|---|---|---|
| Food (2-4 USD/meal) | 200-400 USD | 400-800 USD | 1,000-2,000 USD |
| Gas / fuel | 25 USD | 45 USD | 100 USD |
| Hygiene consumables | 15 USD | 25 USD | 50 USD |
| Disposable tableware | 30 USD | 60 USD | 150 USD |
| Drinking water (cooking + cleaning) | 20 USD | 35 USD | 75 USD |
| Ice / refrigeration | 15 USD | 25 USD | 50 USD |
| Daily total | 305-505 USD | 590-990 USD | 1,425-2,425 USD |
| Total over 14 days | 4,270-7,070 USD | 8,260-13,860 USD | 19,950-33,950 USD |
Initial investment (durable equipment)¶
| Equipment | Estimated cost |
|---|---|
| Industrial stoves (set of 4) | 400-800 USD |
| 50 L stainless steel pots (set of 4) | 300-600 USD |
| Folding tables (4 units) | 200-400 USD |
| Gastronorm pans (set of 10) | 150-250 USD |
| Kitchen tent / structure (6 × 3 m) | 500-1,500 USD |
| Standalone handwashing station | 100-300 USD |
| 100 L coolers (4 units) | 300-600 USD |
| Miscellaneous (extinguishers, thermometers, PPE) | 200-400 USD |
| Total initial investment | 2,150-4,850 USD |
Funding: The Disaster Response Grant (max 25,000 USD) covers a 200-500 meals/day community kitchen for 14 days. Present a line-by-line budget in your application. The figures above are directly usable.
Food supply chain¶
| Source | Type of goods | Advantages | Precautions |
|---|---|---|---|
| Local wholesale markets | Dry goods, fresh | Supports local economy, fast | Keep all receipts (TRF) |
| Local food donations | Fresh produce, canned goods | Free, fast | Check expiration dates systematically |
| Food banks | Canned goods, dry goods | Large volume, free | Variable delivery time |
| Partner NGOs (WFP, Red Cross) | Ready-to-eat rations | Guaranteed nutritional standards | Coordination to avoid duplicates |
| Supermarkets (wholesale agreement) | All types | Formal invoices | Negotiate disaster pricing |
Stock management, absolute rules:
- FIFO (First In, First Out). The oldest goods go out first. No exception.
- Labeling. Each batch received is labeled with the reception date. No label = no stocking.
- Daily inventory. Every morning before 07:00. Remaining stock noted in the register.
- Advance ordering. Supply order placed 48 hours in advance for dry goods.
- Buffer stock. Maintain a 3-day stock of non-perishables at all times.
- Refusal of inappropriate donations. If a donation is expired, poorly packaged, or of unknown composition, it is refused. Politely but firmly.
Sample menus for 200 people¶
Menus must be simple, nutritious, adapted to local food habits, and achievable with basic equipment.
3-day rotating menu template:
| Day | Breakfast (600 kcal) | Lunch (800 kcal) | Dinner (700 kcal) |
|---|---|---|---|
| Day 1 | Rice porridge with milk + sugar + tea | Rice + red beans + oil + vegetables | Thick lentil soup + bread |
| Day 2 | Bread + peanut butter + tea | Pasta + tomato sauce + sardines | Rice + vegetable stew |
| Day 3 | Corn porridge + milk + sugar | Rice + canned fish + sautéed vegetables | Bean soup + bread + cheese |
Quantities for 200 people / 1 main meal:
| Ingredient | Quantity | Total weight |
|---|---|---|
| Rice (base) | 200 g/person (raw) | 40 kg |
| Beans (protein) | 80 g/person (raw) | 16 kg |
| Vegetable oil | 20 ml/person | 4 liters |
| Vegetables (onions, tomatoes, carrots) | 100 g/person | 20 kg |
| Salt | 3 g/person | 600 g |
| Cooking water | 3 L / kg of rice | 120 liters |
Points of Distribution (PODs)¶
The point of distribution is the interface between your logistics and the victims. A poorly organized POD means hours of waiting, tensions, jostling, accusations of favoritism. A well-organized POD means a smooth, traceable, and dignified operation.
Site selection¶
A POD site is not chosen at random. Apply these criteria systematically.
| Criterion | Minimum standard | Comment |
|---|---|---|
| Road accessibility | Road passable by delivery vehicle | Check daily, conditions change |
| Distance from beneficiaries | Radius <= 2 km from target population | Beyond that, the elderly and disabled will not come |
| Safety | Away from risk zones (flooding, landslides) | Daily risk assessment |
| Surface | Minimum 200 m² for 200 beneficiaries/day | Includes queue, registration, distribution, exit |
| Shade | Tent, tarp, or tree | Waiting in the sun causes faintness and anger |
| Parking | Space for delivery vehicles | Separated from pedestrian area |
| Visibility | Location known to the population | Church, school, market square |
Physical layout¶
The flow must be one-way. Beneficiaries must never go backward or cross paths with those who have already received their aid.
DELIVERY ZONE STORAGE ZONE PREPARATION ZONE
(vehicles) ──────> (secured, closed) ──> (kit / portion sorting)
|
v
EXIT <──── DISTRIBUTION <──── REGISTRATION <──── QUEUE <──── ENTRY
(outgoing flow) (tables) (tables + registers) (marked, shaded) (reception)
|
PRIORITY QUEUE
(elderly, pregnant,
disabled, families
with young children)
Equipment needed for a POD¶
| Equipment | Quantity | Estimated cost |
|---|---|---|
| Folding tables (registration + distribution) | 6 | 120-240 USD |
| Tents or tarps (30 m² minimum) | 2 | 200-600 USD |
| Crowd control barriers or marking tape | 100 meters | 30-60 USD |
| Information signs (hours, instructions) | 4 | 20-40 USD |
| Megaphone or portable PA system | 1 | 30-80 USD |
| Paper registry + pens (mandatory backup) | 500 forms + 20 pens | 20-40 USD |
| High-visibility vests | 15 | 45-75 USD |
| Drinking water point for the queue | 1 jerrycan 20 L + cups | 15-30 USD |
| First aid kit | 1 | 30-50 USD |
| Chairs for registration staff | 6 | 30-60 USD |
| Total | 540-1,275 USD |
Crowd management¶
Crowd management is not a theoretical subject. Desperate, tired, hungry people waiting in the sun with their children, that is an explosive situation. Your job is to defuse it before it explodes.
Management rules:
| Rule | Detail |
|---|---|
| Maximum capacity in waiting zone | 50 people at a time |
| Separate priority queue | Elderly, pregnant women, families with children < 5 years, disabled persons |
| Staff-to-queue ratio | 1 management officer per 50 people waiting |
| Regular communication | Megaphone every 15 minutes: progress, estimated waiting time |
| Waiting > 1 hour | Distribute water. Distribute time tickets (come back at such time). |
| Absolute prohibition | Never throw supplies into the crowd. Never. |
| Stop protocol | If jostling or altercation: immediate halt of distribution, evacuation of staff, resume after return to calm |
The priority queue is not a favor, it is a humanitarian standard. Vulnerable persons cannot wait for hours. Clearly post priority criteria. Explain them on the megaphone. Transparency defuses resentment.
Beneficiary registration¶
Every person who receives aid is registered. No exceptions. This is the basis of traceability, equity (no duplicates), and accountability to donors and TRF.
Registration form, data to collect:
| Field | Type | Mandatory | Purpose |
|---|---|---|---|
| Unique number | POD[X]-[NNN] (e.g., POD1-001) | Yes | Unique identification, anti-duplicate |
| Full name of head of household | Text | Yes | Identification |
| ID (type + number) | Text | If available | Verification |
| Number of persons in household | Number | Yes | Calculation of quantities |
| Address or location | Text | Yes | Mapping of needs |
| Specific needs | Checkboxes | Yes | Adaptation of aid |
| Supplies received (type, quantity, date) | Table | Yes | TRF traceability |
| Signature or fingerprint | Signature | Yes | Proof of receipt |
Specific needs to check: - ☐ Baby (< 2 years), need for milk, diapers - ☐ Children (2-12 years), child food needs - ☐ Elderly (> 70 years), need for medication, reduced mobility - ☐ Disabled person, type: ___ - ☐ Pregnant / breastfeeding woman - ☐ Chronic illness requiring treatment, type: ___
Registration logistics:
- 500 pre-printed forms minimum (print before disaster if possible)
- Reusable laminated beneficiary card (avoids duplicates in subsequent distributions)
- Spreadsheet entry at end of day (digital backup mandatory)
- Daily statistics forwarded to coordinator and District
Hours and rhythm¶
| Parameter | Recommended standard |
|---|---|
| Opening hours | 08:00 - 16:00 (8 hours maximum) |
| Pre-opening briefing | 07:30 (30 minutes) |
| Staff break | 12:00 - 13:00 (closure or rotation) |
| Cleanup and storage | 16:00 - 17:00 |
| Daily report | 17:00 - 18:00 |
Daily coordination¶
Coordination is what distinguishes a humanitarian operation from well-intentioned chaos. Three appointments per day structure your operation.
Morning briefing (07:00, 30 minutes)¶
This briefing is mandatory for all team leaders. Field volunteers receive instructions from their team leader after the briefing.
| Point | Responsible | Duration |
|---|---|---|
| Situation summary (evolution since yesterday, new information) | Disaster Coordinator | 5 min |
| Stock and supply status (expected shortages, incoming deliveries) | Logistics manager | 5 min |
| Team assignment and daily tasks (who does what, where, until what time) | Team leader | 10 min |
| Safety points (weather, zones to avoid, previous-day incidents) | Safety officer | 5 min |
| Questions from team leaders | All | 5 min |
Briefing output: Each team leader leaves with: 1. Their mission for the day, in writing 2. Their confirmed headcount 3. Their identified logistical needs 4. The emergency number of the day
Midday point (12:30, 15 minutes, by radio or WhatsApp)¶
A quick check between the coordinator and each team leader: - Progress against morning objectives - Problems encountered requiring a decision - Afternoon adjustments if necessary
Evening debriefing (19:00, 30 minutes)¶
| Point | Content | Duration |
|---|---|---|
| What worked well | Each team leader shares a success | 5 min |
| Difficulties encountered and solutions found | Collective discussion | 10 min |
| Adjustments for tomorrow | Coordinator's decisions | 5 min |
| Verification of daily report | Figures, incidents, needs | 5 min |
| Announcement of next-day plan | Who, what, where, when | 5 min |
Absolute rule of the debriefing: No one leaves the debriefing frustrated and silent. If a member has a problem, they say it now. Things left unsaid kill teams faster than fatigue.
Daily report to the District¶
The daily report is sent to the DRO before 20:00. It uses the format defined in Chapter 13. In the stabilization phase, add:
- Evolution of the situation (improvement, degradation, stagnation)
- DRG tracking (amount received, amount spent, balance)
- Coordination with other actors (NGOs, authorities, other clubs)
- 3-day forecast (not just tomorrow)
- Relief needs (volunteers, equipment)
Disaster financial management¶
Money in a disaster is an accelerator and a risk. Well managed, it saves lives. Mismanaged, it destroys the club's reputation and invalidates your funding applications to The Rotary Foundation.
Fundamental principle: absolute traceability from the first cent¶
There is no such thing as a "small purchase without a receipt" in a disaster operation. Every expense is documented. Every donation is recorded. Every distribution is tracked. This is not bureaucracy, it is the sine qua non for:
- Obtaining DRG reimbursement
- Justifying the use of donations to donors
- Accounting to club members
- Protecting yourself legally in case of dispute
The disaster financial register¶
Open a dedicated register from the first purchase. Separate it completely from the club's current accounting.
Register format:
| Date | Time | Description | Category | Supplier | Amount (USD) | Payment method | Receipt No. | Validated by |
|---|---|---|---|---|---|---|---|---|
| 03/10 | 08:30 | Bottled water (200 × 1.5L) | Water | Supermarket X | 150.00 | Cash | R-001 | [initials] |
| 03/10 | 10:00 | Rice 50 kg (5 bags) | Food | Wholesaler Y | 125.00 | Transfer | R-002 | [initials] |
| 03/10 | 14:00 | Tarps 4×6m (10 units) | Shelter | Hardware store Z | 200.00 | Cash | R-003 | [initials] |
Standard categories: - Water - Food - Shelter - Hygiene - Health / first aid - Transport / fuel - Communication - Equipment / materials - Miscellaneous (to be systematically justified)
Receipt management procedure¶
- Collection: Each member who makes a purchase returns the original receipt the same day.
- Numbering: Each receipt receives a sequential number (R-001, R-002...).
- Photograph: Each receipt is immediately photographed (digital backup).
- Filing: Original receipts are filed in a folder, by date, in numerical order.
- Entry: Each receipt is entered in the financial register within 24 hours.
- Validation: Each line of the register is countersigned by a second manager (dual control).
If a purchase has no receipt: The member writes a sworn statement indicating the date, amount, nature of the purchase and reason for the missing receipt. This remains acceptable occasionally, but must not become the rule.
Dedicated donation bank account¶
If the club opens its own donation channels, and it should for any significant operation, the rules are strict.
| Rule | Detail | Why |
|---|---|---|
| Separate account | Opened specifically for the disaster, distinct from the club's current account | Transparency, traceability |
| Dual signature | Any withdrawal or transfer requires two signatures (president + treasurer or vice-president) | Prevention of abuse |
| Donation register | Each donation received is recorded (donor, amount, date, method) | Thank-yous, tax receipts |
| Communication | Monthly report to donors on use of funds | Trust and transparency |
| Closure | The account is closed and the balance allocated when the operation is over | No dormant funds |
Use of funds, priority hierarchy:
| Priority | Use | % indicative of budget |
|---|---|---|
| 1 | Direct purchases for victims (water, food, shelter, hygiene) | 70-80% |
| 2 | Operational logistics (transport, fuel, equipment) | 10-15% |
| 3 | Communication and coordination | 3-5% |
| 4 | Administrative costs (printing, supplies) | 2-5% |
| 5 | Contingency reserve | 5% |
What must NEVER be funded by disaster funds: - Meals or lodging for Rotarians not on mission - Rotary-branded clothing or goodies - Travel or trips not directly related to the operation - Entertainment or reception expenses
Weekly financial report¶
Every week, the treasurer produces a financial report sent to the District and presented to members.
WEEKLY FINANCIAL REPORT
Rotary Club of [name] — Operation [name]
Week of [date] to [date]
1. AVAILABLE FUNDS
Balance at start of week: _________ USD
Donations received this week: _________ USD
DRG received: _________ USD
Other funding: _________ USD
TOTAL AVAILABLE: _________ USD
2. WEEK'S EXPENSES
Water: _________ USD
Food: _________ USD
Shelter: _________ USD
Hygiene: _________ USD
Health: _________ USD
Transport / fuel: _________ USD
Equipment / materials: _________ USD
Communication: _________ USD
Miscellaneous: _________ USD
TOTAL EXPENSES: _________ USD
3. BALANCE
Balance at end of week: _________ USD
4. PROJECTION
Planned expenses next week: _________ USD
Anticipated deficit: _________ USD
Need for additional funding: YES / NO
5. NUMBER OF RECEIPTS COLLECTED: _________
Number of missing receipts: _________
Corrective actions: ________________________________
Drafted by: _________________ (Treasurer)
Validated by: _________________ (President)
Date: _________________
Coordination with the Disaster Response Grant (DRG)¶
The DRG is your first source of external funding. Maximum 25,000 USD, typically approved in 2-4 weeks by The Rotary Foundation, and in 24-48 hours on pre-impact submission for a named storm. It will be paid after justification of use.
What the DRG funds: - Drinking water and purification - Emergency food - Temporary shelters and rebuilding materials - Medical and hygiene supplies - Clothing and blankets - Logistical transportation - Tools and debris removal equipment
What the DRG does NOT fund: - Volunteer salaries - Permanent club equipment - Club operating costs - Cash donations to victims (except in special approved cases)
Application sequence:
- The club President drafts the application with the District DRO
- The DG forwards it to The Rotary Foundation
- Approval in 2-4 weeks (24-48 hours on pre-impact submission for a named storm)
- Disbursement to the account of the District or club
- Use in accordance with the presented budget
- Stewardship report with supporting documents within 12 months
Tip: Start spending your own funds immediately, and request the DRG in parallel. Do not wait for the DRG to act, the first 72 hours do not wait. The DRG will come to reimburse your expenses if they are properly documented.
When to close the community kitchen, objective criteria¶
Extending a kitchen beyond need maintains dependency and exhausts volunteers. Closing too early means leaving families without meals. Decide on criteria, not on feeling.
Close the kitchen as soon as TWO of the three criteria are met:
| Criterion | Threshold |
|---|---|
| Functional local market | ≥ 80% of food shops in the area have reopened |
| Kitchen unit cost | The cost per meal exceeds the price of an equivalent meal purchased on the local market |
| Attendance | Number of active beneficiaries < 20% of observed peak, over 3 consecutive days |
Closure procedure (D-3 to D+0): - D-3: announce the closure date to beneficiaries and partners (posting, town hall, Red Cross) - D-2: direct remaining vulnerable beneficiaries to permanent social services (CCAS, Red Cross, food bank) - D-1: stop purchases, liquidate perishable stocks (donation to an association or final distribution) - D+0: closure. Complete cleaning, return of borrowed equipment, financial review - D+7: closing report with photos, beneficiary register, expenses, integrated into the stabilization SITREP
Monitoring indicators in the stabilization phase¶
Post these indicators on a board in your HQ. Update them daily. They are your dashboard.
| Indicator | Target | Measurement frequency |
|---|---|---|
| Number of meals served / day | According to installed capacity | Daily |
| Liters of water distributed / day | 15 L × number of beneficiaries | Daily |
| Number of families sheltered | All identified homeless | Daily |
| Number of active volunteers | According to needs | Daily |
| Cumulative volunteer hours | To document (Grant valuation) | Daily |
| Cumulative expenses vs. budget | < 100% of approved budget | Daily |
| Receipts collected / expenses made | 100% | Daily |
| Safety incidents | 0 | Daily |
| Cases of food poisoning | 0 | Daily |
| Daily report sent to District | Before 20:00 every day | Daily |
This chapter gives you the complete operational framework to hold for two weeks. If after two weeks the situation has not stabilized, it means the scale exceeds DCA-3. Escalate to the District. Ask for relief. Protect your volunteers. The recovery phase (Part IV) will take over.