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WORK BOOK

ON

FORMULATION OF

DISTRICT DISASTER MANAGEMENT PLAN

By

Dr. Ashok Sanganal

Sr. Faculty, ATI Mysuru

CONTENT

Page No

Introduction 1-5 • About the Workbook

• About the Author

• About the CDM

• Mapping competencies for DDMP-Learning Journey • Welcome • Context • Learning Dimensions • The Workbook What’s inside? • Outcome • Centre for Disaster Management (CDM), ATI, Mysore • Learning Journey and Map • Workshop Schedule

Day 1 6-56 1. Inguaration & Welcome & Setting the Context 2. Karnataka hazard profile 3. DDMP : Basic Terminology & Principles and important features of disaster management act – 2005

4. Formulation of DDMP – Basic Steps 5. Organization Structure for DM at the district level 6. Evening session & Home work

Day 2 57-83 1. Disaster Risk Reduction in the District Development Plan 2. Review of existing DDMPs of Four Districts 3. Field Visit : HRVC Analysis 4. Prevention & Mitigation Plan

Day 3 84-125 1. Response & Recovery Plan 2. SOPs for officers and Departments 3. Formulation of own district DDMP by the respective Groups 4. Presentation of DDMPs 5. Feedback for correction 6. Evaluation & Feedback (Oral & Written)

Workbook on DDMP by CDM,ATI, Mysore Page 1

Introduction

About the Workbook

This workbook is prepared keeping in view the need for training of functionaries/officers who are responsible for preparing the DDMP. The process of DDMP is quite complex involving inputs of different disciplines and experts drawn from Government departments, Research & Professional institutes, Private sector, Industries, Community and Elected representatives etc. Since, the task of preparing DDMP is new to many of the officers and functionaries, it is necessary to provide a simple workbook giving steps and guidelines to be followed for preparing a DDMP. The CDM ATI, Mysore being the nodal institute for disaster management training and capacity building in Karnataka, it has been involved since inception in publishing Action research, Handbooks, Case studies, Workbooks, Training exercises, Short films, e-learning materials, DDMP/SDMP etc. This workbook will make the complicated procedure of preparing DDMP into a simple process. The officers will be at ease while using this workbook for preparing DDMP of districts both during training and after the training. About the Author Dr. Ashok Sanganal, a certified Master Trainer & Faculty of ATI, Mysore has prepared the workbook under the guidance of Director General, ATI, Mysore. The suggestions of the Revenue Department (DM) and the District Administrations have been considered. The guidelines of NDMA and NIDM are taken into consideration while preparing the workbook. Dr. Sanganal has worked in the area of training, Research & in the field for 22 years at NITK Surathkal, HUDCO New Delhi, HSMI, SIUD, ATI Mysore etc. He obtained B E (Civil), M Tech (Stru. Engg),from NITK Suratkal, PG Diploma in (Housing) (IHS Rotterdam), Ph D in Infrastructure Projects (UoM), Dip (Trg). He has written and published several Books, Research, Manuals, Case studies, Plans, Workbooks, etc. About the CDM

The Centre for Disaster Management has been functioning at ATI, Mysore under the guidance and support of Ministry of Home Affairs and Govt of Karnataka. There are four faculty members in the disciplines of Civil/Structural Engineering/Housing, Geology, Environment Science, GIS. The centre has been involved in training of the functionaries of the Government at village, taluk, district and state levels in the areas of Disaster Management covering flood, drought, fire, chemical/industrial disasters, earthquake, epidemics and other man induced disasters. In order to supplement the training, handbooks, case studies, action research, short films, e-lecturers/learning, plans are being developed continuously by the Centre.


Mapping competencies for DDMP-Learning Journey

Welcome

In each course, about 30 to 40 officers from the district administration who are assigned responsibilities of disaster management join together on a common platform to discuss the problems, needs, know-how, competencies required for formulation of DDMP. At this stage, the entry behaviour of the participants, their expectations and outcome of the course would be elicited. An introductory game is played to break the barriers among them. The trainer and trainees agree and set milestones to reach the expected destination i.e., a practical DDMP. Context

The Karnataka state is vulnerable to drought, floods, landslides, fire, health hazards, chemical hazards, earthquake, coastal erosion, cyclones etc. Every district has been experiencing different disasters based on the geographical location. The officers and functionaries of different departments in the Government who are involved in preparing DDMP must be made aware of the types of disaster risks in each of the 30 districts. It is also assessed of during the TNA study that the functionaries have little or no understanding about the pre disaster planning which could help reduced the impact of disaster risk. Therefore these officers/functionaries need to develop skills and competencies including the necessary equipment, tools, funds, skilled human resource etc. The Centre for Disaster Management (CDM), ATI, Mysore has taken up the challenge building, competencies for effective disaster management in the district. Many officers expressed that giving away compensation and relief management as and when funds are available is what they meant is the disaster management. Learning Dimensions ATI/CDM is the nodal institute with qualified skilled trainers/faculty. In every course, focus is given to choose appropriate combination of knowledge, skills and psychological self awareness/attitude. We do necessary preparation to make the participants competent through the process of learning through different activities in the course to achieve desired performance or goal i.e., DDMP.

The knowledge part includes purpose of DDMP, process of DDMP, guidelines/templates, DM Act (Chapter-4), risk assessment etc.

The skill part includes use of risk assessment tools estimating risk, loss & damage and

filling templates for mitigation and response plans. The disaster action planning process for preparedness, mitigation, response including relief and reconstruction are practiced through various methods and tools.

The attitudinal part includes leadership, working in team, cooperation with others,

readiness/willingness, commitment to work, time management, values, positive thoughts etc. These aspects will be learnt through the course.

The Workbook What’s inside? Workbook provides at every stage a format or template to be filled by the participant to go to the next stage. The process is customised to cross-check all the steps in DDMP. It consist of the following :

• The programme schedule


• Curriculum • Sessions • Objectives • Indicative Content • Support materials etc • Handouts • Checklists • Guidelines • Templates

Outcome The participants become competent to formulate DDMP. Participant will derive benefits of learning through interaction with in-house trainers, external faculty and among themselves.

Centre for Disaster Management (CDM), ATI, Mysore

The TNA study carried out by the CDM indicated the need for providing training to all levels of employees in the Government departments. Since, DDMP forms the basic tool for disaster management, it shall be prepared in such a manner that it could be easily and practically used by every department. The information in the DDMP should be easily understandable and prepared by the district administration. The CDM took up the task of guiding the district administrations of all the 30 districts to prepare a basic DDMP. A series of workshops were conducted at DTIs/District head quarter and taluks on the steps and guidelines to be followed for preparing the DDMP Although, guidelines and templates were extensively discussed, the DDMPs prepared so far are fraught with gaps. Therefore, CDM has prepared this workbook to enable the officers/functionaries of every district to use and reformulate the existing DDMPs. This workbook can be used for preparing DDMP through the process of workshop, discussion, survey, collection of data etc.

You are about to set off on a learning journey with over 45 officers drawn from the departments in search of knowledge, skills and awareness that will help you take lead in dealing with the challenges of Disaster Management, both in your professional and personal lives. The purpose of the learning journey is to help you map a clear path through the main themes that will take you to place where you can talk (and act) confidently about Disaster Management, Plans for mitigation, preparedness, response and rehabilitation. We do hope participants will share their experiences and combine the knowledge and skills through learning for preparing workable DDMPs.


Learning Journey and Map

STEP 1

THEME 1

Basic Information &

Hazard profile of the

district, risk assessment

STEP 2

THEME 2

Preparedness plan

STEP 5

THEME 5

Reconstruction and

Rehabilitation plan

STEP 3

THEME 3

Mitigation plan

STEP 4

THEME 4

Search and rescue, relief

plan

STEP 6

THEME 6

Site visits for HRVC

Analysis


Workshop Schedule

Day 1 Day 2 Day 3

Registration Recap Recap

Welcome & Setting the Context

Disaster Risk Reduction in the District Development Plan

Response & Communication Plan

Tea break Tea break Tea break

DDMP : Basic Terminology & Principles

Review of existing DDMPs of Four Districts

Formulation of district DDMP by the respective Groups Karnataka Hazard Profile

Lunch Lunch Lunch

Formulation of DDMP – Basic Steps

Field Visit : HRVC Analysis

Presentation of DDMPs & Feedback for correction

District Level Organizational Structure for Disaster Management

Prevention and Mitigation Plan

Evaluation and Feedback

Evening session & Home work

Evening session & Home work


Day 1

Session Event Content Duration 1 Inguaration

Welcome & Setting the Context

� Purpose of the workshop � Introduction � Expectations � Ground rules � Outcome of the course � Group formation � Role of groups & facilitators

9:30 to

10.30

Karnataka hazard profile • Karnataka hazards maps • History of disasters of Karnataka • District vulnerability

10.30 to

11.30

Tea Break 2 DDMP : Basic

Terminology & Principles and important features of disaster management act - 2005

• Meaning of hazard, disaster vulnerability, risk, capacity, preparedness, mitigation, relief, search and rescue, reconstruction, rehabilitation, L&D, EF, NDMA, SDMA, DDMA, SDRF etc.

• important features of disaster management act – 2005

11.30 to

01.30

Lunch Break 3 Formulation of DDMP –

Basic Steps � DDMP guidelines � Formats � Chapters/sections � Annexures etc

02.30 to

04.30

Tea Break

4 Organization Structure for DM at the district level

� DDMA, DEOC, District Response System, Departments role, Local Authorities, NGOs, CBOs, Media and their functions

04.30 to

05.30

5 Evening session & Home work

05.45 onwards


DAY 1 Sessions 1& 2

Welcome & Setting the Context Rationale This Session will set the context and lay the ground rules for the three days course on District Disaster Management Plan (DDMP). The introductory session would facilitate the mutual introduction of trainers, participants, guest resource persons and the course staff. Trainers and trainees will come out with list of expectations to be achieved at the end of the course. Certain Basic Rules both for the trainer and trainees will be set in order to derive maximum output from the course. Session Objectives

� List the expectations from the Course, Trainers and Participants � Elicit the purpose of attending the course � Clarify personal and functional expectations from the course. � Get to know each other and establish working relationship or rapport � Form the participants into Groups and assign tasks/responsibilities

Indicative content � Purpose of the workshop � Introduction � Expectations � Ground rules � Outcome of the course � Group formation � Role of groups & facilitators

Support Material � Short Film on ATI � Short Film on Eq/Fire/Flood � NDMA guidelines and DDMP – Templates

Instruction The trainer will welcome all the participants to the course. An introductory game will follow in which the trainers and in the course staff will introduce themselves. The participants will be asked to pair up and will be allowed five minutes interaction with each other about the name, designation, experience, expectations from the course etc. After five minutes, each pair of participants will come to the dais and one will introduce other mutually. The trainer will explain the purpose of the workshop, objectives, outcome and the expectations from the participants including ground rules. Participants are told to be punctual, participative; time bound and work in groups and individually in all the exercises during the entire course.


Session 3 Karnataka Hazard Profile

Rationale The vulnerability profile of Karnataka state and hazard maps of different districts and regions are necessary to be explained since identification of hazards forms the first step in the planning process. Many officers are not aware of hazards and vulnerability of different districts. Therefore, in this session, the trainer will make a pictorial presentation illustrating hazards and disasters through the maps.

Session Objectives • Explain the Hazards maps of Karnataka state • Describe the history of disasters in Karnataka

• Identify District vulnerability of District

Indicative content • Karnataka hazards maps & district maps • History of disasters of Karnataka

• District vulnerability of District • Exercise I : Frequency v/s Impact Analysis • Exercise II : Seasonality & Past History of Disasters

• Exercise III : Ranking of Hazards • Exercise IV : Hazard Mapping

• Exercise V : Resource Mapping

Support Material

� Handout on Karnataka Hazard Profile � District maps

Group Exercises The district wise participant groups will be given an assignment to prepare district vulnerability of their respective district. The trainer guides the groups to identified different hazards, extent of vulnerability, risk due to possible damage and losses, the capacity required. Each group is given the tools and formats to be filled after discussion in the group ; Tools and Formats

Exercise I : Frequency v/s Impact Analysis Group Members will make list of all the hazards in the district and classify them according to the

a. Hazards with high frequency & high Impact 1. 2. 3. ----------------------------------------- ----------------------------------------- b. Hazards with high frequency & Low Impact


1. 2. 3. -------------------------------------- --------------------------------------

c. Hazards with Low frequency & high Impact 1. 2. 3. -------------------------------------- --------------------------------------

d. Hazards with Low frequency & Low Impact 1. 2. 3. -------------------------------------- --------------------------------------

Exercise II : Seasonality & Past History of Disasters Based on the Past History of Disaster in the District, the occurrence of disasters/hazards in the year will be identified month-wise. The format is given to the participant groups to work

Proneness to Various Types of Disasters Type of hazard Time of Occurrence Potential Impact Vulnerable Area Flash flood June-August Loss of houses, damage

infrastructure, houses, etc. entire districts/urban area etc

Disaster Probability Name of Disaster Jan Feb Mar Apr ---- Dec Floods Land slide Earthquake Fire accidents etc

Post History of Disasters in the District Occurrence in Future Sl. No.

Type of hazard

Year of occurrence

Area affected

Human loss

Crop affected

House damaged

Infra- Structure damaged

Animals affected

Any other

Exercise III : Ranking of Hazards The participant Groups will work on Ranking of Hazards on a Scale of 1-5 (1-Least risk, 5- Maximum risk). The hazards identified in the Exercise-I will be Ranked for prioritising the hazards into more severe, moderate and least risk. This will help the district administration and the officers of the concerned departments to preparedness, mitigation and response plans.


Rank I II III IV V Remarks

Drought Flood Fire Etc

Exercise IV : Hazard Mapping In this exercise, participants of each group will work on locating the hazards identified in the previous exercises on taluk and district maps. The District and Taluk maps brought by the participants will be used for hazard mapping. Once maps are prepared with all the hazards, digitization of this maps shall be done on using GIS and RS Technology. The GIS lab at ATI may be used for digitization of maps. In case more time is required, the professional support of consultants in their respective district may be obtained for GIS and RS Technology. In ATI, the hard copies of the hazard maps shall be prepared.

Exercise V : Resource Mapping Participant groups of each district will work on the resources available in the district for management of disaster. The resources such as fire services, police , school/colleges, other departments, NGOs, voluntary organizations, DEOC, communication facility, emergency facilities, health facilities, water supply, safe shelter/evacuation centre, animal care facility, food storage, medicines, first aid facility etc., shall be identified in the district. The resource gap shall be identified and department wise initiatives including the budget requirement and mobilization of resources from public, private, NGOs and Government shall be worked out.


Exercise VI: Identification of Levels of Disasters in the District After Explaining the meaning, types and levels of disasters including all the relevant terminology related to disasters, the participants will be divided into respective districts. Each group will be asked work on the following format to be filled and presented in the plenary Level/Type

Water & Climate Related Disasters

Geological Disasters Biological Disasters

Industrial/Chemical/Nuclear Disasters

Accident related Disasters

L1

L2

L3


Levels of Disasters L concept has been developed to define different levels of disasters in order to facilitate the responses and assistances to States and Districts. L0 level denotes normal times which will be utilized for close monitoring, documentation, prevention and preparatory activities. Training on search and rescue, rehearsals, evaluation and inventory up-dation for response activities will be carried out during this time. L1 level specifies disaster that can be managed at the District level, however, the State and Centre will remain in readiness to provide assistance if needed. L2 level disaster situations are those, which require assistance and active participation of the State, mobilization of its resources for management of disasters. L3 level disaster situation is in case of large scale disaster where the State and District authorities have been overwhelmed and require assistance from the Central Government for reinstating the State and District machinery as well as for rescue, relief, other response and recovery measures. In most cases, the scale and intensity of the disaster as determined by the concerned technical agency like IMD are sufficient for the declaration of L3 disaster. The objectives of the Disaster Management Plan are to ensure that the following components of disaster management are organized to facilitate planning, preparedness, operational coordination and community participation. Karnataka disaster management arrangements are designed to deal with all types of hazards, involve all stakeholders, be comprehensive (cover prevention, response and recovery). Classification of Disasters The High Power Committee on Disaster Management, constituted in 1999, has identified various disasters categorized into five major sub-groups which are; Box 1.1: List of various Disasters Water and climate related disasters

a) Floods and drainage management b) Cyclones c) Tornadoes and hurricanes d) Hailstorm e) Cloud burst f ) Heat wave and cold wave g) Snow avalanches h) Droughts i) Sea erosion j) Thunder and lightening k) Tsunami

Geological Related Disasters a) Landslides and mudflows

b) Earthquakes c) Dam failures/ Dam bursts d) Minor fires

Chemical, industrial and nuclear related disasters a) Chemical and industrial disasters b) Nuclear disasters

Accident Related disasters a) Forest fires b) Urban fires c) Mine flooding d) Oil spills e) Major building collapse f ) Serial bomb blasts g) Festival related disasters h) Electrical disasters and fires i) Air, road and rail accidents j) Boat capsizing k) Village fire


Biological Related Disasters a) Biological disasters and epidemics b) Pest attacks c) Cattle epidemics d) Food poisoning e) Agriculture related diseases etc.

Approaches and Policy Statement towards Management of Disasters The approach adopted in the preparation of the District Disaster Management Plan is holistic and will

address the multi-hazards the District is vulnerable to. It takes into account past lessons and experiences and is built on what exists at different levels, streamlining bottlenecks in systems and operational management procedures. The District Plan also adopted the generic categorization of disasters as suggested by the HPC with specific plans to handle different disasters by various departments at the State level.

Note : More information can be referred from Handbook on DM.


Disaster Vulnerability Analysis

Cyclones, Winds and Coastal Erosion

Karnataka state has been confronting various natural hazards. The coastal districts namely Dakshina Kannada, Udupi, Uttara Kannada with a coastal line of 322 kms and coastal population of 43.64 Lakhs are under the direct threat of cyclones and severe cyclones originating in Arabian Sea and indirect attack of cyclones originating along the Eastern coastline. The high density of population along the coastline of Karnataka has made the population highly vulnerable to the storm surge and high speed wind accompanied with cyclone. Any severe cyclone along the eastern coastline causes heavy rainfall in the interior Karnataka region resulting in damages to crops, buildings, infrastructure services such as roads and often the impact would be severe disruption in the socio-economic life in these regions. It is important to note that infrastructure such as rail and road networks which are adjacent to the sea coast are constantly threatened by the erosion caused by giant sea waves particularly during storm surges and cyclones The state is incurring huge expenditure almost every year on prevention of coastal erosion for the 350 Kms of coastal line. The State has been placed under Category (II) A - Low Vulnerability along with other states of Maharashtra, Kerala and Tamil Nadu.

Out of total geographical area of 190.238 Lakh ha, about 44.92 lakh ha area covering 15 districts and 50 taluks is affected by winds and cyclones which is falling under moderate risk zone (Vs=39m/s) and remaining area falls under low damage risk zone (33m/s).

Apart from coastal erosion, the coastal areas are facing disasters such as boat capsizing due to extreme weather conditions in the sea. The recent boats capsize on 29th May, 2006 at Malpe Port at Udupi and Oil spillages at Karwar Port are a few examples. The incident of Boat capsizing on 29th May, 2006 has lead to a loss of property of Rs. 1.34 Crores and death of 6 fishermen. The Oil spillage incident near Karwar Port is a different experience in Karnataka as it happened for the first time on 30th May, 2006.

Floods The floods are quite common in Belgaum, Bijapur, Bagalkote, Raichur, Gulbarga, Shimaoga, Chikkamagalur, Udupi, Coorg, Bellary, Dakshina Kannada, Dharwad, Davanagere, Gadag, Hassan, Uttara Kannada, Koppal, Bidar, Bangalore ( R ), Bangalore(U), Kolar, Mandya, Mysore, Chamarajanagar. In the North Karnataka region covering the Krishna and Godavari Basins, even when the state was suffering under drought like conditions, heavy discharges from Maharashtra


caused floods. The floods in the Districts of Gulbarga, Belgaum, Bijapur, Bidar, Bagalkot, Raichur etc., as a result of outflow of excess water from the Krishna and Bhima Basins from Maharashtra have affected 12 lakh people leaving behind 20,000 damaged houses, 1.6 Lakhs hectares of damaged crops in 2006 and 2005. Cities are facing floods causing severe damages to infrastructure services and loss of life.

Rainfall During the period from 1st June to 21st October 2012 , the state as a whole recorded an actual amount of 685 mm of rainfall as against the normal rainfall of 938 mm with departure from normal and classified under deficit being (-) 27 %.

Status of Minor Irrigation Tanks Out of total 3524 minor irrigation tanks in the state, only 9% of the tanks had storages capacity of more than 50% of their respective capacity, 31% of the tanks with storages capacity of 30% to 50% of their respective capacity and remaining 61% of the tanks are dry.


Drought in Karnataka Drought is meteorologically related disaster. Karnataka stands Second only to Rajasthan in terms of Drought Affected areas. The state is highly vulnerable to drought as compared to its neighboring states. About 152.1 Lakhs ha (80%) out of 190.238 Lakh ha is affected by drought in Karnataka. Groundwater levels are depleting due to successive droughts and quality of water is getting deteriorated in terms of Fluoride, Nitrate and Salinity. Although, drought may not pose great danger immediately within a few minutes as could happen in case of a severe earthquake, it has huge impact on the occurrence of loss of livelihoods, exodus, poverty, unrest, terrorism, robbery etc. The map below shows 130 drought affected taluks in Karnataka in 2003. Drought is a situation when the actual seasonal rainfall is deficient by more than twice the mean deviation. According to American meteorological society drought is defined as period of abnormally dry weather sufficiently prolonged for lack of water to cause a severe hydrological imbalance in the area affected. It is the result of imbalance between soil moisture and evapo transpiration needs of an area over a fairly long period as to cause damage to standing crops and to reduce the yields.

Occurrence of Seismic Activities (1974-1994)

7

39

95

69

153 8 6

34

7563

5 6 7 2 1 10

20406080

100

Banga

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Banga

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Kolar

Tumku

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Chitra

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Davan

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Chamarajan

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Mys

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Man

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Bellary

Hassa

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Raich

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Bidar

Shimog

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Gulba

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Bagalko

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Dharw

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District

No o

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Earthquake Vulnerability As per the Revised Earthquake Hazard Mapping, 22.13% of the total geographical area is under Moderate earthquake damage risk zone & remaining area of the state is under low damage risk zone. The state of Karnataka has reported more than 500 earthquake tremors in the last three decades with most of them having low magnitude. It is found that the weak zones around the northern Karnataka bordering Maharashtra could cause heavy damages in future. The areas of southern part of Karnataka are also not free from frequent tremors. The Karnataka state is categorized as moderate to low seismic risk zone. The following Districts are falling in Zone III (Moderate Damage Risk Zone (MSK VII); Bidar, Gulbarga, Bijapur, Bagalkot, Belgaum, Dharwad, Uttar kannada, Shimoga, Udupi, Dakshina Kannada, Kodagu. All other Districts are falling under Zone II( Low Damage Risk zone MSK VI). The chart shows the occurrence of earthquake activities in Karnataka. Landslide

Hilly regions of Western Ghats spread in the districts of Kodagu, Chikmagalur, Hassan, Shimoga, D. Kannada and U. Kannada record a very high normal rainfall of 2000mm to 4000mm. Landslides are common in these districts. During the rainy periods these hilly regions regularly experience displacement of rocks and soils causing widespread damage to property, infrastructure such as rails, roads and loss of human life.

Vulnerability of the State to Chemical Disasters/Hazards

All factories having manufacturing processes mentioned in the first schedule appended to the factories act, 1948 are termed as hazardous process factories. There are about 735 hazardous process factories in the state. All Factories having the chemicals stored, used and manufactured in excess of the threshold quantities specified under the CIMAH Rules, 1994 are categorised as Major Accident Hazard units (MAH). 59 MAH units are identified in the state, which are located in 16 districts. For all these 16 districts as per the said rules, District Crisis Groups have been constituted with the respective Deputy Commissioner of the district as the chairman and the representative of the Department of Factories and Boilers as the member Secretary. These groups also consists of district level officers from the departments viz., police, fire force, pollution control board, agriculture, health, education, transport, PWD and experts in the field of health and safety. The main function of the District Crisis Group is to oversee the safety systems in the MAH units located in the districts including the preparedness procedure in tackling the possible


emergencies arising out of chemical accidents in addition to assisting the Deputy Commissioner in preparing a comprehensive off site emergency plan for the district obtaining information from the MAH units.

Names of the Districts having Major Accident Hazard units (MAH). 1. Bangalore Urban, 2. Bangalore Rural, 3. Belgaum,4. Dakshina Kannada, 5. Bellary, 6

Haveri, 7. Dharwad, 8. Hassan, 9. Mysore, 10 Shimaga, 11. Uttara Kannada, 12. Kolar, 13. Tumkur, 14. Raichur, 15. Koppal, 16. Ramanagaram

Communicable Diseases in the State Despite overall improvements in health indicators, inter-district and regional disparities continue. The five districts of Gulbarga Division (Bidar, Koppal, Gulbarga, Raichur, Bellary), with Bijapur and Bagalkot districts of Belgaum division continue to lag behind. Under –nutrition in under-five children and anemia in women continue to remain unacceptably high. Women’s health, mental health and disability care are still relatively neglected. Certain preventable health problems remain more prevalent in geographical regions or among particular population groups. Structural reforms as suggested by the task force on Health have to be made and more effective management practices imbued with accountability have to be introduced to ensure swift and effective local responses to Health problems. The relatively low level of public confidence in public sector health services, particularly at primary health centers, is recognized. Lack of credibility of services adversely affects the functioning of all programmes. Underlying reasons for implementation gaps need to be understood and addressed.


Sessions 4 & 5

DDMP : Basic Terminology & Principles Rationale

All Officers/Functionaries shall necessarily understand clearly the meaning of basic terminology such as Disaster, Hazard, Risk, Vulnerability, Preparedness, Mitigation, Response, Loss, Damage, Relief, Reconstruction etc. Disaster Management Act - 2005 mandates the District Administrations and Local Authorities to prepare and implement DDMP. The district level officers of the line Department under the leadership of Deputy Commissioner or District Magistrate who is also the Chairperson of the DDMA have the responsibilities of formulation, Continuous Updation and implementation of DDMP.

Many officers need to understand the importance of Disaster Management before, during and after the any disaster. The definitions given in the DM Act – 2005 and the basic principles of Disaster Management including Institutions like NDMA, SDMA, DDMA, SDRF etc., need to be understood. The clarity of roles between various departments need to be clarified. Session Objectivities

� Explain the basic concepts and principles of disaster management � Define the meaning of basic terminology on DM and DM Act-2005 � List types of Disaster � Explain the responsibilities of different department. � Describe importance of Disaster Management at all stages i.e. before, during and

after the Disaster

Indicative content � Basic principles and concepts of Disaster Management. � Basic Terminology on Disaster Management and as per DM Act–2005 � Meaning of hazard, disaster vulnerability, risk, capacity, preparedness, mitigation,

relief, search and rescue, reconstruction, rehabilitation, L&D, EF, NDMA, SDMA, DDMA, SDRF etc.

� Important features of disaster management act–2005 � Introduce exercise.

Support Material � Work book � Handout on Salient Features of DM Act–2005 � Handout on Basic terminology on DM


DDMP : Basic Terminology & Principles

Definition of Disaster The United Nations defines disaster as “the occurrence of sudden or major misfortune which disrupts the basic fabric and normal functioning of the society or community”. Disaster is an event or series of events, which gives rise to casualties and damage or loss of properties, infrastructures, environment, essential services or means of livelihood on such a scale which is beyond the normal capacity of the affected community to cope with. Disaster is also sometimes described as a “catastrophic situation in which the normal pattern of life or eco-system has been disrupted and extra-ordinary emergency interventions are required to save and preserve lives and or the environment”.

The Disaster Management Act, 2005 defines disaster as “a catastrophe, mishap, calamity or grave occurrence in any area, arising from natural or man made causes, or by accident or negligence which results in substantial loss of life or human suffering or damage to, and destruction of, property, or damage to, or degradation of, environment, and is of such a nature or magnitude as to be beyond the coping capacity of the community of the affected area.

Levels of disasters

The approach to the preparation of the District DM plan should be holistic and address all the hazards the district is vulnerable to. It should take into account past lessons and experiences; build on good existing systems at different levels. It should address the need to streamline the systems and develop operational and management procedures. The district plan may also adopt the generic categorisation of disasters with specific plans at the district level by various departments to handle different disasters if certain vulnerabilities are high. The levels of disasters have already been categorised and disseminated as L0, L1, L2 and L3, based on the ability of various authorities to deal with them. Various colour codes relating to the level of alerts have also been assimilated. L0 denotes normal times which are expected to be utilised for close monitoring, documentation, prevention, mitigation and preparatory activities. This is the planning stage where plans at all levels from community to the State shall be put in place. Training on search and rescue, rehearsals, evaluation and inventory updation for response activities will be carried out during this time. L1 specifies disasters that can be managed at the district level, however, the state and centre will remain in readiness to provide assistance if needed. L2 specifies disaster situations that may require assistance and active participation of the state, and the mobilisation of resources at the state level L3 disaster situations arise from large-scale disasters where districts and the state may not have the capacity to respond adequately and require assistance from the central government for reinstating the state and district machinery


Even though there cannot be watertight compartmentalisation of responsibilities between states and the centre, especially in the case of human induced disasters, the participation by the centre will normally be at the L3 level, and the state at L2 level Declaration of Disaster A disaster is defined and 'declared' when local resources are overwhelmed; when more resources are required than those immediately available. A disaster simply defines the point of escalation where outside help is required. Declaration of a Disaster is different from Activation of the Crisis Management Plan, the former is based on preliminary rapid damage assessment and used as a communication tool for relief purposes and the latter is initiated at the strike of a disaster and used as a tool for efficient response. For example, internationally, for a disaster to be entered into the database of the UN's International Strategy for Disaster Reduction (ISDR), at least one of the following criteria must be met:

• a report of 10 or more people killed • a report of 100 people affected • a declaration of a state of emergency by the relevant government • a request by the national government for international assistance

Disaster Management

"Disaster Management" means a continuous and integrated process of planning, organising, coordinating and implementing measures which are necessary or expedient for-

� prevention of danger or threat of any disaster; � mitigation or reduction of risk of any disaster or its severity or

consequences; � capacity-building; � preparedness to deal with any disaster; � prompt response to any threatening disaster situation or disaster; � assessing the severity or magnitude of effects of any disaster; � evacuation, rescue and relief; � rehabilitation and reconstruction;

Hazard Hazard is a damaging physical event, phenomenon or human activity that may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. Natural Hazards: Natural processes or phenomena occurring in the biosphere that may cause a damaging event Geological Hazards: Natural earth processes or phenomena that may cause the


loss of life or injury, property damage, social and economic disruption or environmental degradation. Risk Risk is defined as the probability of harmful consequences, or expected losses (deaths, injuries, property, livelihoods, economic activity disrupted or environment damaged) resulting from interactions between natural or human-induced hazards and vulnerable conditions. Conventionally risk is expressed by the notation Risk = Hazards x Vulnerability As a result of disaster, society incurs both loss and damage. The extent of damage and loss together provides an indicator of the likely risk. Vulnerability Vulnerability is defined as the conditions determined by physical, social, economic, and environmental factors or processes, which increase the susceptibility of a community to the impact of hazards. Based on the factors and processes the vulnerability may be classified as Physical Vulnerability, Social Vulnerability, Economic Vulnerability, and Environmental Vulnerability etc. Capacity Capacities which signify the strengths and resources available within a community, society or organization that can reduce the level of risk or the effects of a disaster. Mitigation The lessening of the adverse impacts of hazards and related disasters. It is describes the activities undertaken to reduce the risks or impact of any disaster. This efforts of mitigation can be further classified into Structural and non-structural and short-term and long-term mitigation strategies. Preparedness The knowledge and capacities developed by governments, professional response and recovery, organizations, communities and individuals to effectively anticipate, respond to, and recover from, the impacts of likely, imminent or current hazard events or conditions. It is therefore evident that the capacity of the community and the administration shall be in consonance with the disaster vulnerability. Response The provision of emergency services and public assistance during or immediately after a disaster in order to save lives, reduces health impacts, ensure public safety and meet the basic subsistence needs of the people affected. The response mechanism includes the stages of Search and Rescue, Relief, Reconstruction, Recovery and Rehabilitation Cyclone Cyclone is defined as drastic atmospheric variation in the Earth System Science depending upon the amount of pressure variation & mode of propagation & circulation. Drought Any lack of water to satisfy the normal needs of agriculture, livestock, industry or human population may be termed as a drought. While generally associated with semi-arid or desert climates, droughts can also occur in areas that normally enjoy adequate rainfall and moisture levels. Scientifically speaking, there is no unique definition of drought. Drought carries a different meaning in keeping with the perspectives of a scientific discipline. Accordingly, three types of drought are usually defined


Earthquake An earthquake occurs when rocks break and slip along a fault in the earth. Energy is released during an earthquake in several forms, including as movement along the fault, as heat, and as seismic waves that radiate out from the "source" in all directions and cause the ground to shake, sometimes hundreds of kilometres away. Flood Flooding is an overflowing of water onto land that is normally dry. It can happen during heavy rains, when ocean waves come onshore, when snow melts too fast, or when dams or levees break. Flooding may happen with only a few inches of water, or it may cover a house to the rooftop. The most dangerous flood event, the flash flood, happens quickly with little or no warning; other flooding events occur over a long period and may last days, weeks, or longer. Landslide A landslide is defined as "the movement of a mass of rock, debris, or earth down a slope". Landslides are a type of "mass wasting" which denotes any down slope movement of soil and rock under the direct influence of gravity. Past Disaster Events in Karnataka SL No Year Major Disaster Events

1

2005 & 2006

Floods in North Karnataka Region in Krishna and Bhima Basins(12 Lakh people affected, 20,000 houses damaged, 1.6 lakhs hectares of crops damaged, Drought affected taluks, Land slide in western ghats, Boat Capsizing in the sea near Udupi & Panambur ports, Oil spillage in Karwar, Cyclone impact, Terrorist attack on IISc, Bangalore , Chikangunya Bangalore Urban Flood-7491 houses collapsed, 3persons died 10,000 houses inundated, 253 dams over flowing, Drought affected taluks

2 2007 Floods in Kodagu, Bijapur, Bagalkote, Raichur, Karwar-Total loss Rs. 380 crores, No. of people in the relief camps 4041, Losses 1510 crores, Industrials Disasters, Chikangunya

3 2008 Floods & Drought, Nine bomb exploded in B’lore city, Chikangunya

4 2009 Flood in Bellary, Bangalore flood, Belagum Flood, Drought, Land slide in western ghats, Cyclone impact,H1N1 epidemic with 1791 confirmed cases etc.

5 2010 Mangalore Air Crash, Carton Tower Fire, Bangalore, Flood in Bellary, Bellary Building Collapse, Drought, Land slide in western ghats, Cyclone impact,

6 2011 Floods & Drought 7 2012 157 taluks are declared as drought affected, Fire accidents, etc. Learning from the Past Experiences The experiences drawn from the above disasters revealed the fact that the preparedness level at the district and local levels to respond to the disaster events is not adequate. The repeated occurrence of floods, drought and other disasters in North Karnataka could not be prevented despite the previous experiences. The issues of relief and rehabilitation in the flood affected areas have remained unresolved and unsatisfactory as expressed by the affected people. The tragedy and the lessons learnt from the drought and floods changed the mindset of the government and the focus of disaster management shifted from Rescue, Relief and Restoration to Planning, Preparedness and Prevention. In essence, the decades activities sought to shift the emphasis from post-disaster relief to pre-disaster risk reduction. The main tasks identified for risk reduction are:

� Avoiding habitation in hazardous areas; � Developing structures resistant to the onslaught of hazards; � Developing the ability to rapidly evacuate hazardous areas and shift residents to hazard- resistant

structures � Reducing or eliminating natural hazards through technological intervention (e.g., dams,


plantations, etc); and � Establishing, through preparedness, the means to quickly recover from disasters with minimal

additional suffering and loss of life.

Planning Strategy The State Government is taking the following initiatives to have a comprehensive disaster management strategy in place:

� Capacity building and Training of key government officials, NGO personnel and other stakeholders on various aspects of disaster management;

� Various awareness generation programmes and workshops, preparation of IEC materials on various aspects of disasters;

� Standard Operating Procedures for Line Departments and Officers � Formulation of Plans at the district and taluk levels and Community Based Disaster Preparedness

(CBDP) Plans; � Improvement of early warning system with the installation of Satellite Phones, Ham radio,

wireless communication systems, VHFs, OFC for telephones at State & District Headquarters and other strategic points;

� Building adequate number of shelters in flood prone areas � Repairs to old bridges, heritage buildings, irrigation channels, embankments etc. � Regular coordination meetings at the State and district levels � Formulation of a Disaster Management Framework

The DDMP developed will be developed in the following manner:

∗ Assimilating the lessons learnt from past disasters in the District, particularly, series of droughts and floods;

∗ Reviewing the practices adopted in other Districts and States, trying to understand the various systems of preparedness, responses and recovery that have been implemented in various places;

∗ Analyzing and prioritizing the common elements of the response and recovery processes in order to have a well-thought and planned response and recovery mechanism for the District. The plan proposed is both flexible and adaptable to take into account past experiences, best practices and make it suitable to the socio-economic and cultural variables of the vulnerable people keeping in mind that they are the prime stakeholders.

∗ Incorporating disaster management, mainly the element of risk reduction, as the central component of all developmental plans and investment.

There could not be a single department/organization solely and totally responsible for dealing with all aspects of various types of disasters. The management task is to bring together in an integrated organizational network the resources of the many agencies and individuals who can take appropriate and timely action. Multi-Hazard Disaster Management Plan This Plan will focus on five categories of possible disasters identified by the HPC to which the State is vulnerable to. The Plan will have a multi-hazard approach and incorporates various actions which will promote a Culture of Preparedness. Extensive consultations, referring to various Disaster Management Plans. The following concepts are incorporated in the plan. Trigger Mechanism is an emergency quick response mechanism, which would spontaneously set in motion all disaster management activities for response and recovery without loss of critical time. This would entail all the participating managers to know in advance the task assigned to them and the manner of response. The Trigger Mechanism has been envisaged as a preparedness plan whereby the receipt of a signal of an impeding disaster or on the occurrence of sudden disaster would simultaneously energize and activate all response and mitigation mechanism without loss of crucial time. This would necessitate the participating managers to know in advance the tasks assigned to them and the manner of response. Identification of available resources, manpower, material, equipment and adequate delegation of financial and administrative powers are perquisites to the successful operation of Trigger Mechanism. The Trigger Mechanism is, in essence, Standard Operating Procedure (SOP), which lays down in a scientific and comprehensive manner the implementation plans on receipt of a warning of impending


disaster or plans to respond quickly to disasters that give no warning. Activities such as evacuation, search and rescue, temporary shelter, food, drinking water, clothing, health and sanitation, communication, accessibility and public information are important components of disaster management, which would follow on the activation of Trigger mechanism. These activities are common to all types of disasters and will require the preparation of sub-action plans by each specified authority.


Session 6 District Level Organizational Structure for Disaster Management

Rationale The organization structure for Disaster Management at the District level comprises

DDMA, DEOC, departments, District Crisis Committee, District Response System, Local authority. The institutional set up and the functions need to be carefully operated by the DDMA. The Disaster Management Act 2005 was passed by the parliament on 23rd December 2005 and it extends to whole of India. The provisions of the Act have lead to the formation of disaster management authorities namely NDMA, SDMA and DDMA at the national, state and the district levels respectively. The State Government in line with National Disaster Management Act, 2005, has constituted State Disaster Management Authority (GO No. RD 28 ETC 2006 dated 16.05.2008) and its composition reconstituted as per (GO No. RD 49 ETC 2010 dated 27.05.2010). The state has also constituted the State Executive committee (GO No. RD 28 ETC 2006 dated 16.05.2008). It has constituted the District Disaster Management Authority laying down clarity of roles and responsibilities for state and district authorities. The State Crisis Management Committee has also been constituted.

Objectives

� Describe the organizational structures viz., DDMA, DEOC, District Response System, Departments role, Local Authorities, NGOs, CBOs, Media

Indicative Content � DDMA, DEOC, District Response System, Departments role, Local Authorities, NGOs,

CBOs, Media and their functions

Support Material � KSDMP-2013

District Disaster Management Authority(DDMA) The District Disaster Management Authority (DDMA), headed by the District Commissioner, with the elected representative of the local authority(ZP) as the Co-Chairperson shall act as the planning, coordinating and implementing body for DM at District level and take all necessary measures for the purposes of DM in accordance with the guidelines laid down by the NDMA and SDMA. It shall, inter alia prepare the District DM plan for the district and monitor the implementation of the State Policy, the State Plan and the District Plan. DDMA shall also ensure that the guidelines for prevention, mitigation, preparedness and response measures laid down by the NDMA and the SDMA are followed by all Departments of the State Government at the District level and the local authorities in the district. It may set up the following for effective management of natural and man made disasters in every district.

•••• Advisory Groups •••• Expert Committees/Task Forces

DDMA structure for Eight Districts having City Corp oration in the District Head Qtr SL No

Members Designation

1 Deputy Commissioner of the District Chairperson 2 President of the Zilla Panchayat Co-chairperson 3 Commissioner of City Corporation Member 4 Chief Executive Officer of the Zilla Panchayat Member 5 Superintendent of Police of the district Member 6 District Health Officer of the District Member


7 Executive Engineer of the Zilla Panchayat of the District Permanent Invitee

8 Joint Director of Agriculture Permanent Invitee 9 Addl. Deputy Commissioner of the District Member Secretary This structure of the DDMA has been constituted vide Govt. Notification No. RD. 156 ETC 2010 dated 08-01-2013

DDMA Structure in the remaining 22 Districts SL No

Members Designation

1 Deputy Commissioner of the District Chairperson 2 President of the Zilla Panchayat Co-chairperson 3 Chief Executive Officer of the Zilla Panchayat Member 4 Superintendent of Police of the district Member 5 District Health Officer of the District Member 6 Executive Engineer of the Zilla Panchayat of the

District Member

7 Joint Director of Agriculture Member 8 Addl. Deputy Commissioner of the District Member Secretary

District Crisis Management Committee The members of District Crisis Management Group are as follows:

1. Deputy Commissioner Chairman 2. Head Quarters Assistant to Deputy Commissioner Emergency

Officer 3. Superintendent of Police Member 4. District Commandant, Home guards and Civil

Defense Member

5. Divisional Fire Officer Member 6. District Health Officer Member 7. Deputy Chief Controller of Explosives Member

Powers and Functions DDMA • Prepare Disaster Management Plan including Response plan • Implementation of national/state policy and district plans • Ensure prevention, mitigation and preparedness measures undertaken by the departments

and bodies • Give directions different authorities at district level to take measures for prevention of

disasters • Lay down guidelines • Monitor and implement disaster management plans prepared by the departments at district

level. • Lay down guidelines for departments for integration of measures in the development

plans and projects • Review of capacity building plans and training • Community training • Update the district disaster and response plan • Set up early warning systems • Provide technical assistance • Ensure building bye-laws for safety • Provide information to state authority • Encourage NGOs • Establish stockpiles of rescue materials at shorter notice


8. Regional Environmental Officer Member 9. Commissioner, CMC Member

10. Regional transport Officer Member 11. Executive Engineer, Public Health Engg. Dept Member

12. Information and Publicity Officer Member 13. Joint Director of Agriculture Member 14. Trade Union Leader Member 15. Deputy Director, Animal Husbandry &

Veterinary Services Member

16. Executive Engineer Member 17. Chief Engineer Member 18. Assistant Commissioner Member 19. Senior Inspector of Factories Member

Secretary In addition to the above the following authorities have been included as permanent invitees: 1. Assistant Commissioners of Sub Division 2. District Surgeon 3. Executive Engineer, National Highways 4. Superintendent Engineer PWD 5. Superintendent Engineer, MESCOM/CHESCOM 6. All the Tahasildars of the District. 7. All the Dy. SPs and CPIs in the District. 8. All the SI of Police Department

Powers and Functions of DDMA during Crisis/ Response • Give directions different authorities at district level to take

measures for prevention of disasters • Lay down guidelines • Monitor and implement disaster management plans prepared

by the departments at district level. • Lay down guidelines for departments for integration of

measures in the development plans and projects • Review of capacity building plans and training • Community training • Update the district disaster and response plan • Set up early warning systems • Provide technical assistance • Ensure building bye-laws for safety • Provide information to state authority • Encourage NGOs


Local Authorities(PRIs, ULBs and Development Authorities etc) These are the local authorities and are assigned an important role at every stage of Disaster Management at the local level . For the purpose of DM Act, local authorities would include Panchayati Raj Institutions (PRI), Municipalities, District and Cantonment Boards and Town Planning Authorities which control and manage civic services. These bodies shall ensure capacity building of their officers and employees for managing disasters, carrying out relief, rehabilitation and reconstruction activities in the affected areas and shall prepare DM Plans in consonance with guidelines of the NDMA, SDMAs and DDMAs. Specific institutional framework for dealing with disaster management issues in mega cities will be put in place. These include Municipalities, PRIs and all other local Development authorities and Functions of the local authority.-(1) Subject to the directions of the District Authority, a local authority shall- The State Disaster Response Force The State Disaster Response Force (SDRF) shall create response capabilities from within state’s existing resources, to begin with shall equip and train one battalion equivalent force for state level disaster response. DM training shall be included in State’s Police Training Colleges and basic and in-service courses, for gazetted and non-gazetted officers. The general superintendence, direction and control of this force shall be vested in and exercised by the KSDMA and the command and supervision of the Force shall vest in an officer to be appointed by the State Government as the Director General of SDRF.

District Level Incident Response System

District Disaster Management

Authority (DDMA)

Incident Commander

• Prepare DDMP

• Coordinate Policies and

Plans

• Take measures for

mitigation & prevention

• Constitute advisory

committees

• Provide

Leadership

• Prepare Action

Plan

•Assess Needs

District Emergency Operation

Centre

Emergency Support Functions

Designated

Officials

Information

Media Liaisyn

Safety

Operations Planning Logistics

Deputy

Commissioner


Line Departments of the GoK Following departments of GoK are identified for taking up the activities of preparedness, mitigation, response and rehabilitation. They are as follows;

• Department of Revenue(DM) & Department of Food and Civil Supplies • Department of Rural Development and Panchayatraj and Urban Development • Department of Education(Primary, Secondary and Technical Education) • Department of Health & Family Welfare and Animal Husbandry and Veterinary Services • Department of Home(including Fire and Emergency Services), Home Guard, Civil

defence • Department of Industries and Commerce and Factories and Boilers • Public Works Department and Irrigation Department • Department of Fisheries and Department of Port and Harbour • Department of Social Welfare, Department of Backward Classes & Minorities,

Department of Women and Child Development • Department of Agriculture and Department of Horticulture • Department of Forest, Ecology and Environment • Department of Information and Publicity

These departments not only play the role at the department related disaster management but also at the district level.

Role of National Cadet Corps, National Service Scheme, and Nehru Yuva, Kendra Sanghatan Among the community, the youth are best placed in the community to be involved in disaster management initiatives. Youth based organizations such as Nehru Yuva Kendra Sangathan (NYKS), the National Cadet Corps (NCC), the National Service Scheme (NSS) and other local youth clubs will be involved in community based disaster initiatives. GoK will support initiatives to build capacities of the youth to manage disasters in the communities. Non Government Organisations(NGOs) NGOs including HAM Radio Network, Indian Red Cross Society, CARE, Home guards, Scouts and Guides, Sri Swamy Vivekanand Youth Movement, HD Kote, Mysore District, Rotary Club, Trusts, Community Based Organisations including Community Structures set up under the Schemes such SJSRY, SGSY, Resident Associations, Self-help Groups etc. Institutions Located at the district levels including the Institute of Development Studies, Mysore, National Institute of Engineering, Mysore, Geology Department., University of Mysore, Centre for Information Science and Technology, University of Mysore, CFTRI, Mysore, VTU.


Communication Structure for Disaster Management

Karnataka State Emergency Operation Centre State Emergency Operation Centre (SEOC)/Control Room shall be the nerve centres for coordination and management of disasters. They shall be the physical location from where coordination of response, relief and restoration will take place. They shall function 24x7 and shall be equipped with contemporary technologies, communication infrastructure facilities and adequate human and material resources. Under the network, the SEOCs are directly connected with the NEOC/Control Room of MHA at the National level. The district EOCs/ Control Rooms are connected with the respective State EOCs/Control Room. Suitable personnel are selected and imparted training in the operation of Control Rooms will be posted to man these EOCs/Control RoomIt does the following functions;

(i) Transmitting information about the development of a crisis as a result of natural disaster on continued basis to the Central Relief Commissioner.

(ii) Receiving instructions and communicating them to appropriate agencies for immediate action.

(iii) Collection and submission of information relating to implementation of relief measures by the Central Relief Commissioner; and

(iv) Keeping the State level authorities apprised of the developments on a continuing basis. Services and facilities to be provided by the EOC

• The EOC will have to monitor continuously the preparedness and the response capacity of each district as per the details given in the DDMP. A constant review of the district situation will imply making provisions of such services and facilities, under the government as well as the private sponsorship, at the district level so that these can be mobilised at a very short notice.

• It will be difficult for the EOC to maintain an inventory of all the resources at the state level. Therefore, identification of agencies and institutions, for locating inventory items for specialised services becomes an important function of the EOC. EOC will also ensure the availability of the inventory items as and when required.

• For instance, speed boats/rescue ships for rescue operations can be located with Irrigation department, Navy, Coast guards at different locations. The EOC/District Control Room can press these boats from the nearest locations into relief operations during emergencies.


It will be useful if the state agencies such as Irrigation Department in consultation with other agencies like Coast Guard, have a special plan for locating these facilities.

• Similarly, civil hospitals can be equipped for trauma care with mobile trauma vans and CT Scan facilities, so that each district will be in a position to handle such emergencies, and the mobile trauma vans can be mobilised from few adjoining districts at a short notice during disaster.

Coordination between EOC and District Control Room The need for coordination in disaster management between different levels of government, is based on the necessity for having a unified command, and coordinated action by all the agencies. The objective is to ensure that state action is organized in a disaster situation to:

1. Effectively and efficiently meet needs 2. Avoid waste and-duplication of effort 3. Ensure that resources are distributed equitably and to areas of need.

Priorities must be clearly defined and understood by all agencies. This is mainly done at the state level, while preparing the standard operating procedures for each department, during the disaster cycle. Effective coordination is largely dependent upon an effective data collection, processing and reporting machinery.

The link of the District Control Room with the EOC will be through: • Hotlines, VSAT, Telephones, fax ,NICNET.

The flow of information between EOC and DCR may be described under two scenarios viz., During Disaster and under Normal Conditions. Flow of Information between EOC, DCR during normal conditions

• Emergency Operations Centre (EOC) • Regional Commissioner • District Control Room (DCR)

Operations Room: The room where all DM operations are planned, managed and executed. The Ops room should be equipped with the following facilities: Analysis Room and Data Centre: Analyses information received from other EOCs by the GIS experts, statisticians and data analysts to consistently revise the DM plan as more information arrives from the disaster site and the needs and ground situation changes. The Planning Chief manages the analysis of data Emergency Information Centre (EIC): Collects and disseminates disaster related information to the media and general public. It is equipped with a few computers and display systems. The EIC updates the Call Centre Staff manning the helplines. Facility Centre: Has equipment for documentation, photocopy, scanning, faxing Communication Area: Has radio communication on UHF, VHF, Low Band, HF and Amateur radio frequencies and all other communication equipment. Hotlines to NEOC, CM Office, Chief Secretary Office Helplines operate from this area. The SEOC will explore outsourcing the helplines to BSNL. Reference Library: Research material to support staff and personnel at EOC Coordination Area: For contact with various centres of distribution of relief material such as back up transport, food and other material, shelters, medical aid centres, and list of hospitals and doctors At the Back end there are static/mobile communication access platforms to use the communication and IT equipment for inter/intra network connectivity Currently in many districts:

• The DEOCs are set up and function only during the disasters. • Communication facilities are available

The SEC will ensure the set-up and functioning of the DEOCs 24X7 in each district. This will include: 1. Identifying and filling the gaps in equipment/technology in each district DEOC 2. Staffing all the positions 3. Capacity building of key staff


Sessions 7 & 8 Formulation of DDMP – Basic Steps

Rationale The formulation of DDMP is a interdisciplinary task performed by different experts from the departments and institutions based on the district vulnerability and involves innovative thinking. The process involves identification of Hazard, Risk and Vulnerability and Capacity Analysis of Disaster Administration. The process begins with survey and data collection from various sources such departments, community, NGOs, Private industries etc. The past history of disasters, Hazards, Risk Analysis, kinds of Vulnerability would form the basis for further steps. The 2nd step is to have the basic information on various ongoing and past projects on housing, infrastructure, Irrigation and Dams, Schools/Colleges, Industrial establishments, Tourism, Roads and Bridges, Water Supply and Sanitation, Solid waste and STP, Power, heritage, temples, entertainment etc. The vulnerability owing to these projects shall be estimated. The basic data shall be digitised and maps both manual and GIS with all attributes shall be prepared. The 3rd step would be to assess the capacity of the district administration and identify the resources available and those required. The 4th Step would be to prepare a mitigation plan department-wise with budget estimates and action plans for implementation. The 5th step shall be setting up EoC, Communication system, taskforces and institutional mechanism for management of Disasters at all stages. The 6th Step would be understanding the role clarity between different departments and agencies and assigning the responsibilities to Departments, Local Authorities, NGOs etc. The 7th step would be to draw out standard operating procedures to Officers and functionaries. The 8th Step would be to Collect and update the contact addresses of various resources and their readiness and availability. These are the basic steps and could be supplemented with additional needs depending on the situations. Among the various steps, the DM Act and NDMA have stressed the need for better preparedness and Mitigation efforts. The fact that resource required at the time of disaster event to provide relief, search and rescue, reconstruction would be minimized if proper preparedness and mitigation are ensured.

Session Objectives � Describe the steps in DDMP � Analysis of Hazard, Risk, Vulnerability and Capacity of District � Apply Risk Assessment Tools � Review the templates on DDMP � Review the NDMA guidelines on DDMP � Review of the Chapter No. 4 of the DM Act -2005

Indicative Content � The steps in DDMP � Risk Assessment tools review the templates on DDMP � The NDMA guidelines on DDMP � Formats � Chapters/sections � Annexures etc

Support Material � Handbook on DM & KSDMP-2013


CASE STUDY & PRESENTATIONS Participants will be divided into four groups. Each group will be given a case study for group discussion and presentation in the plenary. GROUP-1 CASE STUDY-1: RANA PLAZA BUILDING COLLAPSE IN BANGLADESH On 24 April Rana Plaza, a eight-story building housing several garment factories, situated in Savar, 24 kilometers outside Dhaka, was reduced to rubble leading, so far, to the death of over 1000 workers. The 3.6 million strong communities of men and women working in the garment industry have enabled Bangladesh’s position as the world's second-largest apparel exporter. In the absence of basic workplace health and safety standards, these workers have become the victims of systematic human rights violations, suffering while others get rich to make fashionable clothes for faceless consumers. The very market that created the masterminds who are root and reason for this injustice remain untouched, while people continue to argue over responsibility for the deaths of these workers. Whether it’s the garments owners, government, buyers, retailers or consumers in the West, no one wants to take responsibility, instead pointing the finger at others. From crack to collapse The workers at Rana Plaza saw the cracks in the huge structure the day before the collapse but the authorities did not take any precautionary steps. The building owner Sohel Rana allegedly told media on the same day that the cracks were “nothing serious” and on 24th April, the day of the deadly incident, workers were forced to work and threatened with a month’s salary cut if they did not comply. All this in the country with the world’s lowest minimum wage. Rana has been described as “the most hated Bangladesh”, but an important detail has been missed in much of the reporting: Rana is not the owner of the garment factories nor did he decide whether the garment factories would remain open or not. Rana has been an easy scapegoat, as the building is named after him, but what about the systemic failings behind the front man?. Industrial police had asked the garment factory owners at Rana Plaza to keep the factories closed and only continue further operations after consulting with expert structural engineers. The question that remains unaddressed is: why did the factory owners and Rana work from the same playbook, and ignore this crucial advice? The politics-business nexus The politics-business nexus has long been the subject of public debate and discussion in Bangladesh. CNN’s Christiane Amanpour has noted that many politicians of the two major political parties—the ruling Awami League (AL) and the Bangladesh National Party (BNP)—have garment businesses. But another example is the case of the Bangladesh Garment Manufacturers and Exporters Association (BGMEA), an organisation that has been referred to frequently in international media as keeping a tally of the numbers dead in the Savar tragedy, and one that has demanded punishment for those responsible for it. It is not without irony that their stylish high-rise headquarters in the Bangladeshi capital were illegally built, according to the verdict of the country’s Supreme Court, which ordered the government to demolish the building within 90 days. Later on, the Supreme Court stayed the order, allegedly due to political leaders of all parties favoring the BGMEA.The owner, politicians, traders including Ministers have simply put the blame on the Disaster as if it is a Natural Disaster” . Illegal building extensions Emdadul Islam, chief engineer of the state-run Capital Development Authority, told media that the owner of the building had not received the proper building consent, obtaining a permit for only a five-story building from the local municipality. The building was, however, illegally extended by a further three stories to a total of eight—an act ignored by the authorities due


to Rana’s political connections. Following the collapse, garment workers took to the streets in protest and demanded the arrest of Rana and the factory owners. In response to the agitation Prime Minister Sheikh Hasina ordered police to arrest Rana and the owners of the garment factories that were operating in the building. On 28th April Rana was arrested while he was trying to flee to India by road and brought back to Dhaka.

The Rana Plaza tragedy was an outcome of a corrupt system that is rotten to the core. The building was built without observing proper building codes and laws, and using poor materials—something that should have been monitored from the beginning by concerned authorities of the Bangladesh government, whose negligence is particularly culpable in this instance. Unfortunately, in Bangladesh, any kind of permission for high-rise buildings can be obtained through bribes, and the building can be built without procuring suitable building materials. The owner of Rana Plaza and a politician in the Savar municipality unit, constructed Rana Plaza in 2007. He did so by taking permission from the Savar Mayor, an Awami League member, who, in fact, had no authority to issue this permit. This is all beyond the point, however, and the fundamental question remains: what were the government authorities doing for so long if the building was constructed without proper permission years ago? Who is responsible for the Rana Plaza tragedy? In recent years the rapid expansion of the ready-made garments industry in Bangladesh has resulted in an increased demand for high-rise buildings. Many ordinary buildings have been converted into factories and sometimes the owners of buildings add extra floors without proper permission, as was the case in Rana Plaza. In this particular case various government authorities have notably failed to inspect and monitor the illegal establishment of Rana Plaza. Even after the cracks on the building were broadcast in local media, the government failed to act in a way that could have saved the lives of hundreds of extremely impoverished workers. In addition to the role played by Western companies that profit from Bangladesh’s cheap labor. The systemic failure of government protection of human rights and lack of respect towards workers’ right allows incident like Rana Plaza to continue to happen. Beyond the famously low wages, unsafe working conditions and restrictions and repression of labour unions plague the industry. The state has a duty to protect its citizen against human rights abuses by third parties, including business enterprises, through regulation, policymaking, investigation and enforcement. But policymakers are also part of this profit-making business and are strong protectors of corruption mechanisms. Today, there's nothing but false promises and dirty politics from all parties. When the state itself protects the oppressors and limits access to judicial, administrative, or legislative protection and corporate responsibility, prevention of any infringement of rights remains a dream for many of the victims of serious and systemic human rights violations.The Rana Plaza disaster is now making history as among the worst industrial accidents in Bangladesh, with a rising death toll and scores more critically injured. Questions

1. List the reasons for Rana Plaza Building Collapse ? 2. List the persons/authorities responsible for the disaster? 3. Do we have similar buildings in our cities and towns, name a few ? 4. What is the role and responsibility of Government and Municipality? 5. List the measures to be taken to prevent such disasters?


Group-2 CASE STUDY-2 MANGALORE AIR CRASH The 2010, Mangalore air crash was one of India's worst in the last 48 years. An Air India Express flight from Dubai to Mangalore crashed while landing on the 22nd of May 2010, killing 158 of 166 people on board including crew. Investigation reports revealed that it was due to the Captain's failure to discontinue an unstabilised approach despite three calls from the First Officer and a number of warnings from the EGPWS. On 22nd May 2010, Air India Express operated a Boeing 737-800 Quick Turn Around (QTA) flight on sector Mangalore-Dubai-Mangalore. Capt Z Glusica and First Officer HS Ahluwalia, along with 4 cabin crew operated the flight. The outbound flight was uneventful. The accident was caused by a chain of multiple errors that took place right from the top of descent. The captain had slept for a considerable period of time during the cruise phase. On waking up, there was a distinct possibility of his transiting into sleep inertia. The crew had failed to plan the decent profile so as to arrive at correct altitude for positioning into ILS approach. The aircraft was high on approach and touched down on the runway, much farther than normal. The aircraft over short the runway including the strip of 60 metres and continued into the Runway End Safety Area (RESA) of 90 metres. Soon after which, the right wing impacted the localizer antenna structure located further at 85 metres from the end of the RESA.Thereafter, the aircraft hit the boundary fence and fell into a gorge. The injuries to the occupants were mainly due to the aircraft impacting the gorge and subsequent fire. Most of the passenger had received fatal injuries. A large number of fatalities were due to burns. Of the eight survivors, seven passengers had received serious injuries and one had received minor injury. Rescue and Response Local villagers were among the first on the scene to help while an estimated 15 fire trucks, 20 ambulances and 100 rescue workers were immediately allocated to rescue operations. Karnataka Western Range Inspector General of Police, Gopal Hosur, said that eight to ten people had been moved to hospitals, and that the Karnataka Police force, bomb squad, Karnataka Fire & Emergency Services, Karnataka State Reserve Police and all hospitals were working together to help out. The Central Industrial Security Force (CISF) sent 150 personnel to Mangalore to help in the relief and rescue operations. Bodies of all of the deceased were recovered from the crash site on the day of the crash, with relatives of the deceased receiving 87 of the bodies. Doctors who conducted post mortems on the bodies recovered recorded that most victims had died of burnsAfter the rapid establishment of a special emergency information service. Praful Patel, Indian Civil Aviation minister, arrived from New Delhi to be at the scene. Patel was soon followed by Karnataka Chief Minister B. S. Yeddyurappa and Kerala Chief Minister V. S. Achuthanandan to take control of the situation. Many countries and organisations expressed sorrow and condolences to the people of India over the crash. Compensation There are two parts to how the claims are settled. Part 1: interim compensation: It is important to know that the interim compensation of Rs 10 lakh offered by the airline is their statutory duty to do so under section 28 of Schedule III. This amount will be deducted from the final compensation that will be paid out. Part 2: final settlement: Consortium of insurance companies may want to settle as soon as possible, individually with the families. They will offer compensation amounts depending on the basis of calculation of the quantum of damages claimed. The important factors that influence the offer which the airline/insurer will make are (i) age of the deceased passenger, (ii) educational


status, (iii) employment, (iv) last salary drawn, (v) marital status, (vi) general economic status, (vii) number of dependents, (vii) the extent of dependency, among others.

• The Prime Minister of India, Dr Manmohan Singh announced 2 lakh (US$3,990) or €3,390) for the families of the dead and 50,000 (US$1,000) for the injured to be allocated from the Prime Minister's National Relief Fund

• The Civil Aviation Ministry announced Rs 10 lakh each compensation for families of the dead.

• Karnataka Chief Minister Yeddyurappa has also announced compensation of 2 lakh (US$3,990) to the families of the dead.

• The Airline announced interim compensation of 10 lakh (US$19,950) for passengers above 12 years of age, 5 lakh (US$9,980) for passengers below 12 years of age and 2 lakh (US$3,990) for every injured passenger. This compensation is over and above the compensation announced by the Prime Minister. Additionally, Air India has said it would offer jobs to the survivors.

• As of 11 June 2010 an amount of 170 million (US$3 million) had been distributed as compensation to the families of the victims and to the eight survivors.

• The Supreme Court issued notices to the Centre and Air India on a petition seeking compensation of Rs 75 lakh each to the victims under the Montreal convention, Air India was obliged to pay a minimum compensation of 100,000 SDRS (Special Drawing Rights) amounting to Rs 75 lakh. The court further ruled that this was over and above any other compensation that the petitioners are entitled to.

Questions 1. Discuss the response Mechanism for such an event ? 2. Discuss the adequacy relief management? 3. How such events could be prevented?


Dilapidated Condition Madras Tile Roofing Indo Saracenic Facade

Group-3 CASE STUDY-3

Case Study Assessment of Disaster Safe Construction Practices and Building Bye-Laws(2010-11) – A Case Study of Selected Buildings in Mysore (The detailed study report can be obtained by contacting the author Dr. Ashok Sanganal) The study made an attempt to assess the susceptibility of 7 important buildings and locations chosen from different life line sectors such as market complex, Hospitals, Industrial complex, and Colleges. Since buildings and complexes that come under these sectors generally have an effect on large number of people and huge property during disasters like earthquake, fire, flood, chemical gases etc., These 7 building complexes were studied with reference to safety indicators and checklist. Each of the 7 complexes have revealed certain weaknesses and strengths in the form of structural and non-structural vulnerabilities and safety. Based on the analysis of data, the study proposes appropriate structural and non-structural measures. Proposal and recommendations for city corporation, development authority and other departments are drawn. The study was done with the following objectives

• To identify a few important life line buildings in Mysore that provide direct and indirect service to large public

• To study the planning and construction practices adopted in these buildings • To identify disaster safe and unsafe planning and construction practices in these buildings

Devaraj Market Building and Market Complex Field Observations

• No seismic design is provided in these buildings • The main vulnerability comes from the lack of reinforcement to resist the lateral loads

or earthquake forces in the masonry walls/foundations to make them ductile • Lack of shear strength in the walls • Lack of connections between walls, roofs etc. • Old age of buildings

Structural Safety The structure is G+1 and is 120 years old. It is constructed using bricks, lime, Madras tile & Kadapa slab roof. Due to lack of maintenance, some parts of the structure are in dilapidated condition. Two of its shops crumbled in the recent rains. The market gate facing Anne Sarot Street collapsed due to poor maintenance. Temporary structures spoil the market interior. The inner part of the market is decaying and it is losing its architectural character due to lack of repair and renewal.


Proposed Mitigation Measures

• Before an event of building failure and resultant loss, Devraja Market being a historical building with heritage significance, need immediate restoration and retrofitting of the building.

• Reinforced Jacketing of masonry pillars at intervals • Ensuring connections between walls and roof by proper anchoring • RCC infill along the walls at intervals • Retrofitting of masonry walls by reinforced grouting • Putting extra piers wherever necessary • Parts of the structure could be reconstructed to adequately provide for the growing

requirements of the traders and buyers alike. • It attracts more shoppers on festival days and the market becomes overcrowded. So

safety measures should be adopted.

Proposed Mitigation Measures • Relaying of drains with adequate size • Municipal administration should take steps to supply the required quantity of water for

drinking and cleaning purpose. • Pay and Use toilets with regular maintenance needs to be planned in the market for the use

of public at suitable location • Closed surface drains need to be provided along both sides of the circulation aisle with

proper gradient for quick disposal of storm water.

Proposed Mitigation Measures Shortage of parking space is leading to encroaching of road for parking and during peak hours, there is a high risk of road accidents along Sayyaji Rao road.

• The authorities need to allot parking space for individual shop owners separately and provide for the general public visiting the market.

• There is an urgent need to find out a solution of parking space for owners (from morning to late evening) and for customers (moving population).

• Parking problem may be tackled by provision and construction of under-ground parking system.

Proposed Mitigation Measures

• Lighting and illumination in the market area with a minimum of 500 lux individual lighting and more shall be provided to prevent disaster risks.

• Fluorescent fittings should be used for artificial lighting as an immediate intervention. On a long term solar energy can be used for lighting purposes.

• The cabling system can be underground or with proper conduits to avoid risks of shocks and short circuits.


Risks due Improper Solid Waste Management

Field Observations

• Garbage disposal on the street is degrading aesthetics and environment around the market • The adjacent meat market and banana godowns are creating more environmental pollution

because of improper storage facilities and garbage disposal. • Delayed collection and disposal of waste led to open dumping at aisle space causing

inconvenience to consumer movement. • Foul smell emanate from the waste and may lead to communicable diseases

Proposed Mitigation Measure

• The MCC should take steps in monitoring the solid waste collection as per tender specifications.

• Regular cleaning and disposal shall be ensured by assigning joint responsibility to private, traders and MCC Officials and monitored through GPS system.

Lansdowne Building, Mysore The building comes under heritage tag as it was built in 1892. The plan and construction at that time was considered as the best and looks architecturally elegant even today. It is now functioning as a business centre with about 108 shops located in ground and first floor together. The existing status of the building in terms of vulnerability, plan & construction, hazard risk are studied and measures are proposed. Photo: Front Elevation of a part of the Building

Problems � The building is very old and has structural deterioration � To retain it as a heritage structure, it needs to be renovated & stored. � Encroachment along the road side could cause road accidents and stampede at times of

threats.

The building is old and has pleasing appearance due to its architecture. The complete elevation is given below in the photographs;

The staircase has a width of 1 mt, and poses potential danger for inmates if a stampede or fire hazard takes place. The dilapidated portions in the photos below provide sufficient indication of building weakness.


Structural Mitigation • The building needs to be either reconstructed or necessary structural repairs and retrofitting

initiated • Retrofitting by RCC grouting, infills, extra piers, strengthening connections by anchoring etc. • Removal of encroachments • Providing pay and use toilets in the location to prevent insanitation around the building The usual methods for retrofitting existing structures generally include the insertion of the following elements: • Walls on the outside of the building • Buttresses • Walls in the interior of the building • Portico fill-in walls • Specially anchored frames • Covering of columns and beams • Construction of a new frame system.

Non-Structural Mitigation • Inmates need to be made aware of the harmful consequences of disasters like fire, earthquake,

flood and communicable diseases • Awareness on harmful effect of encroachment of roadside margins, installation and use of

safety measures like Fire extinguishers, road accidents, threats and stampede needs to given to traders.

Note : The detailed report of all 7 buildings is not explained here and a few recommendations are described below; Recommendations

� The densely populated areas like market complex need to be planned and regulated with building bye-laws

� Schools and colleges need to have safety management plan with safe evacuation routes, exit, fire and earthquake resistant construction.

� Adequate open and circulation spaces are required at Market complexes � Adequate parking area and prevention of road encroachment in and around the marker

area � Old buildings that come under heritage tag need to be repaired and retrofitted for

earthquake and fire safety � Industrial buildings shall have onsite and off-site safety plans and these plans are

drilled monthly to check any gaps � To plan and construct low hazard buildings with non- combustible materials. � To provide fire control and suppression equipment where ever needed with First-Aid

materials. � To maintain the Equipment in readiness. � To educate and train people in loss prevention and proper action in emergencies. � Buildings should be constructed on a good concrete base. � Buildings should be of simple, geometric design, avoiding L, U and D shapes. � Rectangular and square type building plans are most suitable. � U, L and asymmetric building plans to be avoided for earthquake safety � Construction of overhang, portico and lintels without proper designs to be avoided � Construction floors in soft storey shall be avoided(Car parks, conference halls etc) � Earthquake resistant practices like plinth beam, lintel beam, corner reinforcement, pile

foundation/raft foundation etc shall be considered in all types masonry buildings


� Stair case, exit doors, corridors in Market complexes, colleges, schools, industrial buildings and such other public buildings shall have width not less than 2 Mts and as per NBC-2005

Questions Discuss the Structural and Non-structural Mitigation Measures for Old building and

shopping complexes

GROUP-4 CASE STUDY-4

URBAN FLOOD MANAGEMENT– A CASE STUDY OF BANGALORE(2009-10)

Increasing built up areas, paved surfaces, encroachment of natural water courses and low

lying areas, less capacity storm water drains, increasing density of population, encroachment of storm water drains are among some of the major reasons for floods in Bangalore posing challenges to the people and civic agencies such as Bruhat Bangalore Mahanagar Palike(BBMP), Bangalore Development Authority(BDA), BWSSB(Bangalore Water Supply and Sewerage Board), BMTC(Bangalore Metropolitan Transport Corporation) and those providing rescue and relief such as Fire services, Police, Home Guards, Health Dept. etc. A rapid appraisal survey of flood affected areas particularly in the vicinity of Madivala tank revealed the fact that there is close linkage between the flood, storm water drainage, solid waste management, sanitation, roads(transport) and health (diseases). An apparent observation during the survey of flood affected areas indicated the truth that the storm water drainage systems without proper solid waste management cannot work. Similarly, for better transportation and basic sanitation, good storm water drainage systems are essential. In slums and low lying areas, children and women were more frequently affected by diseases due to floods and resultant insanitary conditions. Mixing of sewage effluent with storm water and constraints for downstream flow have worsened due to irregular constructions and unregulated development activity along the natural water courses and water bodies. Most of natural drainage pathways and flood plains have been occupied and developed. It is noticed that the residents and the concerned authorities wake up on seasonal basis when the storm water enters their houses and neighbourhood during rainy season at a time when their life becomes stagnant and miserable. Storm water drainage assumes less importance as compared to water supply and other public services as it attracts attention only during flood as revealed by the residents.

Due to floods, deaths, diseases, loss of property, damages to public infrastructure such as roads have become common and consume huge investment year on year. The BBMP has been taking up repair and reconstruction works every year during rainy season after the flood damages which consume huge investment without providing permanent solution. It is indeed thriving to note that the BBMP has taken up civil works on a large scale in almost all the flood affected areas under JNNURM(Jawaharlal Nehru National Urban Renewal Mission) for revamping of storm water drainage systems to prevent flooding permanently to the possible extent and at the time of survey, many civil works were under construction. Yet it is confirmed from the discussions and techno-legal & social issues point of views that there are many unresolved challenges covering the critical issues of encroachments, land acquisition, rehabilitation etc., which need the initiative, willingness, commitment and serious interventions at all levels starting from public, political, governmental, Municipal and regulatory. The extreme weather events come as a coincidence and happen when there is a precipitated and intense rainfall within a short span of time. Precipitation, intensity and the duration of time are the key elements that decide if the rain could cause flooding. Sometimes even 8 cm to 10 cm of rainfall in a short span of time could cause flooding, and if it


occurred in a matter of one or two days, the water seeps into the soil. Even a 30 mm rainfall in a matter of 30 minutes could cause flooding, especially in the low-lying areas. In Bangalore most of the slums are developed in low laying areas along a storm water drains and railway tracks. In many occasions these slums are inundated during heavy rains. The slums located along storm water drains have serious health hazards on its dwellers due to flow of contaminated water in the drains. Due to inadequate and insufficient approaches, it is difficult to provide basic amenities such s solid waste management, water and sanitation, health services, education programme, emergency services, etc.

Problems of Sewage Treatment Services in Bangalore City • Untreated sewage getting into storm water drains • Siltation, blocking of solid waste and damage in the sewerage system • The sewage is left in open at many places creating unhygienic conditions in the surrounding

area. • Dumping of Solid Wastes in manholes • Sewer lines having crown corrosion and reverse gradient and discontinuity. • Absence of sewers in slums and isolated areas. Domestic waste water constitutes a major source of pollution especially of aquatic bodies as waste waters generated in urban communities are discharged either without or with partial treatment. The purpose of public waste water collection and disposal system is to ensure that sewage or excreta and sullage discharged from communities is properly collected, transported, treated to the required degree and finally disposed off without causing any health or environmental problems. The purpose of sewage treatment is to destabilize decomposable organic matter present in sewage so as to produce an effluent and sludge which can be disposed of in the environment without causing health hazards or nuisance. It is estimated that poor quality and inadequate quantity of water accounts for about 10 percent of the total burden of disease in the state. Waterborne diseases occur mainly due to lack of safe drinking and sanitation facilities. Mixing of sewage into storm water and subsequent flooding in the slums and other residential areas lead to spreading of diseases among public particularly the poor residing in low lying areas. Entry of raw sewage into SWD & water bodies is due to; • Discontinuous pipeline network. • Areas not provided with under ground drainage facilities. • Undersized & chocked pipelines & manholes • Failure of system components (structural / mechanical)


Manholes constructed inside SWD & also exactly at the vent location is obstructing free

flow of water, near Chunchappa block. A manhole is broken and sewage is directly flowing into storm water drain. Sanitation facilities like sewerage system, storm water drain, latrines(public or private), and other community sanitation services are important in maintaining good hygiene and clean environment. Factors such as population pressure, discharge of effluents, addition of agricultural chemicals into water bodies and inappropriate water pricing mechanisms have contributed to deterioration of water quality, depletion of water and unhygienic sanitation. Lack of proper sanitation facilities increases the environmental problems particularly during rainy season. Overflowing soak pits contaminate water and soil and also affect the health of people. The problem gets worsened in low lying areas, where usually poor people live. Effects of Floods on Housing in Slums in Bangalore The poor people residing in low lying areas and slums near Madivala and Mysore-Bangalore road expressed how flood affect their houses;

1. Water enters the interior of the houses attacking on both sides damaging walls and foundations are loosened.

2. Thatched houses, mud houses, huts, loosely built bamboo sheds are washed way. 3. Houses are not securely anchored, or built on loose soil including the ones with weak

foundations float in water. This floatation causes further damage to lives of people, animals and the property of people.

4. Inundation due to rising water level spoils the interior of the houses and renders them unfit for use.

5. Undercutting of houses due to velocity of water and materials floating in water. 6. Walls around compounds, erosion of land, deposition of debris, wet floors are other forms

of damage to houses. During medium and severe floods, many of these people are the most vulnerable and incur significant losses and damages. Large and costly structural interventions would contribute to convincing the people in to a false sense of security ‘through encouraged unimpeded development in areas where devastating floods would nevertheless inevitably occur’. Therefore the urban policies should aim at addressing factors contributing to vulnerability, such as urbanization, poverty, poor environmental management and uncontrolled development. Loss of Natural Habitat Built-up area (16% in 2000) has now increased to 23-24% in the metropolitan area of Bangalore. There are 542 slums located in the jurisdiction of Karnataka Slum Clearance Board (218) and Greater Bangalore City Corporation (324), out of which 310 are undeclared settlements according to 2001 Census. Temporal analysis of water bodies indicated a sharp decline of 58% in Greater Bangalore attributed to intense urbanization process, evident from 466% increase in built-up area from 1973 to 2007. Analysis revealed decline of wetlands from 51 in 1973 (321 ha) to merely 17 (87 ha) in 2007. The number of water bodies reduced from 159 to 93.


The lakes of the city have been largely encroached for urban infrastructure. As a result, in the heart of the city only 17 good lakes exist as against 51 healthy lakes in 1985. According to a study, the water bodies of the city have reduced from 3.40% (2324ha; 5742.7 acres) in 1973 to just about 1.47% (1005 ha; 2483.4 acres) in 2005, with built-up area during the corresponding period increasing to 45.19% (30,476 ha; 75,307.8 acres) from 27. 30% (18,650 ha; 46,085.2 acres). Status of Flood Plain Zoning in Bangalore The fact that the encroachments of natural lakes, water bodies including the low lying areas which were naturally bearing the load of rain water only indicates little or no application of flood plain zoning regulation in Bangalore city. Development activities in these areas should have been restricted as it would be impossible to remove buildings and infrastructure now. Had the BBMP and other development authorities adopted land use planning that takes into account the spatial demand of water courses and development including planning for future activities, such floods would not have been so disastrous. Therefore, flood plain zoning regulations/legislation would not be able to help these already developed areas but definitely help the areas that are going to be newly developed. The development authorities and BBMP together need to evolve appropriate flood plain zoning regulations to be implemented both in the developed areas and the areas that are going to be developed in order to protect the natural habitat which would in the long run prevent disasters due to floods. Basic concept of flood plain zoning is to regulate land use in the flood plains to restrict the damages caused by floods. Flood plain zoning aims at determining the locations and the extent of areas for developmental activities in such a fashion that the damage is reduced to a minimum. It, therefore, envisage laying down limitations on development of both the unprotected as well as protected areas. In the unprotected areas, boundaries of areas in which developmental activities will be banned, are to be established to prevent indiscriminate growth. In the protected areas, only such developmental activities can be allowed, which will not involve heavy damage in case the protective measures fail. Zoning cannot remedy existing situations, although, it will definitely help in minimizing flood damage in new developments. Bye-laws for Buildings in Flood prone Areas The following provisions will be incorporated by BBMP in the building bye-laws for buildings in flood prone areas:

a) Plinth levels of all buildings should be 0.6m above the drainage/flood submersion lines. b) In the areas liable to floods, all the buildings should preferably be double and multiple

storey. Wherever there are single storey buildings, a stairway will invariably be provided to the roofs so that temporary shelter can be taken there. The roof levels of the single storey first floor level in double-storey buildings will be above 100 years flood levels so that the human beings and movable property can be temporarily sheltered there during periods of danger on account of floods.

Constructions even on top of the storm drains !


Due to the absence of proper town planning, properties are often built across drainage lines in Bangalore.The land use planning should bring about the effective use of flood plain and regulate land use in such a manner that the development activities and infrastructure are not located on the flood plain. The following are the important measures;

• Prevent illegal settlement on flood plains • Use flood plain for activities such as forestry, gardening, tree plantation, vegetation etc. • No reclamation of land falling on flood plain should be allowed • New settlements should be avoided on flood plains • Flood water detention facilities and rain water harvesting structures, porous road surface

could be done • Construction of embankment along the natural water tanks/rivers to prevent inundation of

densely populated city areas. • Awareness to people on the dangers of drainage blockage and responsibility of public to

keep them unclogged. • Relocated the people to safer areas who have settled in flood plain areas • Grow more plants and trees around the colonies • Adopt rain water harvesting structures for all houses in the settlement • Storage ponds could be constructed for storing access flood water. Such area could be

reserved for such purpose throughout the year to reduce the risk of floods

Though these regulations are important to reduce the flood risk in city, they are not easily done by city administration as most of the areas are built up and social structures well developed. People resist any new location or occupation or practice. If these regulation are to be implemented, then there is a need for adequate compensation, which could be enormous and beyond the capacity of the urban local government. Mitigation Strategy: Appropriate Onsite and Offsite Technologies for Source Control of Rain Water and Flood It is required to mitigate the excess runoff problems at source both in terms of quantity and quality which is the key for controlling flood hazards and should form the basic principle for revamping and designing of Bangalore drainage system. BBMP needs to implement structural and non-structural mitigation measures to control intense runoff volume and resultant flooding. Following strategies are needed;

1. To reduce runoff Volume and resultant flood : Minimise changes and deviations due to development activity to natural catchment and introduce technologies that enable natural runoff flows without causing flood

2. To conserve storm runoff: Implement technologies and structures that help collection and storage of storm runoff for different domestic and non-domestic uses and infiltration to ground for ground water recharge. Filtration pits will absorb rainfall volume to the extent of 20 to 30%. Rain water harvesting structure can store water to the extent of 30,000 to 70,000 litres for a house located on 1200 Sq.ft site with an annual rainfall of 800mm.

3. To protect Quality of storm water storage/infiltration: As runoff from roads is mixed with inorganic and organic wastes/pollutants, it is necessary to adopt appropriate treatment before its use if stored for domestic use.

4. To preserve natural habitat: Improve and develop greenery, gardens, flora and fauna around flood plains and prevent encroachment

5. Increase filtration: Go for impervious surface for roads and open spaces increase infiltration rate for rainwater. Following figure shows the rate of infiltration against different percentage of imperviousness of ground


Strategy of District Disaster Management Plan(DDMP) The Disaster management policy and the Disaster management Act 2005 stipulate the formulation of DDMP for every district and its revision and updation on continuous basis. Karnataka with almost all 177 talukas facing mild to severe floods every year needs to give increased emphasis flood management plan to be incorporated in the DDMP for comprehensive management of flood in the state. ATI Mysore Conducts flood management training programmes for the line departments for preparing flood management action plan. District and sub- district level flood mitigation plans are being prepared by facilitating officers at the local levels by conducting programmes at District Training Institutes (DTI). To do this, CDM ATI Mysore has prepared templates for DDMP preparation. ATI has evaluated and helped the district administrations to reformulate the existing DDMP’s of all the district in the state as per the provisions of the state disaster management plan(SDMP), SDMA and DM act-2005

Questions 1. What are the reasons for Urban Flood? 2. Discuss the Mitigation of Urban Flood? 3. Explain the Flood plain zoning to prevent Urban Flooding 4. Discuss the of-site and onsite technology for Flood prevention


Steps in District Disaster Management Plan

The participants will be asked to read through the following steps and clarify the doubts on each step. The trainer explains the planning process and the responsibilities of officers in each department for preparing mitigation plan, preparedness plan and response plan including communication based on the vulnerability of the district.

The CDM ATI Mysore based on the guidelines of NDMA and UNDP has prepared broad templates for Preparedness, Mitigation, Response plans of DDMP. These templates can be modified based on the field needs for preparing the DDMP.

The Role of the District Disaster Management Authority (DDMA) Section 31 of the DM Act 2005 provides that there shall be a DM plan for every district. It outlines the broad coverage of the plan as well as the requirements of consultation in the preparation of the district plans. It also provides for annual review and updating of the district plan, and enjoins upon the district governments to make provisions for financing the activities to be carried out under the district plans. It provides for the departments of the district governments to draw up their own plans in accordance with the district plan. The district plan shall be prepared by the DDMA in conformity with the guidelines to be issued on related matters by the SDMA having regard to the guidelines laid down in this regard by the NDMA, and after such consultation with local and district authorities and the people’s representatives as the DDMA may deem fit. The district plan prepared by DDMA shall be approved by the SDMA.

Need for Immediate Action Ideally, district DM plans should be made after vulnerability assessment and risk analysis of a district and state have been undertaken. Guidelines issued by the SDMA will also need to be internalised in these plans. It is felt that the preparation of plans cannot, and should not, await the outcome the disaster risk analysis. On the basis of extant information and knowledge, a plan should be formulated by every district and updated regularly adding fresh inputs on an ongoing basis. Pending detailed micro-level vulnerability assessment and risk analysis, information as currently available about the vulnerability profile of different areas of a state, including information contained in the Vulnerability Atlas of India published by the Ministry of Urban Development, information from the Karnataka State Disaster Monitoring Centre and ATI, Mysore, and other local level agencies may be incorporated in the plan. DDMP Structure/Framework The framework of the plan will highlight the paradigm shift in DM from a relief-centric approach to a regime that anticipates the importance of preparedness, prevention and mitigation, and comprises three parts: Overall processes/systems including broad vulnerability profile of the district, Scope of the plan, Institutional mechanisms in Disaster management and their overall functions at the district level. Disaster specific plans - specific risk & vulnerability assessment, phase-wise plans comprising thematic issues such as Key activities, awareness generation, training needs analysis and development of a state Human Resources (HR) plan, knowledge management, partnership for community based DM, preparedness, early warning and forecasting system standards for relief, rehabilitation, Role of key agencies phase-wise & dept-wise, financial and legal arrangements, resource inventories, SOPs etc. Cross-cutting issues common to all situations in any disaster. It will specifically deal with implementation, monitoring and review arrangements. It will be in conformity with disaster specific guidelines, which are being issued


from time to time by the SDMA wherein the last chapter of each guideline will detail outlines of the plans to be made. The plan will also address cross-cutting activities in DM, the vertical and horizontal linkages requiring coordination between the union, state and local governments on the one hand and a host of government departments and agencies on the other.

Coordination Mechanism • The role of elders, senior citizens and locally respected leaders. • The role of the NGOs, Self Help Groups and other Community Based Organisations

(CBOs). • The role of women, youth and children as active participants in DM including risk

reduction, mitigation, preparedness and awareness generation. • The role of private organizations in DM • The role of urban and rural local bodies particularly gram sabhas. • Role of Departments

Guiding Principles for DDMP Plan for Preparedness includes the following tasks;

• Identification of Hazard, Risk and Vulnerable areas • Setting up of Control Rooms and Warnings • Inventory of resources such as safe zones, food, medical facilities, essential commodities,

veterinary care, transport, drinking water, sanitation facilities etc. • Funds • Roles and responsibilities of Administration, Police, Health Officers, Fire services, Home-

guards, army and all the line departments • Community Preparedness

The plan will:

i) Take into account the socio-cultural realities of the district and should be equity

based— recognising the differential needs of all sections of the society, including marginalised groups such as the elderly, pregnant and lactating mothers, children, physically and mentally challenged persons etc. It should specifically address the concerns of women.

ii) Be in harmony with national, state, block, village and community level plans and should incorporate implementation strategies as well as indicate specific monitoring and evaluation mechanisms.

iii) Develop a base line and identify the total risk and also agree on the minimum acceptable level of risk. It must capture all aspects of the DM cycle from preparedness to recovery. However, the initial plan formulation need not await completion of the risk assessment exercise.

iv) Include a reference to the components of the district Human Resource Development (HRD) plan for DM, which specific emphasis on features specifically such as:

• Training needs analysis. • Involvement of CDM, Administrative Training Institutes (ATI), of other

training and educational institutions in the exercise. v) Describe the role of the Emergency Operations Centre (EOC) / Control Room:

time bound action plans must be indicating for creating facilities for environment scanning, intelligence gathering, operations and logistics management under one roof for holistic and efficient management of disasters at the state and district level. Arrangements must be made and procedures must be laid down for manning the EOC on 24 X 7 X 365 basis. The plan must also cover in detail the indigenised Incident


Response System at the district and local body levels. vi) Incorporate Medical Preparedness and Mass Casualty Management: The following

points must be reflected in the district plan:

• Listing of all hospitals and primary health centres including private nursing homes and their capacities.

• Emergency casualty management plans at the local, district and state level. • For effective management of big cities, nearby medical facilities must also be

built into plans. • Availability of mobile hospitals and/or plans for acquiring the same.

vii) Outline various life-line structures/ infrastructure (e.g., bridges, roads, school buildings,

hospitals, communication network etc.) and also highlight the arrangements for the maintenance and management of these structures during disasters.

viii) In major cities (with a population exceeding 10 lakhs), municipal corporations have a large administrative system including departments like Engineering, public health and revenue, and sometimes fire services. These should provide a good mechanism for coordinated response in case of any crisis/disaster. In cities and towns, adequate emergency facilities should be ensured for DM.

ix) Include the essentials of a scientific approach in damage assessment exercise so that timely and adequate relief can be provided.

x) Identify emergency management problems with spatial aspects appropriate for Geographic Information System (GIS). GIS can be part of the solution to many emergency management problems. Evaluation the costs of institutionalising GIS as an emergency management tool in terms of staffing, training, data collection, hardware and software.

xi) Lay due emphasis on the conduct of mock exercises and drills for different disasters. These exercises are essential for role clarity of the stakeholders concerned at the district level and for synergising coordination of various emergency support functions. In case of water and climate related hazards, exercises in different vulnerable areas of the district may be planned before the onset of the rainy season. For other kinds of disasters, exercises may be planned at regular intervals as considered appropriate.

xii) Describe the mechanism of convergence of existing national, state, district and local resources.

xiii) Address logistic issues in preparedness, response, rehabilitation and recovery related matters.

xiv) Include requirements of infrastructure, communication, training and HRD in a phased manner.

Administrative Arrangements i) DDMA will set up the mechanism for institutionalizing the DEOC, District

Response System (DRS), Local Authorities (PRIs and ULBs) and Departments including NGOs and Private Sector for District Disaster Management

ii) The plan must be in accordance with the development plans of the district and the state and comply with the requirements of state DM plan and policy.

iii) The systems and institutions for implementation of the plans must be clearly identified and spelt out. The plan should explicitly take note of the available NDRF, SDRF,

iv) Civil Defence, Home Guards, youth and students organisations etc. The National Cade


Corps (NCC), National Service Scheme (NSS) and Nehru Yuva Kendra (NYK) networks. Specific plans for capacity building and training should also be included in a separate chapter.

v) Public-Private Partnerships will be factored into the DM approach and the modalities through which these will work also need to be incorporated.

vi) Knowledge Management—the following aspects will be covered in this section:

• Measures for documenting the indigenous / traditional local practices for DM. • Regular updation of the resource inventory

vii) As disasters do not recognise man-made boundaries, inter-district coordination issues will have to be prominently factored into the plan.

viii) DM involves a multi-disciplinary approach of many initiatives converging at the district and local level. It is here that there is greater need for inter-disciplinary coordination and monitoring. The facilities of the CDM, ATI, Mysore will be fully utilised.

ix) Interface with Panchayati Raj Institutes, ULBs, CBOs, NGOs and the community at large and utilising their assistance should be clearly brought out.

x) A mechanism must be put in place to ensure that the plan is updated on a regular basis (at least once in a year) and is able to accommodate changes over time.

Budget and Financial Arrangements The plan will:

i) Be supported with necessary budget provisions for short, medium and long term activities. The DM Act, 2005 mandates the constitution of a District Disaster Response and Mitigation Fund at the district level. The modalities for the creation of these funds as well as guidelines for their utilisation may be included in an annexure to the plan document.

ii) Integration and streamlining of DRR in the development plan by converging the departmental schemes viz., NRHM, JnNURM, MNREGA etc.

iii) Indicate and estimate the provision of adequate funds for the requirements of mitigation and relief material when disaster strikes, estimated on the basis of past experience. Care should also be taken to make full provision for the requirements of forces deployed on these occasions. Availability of funds for district and local authorities from the plans should be ensured.

iv) Furnish, while referring to external aid, details of the nodal arrangements for coordination.

Statutory Compliance This will cover aspects such as:

a) Prepare district disaster management and response plan. b) Coordinate implementation of national policies, state policies, national plan, state plan

and district plan. c) Take measures for prevention of disaster and mitigation of its effects through

departments at district level and local authorities. d) Constitute one or more advisory committee or other committees for the efficient

discharge of its functions. One of its members shall Chair such a committee e) Examine construction standards; ensure communication systems; involve NGOs and

take all operational measures. f) Penal provisions of DM Act to be incorporated in DDMP


Process of DDMP This section will:

i) DDMA to designate the nodal department for coordinating formulation of the district plan.

ii) Identify the focal point in each relevant department; consisting of a core group of officers and provide for adequate training to professionalise their approach. The CDM ATI will provide training to the identified officials

iii) Involve administrative/ technical institutions for providing technical support. iv) DDMA to Involve suitable NGOs, CBOs, corporate sector, youth organisations,

educational institutions, Panchayati Raj Institutions (PRIs), urban local bodies, media and other stakeholders—and the modalities of such partnerships.

v) Outline the logistics management in all aspects of DM from preparedness to recovery. Mitigation plan includes the following;

• Structural Measures(Long-term and short-term) • Non-structural measures • Short term and long term measures

Plan for Response during the Disaster includes the following tasks;

• Search and Rescue • Evacuation of affected to the safer places • Providing Relief shelters and management of relief operations • Monitoring and reporting • Crowd control • Media management : Co-ordination among the functionaries and media for collection and

dissemination of authenticated information. • Cleaning of debris etc. • Disposal of dead bodies and carcasses • Distribution of relief materials including compensation • Psycho-social care, trauma counselling

Reconstruction Plan • Closure of relief camps • Restoration of infrastructure and livelihood to normalcy

Strategy for Preparing the DDMP

Prior to the preparation of plans, the district level officers are being trained at ATI Mysore and a series of workshops were organised at every district to discuss the hazards, risks and vulnerability including the capacity. The templates for preparedness, mitigation, Response and Recovery developed as per the guidelines of NDMA and DM Act-2005 CDM, ATI, Mysore are adopted by the District Administrations. The Risk assessment tools are used. Expert groups are being formed for each category of disaster.


Checklist

Following checklist was adopted for DDMP preparation; Section 1: Introduction 1) Rationale/Justification for DDMP 2) Objectives 3) Role of District Administration Instruction The expert group based on the vulnerability has to define the obove statements Section 2: District Profile Brief account on the following information of the district

� Geography with features � Topographic Map with main features � Land use pattern � Forests � Rainfall � Cropping pattern � Educational Information � Health Info � Religions � Towns � Various other institutions � Rivers and dams � Power stations and Electric installations � Power projects � Industries and mines � Transport and communication network � Demography (Poverty, Literacy, Per capita income, Occupation)

Instruction: The above information is obtained from secondary sources and by survey. Section 3: Risk Assessment & Vulnerability Analysis Risk assessment can be carried out by using various PRA(Participatory Risk Appraisal) Tools such as Transect walk, Resource mapping, Seasonality chart, vulnerability mapping etc. Following is the minimum information required; Proneness to Various Types of Disasters Type of hazard Time of Occurrence Potential Impact Vulnerable Area Flash flood June-August Loss of houses,

damage infrastructure, houses, etc.

entire districts/urban area etc

Important Components of DDMP

- Objectives - Profile of the District - HRVC-Analysis - Preparedness Plan - Mitigation Plan - Response Plan - Rehabilitation and

Reconstruction Plan - Automation of DDMP - SoPs Before, During

and After the Disaster


Disaster Probability

Name of Disaster Jan Feb Mar Apr ---- Dec Floods Land slide Earthquake Fire accidents etc

Post History of Disasters in the District Occurrence in Future Sl. No.

Type of hazard

Year of occurrence

Area affected

Human loss

Crop affected

House damaged

Infra- Structure damaged

Animals affected

Any other

Section 4: GIS and Preparation of Basic Maps Use the GIS and GPS technology for preparing the following;

� Map Showing sub divisions. � Maps showing boundaries of Taluks, GPs etc. � Maps showing Educational Institutes, Health Institutes, Public Infrastructure. � Map Showing Vulnerable Areas to different disasters such as Heavy rainfall, floods, land

slides, drought, fire, industrial accidents, chemical accidents/mishaps, road accidents etc. Instruction: The maps including vulnerability maps shall be digitised in GIS and attribute data is fully obtained . Capacity Analysis

� Inventories and Evaluation of Resources. o Location of Safe shelters. o Storage of Food (Type of structure, Location, Capacity, Contact person, Address

etc.). � Communication and Media. � Administrative Preparedness for Different Disasters. � Human Resource and Skills. � Public Private Resource inventory and capability analysis. Instruction: The data needs to obtained from all the departments, NGOs. Community, PRIs and other private sources

Section 5: Institutional Mechanisms Please refer chapter4 & 9 for details

� DDMA structure � ICS (incident command system) � EoC (Emergency Operation Centre) � SoC (Site Operation Centre) � NGO/CBOs (Community based organization) � Community involvement � Linkages with departments


Section 6: Mitigation Plan Please refer chapter 9 for details

� Structural measures � Non structural measures � Short term strategy � Long term strategy

Instruction: This data on old and week buildings, schools/colleges/life line buildings/vulnerable areas needs to be obtained from every village/GP and Urban areas(ULBs), Private, the departments and PRIs and community etc. Section 7: Response Plan Please refer chapter 9 for details

� Rescue and Relief management � Post Disaster evaluation & measures � Restoration work

Section 8: Institutional Arrangements at the District Level Please refer Chapters 4, 5 and 9

� Roles and Responsibilities of Officers ; o Before o During and; o After

Section 9: Communication Plan Please refer chapter 4 of this handbook for EoC, DCR etc.

� District Control Room (DCR) � Structure of DCR � Communication tools(HAM Radio, Walkie-Talkie, satellite telephone etc.) � Warning System � Message Reporting

Section 10: Standard Operating Procedures (SoP) for each Dept. These are explained in the chapter 9 of this handbook

� Before the Disaster � During and � After the Disaster

Checklist for each Department & its Officers Dos & Don’ts Section 11: Contact Persons & Addresses Note: For every component of DDMP, templates with queries and relevant data from the field shall be obtained. Detail steps/templates are given in the handbook on DM prepared by. Dr. Ashok Sanganal


Personal Learning Log

Please take a few minutes to reflect on what we did today Today we covered:

You might find it write down your response to the following questions 1. What happened today?

2. How did you feel when this was happening?

3. What learning or conclusions have you down from this?

4. What will you do as a result


Day 2

Session Event Content Duration 1 Recap � Learning Points of Day 1 9:30

to 11.30


� Need for DRR in development plan

� Steps in planning for DRR � Government schemes and

projects including infrastructure projects.

� Process of DRR in the above schemes

� Planning process for integrating DM / DRR in all the development projects.

Tea Break

Review of existing DDMPs of Four Districts

� Four DDMPs of different Districts of Karnataka & other states

� Review of each DDMP � Merits and Demerits of each

DDMP � Components for

reformulation � Present the reformulated

DDMP � Feedback for improvement

of DDMP

11.30 to

01.30

Lunch Break 2 Field Visit : HRVC

Analysis

� HRVC Tools and methods � Briefing of methods � Field Exercise � Action Planning

02.30 to

04.00

3 Prevention & Mitigation Plan

� Structural Mitigation � Non- Structural Mitigation � Short & Long term

mitigation � Techno-legal regime � Disaster resistant measures

04.00 To

05.30


DAY 2

Session 9 & 10 Disaster Risk Reduction in the District Development Plan

Rationale

Every District Development Plan shall be made Disaster resilient. Since, the District plan converges all the schemes, projects and development funds of both Urban & Rural areas, it should be made binding on the planning authorities & those formulating and implementing various projects to necessarily incorporate Disaster Risk Reduction component. The perspective plan for a period of about 20 years shall aim at mitigating the natural and man made Disasters that are identified and classified into L2, L3, L4 etc., depending on the frequency and impact of such hazards. In addition to the funds earmarked for the projects and schemes by the Government (GoI & GoK), the state and district disaster mitigation and response funds through the revenue department (DM) including resources from private, NGOs, Charities / Trust and the community should be mobilized for DRR. Urban local bodies and PRIs including the development authorities while preparing their annual budgets and plans shall provide adequate funds for DRR in the urban and rural areas. The district development plan is prepared by the district planning committee comprising members from PRIs, ULBs, Departments, NGO representatives etc., steps shall be initiated to identify the risks associated with development activities including the existing risks could be taken up for mitigation and prevention.

The disaster risk reduction need to be part of every scheme and project for e.g., a massive housing project of the Government should be disaster safe against earthquake, fire etc., Similarly the existing buildings of Government and private if found to be unsafe, a comprehensive plan of renewal, repair and retrofitting plan should be prepared and implemented to avoid possible disasters due to collapse of buildings. Government schemes like MNREGA will also help preventing possible floods by construction of check-dams.

Session Objectives � Explain the need for DRR in development plan � Explain the steps in planning for DRR � List the areas and schemes / projects where DRR can be introduced � Explain the process of integrating DRR in the existing and New schemes. � Explain the different plans namely short term, medium term and perspective plans for

DM.

Indicative Content � Need for DRR in development plan � Steps in planning for DRR � Government schemes and projects including infrastructure projects. � Process of DRR in the above schemes � Planning process for integrating DM / DRR in all the development projects.

Instruction to the trainer The trainer shall initiate discussion on the department wise schemes and projects including those already implemented. This discussion would lead to understanding of whether the DRR component has been considered are not in the existing and old schemes. Participants will be asked


to list the schemes and projects where disaster mitigation efforts could be taken up. The problems of not considering disaster safety will be listed. After understanding the need for DRR, the trainer explains the planning process at the district level and local level by the respective department and local body. Different types of plans such as short term, medium term and long term plans incorporating the disaster risk reduction measures will be discussed. The trainer makes it clear the mandatory provisions of DM Act – 2005 & the roles and responsibilities planning authorities to take care of disaster risks in the district development plan which needs to be updated annually. The purpose is to draw an independent DM plan out of the development plan for implementation and monitoring of disasters. Group Exercise The trainer ensures that the participants bring certain data on schemes from the projects of their departments like Irrigation Department to bring data on dams and Irrigation structures etc., PWD to bring information on unsafe roads, bridges etc., Fire Department to bring information on fire hazard areas, buildings etc. Similarly other departments will bring their information. This information will be processed by the respective department wise groups facilitated by the trainer. The trainer guides each group to identify the gaps in disaster risks mitigation in the schemes/projects. The trainer describes the steps to incorporate disaster mitigation plans in the planning process at various levels such as department level, ULB level, Village level, Community level, Project level etc. The plans prepared by the groups will be presented in the plenary. Feedback on each presentation will be given by the other trainees, department heads at the district and the trainer. Responsibility of Mainstreaming DRR in District Development Plan The Deputy Commissioner of the District being the Chairperson of DDMA shall take overall responsibility. The CEO of the ZP shall ensure preparation of DRR plans as part of District Development Plans. For eg., under NHRM scheme, the DHO who is also the Member of the DDMA shall ensure health related DM Plans of the taluk and villages to be part of District Development Plan. Similarly, CEO of the ZP who is incharge of almost all the development schemes shall ensure DRR component as part of every scheme/plan.

Group Task : Participants from each department will prepare similar table as given below for DRR components coming under the department jurisdiction.

SL NO

Officer Responsible

DRR Component Overall Responsibility Other Officers

1 DHO Health & Biological Disasters NRHM etc

DC & Director of Health & Family Welfare

Taluk Medical Officers & Para-Medics

2 EE/SE Rural Housing Schemes CEO of ZP AEE/AE

3 EE/SE

Urban Housing and Infrastructure Projects e.g., JnNURM, IHSDP, ASHRAYA etc.

Municipal Commissioner AEE/AE

4 SE/EE Road Projects, NH,SH etc

CE AEE/AE

5 JD Agri Drought Mitigation, Crop Insurance etc

DC AD /DD Agri

6 DD Factories Industrial Safety Plan DC AD/Inspectors of Factories DIC etc

7 EE DRR in MNREGA CEO of ZP CPO/AEE/AE etc 8 DCF DRR in Forest Scheme CEO of ZP ACF/RFO

Note : Above table indicates the responsibility of different officers for some areas/schemes of the Government. A similar strategy shall be adopted in all sectors


SL NO

Officer Responsible DRR Component Overall Responsibility Other Officers

1 2

Support Material � Workbook � NDMA guidelines � Schemes and projects of Government � DM Act – 2005



“Mainstreaming risk reduction” describes the process to fully incorporate disaster risk reduction into development planning. It means radically expanding and enhancing disaster risk reduction so that it becomes normal practice, fully institutionalized within an organization’s development agenda.

The state of Karnataka has led the decentralization process both for the rural and urban local bodies. All development plans are being prepared by the local bodies namely Zilla panchayats and municipalities. Development plans are prepared right from the village level to district level and an integrated district plan is prepared by the ZP with participation of all the line departments and community. All 30 districts in the state have formed District Planning Committee under the chairmanship of President of the Zilla Panchayat. The District planning committee is made responsible for preparing the district development plan. In this background, the state has good decentralized system of planning at every level right from grass root level. This approach to development planning would make it possible for the district administration to easily incorporate the disaster risk reduction measures at every level of planning process. Short-term Plan (Up to 2 years)

The preparation of short term plans involves the process of identification of problems, setting objectives, Force-field analysis, Developing options, prioritization, choosing/Deciding the option, plan action, implementation, operation and maintenance. The monitoring and evaluation is a continuous process from the beginning to end. Disaster risk reduction plans should be prepared simultaneously while the development plans are prepared. The municipalities and the Grama Sabhas have to prepare the short term action plans. Since the Ward Sabhas have not been set up in urban areas, the municipalities have to prepare the action plans. Medium Term Disaster Risk Reduction plans These plans would include medium term disaster risk reduction plans with investment drawn from the respective departments. A medium term plan of 3-5 years focuses on achieving prioritized objectives. It normally comprises a number of programmes and projects which are closely tied into the commitments –institutional and investment including Government which are necessary for implementation. A medium term plan may consists of more than one action plans. A medium term plan could comprise a number of multi-sector investment plans that are drawn from different sectors such as infrastructure, poverty, housing, health etc. The GoI and State schemes like MGNREGA, NRHM, NHM, and all such schemes must be converged to reduce impact of any possible disaster. District Development Plan It should be a statutory development plan for a period of 20 years. The district development plan should be evolved based on the action plans and medium term plans of the rural and urban areas. The medium term/multi-sector plans requiring investments of different magnitude and based on their priority are spread across a scale of 20 years. This perspective/development plan is prepared based on the action and medium term plans prepared by the local bodies and various departments. At every stage of planning, it should be made mandatory to assess the hazard and vulnerability aspects of various development plans and programmes of the departments/organisations. Based on the risks involved due to various disasters/hazards, adequate disaster risk reduction measures are to be planned. It would be appropriate if these disaster risk reduction plans are incorporated at every taluk and town level plans and finally converged into the district disaster management plan.


The state disaster management plan is basically the reflection of the district disaster management plans of all the districts in the state. The State Disaster Management Plan proposes the following actions for the district administration/DDMA;

Assessment of hazard, risks, vulnerability and capacity of each district on continuous basis Preparation of Disaster Management Plan Structural and non-structural Mitigation Plan Revision of plan on monthly basis and seasonal basis depending on the preparedness

levels required Mock drilling/rehearsal of plan Preparation of Budget requirements If budget requirement exceeds the available resources, it can be spread over to a medium

term plan of 3-5 years. DM plan needs to integrated into to the District Development Plan

Approach to Integration of Disaster Management in Development Planning

Steps in Mainstreaming Disaster Risk Reduction in Plan of the District District Administration under the DC and the CEO of Zilla Panchayat are the two focal points for implementation of all the Government policies, plans, schemes, projects in the district. Almost all the ULBs, PRIs, Line Departments and other Government Agencies are also to work under the overall guidance and control of DC in the district and ZP CEO. Further, DDMA has also been constituted under the DC as per Chapter 4 of DM Act-2005. In addition the 73rd and 74th CAA have given adequate functions and powers to ULBs and PRIs as Local Self Governments with stress on ensuring Safety of People and emergency services. These are the favourable opportunities and strengths at the district level to not only prepare a comprehensive District

Action Plan

(Short term

plan)

Disaster Action Plan

(Short term plan)

Disaster

Action Plan

(Short term

Medium Term Plans (3-5 yrs)

District Development/Perspective Plan

(15-20 Years)

Figure: Three Stages of Planning Process


Development plan but also streamline the disaster risk reduction or disaster management in the development plan of the district. Under these circumstances, following steps shall be initiated by the DC, CEO of ZP and DDMA;

1. Form Expert Groups/Task Forces for Disaster Preparedness, Mitigation and Response at district, Taluka, Town levels taking skilled and willing persons from the Line departments, ULBs, PRIs, Govt. Agencies, Technical organisations, Private industry, NGOs etc.

2. Conduct survey and identify the vulnerable areas in the district covering rural and urban areas to different natural and man made disasters

3. Identify vulnerable public life line buildings, rivers, roads, schools, colleges, Cinema halls, Kalyanamantapas, Temples, heritage buildings, areas prone to epidemic diseases etc., of the entire district.

4. Segregate the hazards and vulnerabilities with respect to each line department, PRI, ULB, Agency, NGO/Private industry in the entire district.

5. After the segregation, the probable losses and damages due to the prevailing hazards are estimated by the respective stakeholders such as PRI or ULB or Department or Industry etc.

6. Now, each stakeholder shall prepare budgets/estimates for preparedness, the structural and non-structural mitigation and responded.

7. The stakeholders such as PRI or ULB or Department or Industry etc., shall be asked to prepare time line for implementing the structural and non-structural mitigation plan depending on the size of the funds required.

8. Now, each stake holder shall be asked to identify the disaster mitigation/relief from different sources such as own, scheme, project, State & district mitigation/relief funds, Private sources, donations, Community contributions, charity etc.

9. Ascertain and mobilise the required funds with all out efforts with greater initiation and commitment of DC and ZP CEO and Heads of Line Departments and Heads of ULB, PRI etc., in the entire district

10. Based on the resource mobilised at step 8, the Short term, medium and long term preparedness, structural and non-structural mitigation and response plans are prepared by each stake holder

11. Short term plans are of 1 month to 18 months, Medium Term plans are of 2-5 Years and long term plans could be 5-20 years

12. Specific attention is needed to ensure disaster safety measures in all the scheme based projects in the sectors of roads, housing, water supply, solid waste management, Health and family welfare, schools/colleges, sanitation, transport, tourism, poverty alleviation such as MNREGA, SJGSRY, NRHM, JnNURM Bus terminal, Electricity supply, Irrigation, Master Plans, Layouts/Sites and service etc.,

13. The Plans prepared under step 11 must be made part of not only the Development Plan of the district but also in specific the annual plan of respective stake holder /department

14. The Disaster Risk Mitigation plans should be implemented by the respective Departments and stakeholders under the Constant Monitoring and supervision by the DC, CEO ZP, and DDMA members. In the Taluk, Tahasildars and TPEOs should be made responsible to execute the Plans.

15. The DDMA shall prepare a Preparedness and Response Plan at the Taluka and district levels with minimum emergency facilities at every level

16. Communication facility with wireless systems, HAM radio and other modern communication tools shall be provided as listed in the chapter 4 and 9 of this Handbook

17. At village level, the Community including some selected persons/Community leaders facilitated by the Officials and Local NGOs should be formed into Disaster Teams such as First Aid, Rescue, Relief, Mitigation, Preparedness. Adequate Awareness, Drills and Training should be given periodically utilising the ATI/DTI/Fire Service/Hospitals/NGOs etc.


18. Persons involved in the above activities must be given training in DM for three to 5 days at ATI Mysore.

19. The provisions of the DM Act-2005 as explained in Chapter 4 including the penal/punishment clauses should be made binding at every level so that the plans are implemented as per the time line

20. Continuous checks and balances or accountability be fixed for every stakeholder for the implementation of plans prepared under point-11

21. DDMA Chairperson and members, ZP CEO, Heads of ULBs, Heads of PRIs, SP, DHO, AC, Tahasildars must take wherever necessary proactive and reactive measures as per the DM Act 2005 for safety of the District, Taluk and Village against all types of hazards.


Session 11 & 12 Review of existing DDMPs of Four Districts

Rationale It is necessary to expose the participants to the existing DDMPs of different Districts. The objective is to review the process and different components of DDMP and list out merits and demerits at various stages i.e., preparedness, Mitigation, Prevention, Response including search and rescue, relief and long term reconstruction measures. Assessing the existing DDMPs as per the guidelines of NDMA and templates etc., and any missing links or deviations or practicality of these plans before, during and after the disaster is important. This process will make the participants to understand steps and process followed in the existing plans and need for improvement to make them more practical and easily workable. Session Objectives

� Select four DDMPs of different Districts of Karnataka & other states � Review of each DDMP � List the Merits and Demerits of each DDMP � Explain components for reformulation � Present the reformulated DDMP

Indicative Content Since, participants are not pre-exposed to different types of District Disaster Management plans, a few model plans need to be reviewed by the participant groups. By reviewing different plans, each group will be exposed to various steps. The trainer will facilitate the participants in identifying the gaps, merits and demerits under different sections of existing plans. This process is aimed at familiarizing the participants with Knowledge and Skills for formulation of practical DDMPs. The following content and activities are carried out.

� Four DDMPs of different Districts of Karnataka & other states � Review of each DDMP � Merits and Demerits of each DDMP � Components for reformulation � Present the reformulated DDMP � Feedback for improvement of DDMP

Instruction to the trainer The trainer shall identify four DDMPs to be given to Four Groups (One for each group). This will be done in the previous day evening . All the four groups are given the task of Reading of their respective DDMP and compare whether the steps followed are according to the guidelines of NDMA and templates etc. This preparation or homework by the participations will help the next day session to focus more on the process and practical applicability of the DDMP. The trainer needs to highlight important components such as role of district administration, mitigation, standard operating procedures, communication plan & EoC, relief management etc.

Exercise Templates and guidelines for DDMP are given to the participants on the First day. Participants will be told that these guidelines shall be understood before they review the existing DDMP. The workbook containing formats and steps will be supplied to all the participants at the time of review.


Support Material � Four DDMPs � Workbook � NDMA guidelines � UNDP guidelines � Websites : www. nidm.gov.in, www. ndma.gov.in, undpdisastermanagement etc.


Session 13 & 14 Field Visit : HRVC Analysis

Rationale

It is important to familiarise the participants on how to use risk assessment tools and methods to identify Hazards, Vulnerability, Risks and Capacity, Hazard Mapping, Resource Mapping etc. Briefing on each tool and method for identification of Risks is an important steps. Each group is the assigned the task of adopting various tools to be used in the field visit. This will expose the participant groups to field survey and to understand field conditions. Participants shall use semi-structured interview, discussion, observations, Mapping, Historical data, Past History of Disaster, Templates/Formats, Seasonality, Ranking, Frequency v/s Impact, Action Plan etc. Locations of Hazard prone areas in the city shall be identified by the trainer well in advance before the field visit. The rationale behind the visit is to make the participants confident of conduction similarly exercise back home in the respective districts. Session Objectivities

� Survey visit to Hazards prone areas in the city � Apply the methods and tools for risk assessment. � Formulate Disaster Action plan for the given areas � Present Action plans

Indicative Content � HRVC Tools and methods � Briefing of methods � Field Exercise � Action Planning

Support Material

� Work book � Tools and Methods � Handouts on DDMP templates � DDM Act – 2005 (Chapter No. 4)


HRVC TOOLS

Following tools and methods are briefed by the trainer to all the participants before they proceed to filled for HRVC analysis

� Semi-structured interview � Discussion � Observations � Hazard & Resource Mapping � Trend analysis & historical data � Past History of Disaster � Templates/Formats � Seasonality � Ranking � Frequency v/s Impact � Cause and Impact analysis � Action Plan etc.

Note : Details about above methods/tools are explained in the handbook on DM prepared by Dr. Ashok Sanganal which will be supplied to the participants.


Personal Learning Log

Please take a few minutes to reflect on what we did today Today we covered:

You might find it write down your response to the following questions

1. What happened today?

2. How did you feel when this was happening?

3. What learning or conclusions have you down from this?

4. What will you do as a result


Session 15

Prevention and Mitigation Plan Rational

A hazard becomes a disaster only when it affects human settlements and causes loss of life and damage to property. In order to reduce the impact of such events through mitigation efforts, it is necessary to understand how such hazards become disasters. The extent of vulnerability of the area, people and property to a hazard or the probability of its occurrence defines the extent of risk. Vulnerability analysis and risk assessment therefore are essential forerunners for evolving appropriate preventive measures and mitigation strategies. Preparedness and mitigation plans, therefore, will have to be evolved locally to reduce the impact of the disasters.

The social and economic backwardness of the people both in rural and urban area force them to live in low lying areas, slums, illegal and unsafe buildings, flood zones. The recent building collapse in Mumbai where poor people lived is an example. Preparedness and mitigation strategies will have to be oriented, in such a situation, to higher degrees of community involvement and participation. In rural and urban areas the mitigation strategy shall be integrated with development, Government programmes and projects

Objectives � Explain the steps for prevention of development/construction along the flood zones/hazard locations � Explain the importance of avoiding habitation in hazardous areas; � Explain the importance of developing structures resistant to the onslaughts of hazards � Describe the techniques for constructing flood, earthquake, fire and cyclone resistant housing � Explain the importance of regulating techno-legal regime � Prepare the department wise mitigation plans

Indicative Content � Structural Mitigation � Non- Structural Mitigation � Short & Long term mitigation � Techno-legal regime � Disaster resistant measures

Support Material � Handout

Group Exercise The participants are grouped department wise and each group will work on the following formats. All 22 departments will fill up the formats. After completion of the exercise, each group will make the presentation. The district wise mitigation plan is prepared based on the exercise. Structural Mitigation Measures SL No

Name of the Dept.

Hazardous buildings/Locations/Others

Repair/Renewal Replacement

Retrofitting Anchoring/ Bracing/ Connections

Equipment/Machines/Materials

Timeline Completed/ In completed

Remarks


Non-Structural Mitigation Measures SL No

Name of the Dept.

DM Plan

Training/ Awareness

IEC Materials (Pamphlets, Booklets, Media etc)

Insurance (Crops, Buildings, Materials, Machines etc)

Mock Drills

Timeline Completed/ In completed

Remarks

Indicative Guidelines for Mitigation Police

� Keep the disaster response force fighting fit for search, rescue, evacuation and other emergency operations at all times through regular drills

� Procurement and deployment of modern emergency equipments while modernising existing infrastructure and equipments for disaster response along with regular training and drills for effective handling of these equipments

� Focus on better training and equipments for response force for all types of disasters, e.g. diving equipments

� Ensure that all communication equipments including wireless are regularly functioning and deployment of extra wireless units in vulnerable pockets

� Keeping close contact with the District Administration & Emergency Officer � Involvement of the local army units in response planning activities and during the

preparation of the annual contingency plans to ensure logistics and other support to armed forces during emergencies

Health Department Mitigation & Prevention Measures

� Supply of safe drinking water, water quality monitoring and improved sanitation � Vector Control programme as a part of overall community sanitation activities � Promotion of personal and community latrines � Sanitation of sewage and drainage systems � Development of proper solid waste management systems � Surveillance and spraying of water bodies for control of malaria � Promoting and strengthening Primary Health Centres with network of paraprofessionals to

improve the capacity of surveillance and control of epidemics � Establishing testing laboratories at appropriate locations to reduce the time taken for early

diagnosis and subsequent warning � Establishing procedures and methods of coordination with the Health Department, other

local authorities/departments, NGOs to ensure that adequate prevention and preparedness measures have been taken to prevent and /or minimise the probable outbreak of epidemics.

� Identification of areas prone to certain epidemics and assessment of requirements to control and ultimately eradicate the epidemic.

� Identification of appropriate locations and setting up of site operation camps for combating epidemics

� Collection and analysis of the data at regular intervals to assess epidemiological monitoring and improvement in the surveillance and monitoring systems

� Identifying and making prior provisions for emergency accommodations for auxiliary staff from outside, if required

� Planning for making prior arrangement for early transfer of patients who need specialized care/treatment


Mitigation & Preparedness Measures taken Details/ Remarks The department is familiar with disaster response plan and disaster response procedures are clearly defined.

A hospital plan for the facilities, equipment and staff of that particular hospital based on -The Guide to Health Management in Disaster" has been developed

Orientation and training for disaster response plan and procedures undertaken

Special skills required during disaster situations are imparted to the officials and the staff

Hospital staff are aware of damage - proof hospital rooms/buildings

Reviewed and updated • Precautionary measures and procedures • Precautions that have to be taken to protect equipment • the post-disaster procedures to be followed

All hospital staff have been informed about the possible disasters in the district, likely damages and effects, and information about ways to protect life, equipment and property

An area of the hospital has been identified for receiving large number of casualties

Emergency admission procedures with adequate record keeping developed

Field staff oriented about • EMRP • Standards of services • Procedures for tagging

An officer has been designated as Nodal Officer for Disaster Management

Sources of materials required for response operations have been identified

KPTCL

� Identification of materials/tool kits required for emergency response � Ensure and educate the minimum safety standards to be adopted for electrical installation

and equipments and organise training of electricians accordingly � Develop and administer regulations to ensure safety of electrical accessories and electrical

installations. � Train and have a contingency plan to ensure early electricity supply to essential services

during emergencies and restoration of electric supply at an early date � Develop and administer code of practice for power line clearance to avoid electrocution

due to broken / fallen wires. � Strengthen high-tension cable towers to withstand high wind speed, flooding and

earthquake, modernise electric installation, strengthen electric distribution system to ensure minimum damages during natural calamities

� Conduct public/industry awareness campaigns to prevent electric accidents during normal times and during and after a natural disaster


Irrigation Department � Assess preparedness level � Annual assessment of danger levels & wide publicity of those levels � Identify flood prone rivers and areas and activate flood monitoring mechanisms � Provide water level gauge at critical points along the rivers, dams and tanks � Identify and maintain of materials/tool kits required for emergency response � Stock-pile of sand bags and other necessary items for breach closure at the � Panchayat level

Agriculture Department � Awareness generation regarding various plant diseases, alternate cropping practices in

disaster-prone areas, Crop Insurance, provision of credit facilities, proper storage of seeds, etc.

� Hazard area mapping (identification of areas endemic to pest infections, drought, flood, and other hazards)

� Develop database village-wise, crop-wise, irrigation source wise, insurance details, credit facilities, etc.

� Regular monitoring at block level; the distribution and variation in rainfall.

Prepare the farmers and department officers to adopt contingency measures and take up appropriate course of action corresponding to the different emerging scenarios.

� Detail response manuals to be drawn up for advising the farmers for different types of disasters, e.g., rain failure in July or September & development of a dynamic response plan taking into account weekly rainfall patterns.

� Develop IEC materials to advise the farming communities on cropping practices and precautionary measures to be undertaken during various disasters

� Improving irrigation facilities, watershed management, soil conservation and other soil, water and fertility management measures keeping in mind the local agro-climatic conditions and the proneness of the area to specific hazards

� Promotion of alternative crop species and cropping patterns keeping in mind the vulnerability of areas to specific hazards

� Surveillance for pests and crop diseases and encourage early reporting � Encourage promotion of agro service outlets/enterprise for common facilities, seed and

agro input store and crop insurance

Animal & Husbandry Department � Awareness generation regarding various animal disease and their prevention � Early reporting of animal disease � Listing of animal population with category � Stock piling of emergency medicines and medical equipments � Listing and identification of vehicles to be requisitioned for transport of injured animals � Vaccination of the animals and identification of campsites in the probable sites � Promotion of animal insurance � Tagging of animals � Arrangement of standby generators for veterinary hospitals � Provision in each hospital for receiving large number of livestock at a time � Training of community members in carcases disposal � Stock piling of water, fodder and animal feed � Pre-arrangements for tie-up with fodder supply units


� Stock-piling of surgical packets � Construction of mounds for safe shelter of animals. � Identification of various water sources to be used by animals in case of prolonged hot and

dry spells � Training of volunteers & creation of local units for carcass disposal � Municipalities/Gram Panchayats/ TEOs/ZPs/ULBs to be given responsibility for removing

animals likely to become health hazards

PWD • There is no substitute for maintaining standards of services and regular maintenance

during normal times. This affects the response of the department to any disaster situation. • For effective preparedness, the department must have a disaster response plan or disaster

response procedures clearly defined-in order to avoid confusion, improve efficiency in cost and time.

• Orientation and training for disaster response plan and procedures accompanied by simulated exercises will keep the department prepared for such eventualities. Special skills required during emergency operations need to be imparted to the officials and the staff. Select personnel can be deputed for training as "NODAL OFFICER - PWD" and "Officer-in-charge PWD" at the state and district level respectively.

• To the extent possible, preventive measures as recommended in the preparedness and mitigation document of SDMP should be undertaken to improve departmental capacity to respond to a disaster.

• Restoration of roads to their normal condition. • Repair/reconstruction of public utilities and buildings. • Undertake cleaning of ditches grass cutting; burning or removal of debris, and the cutting

of dangerous trees along the roadside in the affected area through maintenance engineer's staff

• Undertake repair of all paved and unpaved road surfaces including edge metalling, pothole patching and any failure of surface. foundations in the affected areas by maintenance engineer's staff and keep monitoring their conditions.

• Undertake construction of temporary roads to serve as access to temporary transit and relief camps, and medical facilities for disaster victims.

• Keep a list of earth moving and clearing vehicles / equipments (available with Govt. Departments, PSUs, and private contractors, etc.) and formulate a plan to mobilise those at the earliest.

• Inspection and emergency repair of roads/ bridges, public utilities and buildings

TRANSPORT • For effective preparedness the department must have a disaster response plan or disaster

response procedures, clearly defined in order to avoid confusion improve efficiency in cost and time.

• Orientation and training for disaster response plan and procedures accompanied by simulated exercises will keep the department prepared for such eventualities. Special skills required during emergency operations need to be imparted to the officials and the staff.

• To the extent possible preventive measures as recommended in the preparedness and mitigation document of SDMP, should be undertaken to improve departmental capacity to respond to a disaster.

• Restoration of roads • Ensuring smooth vehicle line and movement and relief materials. • Inspection of all bridges, by a bridge engineer including an underwater survey of

foundations, piers and abutments. A full check on all concrete and steelworks should be included, and any repairs needed should be promptly carried out.


• Continuous regular weeding cleaning of ditches -and the burning and removal of debris should be carried out by the maintenance engineers staff.

• Continuous inspection and repair by maintenance engineer of all - Roads - Ballasting. - Cess damage - Fish plates and

- Holding down bolts REVENUE DEPARTMENT

• Inspect all buildings and structures of the state government (including hospital buildings) by a senior engineer and identify structures which are endangered by the impending disaster.

• The designation of routes strategic to evacuation and relief should be identified and marked, in close coordination with police and district control room.

• Establish a priority listing of roads which will be opened first among. The most important are the roads to hospitals and main trunk routes.

• Give priority attention to urgent repair works that need to be undertaken in disaster affected areas.

• If people are evacuating an area, the evacuation routes should be checked and people assisted.

• Identify locations for setting up transit and relief camps, feeding centres and quantity of construction materials and inform OCR accordingly.

• Provide periodical report to the Relief and Rehabilitation Commissioner on damage assessment, status of rescue and relief activities, etc.

• Public relations - co-ordination with Media.

FISHARIES DEPARTMENT � Registration of boats and fishermen � Building community awareness on weather phenomena and warning system especially on

Do’s & Don’ts on receipt of weather related warnings � Assist in providing life saving items like life jackets, hand radios, etc. � Certifying the usability of all boats and notifying their carrying capacities � Capacity building of traditional fishermen and improvisation of of traditional boats which

can be used during emergencies � Train up young fishermen in search & rescue operation and hire their services during

emergency.

PANCHAYAT RAJ DEPARTMENT

� Develop prevention/mitigation strategies for risk reduction at community level � Training of elected representatives on various aspects of disaster management � Public awareness on various aspects of disaster management � Organise mock drills � Promote and support community-based disaster management plans � Support strengthening response mechanisms at the G.P. level (e.g., better communication,

local storage, search & rescue equipments, etc.) � Clean drainage channels, organise through community participation trimming of branches

before cyclone season � Ensure alternative routes/means of communication for movement of relief materials and

personnel to marooned areas or areas likely to be marooned.


� Assist all the government departments to plan and prioritise prevention and preparedness activities while ensuring active community participation

CIVIL DEFENCE AND HOME GUARDS DEPARTMENT � Organise training programmes on first aid, search, rescue and evacuation � Preparation and implementation of first aid, search and rescue service plans for major

public events in the State � Remain fit and prepared through regular drills and exercises at all times.

FIRE SERVICE DEPARTMENT � Development /enforcement of relevant legislations and regulations to enhance adoption of

fire safety measures � Modernization of fire-fighting equipments and strengthening infrastructure � Identification of pockets, industry, etc. which highly susceptible to fire accidents or areas,

events which might lead to fires, building collapse, etc. and educate people to adopt safety measures. Conduct training and drills to ensure higher level of prevention and preparedness

� Building awareness in use of various fire protection and preventive systems � Training the communities to handle fire emergencies more effectively � VHF network for fire services linked with revenue & police networks � Training of masons & engineers in fire-proof techniques � Making clearance of building plans by fire services mandatory

FOOD & CIVIL SUPPLIES DEPARTMENT � Construction and maintenance of storage godowns at strategic locations � Stock piling of food and essential commodities in anticipation of disaster � Take appropriate preservative methods to ensure that food and other relief stock are not

damaged during storage, especially precautions against moisture, rodents and fungus infestation.

INFORMATION & PUBLICITY DEVELOPMENT � Creation of public awareness regarding various types of disasters through media

propagation � Dissemination of information to public and others concerned regarding do’s and don’ts of

various disasters � Regular liasioning with the media

FOREST DEPARTMENT � Promotion of shelter belt plantation � Publishing for public knowledge details of forest cover, use of land under the forest

department, the rate of depletion and its causes � Keep saws (both power and manual) in working conditions � Provision of seedling to the community and encouraging plantation activities, promoting

nurseries for providing seedlings in case of destruction of trees during natural disasters � IEC activities for greater awareness regarding the role of trees and forests for protection

during emergencies and also to minimise environmental impact which result as a result of deforestation like climate change, soil erosion, etc.

� Increasing involvement of the community, NGOs and CBOs in plantation, protection and other forest protection, rejuvenation and restoration activities.

� Plan for reducing the incidence, and minimise the impact of forest fire


WATER SUPPLIES AND SANITATION (PRIs & ULBs) � Provision of safe water to all habitats � Clearance of drains and sewerage systems, particularly in the urban areas � Prior arrangement of water tankers and other means of distribution and storage of water � Prior arrangement of stand by generators � Adequate prior arrangements to provide water and halogen tablets at identified sites to

used as relief camps or in areas with high probability to be affected by natural calamities � Raising of tube-well platforms, improvement in sanitation structures and other

infrastructural measures to ensure least damages during future disasters � Riser pipes to be given to villagers

Disaster Mitigation Disaster mitigation focuses on the hazard that causes the disaster and tries to eliminate or drastically reduce its direct effects. The best example of mitigation is the construction of dams or levees to prevent floods or coordination of release of water from various irrigation dams to avoid flooding in the downstream areas. Other examples include strengthening buildings to make them cyclone or earthquake resistant, planting of crops that are less affected by disasters, changing crop cycles, controlling land-use patterns to restrict development in high-risk areas and diversification of economic activities to act as insurance to offset losses in different sectors. Structural measures such as the construction of protective works or alterations designed to diminish the vulnerability of the elements at risk, and non-structural measures, such as regulating land use and building codes and bye-laws, incorporating preventive aspects into development planning, and equipping line departments for damage reduction, can all reduce the impact of a disaster on a region or a population. Everything that is done to reduce or prevent the damages that a disaster may cause is called “mitigation of risks.” Such mitigation measures can be integrated with normal development activities and inter-departmental coordination. Mitigation is not, in fact, a cost. In the long run it pays for itself. And it does so in lives saved and in real money.

Goals of Mitigation Strategy � To substantially increase public awareness of disaster risk so that the public demands safer

communities in which to live and work; and � To significantly reduce the risks of loss of life, injuries, economic costs, and destruction of

natural and cultural resources that result from disasters

Mitigation Strategy Mitigation distinguishes actions that have a long-term impact from those that are more closely associated with preparedness for, immediate response to, and short-term recovery from a specific disaster, recognizing that the boundaries are not absolute. Mitigation efforts must not only be a priority for the repair, reconstruction, and rehabilitation of developed areas, but must become a prerequisite for growth in areas that have not been developed. A complicating factor is that there will always be residual losses from extreme events above and beyond those for which mitigation is cost-effective. It may not be economical to protect buildings and infrastructure other than critical facilities from these more extreme events since the increased cost of construction can far exceed the damage prevented. The main steps in mitigation strategy therefore, are

� Risk Assessment and Vulnerability Analysis � Applied Research and Technology Transfer � Public Awareness and Training � Institutional Mechanisms � Incentives and Resources for Mitigation � Land Use Planning and Regulations


� Use of RS, GIS, GPS A mitigation strategy however, cannot be successful unless it has the backing and support of all concerned – the administrative machinery, the research institutions, the non-officials and the community. So, it also becomes imperative to have built-in institutional arrangements and/or legislative backing to oversee the mitigation strategy over a period of time.

Benefits of Mitigation Benefit of saving lives in a house by constructing a earthquake resistant house by spending a little extra money can not be weighed against any other benefit or expenditure. Hence, mitigation measures both structural and non-structural, short term and long term are crucial.The underlying assumption of mitigation is that in the long-term analysis, the expenditure on mitigation measures will prove to be cost-effective in terms of the savings generated via reduced losses and reduced deaths. While the specific time and location of future losses cannot be specified, general trends, and areas of elevated risk can be identified. Specific mitigative actions can be taken to prevent losses in these areas. However, such actions do have a cost built into them, in terms of relocation or structural enhancements or protection. This cost, however, will be offset by the expected reduction in loss during a disaster. The difference between the cost of mitigation and the cost of expected loss, is a tangible financial benefit. A cost benefit analysis of any proposed mitigation measure is therefore, essential to analyses the extent of loss-reduction. The effectiveness and efficiency of mitigation investments is directly influenced by scientific development in hazard identification and loss reduction measures. For this reason, scientific and engineering research provides the foundation for improved mitigation investment returns.

Such steps would lead to the formulation of specific mitigation measures, more appropriate to the area. Community based mitigation measures combined with scientific knowledge would expand the existing knowledge of the local community, as well as the students due to the increased interaction. A comprehensive database on mitigation measures can also be generated in this manner.

At the same time, it is essential that this database on the mitigative measures are communicated to, and understood by the local self - governments and local administrators, who might be involved in giving clearances and permissions for various projects.

Community Level Training and Public Awareness Activities � A strategic all-hazards awareness, training, education plan and an evaluation of the most

effective methods and messages, involving hazard-resistant planning, designing safety programs and community risk - reduction activities. Additionally, this would include communicating the achievements, progress and success of the mitigation strategy and evaluating and updating tools (documents, plans, training courses, and other mitigation guidance materials) to reflect state-of-the-art technology and engineering practices.

� A programme targeted at State and local elected officials, to encourage the development of legislation and administrative policies that support hazard mitigation.

� A programme to encourage public-private partnerships, to educate employees and customers about mitigation.

� Providing a training programme for teachers to ensure that they understand disasters, likely effects and the precautions that should be taken.

� Include in the academic curriculum information about disasters and the precautionary measures to be taken.

� Organize disaster simulations within schools to review, with staff and students emergency procedures to be followed in the event of a disaster.

� Promote publicity and educational sessions through use of mass media including television.


Demonstration Houses: At vantage points in villages or blocks, demonstration of housing units indicating the various technology features and options should be built by the Government/NGOs/Community. Put them into use in all the community buildings of public importance. This can be done in buildings like village offices, primary health centres, community centre, Anganwadi, Balwadi, etc. That way these buildings of high visibility and frequent local use would themselves be the medium for demonstrating the right level of strengthening features needed. At the same time, it would also emphasize the importance of having

Insurance The Karnataka State Agriculture Insurance Company has been set up at Bangalore for facilitating for Agriculture Insurance for different crops when the crops fail due to drought, flood or any disaster. There are different schemes by GoI and GoK . Insurance is a mechanism for spreading the cost of losses both over time and over a relatively large number of similarly exposed risks. The introduction of disaster linked insurance should be actively pursued and insurance cover should be available not just for life but also for household goods, cattle, structures and crops.

Since insurance premiums are based on the location of a structure within the disaster-prone areas, and are determined primarily by the extent of risk, higher rates may be applied to structures subject to high risk.

Strategies for introducing disaster insurance for structures will include

� More stringent enforcement by lenders of the mandatory purchase requirements � Increasing public awareness of the hazard � Imposing risk disclosure requirements on real - estate agents � Offering special insurance coverage and policy riders � Maintaining premiums at affordable levels.

Land-use planning and regulations for sustainable development The physical impacts of hazards can be reduced by preventing or modifying the occurrence of the hazard, such as in the case of floods. This can be done very effectively at relatively small catchments by land-use planning and management, particularly in areas where structural measures would be too difficult or, too expensive to implement. Rapid urbanization has led to higher concentrations of people living in hazardous areas and consequently to higher losses when disasters occur. As urbanization also alters the response of a watershed to rainfall, many large cities of the region are becoming increasingly vulnerable to flooding.

Siting and Safety Building safely begins by choosing a safe site. A lot of protection can be gained by careful location. For some hazards, like floods or land instability, siting is the most important protection measure. For other hazards, like earthquakes or cyclones, where a building is sited is less critical than how well it is built, but location can still be important in determining how strongly the hazard is experienced and the potential for follow-on hazards causing damage.

Role of Media in Mitigation The media acts as the link between the common man and technical information about the risk and the hazards. They absorb and transform technical information provided by either experts or mediators and relay the information to the public in a simple manner. The strengths of the mass media lie partly in their independence from governments or other agencies, and partly in their ability to attract large audiences who regard them as reasonably credible information sources.


Structural Alterations for Buildings The level of disaster preparedness is a major factor in mitigation of natural disasters. With the available technology, some disasters, particularly, cyclones and floods, can be forecast. However, not all the people can be warned in time, and in many places there are not enough disaster preparedness measures, such as adequate number of easily accessible cyclone shelters, and evacuation equipment. There is a need for dissemination of the measures to be taken before, during and after a disaster event. Particularly preparedness measures need to be practiced periodically. Many of the public buildings are probably vulnerable to damage from earthquakes, cyclones, winds, or other hazards. PWD,ULBs, DAs etc., are the main agencies/departments responsible for construction and maintenance of all public buildings and installations. As a part of mitigation strategy, these agencies will have to consider both the structural and material standards so as to ensure that these structures and installation, are sufficiently protected from the disaster impact. Flood Scenario in Bangalore and Other Urban Areas Since 2005, flooding had worsened by unauthorized developments along three lakes. Choked drains led to residential areas being inundated, and traffic was severely affected. Thousands of office-goers were stranded on the city’s waterlogged roads. Schools in the city were closed and several apartment complexes were flooded. Water entered some office buildings, including one of the offices of India’s third largest software exporter, WIPRO. The flood left hundreds of people homeless and ailing due to various health problems and environmental challenges. Natural water tanks were breached.

Short term Measures • Drain desilting & Vegetation removal at vulnerable locations • Reconstruction of collapsed walls. • Removal of encroachments in water ways, widening & regrading of drain bed to increase

the carrying capacity. • Modification / rerouting of drain alignments to establish connectivity between drains

where necessary in tank bed areas. • Construction of Kacha earthen drains to drain out water from low lying areas. • Providing chain link fence to prevent dumping of debris/garbage into SWD and also any

accidents. • Formation of emergency squads equipped with mobile pumps and equipments round the

clock etc.

Mitigation Measures • Remodeling of drain cross section to cater for 5 year return period design requirements. • Construction of bypass/cut off drains to prevent upstream water entering into low lying

areas. • Remodeling of inadequate vent size culvert/bridges that are obstructing the flow. • Relocation of service lines that are laid inside the water way. • Desilting & Development of existing water bodies • Construction of new detention ponds. • Identification & Development of flood plains. • Providing chain link fencing to prevent dumping of debris / garbage into SWD. • Formation of service roads on either side of drains to facilitate for routine maintenance,

laying service lines, construction of buildings inside water ways etc.


Emergency and Contingency Measures • Desilting work on priority basis. • Existing dilapidated walls reconstruction on emergent basis. • Strict instruction for proper safety measures at work spots. • Contingency plan at vulnerable locations formulated and requisite permissions given to

zones for taking up emergent works. • Culverts/bridges with inadequate vent way taken up for remodeling on emergent basis. • SWD project monitoring & supervision wing strengthened. • Penal action against non performing contracting agencies. • Pre cast element structures to be adopted for faster execution of culverts/bridges & drains. • Well equipped control rooms have been set up and made functional round the clock at

each zonal level

Regulations

This would include

� Not permitting unrestricted new development in the hazard prone areas � Anchoring and flood proofing structures to be built in known floodprone areas � Built-in safeguards for new water and sewage systems and utility lines from flooding � Enforcing risk zone, base flood elevation, and floodway requirements � Prohibition on development in wetlands � Prescribing standards for different flood zones on flood maps.

To meet these requirements, local governments will have to adopt specific floodplain management or storm water management regulations into zoning and subdivision regulations, housing and building codes, and resource protection regulations.

Safe siting in flood hazard areas

In low-lying areas, close to the coast, and on flat land in river valleys, there may be a potential for coastal or river flooding. In geologically younger river valleys, in mountains, and foothills there may be a potential for flash-flooding.

It is important to check the history of flooding in the area. Wherever possible

� Map the extent of land covered by past floodwaters � Get an indication of the depth of past floodwaters � Find out about the severity of past floods; how much damage they have caused, how fast

they flowed and how much debris they left behind and � Find out how often flooding has happened, over at least the past 20 years.

Land morphology is the main factor in determining how safe a site is against floodwaters.

Development and Redevelopment Policies In some cases, the only way to preclude future uses incompatible with the flood risk is to permanently evacuate a portion of a floodplain and to obtain full title on its development rights. Although this process (called "acquisition") is expensive, the long-term benefits in reduced floodplain losses, protection of natural resources, and public use of the land, may make it worthwhile. Most redevelopment relating to flood loss reduction occurs after one or more major floods. Usually, a temporary moratorium is imposed to allow evaluation and planning. Unfortunately, legislative and regulatory requirements often encourage a quick return to the pre flood status quo, wasting opportunities to mitigate and revitalize the area.


Flood proofing and Elevation Flood proofing is the use of permanent, contingent, or emergency techniques to either prevent flood waters from entering buildings or to minimize the damages from water that does get in. Some of the techniques involve using water-tight seals, closures or barriers, using water-resistant materials, and temporarily relocating the contents of a building. Elevating a structure means raising it on fill, piers, or pilings so that it is above expected flood levels. Most new floodplain structures should be designed to incorporate flood proofing and/or elevation. Flood proofing could be applied retroactively (“retrofitted”) to existing structures. Modifying Flooding Modifying flooding is a floodplain management strategy of using structural means to divert the flood water. Structural measures dams, reservoirs, dikes, levies, floodwalls, channel alterations, high flow diversions, spillways, land treatment measures, shoreline protection works, and storm water management facilities - permit deliberate changes in the volume of run-off, peak stage of the flood, time of rise and duration of flood waters, location of flooding, extent of area flooded, and velocity and depth of flood waters. The effectiveness of these measures for protecting property and saving lives has been well demonstrated. Flood control projects can save people- from anxiety, injury, and death and prevent economic losses. One of the issue, that needs consideration, is how to deal with the ageing inventory of existing flood control structures. Many dams and reservoirs may be nearing or even past their design lives, and the flood control capacity of many reservoirs has been reduced by sedimentation. The financial resources are not available to undertake all required remedial actions. Retrofitting At least the life line buildings need to be retrofitted if they are found to be weak. It is essential to undertake studies of designs and materials used in existing conventional housing and structures in each of the seismic zones and examine the same in the context of recommended building codes. This would enable identification of the need for retrofitting of the existing structures and dwellings. A manual for restructuring of non-engineered structures, which would be useful for the rural areas is required. , ATI Mysore, BMTPC and HUDCO have prepared hand books for Earthquake resistant housing which could be used.

A guide to safer layout would include � Site buildings some distance from adjacent structures (at least three times the plan

dimension of the building). � Site buildings in staggered formations rather than straight lines. � Keep buildings away from tall trees that might fall down. � Maximise street widths. Where possible they should be wider than 6m. � In cyclone prone areas it is also important to site to minimise damage from floods, and

landslides.

House design In addition to the various measures that can be covered under pre-disaster activity, another major initiative that can be taken is to ensure that least amount of damages are caused at the time of occurrence of a cyclone. This can be done by providing appropriate strengthening and construction resistant features in housing and building programmes to be taken up in different vulnerable areas. The country is divided into various wind pressure zones, and the coastal areas with the frequent visitation of high velocity cyclones are specially identified, and there are specific design codes to provide the needed wind protection and cyclonic effects. The ABC of cyclone protection housing are:


A – Anchorage B – Bracing C – Connection

Mitigation efforts for control of epidemics would include 1. Surveillance and warning 2. Preventive and Promotive measures 3. Strengthening institutional infrastructure.

Road Accidents Unlike in the case of railways, road accidents are not investigated into. Findings of accident investigations will provide useful guidelines for evolving mitigation measures and developing safety standards appropriate to the ever-changing road traffic scenario.

Fires Fire brigades are essentially under the control of municipal authorities and hence, are discouraged from crossing the municipal limits. Industrial safety departments also have fire fighting equipments for on-site emergencies. It is therefore, seen that rural sector by and large, is totally deprived of any fire fighting assistance. Industrial and Chemical Accidents

� Should have on-site and off-site management plans � Industries involved in the production or transportation of inflammable, hazardous and

toxic materials should have a mandatory responsibility for preparing an off-site plan and communicating the same to district collector. Simulation exercises should be undertaken in the adjoining communities.

� Poison centres should be established in every civil hospital and in the hospitals near the industrial estates with facilities for detoxication.

� All transport of hazardous and toxic materials should be communicated to the RTO. � All pipelines carrying hazardous and toxic materials should be equipped with devices to

check any leakage or metal fatigue. � Small scale industries releasing toxic waste in water should be encouraged to set up

common effluent treatment facility. � A common format for chemical data sheets should be devised to collect information from

all industries in the state and the same should be available with both fire brigade and police.


Day 3

Session Event Content Duration 1 Recap Learning Points Days 1 9:30

to 10.30

Response & Recovery Plan

� Response Systems at district, sub-district and state levels, SOPs

� Institutional setup � Communication plan

Formulation of own district DDMP by the respective Groups

� Data and Information about the districts

� Previous year DDMP � Templates of DDMP

10.30 to

11.30

Tea Break

Presentation of DDMPs

� Groups proposals on four DDMPs

� Feedback � Model DDMP

11.30 to

01.30

Lunch Break 2 Presentation of DDMPs

Feedback for correction � Groups proposals on four

DDMPs � Feedback � Model DDMP � List of corrections

02.30 to

04.30

Tea Break 3 Evaluation & Feedback

(Oral & Written) � IRQ � Oral Feedback

04.30 to

05.30


DAY-3 Session 16 & 17

Response & Communication Plan

Rationale Response to any Disaster event in the district is the responsibility of DDMA. The DDMA has to activate the DEOC and the concerned departments and agencies for taking up search and rescue, relief and rehabilitation. A response plan by the Police/Home Guards, Fire services, Health department, PWD, KPTCL, Hospitals is necessary to respond to the emergency situation within the response time. Objectives

• Explain the response system to reduce the impact of disaster through appropriate actions • Describe the measures to improve the capacity of those affected/likely to be affected. • Explain the procedure of activation of response systems at the state, district and community levels.

Indicative Content • Response Systems at district, sub-district and state levels • Institutional setup • Communication plan

Supporting Material

• Handouts • Standard Operating Procedures

Table Top Exercise Participants into divided into two groups one group will work as DEOC (District Emergency Operation Centre) and the other team will work as SOC (Site Operations Centre). In the second round the roads will be exchanged. Two different disaster scenarios will be developed separately by the groups. Each group will develop the following tasks:

1. Disaster scenario 2. Situation representation including map of the event 3. Detailed events and minor events (Message Cards) 4. Control room/DEOC team-players (Message Cards) 5. SoC team-players 6. Observers in both teams 7. Media role players 8. Politicians role 9. Feedback 10. Lessons

In the first one hour both the teams will be asked prepare for the steps 1 to 8. After completion, each group is asked play the TTX. Each group will play the exercise for 30 minutes. The DEOC group will have a leader designated as commander and others will take up the role of different officers heading the departments in the district. The SoC team will have members from different departments working at the site of the event as field officers responding to the needs of the community. This team will assess the damage and prepare the messages from time to time keeping the changing requirements at the site and send the messages to the DEOC team for getting the facilities such as food, water, medicines, cloth, temporary shelter, boats, ambulance and others. The DEOC team will respond immediately by proper instructions and commands to get the facilities and material from identified sources to be dispatched to the emergency site. The


observers will keenly observe the tasks being performed by every player in the respective groups. The observer will explain the factors that helped and hindered in the process from the respective group. The commanders will also explain how they felt during the game. The trainer will draw the lesson from the entire game. Critical comments will be given in case of failure/delay/negligence of any player in both the groups working as DEOC or SOC team. This game will be repeated when the roles of DEOC and SOC are interchanged. A similar process will be followed. Preparations by the trainer and player teams

• Trainer will supply the SOPs for advance reading and understanding of the roles of different officers

• Players will have to prepare for the exercise well in advance preferably in the late evening session. The disaster scenario, situation representation with maps.

• Messages for shall be prepared both detailed and minor events. • Seeking clarifications on the roles and SOPs by the players well in advance

Strategy

• To reduce the impact of disaster through appropriate actions and improve the capacity of those affected/likely to be affected.

• To involve response systems at the state, district and community levels.

Following organizations/systems will be activated for Disaster Management at all phases.

� SEOC/DEOC � State Disaster Response Force. � Civil Defence. � Home Guards. � NCC. � NSS. � NYK. � Educational and training institutions. � Civil society, CBOs, corporate entities. � Fire brigade. � Civil police. � Media—electronic, print and through folk media, inter personal communication. � Line departments � Nominate/designate hospitals, doctors and paramedics to cover emergency health

management including trauma and psycho-social care. � Arrange for the use of ICT tools and resources such as Community Service Centers. � Testing of the plans—through mock drills and rehearsals. � GIS process for collecting and analysing spatial data for emergency management problem

solving. � Fail-safe communication including last-mile connectivity.

Response Measures � The design of plans developed for immediate response which would be initiated on a

trigger mechanism basis upon the occurrence of a calamity of extreme nature. � Incident Command System (suitably modified/indigenized). � Emergency Operation Centres. � Alert mechanisms—early warnings etc.


� Disaster risk reduction framework, policy, act of the state/state road map for hazard risk management.

� Probabilistic scenario-building for different levels of various disasters to which different areas of the state are vulnerable.

� The yearly schedule for the conduct of mock exercises for different disasters in different parts of the state at specified locations.

Multi-disaster action plan � All disaster specific mechanisms would come under a single umbrella � Allowing for attending to all kinds of disasters.

The existing arrangements therefore will be strengthened by defining this administrative arrangement. This arrangement proposes

� Chief Secretary as the team leader supported by the Principal Secretary/Secretary (Disaster management) through the arrangements at the State Emergency Operations Centre (EOC).

State Emergency Operations Centre The Emergency Operations Centre will be the hub of activity in a disaster situation. This is however, not to underestimate its normal time activities. The EOC, the key organizational structure, is flexible to expand when demands increase, and contract when the situation slows down. There is no one best way to organize an EOC. The primary function of an EOC is to implement the Disaster Management Action Plan which includes :

• Coordination • Policy-making • Operations management • Information gathering and record keeping. • Public information • Resource management.

Sri. S.V. Ranganath IAS.,

Chief Secretary to Government

Government of Karnataka

Room No.320, rd Floor,Vidhana

Soudha

Dr.B.R.Ambedkar Veedhi,

Bangalore- 560 001

Ph No.: 080- 2225 2442, 2225 3716

Fax: 080- 2225 8913

Sri. Tushar Giri Nath IAS.,

Secretary , Revenue Department (DM)

Room No. 546-547, 5th Floor, 2nd Stage

M.S. Building, Dr.B.R.Ambedkar Veedhi,

Bangalore- 560 001

Ph No.: 080- 2235 3980, 2232 0582

Fax: 080- 22354321

e-mail: [email protected]


The EOC, its system, and procedures are designed in such a way that information can be promptly assessed and relayed to concerned parties. Rapid dissemination contributes to quick response and effective decision-making during emergency. As the master coordination and control point for all counter-disaster efforts, the EOC is the place of decision-making, under a unified command. The EOC under the normal circumstances will work under the supervision of Relief Commissioner. It is the nerve centre to support, co-ordinate and monitor the disaster management activities at the district level. In a disaster situation, the EOC will come under the direct control of Chief Secretary or any other person designated by the Chief Secretary as Chief of Operations.

The normal time activity of the SEOC through the office of the Secretary Disaster management will be to ensure through appropriate statutory instruments that ;

� District Disaster Management Action Plan (DDMAP) is operationalised � Standard Operating Procedures for various departments are operationalised � Ensure that all districts continue to update DDMAP on a regular basis � Encourage districts to prepare area-specific plans prone to specific disasters � Receive reports on preparedness from the district control room as per the directives every six

months. Based on these, the EOC will prepare a summary report for the consideration of the Chief Secretary

� Setup study groups and task force for specific vulnerability studies and submit the reports to Chief Secretary

� Identify and interact with expert agencies to evolve mitigation strategies � Serve as a data bank to all line departments and the planning department with respect to risks and

vulnerabilities, and ensure that due consideration is given to mitigation strategies in the planning process

� Receive appropriate proposals on preparedness, risk reduction and mitigation measures, from various state departments/agencies and place the same for consideration of the Chief Secretary

� Convey policy guidelines and changes, if any, in the legal and official procedures, eligibility criteria, with respect to relief and compensation

Chief Minister of

Karnataka

State Disaster Management

Authority

Chief Secretary to

Govt of Karnataka

Secretary DM/Relief

Commissioner

Designated Officials of

each Departments

State Executive committee

State Crisis Management committee

State Emergency Operator

Centre

State Level Incident Response System

State Disaster Response Force

Home

Water Resource

Finance

Housin

g

Health &

Family

Rural

Developm

Urban

Development

Agriculture

Food Civil Supplies

Revenue

PWD

Medical

Education


� Upgrade and update state DMAP(Disaster Management Action Plan) according to changing scenarios in the state

� Dissemination of state DMAP to other departments of the GOM and state level agencies � Update data bank � Monitor preparedness measures undertaken at the district levels, including simulation exercises

undertaken by various departments � Monitor the training imparted to state level officials, private sector and NGOs by ATI Mysore. � Organise post-disaster evaluation and update state DMAP accordingly � Prepare an actions-taken report for Chief Secretary � Receive reports and documents on district level disaster events, and submit the same to Chief

Secretary, Revenue Minister and Chief Minister � Warning and communication systems, and other equipments in the control room are in working

condition. � Inform district control room about the changes, if any, in legal and official � Procedures, with respect to loss of life, injuries, livestock, crop, houses, to be adopted (death

certificates, identification procedures, etc.).

Warning or Occurrence of Disaster On the receipt of warning or alert from any such agency which is competent to issue such a warning, or on the basis of reports from Regional Commissioner/Dy Commissioner of the occurrence of a disaster, all community preparedness measures including counter-disaster measures will be put into operation. The Chief Secretary/Secretary Disaster management will assume the role of the Incident Commander if disaster can not be managed at lower levels. It is assumed that the district administration would be one of the key organisations for issuing warnings and alerts. Additionally, the following agencies competent for issuing warning or alert are given below.

Disaster Agencies Earthquakes IMD Floods Meteorological Department, Irrigation

Department Cyclones IMD Epidemics Public Health Department Road Accidents Police Industrial and Chemical Accidents Industry, Police, Factories and Boilers, Fires Fire Brigade, Police

The occurrence of the disaster will be communicated to � Governor, Chief Minister, Home Minister, State Cabinet, Minister of the district, and

elected representatives namely MPs and MLAs from the affected district. � PMO, Cabinet Secretary, Secretary, Home and Defence � Secretary(Agriculture)and Joint Secretary, NDMA, Ministry of Agriculture, GOI � Other Ministries depending on the necessity


The occurrence of the disaster would essentially bring into force the following :

� The Emergency Operations Centre will be put on full alert and expanded to include Branch arrangements, with responsibilities for specific tasks, depending on the nature of disaster and extent of its impact. The number of branches to be activated will be decided by the Chief of Operations

� All designated line department officers and Nodal Officers will work under the overall supervision and administrative control of the Chief of Operations/Secretary (DM) or Chief Secretary as the case may be.

� Immediate access to the disaster site

An on-going VSAT, wireless communication and hotline contact with the Regional Commissioner, and Deputy Commissioner of the affected district/s will be activated. The EOC in its expanded form will continue to operate as long as the need for emergency relief and operations continue and the long-terms plans for rehabilitation are finalised.

INCIDENT RESPONSE SYSTEM (IRS) About IRS IRS is a single standardized emergency management system designed to enable an integrated organizational structure equal to the complexity and demands of any size or type emergency incident. It functions to incorporate and fully utilize all assigned resources and expertise from multiple agencies. The IRS provides accurate information, strict accountability, planning, and cost effective operations and logistical support for any incident.

Incident Commander The Incident Commander is the focal point in the command and control for disaster response at each level. Depending on the nature of disaster and response he will be the Incident Commander himself or delegate the responsibility to some other officer.

Level Incident Commander State Chief Secretary/State Relief

Commissioner District Deputy Commissioner

All the Departments/Agencies of the Central and State Governments in the District/City involved in response and relief will work in accordance with the directions off the incident commander


Indicative Guidelines for Response Plan • Shelter sites should be within one hours walk and three miles (5 km) of dwellings. • The evacuation routes should be away from the coast or flood-prone areas. • Evacuation routes should not include roads likely to be submerged in flood, but may

include pathways. • Ensure proper evacuation by seeking community participation along the following lines:

- Evacuation should be undertaken with assistance from community leaders NGO's and community based organisations (CBOs) for appropriate security and law and order

- Care should be taken to see that evacuation routes are not blocked. - It is always preferable to encourage an entire family to evacuate together as a unit. - In case of inadequate transport or limited time encourage community emergency

evacuation in the following order. o seriously injured and sick o children, women and handicapped o old o able-bodied

[An evacuation plan on a priority basis helps to avoid stampede and confusion.]

Emergency Evacuations • Families should be encouraged to take along with them adequate supplies of water, food,

clothing and emergency supplies. • The families should be encouraged to assemble the following disaster supplies kit.

� Adequate supply of water in closed unbreakable containers � Adequate supply of non-perishable packaged food and dry rations � A change of clothing and rain gear � Blankets and bedsheets, towels � Buckets, plates, glasses, mugs made of plastic � Soap, toothbrushes, toothpaste � A battery-powered radio, torch, lantern, matches � Cash and jewelry � Personal medicines � A list of important family documents including samurdi card, passport, national

identity card, bank passbook, address/telephone book (of relatives), certificates, driving license, property documents, insurance documents etc.

� Special items including foods for infants, elderly or disabled family members. � Encourage people to keep fuel in their cars as petrol pumps may be dosed during

emergencies. � Ask people to shut off electricity, gas and water at main switches and valves before

leaving. � Ask people to listen to a battery-powered radio and follow local instructions. � If the danger is a chemical release, then people should be instructed to evacuate

immediately. � In other cases, advise people to follow these steps: � Wear protective clothing � Secure their homes. Close and lock doors and windows. � Turn off the main water valve and electricity � Leave early enough to avoid being trapped. � Follow recommended evacuation routes. Shortcuts may be blocked. � Not to move or drive into flooded areas. � Stay away from downed power lines. � Animals' may not be allowed in public shelters. � Community should set the livestock free


� If possible, the community may be advised to carry the livestock along" [if the evacuation does not involve transportation by vehicles].

Police Response Plan: � Security arrangements for relief materials in transit and in camps etc. � Senior police officers to be deployed in control rooms at State & district levels during L1

level deployment onwards � Deploy personnel to guard vulnerable embankments and at other risk points � Arrangement for the safety � Coordinate search, rescue and evacuation operations in coordination with the

administration � Emergency traffic management � Maintenance of law and order in the affected areas � Assist administration in taking necessary action against hoarders black marketers etc. Action Taken Y/N Details /Remarks

Radio communications established with • Emergency operations centre • District collector • District control room • Other police headquarters within the division

Community assisted in organising emergency transport of seriously injured to medical treatment centres. Community assisted inroad-clearing operations. Overall traffic management and patrolling on all highways and other access roads to disaster site being carried out. The following roads have been identified • To be made one-way • To be blocked • Alternative routes

Transport carrying transit passengers (that is, passengers travelling through trains or buses and passing through the district), are diverted away from the disaster area.

Security is being provided in • Transit camps • Feeding centres • Relief camps • Cattle camps • Affected areas • Hospital and medical centres

Areas to be cordoned off identified Guards provided for supply depots such as cooperative food, stores and distribution centres

Security arrangements provided for visiting VVIPs and VIPs, District authorities assisted for taking necessary action against, black marketers and those found manipulating relief material.

A public information centre activated

Officers made available to inquire into and record of deaths,

Coordination with military service personnel in the area being carried out


Health Department Response Activities:

� Disinfection of water sources � Opening up of site operation camps in the affected areas � Immunization and Quarantine, if necessary � Early transfer of patients who need specialised care/treatment � Establishment of public information centres with appropriate and modern means of

communication, to assist providing information to patients, their families, other people living in epidemic affected areas regarding vaccination, Do’s and Don’ts treatment facilities, etc.

� Monitoring of water and food quality and disposal of waste in transit and relief camps, feeding centres and affected areas

� Regular reporting to the control rooms � Review and documentation, sharing of experience and lessons learnt � Infrastructure and human resource development

KPTCL Response Activities:

� Disconnect electricity after receipt of warning � Attend sites of electrical accidents and assist in undertaking damage assessment � Standby arrangements to ensure temporary electricity supply � Prior planning & necessary arrangements for tapping private power plants during

emergencies to ensure uninterrupted power supply to the Secretariat, KSDMA, Police Headquarters, All India Radio, Doordarshan, hospitals, medical colleges, DC Rooms and other vital emergency response agencies.

� Inspection and repair of high tension lines /substations/transformers/poles etc � Ensure the public and other agencies are safeguarded from any hazards, which may have

occurred because of damage to electricity distribution systems � Restore electricity to the affected area as quickly as possible � Replace / restore of damaged poles/ salvaging of conductors and insulators

Water Resource Response Activities:

� Monitoring flood situation � Dissemination of flood warning � Ensure accurate dissemination of warning messages naming GPs & Tehsils with details of

flow & likely damage � Monitoring and protection of irrigation infrastructures � Inspection of bunds of dams, irrigation channels, bridges, culverts, control gates and

overflow channels, � Inspection and repair of pumps, generator, motor equipments, station buildings � Community mobilization in breach closure

Recovery Activities: � Strengthening of infrastructure and human resources � Review and documentation � Sharing of experiences and lessons learnt � Training of staff � Development of checklists and contingency plans


Agriculture Department Response Activities:

� Management of control activities following crop damage, pest infestation and crop disease to minimise losses

� Collection, laboratory testing and analysis of viruses to ensure their control and eradication

� Pre-positioning of seeds and other agro inputs in strategic points so that stocks are readily available to replace damage caused by natural calamities

� Rapid assessment of the extent of damage to soil, crop, plantation, irrigation systems, drainage, embankment, other water bodies and storage facilities and the requirements to salvage, re-plant, or to compensate and report the same for ensuring early supply of seeds and other agro inputs necessary for re-initiating agricultural activities where crops have been damaged

� Establishment of public information centres with appropriate and modern means of communication, to assist farmers in providing information regarding insurance, compensation, repair of agro equipments and restarting of agricultural activities at the earliest

Recovery Activities � Arrange for early payment of compensation and crop insurance dues � Facilitate provision of seeds and other agro inputs � Promotion of drought and flood tolerant seed varieties � Review with the community, the identified vulnerabilities and risks for crops, specific

species, areas, which are vulnerable to repetitive floods, droughts, other natural hazards, water logging, increase in salinity, pest attacks etc. and draw up alternative cropping plans to minimise impacts to various risks.

� Facilitate sanctioning of soft loans for farm implements � Establishment of a larger network of soil and water testing laboratories � Establishment of pests and disease monitoring system

Training in alternative cropping techniques, mixed cropping and other agricultural practices which will minimise crop losses during future disasters

Animal Husbandary Response Activities:

� Eradication and control of animal diseases, treatment of injured animals � Protection of abandoned and lost cattle � Supply of medicines and fodder to affected areas � Ensure adequate availability of personnel and mobile team � Disposal of carcasses ensuring proper sanitation to avoid outbreak of epidemics � Establishment of public information centre with a means of communication, to assist in

providing an organised source of information. � Mobilising community participation for carcass disposal

Recovery Activities: � Assess losses of animals assets and needs of persons and communities � Play a facilitating role for early approval of soft loans for buying animals and ensuring

insurance coverage and disaster-proof housing or alternative shelters/mounds for animals for future emergencies

� Establishment of animal disease surveillance system


PWD Response Activities

� Clearing of roads and establish connectivity. Restore roads, bridges and where necessary make alternate arrangements to open the roads to traffic at the earliest.

� Mobilisation of community assistance for clearing blocked roads � Facilitate movement of heavy vehicles carrying equipments and materials � Identification and notification of alternative routes to strategic locations � Filling of ditches, disposal of debris, and cutting of uprooted trees along the road � Arrangement of emergency tool kit for every section at the divisional levels for activities

like clearance (power saws), debris clearance (fork lifter) and other tools for repair and maintenance of all disaster response equipments

Recovery Activities: � Strengthening and restoration of infrastructure with an objective to eliminate the factor(s)

which caused the damage � Review and documentation � Sharing of experiences and lessons learnt � Training to staff � Development of checklists and contingency plans

Relief and Rehabilitation

• All work teams should be issued two-way communication link. • Provide a work team carrying emergency tool kits, depending on the nature of the disaster,

essential equipments such as - Towing vehicles - Earth moving equipments - Cranes etc.

• Each unit should mobilise a farm tractor with chain, cables and a buffer stock of fuel. • Adequate road signs should be installed to guide and assist the drivers. • Begin clearing roads. Assemble casual labourers to work with experienced staff and divide

into work gangs. • Mobilise community assistance for road clearimlg by contacting community

organisations. • Undertake cleaning of ditches grass cutting; burning or removal of debris, and the cutting

of dangerous trees along the roadside in the affected area through maintenance engineer's staff

• Undertake repair of all paved and unpaved road surfaces including edge metalling, pothole patching and any failure of surface. foundations in the affected areas by maintenance engineer's staff and keep monitoring their conditions.

• Undertake construction of temporary roads to serve as access to temporary transit and relief camps, and medical facilities for disaster victims.

• As per the decisions of the district control room, undertake construction of temporary structures required, for organising relief work and construction of relief camps, feeding centres, medical facilities, cattle camps and SOC/s.

• An up-to-date report of all damage and repairs should be kept in the district office report book and communicate the same to the district control room.

• If possible, a review of the extent of damage (by helicopter) should be arranged for the field Officer-in-Charge, in order to dispatch most efficiently road clearing crews, and determine the equipments needed.


Transport

• Arrangements have to be made to assist the increased volume of traffic. • A schedule, for the departure of the last buses prior to the disaster, should be developed

with the transport authorities • An evaluation of the number and location of sidings and passing places should be carried

out, to ensure that an increased number of private and KSRTC buses can operate in an emergency situation.

• Emergency transport procedures, should be developed. All staff should be well trained to implement the emergency systems.

• Within the emergency operating framework, emergency procedures should be developed to provide the bus depots with authority, to dispatch or hold bus services and take other emergency decisions in a disaster threatening situation.

• Systems should be developed for increasing the ability to carry increased number of passengers in an emergency situation.

• If halting or termination of buses are intended, arrangements for alternate means of transport and availability of adequate food supplies must be ensured.

• Arrange for transport to the affected area - Tractor-shovel - Tripper, and - Auxiliary jeeps.

• All new construction and repair activities should be halted, and the work secured as far as possible with sandbags, tarpaulins. etc.

• Polythene should be acquired for the protection of freight and equipments. • All perishable and breakable items should be loaded into lorries and padlocked. • For any coaches, buses remaining in the area, shutters should be pulled down and doors

closed. Reserve stocks of fuel should be checked. • Inspection of all bridges, by a bridge engineer including an underwater survey of

foundations, piers and abutments. A full check on all concrete and steelworks should be included, and any repairs needed should be promptly carried out.

• Continuous regular weeding cleaning of ditches -and the burning and removal of debris should be carried out by the maintenance engineers staff.

• Continuous inspection and repair by maintenance engineer of all - Roads - Ballasting. - Cess damage - Fish plates and - Holding down bolts.

Relief and Rehabilitation � Emergency repairs of roads if affected, must be carried out. � A system for priority transport of relief goods and personnel must be developed. � Relief goods may be considered for exemption from freight charges. � All bus depots should be quipped with emergency communication equipments. � Every work gang should have tools which will be needed in an emergency. This should

include crosscut saws, axes and rope. Each district tree - cutters gang should have a chain saw.

� Raincoats, caps and gumboots should be made available to workgangs in an emergency.


BSNL

• Give priority and concentrate on repairs and normalisation of communication in disaster areas.

• Identify the public services within the affected community for which communication links are most vital, and establish a temporary service, if feasible.

• Carry out an assessment of overall damage, listing specifically: . Overhead route damage (in miles/kilometers). . Cable damage (in yards/meters). . Specific equipment damaged.

• Establish a temporary communication facility, wherever necessary through mobile exchanges, on priority for use by . District control room . Non-officials (MLAs, MPs, Mayors, and ZP Presidents) . Transit, and relief camps . Cattle camps . Medical centres . Site operations centre and . Temporary establishment of all government and non-government agencies engaged in

relief activities. • Establish a temporary communication facility for use by the public • Identify requirements, including:

. Manpower needed

. Vehicles needed

. Materials and equipments needed. • Begin restoration by removing and salvaging wires and poles from the roadways through

recruited casual labourers. • Establish a secure storage area for incoming equipments and salvaged materials. • Carry out temporary building repairs for new equipments. • Report all activities to head office

Head Office priorities

Fisheries Department Response Activities

� Ensure warning dissemination to fishing communities living in vulnerable pockets � Responsible for mobilising boats during emergencies and for payment of wages to

boatmen hired during emergencies � Support in mobilisation and additional deployment of boats during emergencies � Assess the losses of fisheries and aquaculture assets and the needs of persons and

communities affected by emergency

Recovery Activities � Provide compensations and advice to affected individuals, community � Plan for rehabilitation in the long run of the fisherfolk including resettlement, insurance,

better boats, nets, etc., improved communication system as a part of the communication hub for warning dissemination, especially for marine fishermen and fishing communities residing in high-risk areas


Panchayat Raj Department Response Activities

� Train up the G.P. Members and support for timely and appropriate delivery of warning to the community

� Clearance of blocked drains and roads, including tree removal in the villages � Construct alternative temporary roads to restore communication to the villages � PRIs to be a part of the damage survey and relief distribution teams to ensure popular

participation � Operationalise emergency relief centres and emergency shelter � Sanitation, drinking water and medical aid arrangements � Participate in post impact assessment of emergency situation � Support in search, rescue and first aid � Failure to cooperate and misappropriation of relief materials to invite disqualification from

the post

Recovery Activities � Provision of personal support services e.g. Counselling � Repair/ restoration of infrastructure e.g. roads, bridges, public amenities � Supporting the G.P.s in development of storage and in playing a key role and in the

coordination of management and distribution of relief and rehabilitation materials The Panchayat Samity and GP members to be trained to act as an effective interface between the community, NGOs, and other developmental organisations

� Provide training so that the elected representatives can act as effectives supportive agencies for reconstruction and recovery activities.

CIVIL DEFENCE AND HOME GUARDS DEPARTMENT Response Activities

� Act as support agency for provision of first aid, search and rescue services to other emergency service agencies and the public

� Act as support agency for movement of relief � Triage of casualties and provision of first aid and treatment � Work in coordination with medical assistance team � Help the Police for traffic management and law and order

FIRE SERVICE DEPARTMENT Response Activities:

� Rescue of persons trapped in burning, collapsed or damaged buildings, damaged vehicles, including motor vehicles, trains and aircrafts, industries, boilers and pressure vessels, trenches and tunnels

� Control of fires and minimizing damages due to explosions � Control of other dangerous or hazardous situations such as oil, gas and hazardous

materials spill � Protection of property and the environment from fire damage � Support to other agencies in the response to emergencies � Investigation into the causes of fire and assist in damage assessment


FOOD & CIVIL SUPPLIES DEPARTMENT Response Activities

� Management of procurement � Management of material movement � Inventory management

Recovery Activities � Conversion of stored, unutilised relief stocks automatically into other schemes like Food

for Work. Wherever, it is not done leading to damage of stock, it should be viewed seriously

INFORMATION & PUBLICITY DEVELOPMENT Response Activities

� Setting up of a control room to provide authentic information to public regarding impending emergencies

� Daily press briefings at fixed times at state & district levels to provide official version (during L0 also)

� Media report & feedback to field officials on a daily basis from L1 onwards � Keep the public informed about the latest of the emergency situation (area affected, lives

lost, etc) � Keep the public informed about various post disaster assistances and recovery

programmes

FOREST DEPARTMENT Response Activities

� Assist in road clearance � Provide tree cutting equipments � Units for tree cutting and disposal to be put under the control of District Administration or

District EoC during L1 � Provide of building materials such as bamboos, GI sheets etc., for construction of shelters

Recovery Activities � Take up plantation to make good the damage caused to tree cover

WATER SUPPLIES AND SANITATION (RURAL DEVELOPMENT AN D MUNICIPAL ADMINISTRATION) Response Activities:

� Disinfections and continuous monitoring of water bodies � Ensuring provision of water to hospitals and other vital installations � Provision to acquire tankers and establish other temporary means of distributing water on

an emergency basis � Arrangement and distribution of emergency tool kits for equipments required for

dismantling and assembling tubewells, etc. � Carrying out emergency repairs of damaged water supply systems � Disinfection of handpumps to be done by the communities through prior awareness

activities & supply of inputs


Recovery Activities: � Strengthening of infrastructure � Review and documentation � Sharing of experiences and lessons learnt � Training to staff � Development of checklists and contingency plans


Standard Operating Procedures (SoPs) for Officers

Introduction The Government of India in the DM Act-2005 provided for systematic devolving of roles and responsibilities at every level up to the local authority. At the state level, the SDMA and the Department of Disaster Management are the apex bodies for policy, planning and management of natural and man made disasters in the state. At the district, DDMA headed by the DC and line departments have been assigned the powers and functions for effective Disaster Management. The local bodies such as PRIs and ULBs are responsible for local level disaster management. However, provision for convergence in the matters of resources, coordination and response among various levels has been laid down. In this chapter the SOPs and Roles and responsibilities of various levels of functionaries are described.

Revenue Authorities

1) Activating DCR/EoC and Officers and Heads of Departments in the District 2) Setting up IRS and SoC 3) Activating of various NGOs/Voluntary Organizations for necessary materials. 4) Providing adequate compensation to loss of life and property.

To effectively manage the emergency without ambiguity, it is required to entrust individual responsibility and describe them in brief.

SOP FOR SECRETARY REVENUE (DISASTER MANAGEMENT) The Secretary Revenue (DM) is the member secretary of the SEC (State Executive Council) and is overall incharge of DM in the state. He/She works has link between the DDMAs/ district administrations, the KSDMA, SEOC and other organizations responsible for DM. The Secretary Revenue Department (DM) is the Member Secretary. He/She has the responsibility for coordinating and monitoring the implementation of the National Policy, the National Plan and the State Plan as provided under section 22 of the Act. He/She shall give directions to the concerned department and district authority or other authority to take steps for rescue, evacuation, or providing immediate relief saving lives or property and direct to the departments make available resources for emergency response, rescue. He/She carry out the preparation of memoranda on loss and damage to be submitted to the GoI for claiming relief, compensation, and other support. He/She has to monitor the updation of DDMPs and ensure preparedness in all the districts.

Sri. Tushar Giri Nath IAS., Secretary , Revenue Department (DM) Room No. 546-547, 5th Floor, 2nd Stage M.S. Building, Dr.B.R.Ambedkar Veedhi, Bangalore- 560 001 Ph No.: 080- 2235 3980, 2232 0582 Fax: 080- 22354321 e-mail: [email protected]

State Emergency Operating Centre Toll Free No. 1070 Website : ksdma.co.in


SOP FOR DEPUTY COMMISSIONER

The responsibility include initiating and maintaining co-ordination and co-operation with various agencies involved and provide prompt information, decisions and infrastructure facilities as requested. He/She should also mobilize, direct, and co-ordinate the emergency management staff during emergency.

Following are the main functions during any emergency � Declaration of emergency after confirming the magnitude of the disaster. � Activate the Emergency Control Room at Deputy Commissioner’s office and make it

functional. � Co-ordinate and establish contact with all agency involved in the emergency actions. � Ensure setting up of Local Emergency Control Room close to the scene of accident or at

Taluk headquarters where the disaster has struck. � Ensure actions have been initiated to contain the emergency. � Have overall supervision of all the emergency relief operations. � Initiate evacuation of people from affected area with the assistance of police, fire and other

agencies. � Depending on type of emergency, mobilize additional resources like heavy lifting gears line

cranes, bulldozers for rescue and mitigation operation. � Set-up safe shelters for evacuated people and ensure they are provided with food and medical

attention as the need be. � Monitor progress or disaster especially in case of natural disasters like cyclone or floods by

getting information from various agencies involved and mobilize additional support to mitigate the effects of disaster.

� Keep the State Administration informed regarding the disaster and the steps taken to contain the same.

� Issue statement to the press (both print and electronic media) on the prevailing conditions and the steps being taken by the District Administration to mitigate effects of the disaster.

� Get mutual aid from neighbouring districts, the Major Hazard Industries or seek the assistance of voluntary organization.

� If required, set-up mobile first aid centre or temporary health centres in the affected area or in the safe shelters.

� Visit the scene of the disaster to have first hand information about the rescue or mitigative operations that are being carried out.

� In case of floods, carry out aerial survey of the affected area to have preliminary estimates of the extent of damage caused.

� To co-ordinate with the state government through Principal Secretaries of Depts. mobilize the help of Army/Navy/Air force or other agencies are requires.

� Call off emergency after confirming that all the actions have been taken to normalize the conditions and it is safe for people to re-enter the affected areas

ROLE OF THE DEPUTY COMMISSIONER BEFORE, DURING AND AFTER DISASTER

Phase Activities Other officials to be involved Resources/ equipments to be procured

from

Pre-Disaster

Preparedness before the disaster All district level officials

The Secretary, Dept. of Disaster Management.

During disaster

Reviewing and analyzing the calamity situation in the district over the next one year through a meeting at the district level involving all the departments of the district as well as sub division and GP levels and the locally

All ACs;

All Tahsildars;

All Panchayats

Police/Fire/Fisheries/RTO/ Civil Defence.


active NGOs/CBOs

� Identifying disaster prone zones and strategies to stay prepared for the worst.

Field functionaries, District Information Officer.

Commandant/Co-Coordinator of NCC/NSS/NYKS

� Ensure IEC through Emergency section/ Panchayats/NGOs/AW centers/Street plays/ workshops

District Fisheries Officer

Leading NGO/CBOs

� Reviewing the DCR and making it functional as per SOP fixed by him (SOP to be prepared earlier)

NSS/NCC/NYKS/ Police

VHF from the Police/Mike set/ batteries/generators available in the district office from the private parties on requisition.

� Making the DCR well equipped and depute senior officers from time to time to review the receipt of information and dissemination.

Fire, Civil Defence

� Calling a meeting of officers/NGOs/CBO co-ordination and discuss issue such as capacity assessment of different NGOs/CBOs and ask them to adopt certain vulnerable areas to avoid overlapping and duplicity.

All district level officials.

All ACs/Tahsildars

� Preparing a checklist (containing the dos and don’ts) and pass that on to the NGOs/CBOs.

All Panchayats

District Fisheries Officer

Leading NGOs

Police

Power boats/country boats/ vehicle/rope/rescue kits and trained resource personnel from SRC/SSC/Army/unit/Civil Defense/Hired from the private parties according to the requirement.

� Ensuring/installing communication system to the inaccessible villages

Police Fire Brigade,

Leading NGO,

Panchayats, Field functionaries programme co-coordinators of NSS/NCC.

� Checking stock of the public distribution system and arrangement of temporary godown.

� Checking the resources with other department such as Police, Fire and of NSS/NCC/NYKS.

ACs/Tahsildars,

TPEO, DHO, CDPO,

DDs, Panchayat Field functionaries Medical Officers, Police, KUWSDB, Municipality, RTO/ Leading NGO.

� Preparing a list of vehicles/ ambulance already deployed and/or to be deployed on hire during crisis.


� Keeping stock of road cleaning equipments and vehicles for relief operation.

� Assigning specific duties to different officers/ Sr. Officers at headquarters.

� Staying in constant touch with other line departments.

� Ensuring proper functioning of warning systems & communication systems.

� Ensuring mock drill of the rescue and relief teams Home guards, Police.

� Preparing a map showing the location of temporary shelter camps with accessibility.

� Identifying shelter/temporary shelter in high elevated places and arrangement of tents etc.

� Identifying and mapping of disaster (of all kinds) prone areas

Ensuring formation of village level Disaster Management Committee through Block Development Officers

Dissemination of warning: -

� Receiving warning from reliable sources and cross checking them for authenticity.

� Disseminating warning to District Level Officials/ Revenue/Field Functionaries/ PRIs and Co-ordination with the Revenue control room.

� Keeping the control room active round the clock. � Disturbing duties to the district level officials, ACs

Panchayats and Field functionaries.

� Arranging vehicles and public address systems for information dissemination.

� Establishing coordination with the NGOs/CBOs and the village communities and assigning them duties.

Asking the people in the vulnerable areas to move to the shelters and to move their domesticated animals to safer places and to cooperate with the volunteers and other officials engaged in similar activities.

Search, Rescue and Evacuation:-

� To coordinate with NGOs/ CBOs/Police for support. � Arrangement & deployment of vehicles etc., for evacuation. Evacuating people from marooned areas and administer emergent relief

� Organizing trained taskforce members and deputing to be marooned and cut-off areas for evacuation.

� Deployment of police for maintaining discipline and peace keeping during evacuation.

� Mobilizing people to move to safe shelters. � Deployment of police/Fire Brigade for search and rescue. � Ensuring proper utilization of the rescue materials. � Providing rescue kits at the affected areas.

Distribution of Relief Materials: -

� Keeping a record of the affected area and people so as to account for the relief materials needed.

� Procurement and transportation of relief materials to affected areas.

� Arrangement of free kitchen in the shelter camps & affected areas and assigning the responsibilities to officials for proper distribution.

� Coordinating with the NGOs/ CBOs. � Encouraging other voluntary organisations from outside for rescue

and relief operation.


� Distribution of basic medicines and disinfectants to prevent epidemic.

� Ensuring health care activities by the CDMO in the shelter camps & through mobile units/temporary health in regular intervals.

� Ensuring cattle health activities by the CDVO through Mobile units/ temporary health camps in the affected areas.

� Ensuring that there is enough storage of food and pure water in the shelters.

� Monitoring all the activities in the affected areas.

Post disaster

Short term measures: -

� Formation of special task force with required equipments � Assigning responsibilities for specific areas. � Emergency cleaning of debris to enable reconnaissance.

� Cleaning fallen trees and branches from the roads to facilitate local relief work.

� Forming a work team carrying emergency tool kits. � Deployment of towing vehicles, earth moving equipments, cranes. � Construction of temporary roads. � Keeping national and other highways clear from disaster effects.

� Assessment of damage. � Temporary supply of flood drinking water and medicines to the

shelters and affected areas.

� Arrangement for safe shelter for animals. � Providing the lighting facilities for shelter places. � Deployment of home guards and constables to maintain law and

order. � Providing temporary arrangements for income generation for the

affected people. � Drought resistance short duration paddy seeds to be made available

to farmers.

� Encouraging NGOs/INGOs from outside to carry out restoration and reconstruction works.

� Ensuring crop insurance. � Supervising all the activities.

Long Term Measures: -

� Immediate restoration of road communication, irrigation system, educational institutions, Government institutions, electrical installation, drinking water supply, construction of IAY houses for the BPL families and massive area plantation to maintain ecological balance.

� Meeting with district level officials/Officials at Headquarter and chalk out emergency plan with vulnerable areas and resource list.

� Co-ordination meeting NGOs/ PRIs and assignment of duties. � Pre-positioning of staff in the likely cut off areas.

� Arrange food and other basic requirement for emergency response. � Collect information from different areas and to act accordingly.

� Co-ordination meeting with officials at Headquarters by 12 hours intervals and 24 hours intervals with the field officials.

� Regular collection of situation report of the risk and vulnerable areas from the officers assign for the purpose.

� Provision for administering emergent relief and the other basic needs.

� Contact with SRC for supply of temporary shelter materials. � Keeping in touch for supply of food articles procuring whole sellers. � Deputation of volunteers to different probable affected areas.

� Helping the evacuees for returning to their houses.


� Immediate arrangement of free kitchen in the cut off and inaccessible areas.

� Relief distribution. � Monitoring of relief distribution. � Provision of drinking water.

� Provision of medical facilities. � Repair/restoration of roads. � Transportation of relief and human resources.

SOP FOR SUPERINTENDENT OF POLICE (SP) After receiving instructions from the Deputy Commissioner, the Superintendent of Police will rush to the ECR and establish contact with the local police station. He would then direct implementation of the action plan through the police station nearest to the scene of the disaster.

ROLE AND RESPONSIBILITIES OF THE SP Phase Activities Other officials to

be involved

Resources/ equipments

to be procured from

Pre-

Disaster

Preparedness and warning dissemination of warning: -

� Reception of warning from the DCR.

� Communication establishment with district and sub-division/ GP

control rooms and departments offices within the division.

� Alerting the team force for deployment at the time of calamity.

� To issue directive to police field functionaries to co-operate with

revenue personnel in management of relief operation

Home

guard/Police

forces, AC/

Tahsildars, SIs

VHF, other improved

telecommunication

systems.

During

disaster

Rescue and Evacuation: -

� Clearance of roads and other means of transportation.

� Traffic management and patrolling of all highways and other access

roads to disaster sites.

� Making sure that discipline is maintained.

� Assistance to district authorities for taking necessary action against

hoarders, black marketers and those found manipulating relief

materials

� Co-ordination with fire personnel.

� Provision of security in transit camps/feeding centers/relief

camps/cattle camps/co-operative food stores and distribution

centers.

� Safe guarding of belongings of evacuees.

Distribution of Relief: -

� Maintaining laws and order at the shelters and the relief camps.

� Co-ordination with military service personnel in the area.

� Deploying officers/police personnel to record death cases.

� Assisting the community in organizing emergency transport.

� Assisting the District Officials/NGOs in distribution of relief

materials.

� Providing escorts in transit of relief materials to the relief

camps/affected areas.

Home

guard/Police

forces, AC/

Tahsildars, Sis

NCC, NSS, trained

volunteers local

youth, NGOs/CBOs

VHF, other improved

telecommunication

systems.

Rescue kits, vehicles

equipments for clearance

of roads and other

related stuffs.

Post

disaster

Short term measures: -

� FIR of the disasters, the damages and the death cases.

� Assisting in collection of damage statistics of private properties.

� Maintaining law and order.

Long term measures: -

� Close co-ordination with district administration and local/external

NGOs in reconstruction and rehabilitation process.

� Assisting the district authority whenever the need arises.

� Periodical visits to the affected areas to ensure law and order

Vehicle communication

systems.


SOP FOR DISTRICT HEALTH OFFICER DHO 1) District Health Officer (DHO) will be overall in charge of health and medical services to

be rendered at the site of emergency or at various rescue shelters, affected places, hospitals, pathology laboratories, etc.

2) On receiving the information from DC, he will contact all Hospital Superintendents, Drug Controller, Blood Banks for mobilization of required ambulances/Doctors/Nurses/Medicines/life saving drugs, blood etc.

3) Rush to the site, assess the extent of severity and establish adequate (Temporary Medical Centre). Ensure hygienic conditions at the rescue shelters cum rallying posts, temporary medical centers. Take appropriate action in shifting affected persons to proper hospitals and provide appropriate treatment.

4) Arrange for removal of dead bodies, if any, after post-mortem and disposal of the same. 5) Render advice on precautionary measures to be taken by public in affected sites/villages,

rescue shelter cum rallying posts to prevent the outbreak of epidemic diseases. 6) If necessary, he should undergo training to handle the wireless apparatus for effective

communications.

ROLE AND RESPONSIBILITIES OF THE DISTRICT HEALTH OF FICER (DHO)

Phase Activities Other officials to

be involved

Resources/ equipments to be procured

from

Pre-Disaster

Preparedness and warning dissemination: -

� Stock piling of life saving drugs/ ORS packets/Halogen tablets on receipt of warning from the Collector/DCR.

� Transmission of messages to all PHCs to stock medicines and keep the medical staff ready.

� Disease surveillance and transmission of reports to the higher authorities on a daily basis.

� Vaccination. � To obtain and transmit information on natural

calamities from the DCR. � Ensuring distribution of areas of operation among the

mobile team. � Pre distribution of basic medicines to the people who

are likely to be affected. � Shifting the patients who are in critical situation to the

district hospital. � Awareness messages to stop the outbreak of

epidemics. � Conducting mock drills.

DHO, Medical Officers of PHCs/ ICDS, CDPOs NGOs, CBOs, private practitioner in the locality/ first aid trainers.

Medicines, required medical equipments, First aid kits, ambulances, public address systems, mobile vans, tents.

During disaster

Rescue and Evacuation: -

� Constitute mobile teams and visit the worst affected areas.

� Disinfection of of drinking water sources. � Opening of site operation camps. � Regular health check-up at shelter camp & affected

areas. � Assigning responsibilities to the medical officers for

close monitoring of health camps.

DHO, Medical officers of PHCs, ICDS, CDPOs, NGOs, CBOs, private practitioner in the locality,

Medicines, required medical equipments, first aid kits, ambulances, ambulances, public address systems, mobile vans, tents


first aid trainers

Rescue team, volunteers at the shelters, police, fire officers, trained volunteers.

Post disaster

Restoration and rehabilitation: -

� Organization of health camps. � Deploying mobile fully equipped and manned medical

vans. � Close monitoring of health camps. � Ensuring adequate quantities of

medicine/disinfectants. � Making sure that there is no outbreak of water borne

diseases/malnutrition. � Co-ordination with the District Rehabilitation

Committees, other line departments, NGOs/ICDS projects, village Committee, PHD, RWSS, etc.

DHO, Medical officers of PHCs, ICDS, CDPOs, NGOs, CBOs, private practitioner in the locality, first aid trainers

Rescue team, volunteers at the shelters, police, fire officers, trained volunteers.

Medicines, required medical equipments, first aid kits, ambulances, ambulances, public address systems, mobile vans, tents

SOP FOR ASSISTANT COMMISSIONER He will be the overall in charge of Rescue shelter/Rallying post and parking yards.

1) He will ensure adequate food and clothing in co-ordination with Dy. Director, Food and Civil Supplies, Voluntary Organizations, Individual Persons as deemed necessary in his option.

2) He will also ensure proper medical aid (first aid as well as shifting of affected persons to hospitals, etc) in co-ordination with District Health Officer and District Drug Controller.

3) He will ensure adequate security and safety in co-ordination with SP (Law & Order), and Dy. SP as the case may be.

In addition to these responsibilities, the AC will assist the DC and others in all other matters as the case may be. The concerned Assistant Commissioner is the Disaster Manager and he would rush to the Local Emergency Control Room (LECR) which is set up at the taluk headquarter of the affected taluk. He would function as the link between the affected area and the District Disaster Manager based at the main ECR located in the Deputy Commissioner office at Shimoga.


Following are the main functions during any emergency: - � Set up the LECR at the concerned Taluk headquarters or at a safe place close to the scene of

the disaster. � Depending on the nature of emergency, co-ordinate with the various agencies at local level. � Initiate the rescue operation with the help of local police, fire or other voluntary organisations

and mutual aid members. � Have close interaction with the Site Controller to ensure proper actions have been taken. � Visit the affected area to gain first hand information of various steps being taken to mitigate

the effects of the disaster. � Keep the main Emergency Control Room at district head quarters informed about the

developments on a regular basis and request for additional help by way of resources or specialized manpower or equipment.

SOP FOR TAHSILDAR He will look after all the facilities required at rescue shelter/rallying post like food, clothing, medical aid, water, electricity, sanitation and other basic necessities in co-ordination with respective Government Agencies as well as voluntary organizations.

1) He will manage and arrange for any other requirements on need basic at that point of time in co-ordination with respective government authorities.

2) He will alert all his sub ordinates and utilize their services to manage the rescue shelter/rallying post.

3) His actions will be in concurrence from AC/DC.

The Site Controller would be at the scene of the disaster or accident and would be reporting to the Disaster Manager located in the Local Emergency Control Room. He is the person who is dealing with the disaster directly in association with the various other emergency services. He would be in direct contact with the Disaster Manager based at the Local Emergency Control Room (LECR). His responsibilities vary widely depending on the type of emergency. It could be a natural disaster like flood the effects are wide spread where rescue work would be of main concern. It could be a road accident involving a tanker carrying hazardous chemical where quick action has to be taken to arrest the leaka ge, if any, followed by evacuation of people if required. Following are the main functions any emergency � Take measures to mitigate the emergency in association with various emergency services like

fire and police � Keep in constant touch with the Local Emergency Control Room at taluk headquarters with

available means of communication and keep Disaster Manager informed about the developments on regular basis.

� Request for additional help like specialized manpower or equipment to effectively handle the emergency.

� Rescue and evacuate the people from affected area and shift them to safe shelters. � Ensure setting up of safe shelters with basic amenities for food sanitation. � Mobilize medical professional with the help of ECR or LECR and ensure the affected persons

are given medical attentions. � Arrange to shift the injured or sick to specialized hospitals if need be.

SOP FOR DEPUTY SUPERINTENDED OF POLICE The DySP of the sub-division where the disaster has struck would get in touch with the nearest police station and ensure the police team is rushed to the scene of the emergency. His main function would be to act as link between scene of the accident and the Emergency Control Room


� On receiving information from the Emergency Control Room, he would rush to the site, assess the situation, obtain first hand information, take control of the overall situation.

� Alert district administration to mobilize Reserve Police personnel for deployment for traffic regulations, supervision of evacuation and security duties.

� Alert area District Commandant of Home guards to mobilize home guards, as necessary (and keep the SP informed).

� Arrange for necessary transportation vehicles for rescue operation in consultation with RTO. � Arrange for necessary ambulances and other medical facilities for the affected persons in co-

ordination with various government and non-governmental agencies. � Arrange for removal of the dead bodies, identifications and proper preservation. � Prepare list of missing persons and take immediate steps to trace them. � Communicate the information to other agencies through police control room. � Keep in constant touch with ECR to ascertain latest status and intimate police personnel with

upto date information regarding response actions and further instructions. � Arrange for relief to policemen handling the emergency situation. SOP FOR CIRCLE INSPECTOR (LAW AND ORDER)

1) The office will be overall in charge of the functions of Police Department in case of offsite emergency. He will receive the communication and instructions from DC/SP from time to time.

2) On receiving the information about the emergency from DC/SP, the officer will rush to the incident spot and oversee law and order, organize for additional requirement of men and Home Guards if required.

3) Receive information from the site in charge and divisional fire officer or his deputy available at site for appropriate and necessary rescue operation.

4) Arrange for necessary transportation of vehicles in co-ordination with RTO and in charge of parking yard for evacuation of people as well as critical cases.

5) Ensure that adequate numbers of vehicle are provided, fitted with public address system and wireless to the convoy team.

6) Arrange for necessary ambulance/medical facilities in co-ordination with District Health Officer/Deputy Director, Animal Husbandry for evacuation of people and livestock respectively.

7) In confirmation with DC/SP, arrange for removal of dead bodies (if any) and will pass on the information to the relatives of the decease and will ensure disposal of dead bodies after conducting postmortem in co-ordination with DHO.

8) Arrange for maintaining law and order at the site of emergency, rescue shelter parking yards, main roads leading to emergency site, etc., pass on the information to the DC/SP about actions on various fields.

The Circle Inspector of the concerned area would also rush to the scene of the accident and direct the various operations like maintaining law and order, barricading and diversion of traffic away from the scene of accident. His main functions would include � Maintain direct contact with the local police station through the police mobile van. � Keep monitoring the progress of various rescue measures being undertaken. � Ensure police personnel are given updated information for announcement during the

emergency. � Mobilize government and private buses through RTO for evacuation. � Ensure that the bus/vehicle drivers are properly instructed regarding areas to be visited and

routes to be taken during evacuation. � Ensure security duty personnel are at their posts and that only authorised personnel/vehicles

are allowed to enter the emergency/affected area with proper identity cards.


Police Inspector will assume the charge of DSP in the absence of the DSP till such time the superior officer arrives at the place of accident and takes control then onwards, he will continue to receive the orders from the superior officers and act accordingly

SOP FOR INSPECTOR (TRAFFIC) 1) The SP(Traffic) will be the overall in charge of traffic management who is assisted by Dy.

SP(Traffic) in case of offsite emergency. 2) Receive the communication of offsite emergency from CEC and disseminate the

information to all the functionaries and mobilize required force and put them into action for managing various traffic points, routes, etc.

3) For each industry, separate routes are identified as normal route and emergency route. 4) Mobilize necessary police personnel/vehicles to man and control traffic on various roads

identified as safe routes and also take measures to divert normal traffic away from the emergency routes identified.

5) Ensure available of adequate number of vehicles fitted with public address system/wireless etc. and directly supervise manning of routes and parking yards.

6) Initiate action to ensure adequate number of skilled drivers in consultation with RTO, KSRTC, Home guards and Truckers Association etc.

7) The SP will initiate action on his own only under exceptional circumstances; However, his action shall be communicated to his superiors and should be confirmed with CEC.

8) Any other action as deemed necessary base on the circumstances.

Depending on the type of disaster, the traffic police would take control of the traffic movement in the district. During a natural disaster like cyclone or floods the roads may be cut off for a longer period and hence traffic police play a very important role in handling any such emergencies. Their duties would include � Stop traffic approaching the affected area and advise the crew regarding the impending

danger. � Ensure tankers containing hazardous chemicals are parked in safe places. � Check for alternate routes and divert the traffic in a controlled manner to prevent congestion

in diversions. � Keep close liaison with other police agencies and assist in crowd control around the affected

area. � Make way for emergency and relief vehicles on priority basis. � Monitor the condition of the blocked road and resume normal traffic only when the affected

area is declared safe. SOP FOR DY. DIRECTOR OF FACTORIES .Factory Inspectorate plays an important role during any industrial and transportation disaster in which there is large-scale release of hazardous chemicals. In case of such disaster, the Dy. Chief Inspector of Factories or Sr. Inspector of Factories would position themselves in the ECR and help the District Administration by providing expert advice for minimizing the effect of such a disaster. Main functions: - � Ensure the on-site emergency management plan of the affected industry (in case of an

industrial disaster) has been activated and the mitigative measures are taken to safeguard the people present in the premises.

� Visit the site of accident to ensure proper measures are taken to control the situation. � Speed up help from mutual aid members, if required to contain the emergency. � Mobilize the technical experts for advice if required.


� Inspect the area along with the tech. Co-coordinators and report to Deputy Commissioner for giving all clear signals.

SOP FOR THE DIVISIONAL FIRE OFFICER He will place himself in the main Emergency Control Centre and maintain continuous contact on VHF with the Station Officer at the site. Depending on the need, the Divisional Fire Officer will place himself at the site and maintain contact with the Deputy Commissioner in the Main Emergency Control Centre. The Station Officer/ Sub-Officer/Asst. Sub-Officer of the fire station closest to the scene of disaster will direct fire-fighting operations at the site and keep the Divisional fire officer/station officer informed of the developments at the site. Main functions: - � Initiate rescue and fire fighting operation with available means. Ensure that all fire fighters

use proper personnel protective equipment while fighting a fire or controlling gas leak. � Help the District Administration in evacuation of people from affected zones using escape

routes decided in advance depending on the wind direction. � Continuously evaluate the situation and decide the necessity to call in additional Fire Engines

from neighbouring taluks/district. � Mobilize the services of the home guards for fire-fighting through the police. � He will advice the Deputy Commissioner on the extent of evacuation necessary. � Preserve valuable evidences, which may be useful for investigation later on. � Ensure availability of water and make arrangement for private water tanker carriers. � When the emergency is over, carry out joint inspection of affected areas along with site

controller and Technical experts to ensure the emergency is under control. � Send the message of “SAFE” to DC/SP etc to enable him to officially call off the emergency.

Take any other appropriate actions as deemed necessary in control of emergency.

SOP FOR FIRE STATION OFFICER The Fire Station can cater to the immediate need of the plant, but certainly not adequate to manage the emergency assumed in this document. Therefore,

1) On receipt of fire call, rush to the site of incident with all crewmembers and equipment and start fighting the fire.

2) Immediately send distress call to all other fire stations for additional reinforcement. Contacts the Divisional Fire Officer and informs him about the severity of the fire, the kind of assistance required, etc.

3) Continue to receive the necessary information from his superior officers and the DSP and adhere to the instructions.

4) Assist the police, Home guards and other Rescue Team the rescue evacuation of persons, salvage, etc.

5) Continue to be inaction till such times the divisional fire officer or his deputy arrives at the place of incident and takes charge. From there onwards, he will continue to assist the officials.

SOP FOR HOME GUARDS COMMANDANT District Commandant/Dy. Commandant will position themselves in the Emergency Control Room and assist the District Administration in mitigating the emergency. They would be continuous in contact with the field officer/units. Main functions: - � Assist the Police or Fire personnel in carrying out their duties.


� Carry out rescue and evacuation operation in close association with other emergency agencies. Evacuated areas would need to be guarded against theft

SOP FOR SUPERINTENDENT ENGINEER PUBLIC WORKS/HIGHWA Y Depending on type and location of the disaster, the in-charge of the PWD/Highway or Irrigation department representatives would make themselves available at the ECR and maintain close contact with their engineers who would be at the scene of the disaster. Main functions: - � Help the police to divert traffic away from the scene of accident along all the major roads. � Ensure diversion routes are in good condition and traffic does not get jammed. � Exhibit proper diversion signs conspicuously at suitable places. � Provide the mobile crane/heavy earthmoving equipment for the purpose of salvage operation. � Provide necessary assistance as required and directed by Deputy

Commissioner/Superintendent of Police.

SOP FOR DEPUTY DIRECTOR OF ANIMAL HUSBANDRY 1) Deputy Director of Animal Husbandry will be the overall in charge for treatment of

affected animals at site/hospital in co-ordination with police/voluntary organizations and revenue authorities.

2) On receiving information from DC, he will rush to the site and activate the Temporary Medical Centre (TMC) at appropriate places in consultation with DC.

3) Dy. Director will also co-ordinate with Assistant Commissioner/RTO/DCP /Inspector of Police (Traffic), for arranging necessary vehicles for shifting of animals, if required.

4) The officer will be provided with one Police Officer with adequate number of Police Personnel and Home guards to ensure the orderly treatment and management of the Temporary Medical Center.

5) The officer will identify the drug stores and ensure the supply of adequate and necessary drugs through the Drug Control Authorities.

SOP FOR RTO 1) The RTO will be the overall in charge for providing number of rescue vehicles like trucks,

buses, cars or any other type of transportation vehicles to emergency site, rescue shelter cum rallying post etc., for transportation of human beings as well as animals.

2) Receive information from DC and act accordingly. 3) Mobilize all possible resources is arranging transportation vehicles in co-ordination with

KSRTC, Truckers Association, Travel Agencies, etc, also ensure availability of adequate number of skilled drivers and advise the Inspector (Traffic).

4) Workout the requirement of heavy earth moving equipment like cranes etc., and mobilizes the same in co-ordination with such agencies/parties.

5) Depute adequate numbers of Motor Vehicle Inspectors for assisting Inspector of Police, Traffic (in charge of parking yard), and Rescue Shelter cum rallying post, at the site of emergency.

The transportation department plays an important role during any type of disaster as it would involve large-scale evacuation of people in the affected area. RTO/ARTO would be based at ECR and assist the District Administration in mitigating the emergency. Main functions � Deploy required number of buses with drivers to evacuate people to safe shelters. � Mobilize various earth moving equipment and other heavy machinery from different sources

required for rescue operation. � Provide mobile workshop if required for urgent repairs/breakdown.


� Provide assistance as required and directed by Superintendent of Police/Deputy Commissioner.

SOP FOR ENVIRONMENTAL OFFICER POLLUTION CONTROL BOA RD

1) On receiving information from DC, the Environmental Officer will mobilize all possible resources at his disposal and keep the laboratory functioning for analysis of pollutants, emissions, etc.

2) Rush to the site, collect the samples, analyze the pollutants and the likely effect on human life/environment and inform the DC about the same and the corrective actions to be taken to prevent further damage.

3) Act as an expert and advice the DC about the kind of message to be disseminated to the public and press, etc, on pollution matters.

The representative of the Pollution Control Board would be based in the Emergency Control Room during any disaster and ensure the environmental damage is kept minimum. Main functions: - � Mobilize all possible resources at his disposal and keep the laboratory functioning for analysis

of pollutants and emissions. � Rush the team to the affected area for collection of samples and analyze the same. � Keep the Emergency Control Room informed about the possible effect on human life as well

as environment and corrective actions taken to minimize the same.

SOP FOR EXECUTIVE ENGINEER KPTCL 1) The Executive Engineer will be responsible for all electrical power supplies and

illumination of places like site of incident, rescue shelter, rallying posts, parking yard, temporary medical centers, emergency route, etc.

2) In case of need to establish the temporary power supply points he will do so as advised by DC and ensure adequate continuous power supply.

3) Assist any other agency such as water works, PHE as and when needed.

SOP FOR EXECUTIVE ENGINEER OF PANCHAYAT RAJ ENGINEERING

1) The Executive Engineer will be over all in charge for providing adequate sanitation facilities such as dry latrines, soak-pits, etc. at the temporary rescue shelters.

2) Ensure maintenance of hygienic conditions at all such places including the site of incidence.

3) Ensure adequate supply of potable water to all places such as rescue shelters cum rallying post, parking yard, and temporary medical centers.

4) Assist other agencies as advised by DC as and when needed. SOP FOR DY. DIRECTOR, FOOD AND CIVIL SUPPLIES He would be based in the Emergency Control Room and assist the District Administration in running the safe shelters and relief centres set up during the disaster. Main functions: - � Will be overall in-charge or Relief and Rehabilitation activities. � Identify the rehabilitation centre in advance and establish them in shortest possible time. � Arrange for orderly transportation of population from the emergency zone and adjacent

villages in case evacuation has been ordered by Deputy Commissioner. � Co-ordinate with the other departments connected with relief measures.


� Provide basic amenities such as food, drinking water and sanitation at the rehabilitation centres.

� Distribute food packets at the affected areas to the people, emergency services agencies such as police, fire fighting personnel and others.

� Exercise any other powers to seek any assistance from the local authorities in achieving this objective.

� Establish contact with the voluntary organisations for assistance. � To ensure that necessary arrangements are made for the orderly return of all villagers to their

respective places once the Deputy Commissioner informs about the termination of the emergency.

SOP FOR DISTRICT INFORMATION OFFICER The District Information Officer would be based in the Emergency Control Room during any disaster and assist the district authorities in smooth operation. Main functions: - � Upon receiving the information from District Administration, the information officer should

co-ordinate with media for giving information regarding emergency. � Co-ordinate with the affected victims’ families for giving information of their dear ones if

RESPONSIBILITIES OF OTHER LINE DEPARTMENTS: -

Designation of

the officer

Duties to be performed in normal

time

Duties to be performed after receiving

1st warning

Duties to be performed after the

disaster

Asst. Engineer/

AEE, Electrical, KPTCL/

PWD

He should see that the field staff checks the electrical line and replace old materials used in the power supply.

He should see that all had wiring in service connections are rectified.

He should enumerate the diesel sale available and his jurisdiction and keep it available.

He should see that trees, branches etc., fall on electrical lines are out and removed.

The field staff should see that electrical supply in the places where landslides may be serving is cut off.

The field staff should be in touch with local panchayats and inform the situation at frequent intervals.

To provide diesel generators to hospital water works, control room collector’s office in case of failure of powers.

On receipt of the 1st warning it should be communicated to all the sub ordinates staff.

He should see that all the vehicles under his control be kept in perfect order.

Alert the entire staff to return their headquarters and get in touch with immediate requirement.

They should give wide publicity that houses consumers should arrange lanterns and battery light for use in case of power is out off.

Restoration of power lines on priority to:

1) Hospital, water supply

2) Control room

3) Railway station and

4) To other office on priority as per list appended.

Live wires on ground should be removed promptly.

Damaged or felled electrical poles should be immediately replaced and obstructions on roads should be get removed.

Asst. The branches to canal drain 1st warning should be Damages due to hazards to


Engineer/ AEE,

Irrigation

to be closed.

The embankments should be strengthened.

It should be checked whether the passage bridge and channels are in good condition.

The obstruction in the canals if any should be got removed immediately to be enabling free flow of water.

The bocks and shutters of the canals are to be checked and satisfied that they are in good condition.

Water supply into canals should be out off by closing the sluices.

The canals and drains should be free from constructing and they should be made available for free discharge of drain water.

communicated to all the sub ordinate staff and employees.

They should be alerted to check whether the canals and drains are in proper condition to allow free flow of water.

The situation tour should take their duty places and be readily available.

government properties, lives of man and cattle etc., should be assessed and reported to Panchayats, Sub-collector concerned immediately.

Fire Officers

The Fire Engineers should alert and other vehicles should be kept in good working condition.

Materials required for use in emergency should be indented for and kept in reserve.

Message received from public on disaster for help should be immediately attended.

Keep in touch with each of the other fire stations in the district.

The 1st warning should be immediately communicated to fire stations.

The staff should be called on for duty. Full complement of the staff should be available for the vehicles should be obtained and kept in reserve.

Executive Engineer, Roads and Buildings

Government buildings should be inspected and necessary repairs to be got executed to withstanding hazards affected.

Script for slides, pamphlets and cultural programmers should be got prepared immediately.

Arrangements should be

The 1st warning should be communicated immediately to all sub ordinate officers.

Wide propaganda should be arranged.

The sub divisional public relation officer should be available at their headquarter and got ready for disaster

Photographs of damages should be taken. The field staff should conveying formation regarding the quantum of disaster, loss of property, lives of men and cattle.

They should be posted with up-to-date information and the information should be


made to obtain poster and films by addressing the Director through the Collectors.

Public addresses equipment should be obtained kept ready.

The community radio sets available in the villages should be ascertained.

The names of hamlets where they are not available to be reported.

The public should be fully educated regarding the precautionary measures and after disaster through available media.

Specific duties should be assigned to the field staff.

The field staff should proceed to the place of work allotted.

duty with short notice.

Ensures that all community radio sets are in working condition.

passed to the Collector immediately.

Regional Transport Officer

List of vehicles running condition to be requisitioned kept ready.

Availability of petrol, oils should be ensured.

The RTOs and MVIs should be asked to serve requisition orders on owners of vehicles for duty.

Soon after receipt of 1st warning all the public call officers to be informed to instruct the village panchayats, Post Master for dissemination of warning in the villages.

All telephone sets to be informed of disaster warning soon after the receiver is lifted from the book as in the case of new year’s greetings and to request to telephone users to convey disaster warning to other public.

Provision of vehicles

Electricity department for restoration.

Roads and buildings for clearance.

Restoration of Telephone lines to control room to Collector, Hospital, Fire Station, SP and other offices as per the list appended.

Motor Vehicle

Inspector

The MVI/AMVI will report before ADM (Relief)

Civil Supplies Officers

The Asst. Engineer and Junior Engineers will remain alert.

Divisional Manager, Telephone

Based on the experience on the previous disasters sufficient number of vehicles should be procured and kept in district headquarters

To contact all sub division control room and Collector’s Office.

Identification and supply of availability of potable water sources, water purification tablets, construction of temporary shelters and maintenance

PHE, Commissioner

Identification of safe shelters for animals Veterinary Dept.

Deployment of Home guards and constables to maintain law and order.

Police, Dy. Commandant, Home guards


Encouraging NGOs to carry restoration and reconstruction works.

Revenue

Supervising all the activities CDC

Collection of progress reports and furnishing report to the Government.

CDC


Session 18 & 19

Formulation of District DDMP by the respective Groups Rationale

After basic ground work in the previous sessions, participants are now competent to prepare in group, a more practical DDMP for their district. The trainers shall ensure well in advance the relevant information to be collected and brought in order to carry out this exercise. The trainer has to take necessary steps to write letter to the DC of the district, HoDs of the departments and the participants nominated to bring necessary information to the training at ATI / DTI. This is necessary because participant will have to use their Knowledge, Information, Skills, and Experience to prepare a draft outline of a DDMP.

During the process, any deficiencies and gaps in Information, Data on Hazards,

Vulnerability, Risks, Maps, etc, will be listed. These gaps will be filled up when the go back and re-do the plan. Preparing an outline DDMP in the class room training in a small group of 6 to 7 members with different expertise would help them to know exactly what should be the Procedure Data, Tasks, and Infrastructure required for preparing a DDMP. The post training task would be to prepare a DDMP by converting the draft DDMP prepared at ATI.

Session Objectivities • Process the information brought by the participants • Use the information planning of DDMP for their own districts • Identify information gaps, dos and donts in DDMP

• Prepare draft outline of DDMP of their own districts • List the gaps to be filled after going back to the respective districts

• Apply the Feedback obtained during the ATI training • Validate the DDMP

Indicative Content � Data and Information about the districts � Previous year DDMP � Templates of DDMP

Support Material • Work book

• Data of the district • Compendium of Information about the districts.

• Reports of departments


Session 20 & 21 Presentation of Draft DDMPs

Rationale Purpose of preparing draft outline DDMP of four districts by four groups is to ensure that the group of 7 to 8 members representing a particular district will form core group, who in turn would be able to finalize the DDMP post training. These members/participants will make use of the expertise and experience to prepare final DDMP. These participants could also familiarize other colleagues in collection of data etc. Each group after presenting the draft DDMP in the class will get adequate feedback for correction. The participants/groups would get to know all the important components of DDMP and the trainer makes a list of gaps in each. DDMP and handout the list to the group members. The gaps shall be corrected by the groups within a period of four weeks after the training and submit the final DDMP to the district administration, ATI and the Department of disaster management (GoK). The CDM faculty will one second assess the final DDMP and give suggestion if necessary for making it more practical and concise. DDMP also suggest the proposed measures for preparedness, mitigation and response, the budget estimate for different activities, equipment, machinery, safe shelters EOC communication tools, search & rescue tools, hazmat van etc, will be worked out and shall be clearly indicated in the DDMP.

Session objectives � To present the draft DDMP � To get the feedback for correction � To fill the gaps in the DDMP � To complete DDMP after the training

Indicative Content � Groups proposals on four DDMPs � Feedback � Model DDMP

Support materials � DDMP guidelines � Model DDMP


District Disaster Management Plan: Templates & Guidelines

DDMP This section includes the entire DDMP in nutshell. The format for this chapter should reflect

all major aspects of DDMP and designed in such a way that the entire plan is understood in a glimpse. Introduction

• Discuss the necessity of the plan. • Changing context of disaster management • Clearly lay down the objectives of the plan and how they are to be achieved. • Whose responsibility is the development of DDMP ? • When the plan was prepared and when it is destined to be reviewed. • Any other information that helps understand the context and relevance of the DM plan.

District profile

This section may provide an overview of the district in terms of its climate, geography, and topography (temperatures, rainfall, geographical area, landholding pattern, cropping pattern, rivers, livelihood details, major drinking water sources, critical establishment etc), demography (literacy rate, poverty, economy, per-capita income, main occupation of the people), climate and weather, rivers, roads, hospitals, and other critical infrastructure such as industries. This need not exceed two printed pages. Any additional information may be provided in the Annexure. HAZARD, RISK, VULNERABILITY CAPACITY ANALYSIS

Hazard, risk vulnerability analysis (HRVC) is the most important part of the plan as the entire planning process will based on its outcome. Any error in identifying the frequency, magnitude and projected impact leads to erroneous identification of major hazard and hence an erroneous plan. The necessary outcomes of the HRV analysis should be the type of hazards that the district is prone to, history of hazards, impact analysis of the worst case, the areas people and infrastructure that is prone to the risk of these hazards and their vulnerability of being damaged by such disaster due to their vulnerability characteristics. Vulnerability Assessment should deal with the socio-economic vulnerability, housing vulnerability and environmental vulnerability. HRV analysis should also include resource inventory/capacity analysis, preparedness analysis in terms of network of communication systems, public distribution systems, storage facilities, transportation facilities, medical facilities fire stations, cyclone shelters with their capacity, presence of NGOs and other volunteers etc so as to enable quick response. The vulnerability at least of BMTPC may be referred for this purpose. Further assistance can be obtained from NDM cells of the state ATIs or NIDM.

Institutional Mechanism

This chapter should focus on • The structure of disaster management mechanism at the district level

o District Disaster Management Committee o Disaster Management Teams o Crisis Management Group / Incident Command System o Emergency Operation Centres and their operation o Site Operation Centres o Modalities (role, inter-institutional communication mechanisms, linkages etc) for

involvement of army, NGOs and other institutions.


• Linkages with the sub-plans (block plans, plans of major industrial establishments, departments (police, fire, agriculture, institutions such as NGOs etc).

Mitigation plan • This chapter should mainly focus on various ways and means of reducing the impacts of

disasters on the communities through damage prevention • Major focus may be given to disaster mitigation owing to its importance in reducing the

losses • The mitigation plans should be specific for different kinds of hazards identified in the

HRV analysis section. • Mitigation plans should also be sector specific • Mitigation plans should deal with both aspects: structural and non-structural • This session should essentially include the strategy rather than the technical listing /

description of various methods of resistant construction technologies etc • Identification of various departments including PRI and ULBs for implementing the

mitigation strategies is important. • Community mitigation measures should be identified and implementation modalities

formulated. • A training Strategy should be formulated for training major Government and non-

governmental cadres in the state who can aid in disaster management. • The mitigation plan should also include a section on preparedness planning. Some

indicative components may include. o Operational readiness of facilities, equipment and stores o Setting up of EOC, staffing, infrastructures communication etc o Updation of resource inventory, before the flood/cyclone season o Management/skills/simulation training o Community awareness

Response plan

The onset of an emergency creates the need for time sensitive actions to save life and property, reduce hardships and suffering and restore essential life support and community systems, to mitigate further damage or loss and provide the foundation for subsequent recovery. Effective response planning requires realistic identification of likely response functions, assignment of specific tasks to individual response agencies, identification of equipment, supplies and personnel required by the response agencies for performing the assigned tasks. A response plan essentially outlines the strategy and resources needed for search and rescue, evacuation, etc. A response plan should be backed by proper SOPS.

A District Response Plan will essentially focus on : (list is not exhaustive)

• Operational direction & coordination • Emergency warning & dissemination • Rapid damage assessment & reporting • Incident command system • Search & rescue • Medical response • Logistic arrangements • Communications • Temporary shelter management

o Free kitchen/food management • Law & order • Public grievances/missing persons search/media management


• Animal care • Management of deceased • NGOs & Voluntary organizations

Management of relief and logistic arrangements is an area that requires extensive planning

and may still fall short of expectations. A separated Relief Management Plan can be prepared as a part of the response plan to identify the projected relief needs, relief mobilization points, transportation routes, coordination mechanism with local police, coordination with national and international relief teams, relief transport vehicles, alternative communication like HAM radios (in case of communication failures), etc.

To facilitate easy functioning and coordination of relief officials, the Relief Management Plan with all important contact numbers and checklists can be designed as a pullout from the DDMP. Recovery & Reconstruction Plan

Essentially discusses the strategy to restore normalcy to the lives and livelihoods of the affected populations. Short-term recovery returns vital life support systems to minimum operating standards while long-term rehabilitation continues till complete redevelopment of the area takes place, Recovery and Reconstruction Plan should take into account the following components

• Restoration of basic infrastructure • Reconstruction/repair of lifeline buildings/social infrastructure • Reconstruction/repair of damaged buildings

o Insurance o Short-term Loans

• Restoration of livelihoods o Assistance/Aid o Grants

• Medical Rehabilitation o Physiological o Psycho-social interventions

Standard Operating Procedures and Checklists

Each SOP should clearly mention the roles and responsibilities during various stage of disaster management cycle (i.e. during disaster and post disaster including response, relief, rehabilitation, prevention and preparedness). • SOPs for District Disaster Management Committee, Information Management Team, Search

and Rescue Team, Emergency Health Management Team, Relief (food, feed, fodder and civil supplies) Team, Transportation Management Team, Infrastructure Management Team, and Animal Resource Management Team.

• SOPs for Irrigation Department, Electricity Department, Agriculture Department, Police District Medical Officer, Public Works Department, Telecommunication Department, Rural Water Supply & Sanitation Department and Chief District Veterinary Officers, Fire Service, Food & Civil Supplies Department

• Checklist for District Collector • Checklist for various DMTs • Checklists and SOPs for district Emergency Operations Centre • Checklist for ULBs (Municipal Corporation etc)


Linking With the Developmental Plan Linkages with the developmental plan is established by sensitizing the planners about the

vulnerability aspects of the location and necessary changes needed in building the capacity of the government and other structure and institutions in dealing with such disasters. Incorporation /integration of mitigation components within the development plan facilitates implementation of both DDMP and District Development plan and aids in long-term risk reduction process. This section may describe how the developmental plans are linked/sensitized about the disaster vulnerabilities of the region and how they are taken care of in terms of building capacities at various levels and various outlays provided for the same. Budget and other Financial Allocations

This chapter should focus on the budget and other financial allocations made at district level in preparing and executing the disaster management plan. All relevant Government Orders (GOs) issued from time to time should find a reference here with important ones attached in Annexure. Monitoring and Evaluation This chapter should lay down the rules and regulations for

• Proper monitoring and evaluation of the DM plan • Post-disaster evaluation mechanism • Regular up-dation process • Periodic uploading of updated plans at India Disaster Knowledge Network (IDKN) and

resources on India Disaster Resource Network (IDRN) • Conduction periodic mock drills • Checking whether all the personal involved in execution of DDMP are trained and

updated on the latest skills necessary in line with the updated plans.

Annexure The following Annexure must be included along with the plan. Additional Annexure may

also be attached according to the specific need. District Profile

Latest data on geography, demography, agriculture, climate and weather, roads, railways etc that describes the district may be provided. However, care must be taken to summarize the data so as to not make the plan document bulky. Resources

• Hazard specific infrastructure and manpower should be mentioned here • Usage of IDRN, IDKN, etc 9updating them, latest update available etc)

Checklists

Checklists to be included for district collector/magistrate, key district level officials representing the emergency support functions at the district level. Additional checklists may be attached depending on the necessity. Media and information management

Provide strategy for managing mass media such as newspapers and television in terms of dissemination of information at the wake of disasters. Clear guidelines would help the administration in avoiding communication of wrong information and creating panic.


Process of development of DDMP

Here, discuss in short the process adopted for developing the DM plan. Also mention the year in which it was developed and when the next update is pending etc. Contact numbers

Latest important contact numbers of EOC, DMTs, fire, irrigation and flood control, police, etc must be provided. Do’s and don’ts of all possible hazards

A comprehensive list of do’s and don’ts for district administration in handling the disasters and at various other phased of disaster management should be provided. Remember, this list is not same as that of do’s and don’ts necessary for common man in managing disasters.

Important GOs Important GOs issued may be attached for smooth implementation of the DM plan.

As directed by the DG, the work book on DDMP is prepared by me. The following points have been incorporated in order to make the workbook more practical and easily usable during and after the training for preparing DDMP of any district.

1. Simplified curriculum 2. Session wise Rationale, session objectives, indicative content, support material 3. Simplified exercises for group work 4. Session wise re-return handouts on each theme 5. Simples steps/checklists 6. Modified and revised the templates for DDMP based on NDMA & UNDP 7. Model templates with simplification 8. Learning Dimensions 9. Questioners at the end of each day for reinforcement 10. Field exercise with checklists and tools

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