Sikkim State Disaster

Management Plan
[2010-2011]

SIK K IM S TAT E D ISAST E R MAN AG EME N T AU TH O R ITY

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 Table of Contents

1 PART I: ..................................................................................................................................... 7

GENERAL ........................................................................................................................................ 7

1.1 Chapter 1: Introduction ...................................................................................................... 7

1.1.1 State Profile................................................................................................................ 7

1.2 Chapter 2: Vulnerability Assessment and Risk Analysis ................................................... 32

1.2.1 History of vulnerability of Sikkim to different types of natural disasters.................... 50

1.2.2 Hazard risk assessment and vulnerability mapping .................................................... 64

1.2.3 The probable threat and types of manmade disasters ................................................. 64

1.2.4 A hazard profile of the state ...................................................................................... 64

1.3 Chapter 3: Preventive Measures ....................................................................................... 64

1.3.1 Natural Disasters ...................................................................................................... 64

1.3.2 Man-made disasters .................................................................................................. 65

1.3.3 Early warning and dissemination systems ................................................................. 65

1.3.4 Prevention and mitigation plan ................................................................................. 75

1.3.5 Training needs analysis and development of State HR plan ....................................... 75

1.4 Chapter 4: Mainstreaming DM Concerns into Developmental Plans / Programmes / Projects

76

1.5 Chapter 5: Preparedness Measures .................................................................................... 77

1.5.1 Resource availability ................................................................................................ 77

1.5.2 Community Based Disaster Management: ................................................................. 79

1.5.3 Training, capacity building and other proactive measures.......................................... 81

1.6 Chapter 6: Response ......................................................................................................... 89

1.6.1 Incident Command System ....................................................................................... 89

1.6.2 Emergency Operation Centres: ............................................................................... 124

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 1.6.3 Disaster risk reduction framework, policy, act of the state / state road map for hazard
risk management .................................................................................................................... 127

1.6.4 Probabilistic scenario-building for different levels of various disasters to which

different areas of the state are vulnerable ............................................................................... 127

1.6.5 The yearly schedule for the conduct of mock exercises for different disasters in
different parts of the state:...................................................................................................... 127

1.6.6 Procedure for the activation of plans-upon occurrence of any disaster ..................... 129

1.7 Chapter 7: Partnership with other stakeholders ............................................................... 130

1.7.1 Roles of academic institutions, scientific and technical organisations: ..................... 130

1.7.2 Media ..................................................................................................................... 134

1.8 Chapter VIII: Financial Arrangements ............................................................................ 135

1.8.1 Arrangement for the funding of the components of the state plan ............................ 135

1.8.2 Provision of funds for specific mitigation process ................................................... 135

1.8.3 Steps taken for the constitution of the Disaster Response Fund and Disaster Mitigation
Fund. 135

1.8.4 STANDARD OPERATING PROCEDURE............................................................ 135

2 Part II: Disaster Specific Action Plan .................................................................................... 167

2.1 Chapter 9: Earthquake .................................................................................................... 167

2.2 Chapter 10: Landslides ................................................................................................... 167

2.3 Chapter 11: Chemical Disasters ...................................................................................... 167

2.4 Chapter 12: Biological Disasters..................................................................................... 167

3 Part III: Cross-cutting issues .................................................................................................. 168

3.1 Chapter 13: Review and updation of plans ...................................................................... 168

3.2 Chapter 15: Coordination and implementation ................................................................ 169

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 The Context

Disasters disrupt progress and destroy the hard-earned fruits of painstaking developmental
efforts, often pushing nations, in quest for progress, back by several decades. Thus, efficient
management of disasters, rather than mere response to their occurrence, has in recent times,
received increased attention both within India and abroad. This is as much a result of the
recognition of the increasing frequency and intensity of disasters, as it is an
acknowledgement that good governance in a caring and civilised society, needs to deal
effectively with the devastating impact of disasters.

Disaster Risks in India

India is vulnerable, in varying degrees, to a large number of natural as well as man-made

disasters. 58.6 per cent of the landmass is prone to earthquakes of moderate to very high
intensity; over 40 million hectares (12 per cent of land) is prone to floods and river erosion;
of the 7,516 km long coastline, close to 5,700 km is prone to cyclones and tsunamis; 68 per
cent of the cultivable area is vulnerable to drought and hilly areas are at risk from landslides
and avalanches. Vulnerability to disasters/emergencies of Chemical, Biological, Radiological
and Nuclear (CBRN) origin also exists. Heightened vulnerabilities to disaster risks can be
related to expanding population, urbanisation and industrialisation, development within high-
risk zones, environmental degradation and climate change.

In the context of human vulnerability to disasters, the economically and socially

weaker segments of the population are the ones that are most seriously affected. Within the
vulnerable groups, elderly persons, women, children especially women rendered destitute,
children orphaned on account of disasters and differently abled persons are exposed to higher
risks.

Paradigm Shift in Disaster Management (DM)

On 23 December 2005, the Government of India (GoI) took a defining step by enacting the
Disaster Management Act. 2005, (hereinafter referred to as the Act) which envisaged the
creation of the National Disaster Management Authority (NDMA), headed by the Prime
Minister, State Disaster Management Authorities (SDMAs) headed by the Chief Ministers,

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and District Disaster Management Authorities (DDMAs) headed by the District Collector or
District Magistrate or Deputy Commissioner as the case may be, to spearhead and adopt a
holistic and integrated approach to DM. There will be a paradigm shift, from the erstwhile
relief-centric response to a proactive prevention, mitigation and preparedness-driven
approach for conserving developmental gains and to minimise loss of life, livelihood and
property.

The primary responsibility for disaster management rests with the states. DM Act
2005 mandates the State Govt. Inter alia to take measures for preparation of DM Plans,
integration of measures for prevention of disasters or mitigation into development plans,
allocation of funds, establishment of early warning systems, and to assist the Central
government and other agencies in various aspects of Disaster Management.

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 SIKKIM STATE DISASTER MANAGEMENT PLAN

1 PART I:

GENERAL

1.1 Chapter 1 : Introduction

1.1.1 State Profile

Sikkim is situated between 27 0 04' to 280 07’ North latitudes and 88 0 01’to 88 0 55’ East
longitudes. It is bound by Nepal in the west, by the vast stretches of the Tibetan plateau in the
north and by Bhutan and Chumbi Valley of Tibet in the east. Darjeeling district of West
Bengal stretches along its southern boundary. The State of Sikkim has a total area of 7096 sq
km. and is stretched over 112 kms from North to South and 64 kms from East to West.
Sikkim is divided into four districts – East district, West district, North district and South
district.

Fig 1: Showing location of Sikkim in Map of India.

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Sikkim at a Glance

Area 7096Sq. km

Districts 4

Sub-Districts/ Divisions 9

Administrative Block 26

Villages/ Blocks Revenue 411

No. of Towns 9

Gram Panchayat Unit 166

Village / Ward 905

Population 607888

Rural

Urban

Male

Female

Density of population 85.61/sq. km

Total Households 111830

Table 1: Sikkim at a Glance Source: State Socio-Economic Census 2006

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Fig 2: Block Map of Sikkim

Sikkim is a small, extremely mountainous state in the Indian Himalayas with sharply defined
and extremely steep watersheds. Although, Sikkim is only about forty miles in width and
seventy miles in length, its altitude escalates rapidly from about 825 feet above mean sea
level in the South to about 28,300 feet along the Himalayan Kanchenjunga range. Agriculture
is mostly concentrated in the lower mountain ranges, primarily in the East and South
Districts. Nomadic high-altitude livestock herding (primarily goats, sheep and yaks) is found
along the borders of Nepal, Bhutan and in the North District approaching the Tibetan Plateau.

Sikkim has a diverse ecological condition from subtropical to alpine and is endowed with
great biological diversity of plants and animals. A wide range of crops are cultivated in agro-
ecological zones including upland rice, vegetables, pulses, potato, and ginger. Due to its
extreme topography and altitude, agriculture is mostly done on narrow terraced benches on
very steep slopes. The State is subjected to torrential monsoon rains, which contribute to
rapid runoff on the slopes, resulting in landslides and flooding in river bottoms.

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Most arable land has already been put under cultivation. Sikkim's growing rural population is
slowly expanding upwards, bringing steeper forested slopes under cultivation. In addition,
demand for cardamom, an export crop, has also contributed to conversion of forests to
agriculture areas. Each village has been endowed with various types of lands, and very
different pattern of access to public and common lands. Average holding size for poorer
households is less than three acres.

Profile of Land Elevation

Type of Land Level of Elevation

Lower Hills Altitude ranging from 250 to 1500 m

Mid Hills Altitude ranging from 1500 m. To 2000 m

Higher Hills Altitude ranging from 2000 m. To 3000 m

Alpine Zone Altitude above 3900 m With vegetation

Snow Bound Land Very High Mountains without vegetation & with Perpetual
Snow cover up to 8598 m

Table 2: Profile of Land Elevation

Geology and Geomorphology

Sikkim-Darjeeling Himalayas are Techno-stratigraphically defined by four domains

with characteristic stratigraphic and structural attributes. From south to north they are:
i. Foot hill belt
ii. Inner Belt
iii. Axial Belt and
iv. Trans-Axial Belt.
Foot-Hill Belt comprises of the lower areas with Gondwana and Buxa sequence of
rocks. The main rock types in Gondwana are Sand stone, Shale and coal seams and in Buxas
are Dolomite, limestones, Calcareous and non-calcareous phyllites. Inner belt comprises of
the metamorphic sequence with Daling formation with the rock types phyllite, schists and
quartzites containing isolated pockets “window zone” where Gondwana and Buxa sequence
of rocks are found. The presence of these rocks is due to deep erosion and weathering of
overlying daling sequence. Axial belt can be defined by high grade metamorphic sequence
with high grade gneisses, schists, calc-silicate rocks with marble bands and veins of
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Pegmatite. Trans-Axial Belt comprises of the rock of Tethyan sequence has rock types of Mt.
Everest pelites and limestones. Sikkim encompasses the lesser Himalaya, Central Himalaya,
and the Tethys Himalaya. It is essentially a mountainous state with very less flat piece of land
available in river terraces and in Indo-Tibetan pleatue in parts of North Sikkim. The
mountains rise in elevation northward. The northern portion of the state is deeply cut into
steep escarpments, and except in the Lachen and Lachung valleys. Southern part of Sikkim is
lower in elevation, more open, and fairly well cultivated. This configuration of the State is
partly due to the direction of the main drainage which flows southerly. The physical
configuration of Sikkim is also partly due to geological structure. Major portion of the state is
covered by Precambrian rock and is much older in age. The Northern, Eastern and Western
portion of the state are constituted of hard massive gneissose rocks capable of resisting
denudation. The central and southern portion is formed of comparatively soft, thin, slaty,
phyllitic and half-schistose rocks which denudes very easily. The trend of the mountain
system is in a general east-west direction. However, chief ridges run in a more or less north
south direction. The Rangeet and the Tista rivers which form the main channels of drainage,
run nearly north-south. The valleys cut by these rivers and their major tributaries are very
deep. The valleys are rather open towards the top, but usually attain a steep gorge like
structure as we approach towards their confluence. There are 180 perennial lakes at different
altutudes. Many hot water springs i.e. Phur-Cha-Chu, Ralang Sachu, Yumthang,
Yumesamdong chu etc. are also found in the state. The Perpetual snow line in Sikkim is
generally on an above 16,000 ft.

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.

Climate

A Himalayan type of climate characterizes Sikkim. Altitude is the main factor controlling the
climate and weather condition of the whole state including the capital city of Gangtok. The
climatic conditions vary greatly due to the wide fluctuations in elevation ranging from 825-
28,300 feet with sharp edged mountains. Relief features such as high mountains act as
barriers for the movement of the Monsoon wind. Low temperatures, high rainfall on
windward slopes, comparatively dry on the leeward side and heavy precipitations in the form
of snow at the mountain tops are the main features of the climate.

Temperature

The weather of Gangtok is alpine with warm summer and cold winters. Temperature ranges
from a high of 25 °C (77° F) in summer to a low of about 3 °C (37 °F) in winter. Snowfall is
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rare, and in recent times Gangtok has received snow only in 1990, 2004 and 2005.
Temperatures below freezing are also rare. The region receives an annual rainfall of 3494
mm over 164 rainy days. The lower Himalayas in general are composed of friable rock
formations and therefore prone to landslides even in dry season. These landslides frequently
result in the capital being cut off from other parts of Sikkim and mainland India.

Flora and Fauna

The flora and fauna of Sikkim naturally covers a wide spectrum. It has flora and fauna of all
varieties - Tropical to the Alpines. Sikkim's botanical and zoological richness is awe-
inspiring, boasting of more than 4000 species of plants and 30% of all the birds found in the
Indian sub-continent.
The lowlands in the south, 825 feet to 5000 feet, experiences a tropical climate and lush
vegetation such as figs, laurel, sal trees and bamboos have been cleared in some areas for
farming. The temperate forest of oak, chestnut, maple, birch, alder, magnolia and silver fur
dominates between 5000 feet and 13000 feet. Above 13000 feet is the alpine zone where
juniper, cypresses and rhododendrons grow. The perpetual snowline lies at 16000 feet.
Luxuriant forests cover 36% of the land, more than 4000 species of plant have been recorded
in Sikkim. Over 600 species of orchids grow in Sikkim, Epiphytal and terresterial types, in
the tropical and temperate zones. 35 species of rhododendrons grow in temperate and alpine
regions, their flowering from May to August colours hillsides.
Amongst the mammals of Sikkim are the rare Snow Leopard, Himalayan Black Bear, Red
Panda, Musk Deer and Blue Sheep. Bird life is abundant with Giant Lammergeier, Vultures,
Eagles, Whistling Thursh, Minivets, Bulbuls and Pheasants among the 550 species to be seen
in Sikkim.
Sl. no. Particulars of flora No. of species / Name of principal endangered
and fauna sub-species species

1 Mammals 144 Bharal, Clouded leopard, Fishing Cat,

Golden Cat, Himalayan Tahr, Leopard
Cat, Lesser or Red Panda, Marbled
Cat, Musk Deer, Nayan or Great
Tibetan Sheep, Pangolin, Snow
leopard, Spotted Lingsang, Tibetan
Fox, Tibetan Gazelle, Tibetan Wild

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 Ass, Tiger, Tibetan Wolf.

2 Birds Over 450 Black necked Crane (Migratory),

Blood Pheasant Lammergeier, Large
Falcon, Monal Pheasant, Peafowl,
Tibetan Show Cock, Tragopan
Pheasant, Snow Partridge.

3 Butterflies & Moth Over 400 Most of the butterflies and moths
found in Sikkim are endangered
species

4 Orchids Over 450 N. A.

5 Rhododendrons Over 40 N. A.

6 Flowering Plant Over 4000 N. A.

7 Ferns & Its Allies 300 N. A.

Table 3: Details of Flora, Fauna and endangered species in Sikkim

Sl. Name of National Park/ Location/ Year of Area in % of

no. Sanctuaries and Forest District initiation hectares total
parks state
area

1 Kanchendzonga National NORTH AUGUST, 77 1,78,400 25.1409

Park

2 FabongLho Wildlife EAST APRIL, 84 5,176 0.7000

Sanctuary

3 Shingba Rhododendron NORTH AUGUST, 84 4,300 0.6060

Sanctuary

4 Kyongnosla Alpine EAST AUGUST, 84 3,100 0.4369

Sanctuary

5 Maenam Wildlife SOUTH MARCH, 87 3,534 0.4800

Sanctuary

6 Barsey Rhododendron WEST ---- 10,400 1.4656

Sanctuary

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7 Biosphere Reserve S/W/N APRIL, 91 2,00,000 27.3972

Table4: Information on National parks, Sanctuaries and Biosphere reserves

People and Culture

It is traditionally accepted that the Lepchas are the autochthonous tribe of Sikkim. After them
the Bhutias, the Nepalese and finally the Indian business community from the plains settled
in Sikkim. However, before one goes into the ethnic composition of Sikkim, it needs to be
said that the Sikkimese, irrespective of the tribe, class or community, are essentially simple
folks. Like most hill-tribes, the Sikkimese are thus far relatively untouched by consumerism.
Clichéd though it may sound, the Sikkimese truly exemplify how different communities can
coexist in peace and mutual harmony.

Health
The state has 2 Hospitals, 4 District Hospitals, 24 Primary Health Centre, 147 Primary Health
Sub-Centre, 5 Tuberculosis Centre, 1 Mental Hospital, 5 Post Mortem Centre, and 3 Blood
Banks. In addition, there is 1 Ayurvedic Hospital, 1 Homeopathic Hospital and 22 Private
Dispensaries. While emphasis has been given to primary health care, the curative aspect of
health has not been neglected. To augment the curative services, sophisticated equipments
and specialized services in different fields have been made available at S.T.N.M. Hospital,
Gangtok. A 500 bedded Central Referral Hospital has also been completed in the capital in
collaboration with Manipal Foundation Group for providing advanced tertiary level curative
services. The District Hospitals are also being upgraded at a rapid pace to provide better
health care services to people residing in remote areas of the State.

Human Resource Development

In a special categorised state like Sikkim the role of education assumes special significance
both in terms of human resource development and socio-economic advancement. Sikkim
witnessed a massive expansion of schools in the last two decade of its merger into the Union.

Sl. Category Government Private Schools

No. of School
East West North South Total East West North South Total

1 Pre- 232 215 75 217 739 108 56 15 60 239

Primary

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2 Lower 36 75 21 51 183 57 19 7 31 114
Primary

3 Primary 113 77 31 92 313 25 24 5 23 77

4 Junior 43 34 10 40 127 15 6 - 5 26
High
Schools

5 Secondary 24 20 10 26 80 7 2 1 - 10
Schools

6 Senior 16 9 3 8 36 4 - - 1 5
Secondary
Schools

TOTAL 464 430 150 434 1478 216 107 28 120 471

Table 5: List of schools in Sikkim

Sl. No Colleges and Training Institutes

1. Sikkim Govt. Degree College, Tadong

2. Sikkim Govt. Degree College, Namchi

3. Sikkim Law College, Gangtok

4. Sheda College (SIHNS) Deorali, Gangtok

5. Sanskrit Mahavidyalaya, Gyalshing

6. Damber Singh College, Tadong

7. Manipal Institute of Technology, Majhitar

8. Manipal Institute of Medical Science, Tadong

9. TTI/DIET, Gangtok

10. State Institute of Education, Gangtok

11. Administrative & Account Training Institute, Gangtok

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 12. Armed Training Institute, Pangthang

13. Police Training Centre, Pipelay, South Sikkim

14. Carmel Teacher Training Institute, Pakyong (Private)

15. District Centre for English, Namchi (Private)

16. Loyola College of Education (South) Namchi (Private)

Table 6: Colleges and Training Institutes in Sikkim

Forest & Environment

Forest is one of the richest natural resources of Sikkim. The total land area managed by
administrative control of Forest Department is above 81% of the total geographical area of
the state. Sikkim has a unique bio-diversity. The composition ranges from tropical dry
deciduous forest of Sal and it associates with the valleys of Teesta and Rangit to the Alpine
Scrub and grassland in high altitude. The forest cover of the state is 6.5% of very dense
forest, 12.7% of open forest, 26.8% of moderate forest and 54% of non-forest area.

Sikkim harbours over 400 species of flowering plants, 300 species of ferns and allies, 11
species of oaks, 8 species of tree ferns, 40 species of Primulas and 20 species of bamboo, 550
species of Orchids, 36 species of Rhododendron and 9 species of conifers. A large number of
medicinal herbs and shrubs are found in Sikkim. The faunal wealth of Sikkim comprises of
144 species of mammals, 550 species of birds, 550 species of butterflies and moths, and 33
species of reptiles and 16 species of frogs.

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Figure 3: Forest Cover Map of Sikkim Source: State of Forest Report 2003

Agriculture

More than 64% of the population of Sikkim depend on agriculture for their livelihood directly
or indirectly. Agriculture being the backbone of the State's economy there is a major thrust in
agriculture development so as to provide a prosperous economy. Sikkim being a hilly region,
farmers in Sikkim have developed their own method of cultivation which suit their needs -
subsistence farming like rain fed agriculture, mixed farming, integration of agriculture and
horticulture and cultivation of traditional crops like maize, millet, paddy, buckwheat, barley,
mustard, etc are used. Cultivation in Sikkim however faces several problems, which limits the
scope of agriculture in Sikkim to a great extent.

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Around 90% of the geographical area of Sikkim is forest or barren land, which has become a
good source and house for flora and fauna. The fauna of North Sikkim includes yaks, Shapi,
wild ass, blue sheep etc and the flora mostly includes Rhododendron.

The hill slopes have been converted into farmlands using terrace-farming techniques and is
used for cultivation. About one-third of the land is heavily forested. Cardamom is the main
cash crop in the district, which makes a premier part of economy. Besides this, other crops
like rice, millet, corn etc. also grown in limited quantity. Cabbage and Potato are produced in
large quantity in Lachung Valley and are exported out of state. Radish too is exported from
this area. Besides these other normal vegetables of daily consumption like peas, cauliflower,
green leaves are found all over the district. Apples are grown in large quantity at Lachung
Valley. Other fruits like peach, guava, orange, plum, avocado (phunsay) grows in plenty.

Building and Housing

Prompt urbanization of Sikkim has taken place during the last few years. Impressive
buildings and other infrastructure, crowd the major towns of Sikkim and the major credit
goes to the Building and Housing Department. The department has done a highly
commendable service to the state by providing proper residential facilities to people of
Sikkim. The department oversees the construction and proper maintenance of the residential
and non-residential buildings. Its jurisdiction lies within the State and even outside the state
of Sikkim. The department always strives hard to provide the optimum infrastructural support
overcoming the limited resources available at its disposal in its pursuit towards service to the
state. Most of the houses in rural Sikkim are semi-pucca, popularly known as ekra cottage
(Assam type house) - a wooden structure with tin roof, the walls of which are made of split
bamboo plastered with mud or cement. However, in high altitude areas, where both wood and
bamboo are scarce, people are left with little alternative but to use stone. In urban and semi-
urban areas, people are now opting for RCC buildings. The skyline of Gangtok and other
towns of Sikkim are dominated by modern multi-storied buildings.

Transport and Communication

Sikkim, a land locked Himalayan State with no air, rail and water transport facility has to
depend entirely on road transportation. Communication and transportation plays a vital role
in the life of people and developmental activities. Adequate and proper transportation of
people and commodities has a direct impact towards economic growth and social upliftment.
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At present the department with the strength of 124 buses and 130 trucks / tankers operates on
66 passenger routes and also caters to the need of goods transportation to and from Sikkim
including essential commodities and petroleum products. Sikkim Nationalized Transport also
shoulders the responsibilities for transportation of Defence personnel and materials from the
plains of Siliguri to Himalayan borders up to 18,000 feet altitude. During the monsoon
season, heavy rain causes widespread damages along the road network. The National
Highway connects Gangtok to Siliguri, which is a major town in the North Bengal. The
nearest airport and railhead near Siliguri is 117 kms from Gangtok.

Urban Development & Housing

 Issue/Renewal of Trade Licenses for Sikkim.

 Levy of fees and taxes from bazaar areas in the State.
 Allotment of sites, collection of Site Salami, Ground Rent.
 Development and improvement of bazaars and Municipal areas Sikkim.
 Control over all building construction of bazaars and all along the road in the State.
 Collection of entertainment tax.
 Urban local bodies/Municipalities/Nagar Palika Act, 1993.
 Poverty Alleviation including slum development

Irrigation and Flood Control Department

The mandate of works under Irrigation & Flood Control Department includes construction of
irrigation works and its maintenance, assessment of irrigation and irrigation development and
flood control as well as anti-erosion works including management and control of drainage
and jhora training works.

Besides minor irrigation, the construction works includes the items like Flood Control &
River Training, Protective Work and Catch Water Drains. Such kind of multi- dimensional
works are undertaken from various funding agencies such as North East Council, NABARD
and Brahmaputra Board etc.

In order to improve the State’s economy and living standard of people, optimum development
of agriculture through effective utilization of its land and water resources is imperative.
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Appropriate planning process is evolved for optimizing agriculture production.

PWD

It is the pioneer department engaged in development and creation of infrastructure of

roads & bridges in Sikkim. With an increased workload the department has been divided
and new departments have been created like Buildings & Housing, Water Security and
PHED, Irrigation and Flood Control etc. The allocations of business to each department
have been defined in the Rules of Business by the state government. The main function of
the Roads and Bridges department is to plan and develop road network throughout the
state. It also maintains the road network that has been created in the past years for the
smooth flow of both passengers and goods. During the monsoons the heavy rains cause
widespread damages along the road network and keeping the road network open 24 hours
during such period poses a tremendous challenge for the officers and staff of both the
Civil as well as well as Mechanical arms of the Roads and Bridges department. The
deployment of a large number of machineries is also necessary for keeping the road open
during such calamities.

Apart from constructing new roads and maintaining the existing road network the
department is also engaged in up-gradation of the existing road network and bridges.
These involve modification of vital parts of the bridges, replacement of old and weak
bridges, widening / improving the grade as well as strengthening the surface of different
roads that require such up-gradation works.

Energy & Power

The Energy & Power Department of Sikkim is engaged in the generation of electricity, its
transmission to various load centres and finally distribution to the consumers of all
categories. As a whole the Department is responsible for the development of power
project in the state in order to meet the ever growing requirement and raise revenue from
there. Now with the liberalized power policy Sikkim is poised to gain in a big way. With
the opening of this sector for private developers, Sikkim can look forward for developing
and exploiting its huge Hydro Power Potential which has been assessed to 8000 MW Peak
with a firm base of 3000 MW. At present the total Installed Capacity of the state is 95.70
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 MW. Total hydro power potential in the state so far is 5352.7 MW and they are in
different stages of implementation.

Mines, Minerals and Geology

• Identification of unstable areas in collaboration with other concerned department,

suggestion of remedial measures thereof.
• Chemical and Bacteriological studies and examination of water for public use.
• Chemical and Bacteriological test and examination of food and other items with
respect to adulteration.
• To investigate for and develop mineral water resources for public benefit.
• To install seismograph station and compile seismic data. II.
• Control and conservation of entire Mining and Geological activities in the State.
• Regulation and Development of the major minerals according to National Minerals
Conservation Policy.
• Grant of Certificates of Approval, Prospecting Licenses, Mining Leases for the
exploration and exploitation of various major minerals.
• Levying and collection of royalties on major minerals.
• To carry out geo-technical studies of flood behavior of the two major river systems
of Teesta and Rangit rivers of Sikkim.
• Formulation of policies connected with development and conservation of mineral
resources including minor minerals which is controlled by Forest Department of the
State.
• Participation in joint ventures for mineral resources utilization in the State.
• Training of Personnel.

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Fig 4: Road network of Sikkim

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Districts

The four district headquarters of the State are:

DISTRICT HEADQUARTER

East Sikkim Gangtok

West Sikkim Gyalshing

North Sikkim Mangan

South Sikkim Namchi

Table 7: Districts and Headquarters in Sikkim

Fig 5: East district map

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Fig 6: West district map

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Fig 7: North district map

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Fig 8: South district map

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 1.1.1.1 Vision
To build a safe and disaster resilient Sikkim by developing a holistic, proactive, multi-
disaster oriented and technology driven strategy through a culture of prevention, mitigation,
preparedness and response. With the capacity building and trainings provided, the community
participation should be encouraged. The participation of community will guarantee local
ownership, local needs and will provide effective volunteerism during the disaster. Hence, the
disaster resilient community will ensure disaster resilient state.

1.1.1.2 Theme
The central theme is the belief that a disaster resilient community, duly empowered by a
newly created DM Structure, working in cohesion multi-sectorally, will help realise the
national vision.

1.1.1.3 Objectives
The aim of this plan is to set out Sikkim’s approach to disaster management in accordance
with the legislative responsibilities of the DM Act 2005.The objectives of preparing DM plan
are:

 Promoting a culture of prevention and preparedness by ensuring that DM receives the

highest priority at all levels.

 Ensuring that community is the most important stakeholder in the DM process.

 Encouraging mitigation measures based on state-of-the-art technology and

environmental sustainability.

 Mainstreaming DM concerns into the developmental planning process.

 Putting in place a streamlined and institutional techno-legal framework for the

creation of an enabling regulatory environment and a compliance regime.

 Developing contemporary forecasting and early warning systems backed by

responsive and fail-safe communications and Information Technology (IT) support.

 Promoting a productive partnership with the media to create awareness and

contributing towards capacity development.

30 | P a g e
  Ensuring efficient response and relief with a caring approach towards the needs of the
vulnerable sections of the society.

 Undertaking reconstruction as an opportunity to build disaster resilient structures and

habitat.

 Undertaking recovery to bring back the community to a better and safer level than the
pre-disaster stage.

31 | P a g e
1.2 Chapter 2: Vulnerability Assessment and Risk Analysis
MHRVA are being undertaken where the following hazards are considered for Sikkim as
mountainous state as per IS codes and other requisite data from the field, which is required
for Multi Hazards Risk Vulnerability Assessment Study in the Himalayan Region..

a) Earthquake hazards.

b) Landslide hazards.

c) Fire hazards.

d) Flood/ flash floods hazards.

e) Snow Avalanches hazards.

f) Drought hazards.

g) Hailstorm, Thundering and lightening hazards.

h) Riots and stamped.

In every hazard following components or parameters are studied and identified.

a) Hazards areas identified in terms of its intensity and scale.

b) Risk Level is identified up to household levels.

c) Vulnerable areas are identified.

Multi-Hazards Risk Assessment of Turung Mamring Gram Panchyat Unit and

its Suburbs is completed and the study is taken as model study of Multi Hazards
Risk Vulnerability Assessment (MHRVA) of Sikkim.

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33 | P a g e
34 | P a g e
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36 | P a g e
Once the study of the entire State is complete it will be incorporated in SDMP. HRVA for
Gangtok city of landslide study is incorporated in this plan.

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48 | P a g e
49 | P a g e
1.2.1 History of vulnerability of Sikkim to different types of natural disasters

Land Revenue and disaster Management Department is primarily concerned with revenue
administration in the sate which encompasses survey and settlement operations, maintenance
and up gradation of Land Records and enforcement of Land Laws in the State. With the new
nomenclature of Land Revenue Department to Land Revenue and disaster Management
Department there has been a paradigm shift in the management of disasters at Village to State
Level. Apart from providing immediate relief to the victims of disasters the department is
responsible for disaster prevention, mitigation and preparedness and as a nodal agency it has
been implementing various Disaster Management Programs in the State.

History of Fire (including Forest Fire)

Sl.No Year Fire Call Rescue Property Property Lives Lives

Call Lost (Rs. Saved(Rs. Lost Saved
Lakhs) Lakhs)

1 1985 28 3 1.09 110 1 4

2 1986 32 1 2.16 158 1 5

3 1987 39 4 5.8 287 2 6

4 1988 39 4 1.53 16 6 3

5 1989 32 2 5.03 87 2 4

6 1990 29 3 11.63 63.2 8 68

7 1991 36 5 11.08 213.35 9 10

8 1992 44 3 8.57 39 4 10

9 1993 31 3 31.08 32.16 1 3

10 1994 61 8 63.83 174.52 21 103

11 1995 70 6 36.54 149.36 28 35

12 1996 29 14 15.85 31.71 3 7

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13 1997 46 6 13.79 31.27 44 3

14 1998 31 10 11.55 30.5 11 15

15 1999 130 8 32.88 161.5 2 3

16 2000 54 3 19.82 45 11 8

17 2001 53 2 43 800 - -

18 2002 35 5 15 21 - 3

19 2003 43 6 87 38 2 9

20 2004 78 6 168 1066 1 -

21 2005 45 7 139 215 10 1

22 2006 135 3 60 115 24 59

23 2007 50 9 1877 6236 17 18

Total 1170 121 2661.23 10120.57 208 374

Table 8: Number of Fire (Including forest fires) & Rescue Call during the Last 23 years (As
on 30/06/2007)

History of Earthquake

Date/Year Latitude (Deg. N) Longitude (Deg. E) Magnitude Region

23/5/2000 27.23 88.11 3 Singtam,

Geyzing,
Jorethang

3/6/2000 27.21 88.44 3 Geyzing,

Gangtok,
Jorethang

2/8/2000 27.36 88.28 3 Singtam,

Mangan,
Jorethang

6/8/2002 27.462 88.701 3 Mangan,

Gangtok,
Chungthang

8/7/2002 27.157 88.478 3.1 Jorethang,

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 Aritar, Melli

5/10/2001 27.23 88.38 3.4 Singtam,

Geyzing,
Jorethang

3/12/2001 27.36 88.23 3.4 Singtam,

Mangan,
Jorethang

7/4/2000 27.38 88.52 3.5 Mangang,

Lachen,
Chungthang

24/4/2002 27.09 88.86 3.5 Singtam,

Gangtok,
Aritar

18/6/2002 27.216 88.774 3.5 Singtam,

Aritar, Melli

3/6/2000 27.33 88.43 3.6 Geyzing,

Mangang,
Jorethang

21/8/2002 27.265 88.611 3.6 Singtam,

Gangtok,
Aritar

14/7/1999 27.25 88.48 3.7 Singtam,

Geyzing,
Gangtok

23/8/2000 27.26 88.31 3.7 Singtam,

Gangtok,
Jorethang

4/9/2000 27.28 88.35 3.7 Singtam,

Geyzing,
Mangan

29/4/2002 27.41 88.39 3.7 Singtam,

Gangtok,
Jorethang

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26/6/2002 27.183 88.359 3.8 Geyzing,
Jorethang,
Melli

28/8/2000 27.15 88.3 3.9 Singtam,

Geyzing,
Jorethang

27/4/2002 27.57 88.66 3.9 Mangan,

Gangtok,
Chungthang

10/7/1999 27.36 88.36 4 Singtam,

Geyzing,
Mangan

1/1/2000 27.3 88.58 4 Singtam,

Mangan,
Gangtok

9/2/2001 27.3 88.28 4 Singtam,

Mangan,
Jorethang

30/6/2002 27.429 88.664 4 Mangan,

Gangtok,
Chungthang

18/4/2000 27.52 88.63 4.1 Mangan,

Gangtok,
Chungthang

2/9/2000 27.37 88.27 4.1 Singtam,

Geyzing,
Mangan

15/11/2001 27.15 88.3 4.1 Singtam,

Geyzing,
Jorethang

26/4/2002 27.3 88.64 4.1 Singtam,

Chungthang,
Aritar

30/10/2005 27.9 88.1 4.1 India

(Sikkim)-
53 | P a g e
 China border
region

3/6/2000 27.27 88.29 4.2 Singtam,

Geyzing,
Jorethang

8/6/2000 27.24 88.34 4.2 Singtam,

Geyzing,
Jorethang

16/7/2000 27.2 88.48 4.2 Singtam,

Mangan,
Gangtok

25/9/2000 27.39 88.37 4.2 Singtam,

Geyzing,
Gangtok

29/4/2002 27.23 88.58 4.2 Singtam,

Gangtok,
Melli

15/6/2002 27.757 88.714 4.2 Mangan,

Lachen,
Chungthang

18/6/2000 27.39 88.38 4.3 Singtam,

Mangan,
Jorethang

8/9/2000 27.43 88.44 4.3 Siingtam,

Geyzing,
Mangan

1/12/2000 27.22 88.31 4.3 Singtam,

Gezing,
Jorethang

4/10/2001 27.22 88.36 4.3 Singtam,

Gezing,
Jorethang

8/4/2002 27.47 88.34 4.3 Gezing,

Mangan,

54 | P a g e
 Gangtok

26/4/2002 27.35 88.58 4.3 Singtam,

Mangan,
Gangtok

7/8/2000 27.32 88.42 4.4 Gezing,

Mangan,
Jorethang

26/4/2002 27.48 88.4 4.4 Mangan,

Gangtok,
Chungthang

1/5/2002 27.57 88.54 4.4 Singtam,

Aritar, Melli

6/9/2000 27.5 88.52 4.5 Mangan,

Gangtok,
Chungthang

23/11/2000 27.25 88.3 4.5 Singtam,

Gezing,
Jorethang

16/3/2002 27.35 88.58 4.5 Siingtam,

Geyzing,
Mangan

29/6/2000 27.4 88.83 4.6 Gezing,

Mangan,
Jorethang

7/8/2000 27.28 88.33 4.6 Singtam,

Gezing,
Jorethang

1/5/2002 27.35 88.58 4.7 Mangan,

Gangtok,
Melli

17/11/2000 27.24 88.54 4.8 Gezing,

Mangan,
Jorethang

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16/11/2001 27.36 88.16 4.8 Singtam,
Mangan,
Jorethang

23/11/2001 27.37 88.43 4.8 Singtam,

Mangan,
Gangtok

22/8/2002 27.135 88.388 4.8 Singtam,

Jorethang,
Melli

7/6/2000 27 88 4.9 Singtam,

Gezing,
Jorethang

18/10/2000 27.35 88.48 4.9 Singtam,

Mangan,
Gangtok

1996 27.4 88.5 5 Sikkim

31/5/2000 27.55 88.4 5 Singtam,

Gezing,
Chungthang

22/4/2002 27.09 88.86 5 Gezing,

Aritar, Melli

28/4/2002 27.18 88.71 5 Singtam,

Gangtok,
Aritar,

29/4/2002 27.2 88.7 5 Gangtok,

Aritar, Melli

2/6/2000 27.2 88.48 5.1 Singtam,

Mangan,
Jorethang

1/6/2000 27.18 88.31 5.1 Singtam,

Gezing,
Jorethang

4/7/2000 27.17 88.45 5.1 Singtam,

Gezing,

56 | P a g e
 Gangtok

21/9/2000 27.38 88.52 5.1 Singtam,

Mangan,
Gangtok

25/4/2002 27.28 88.63 5.1 Mangan,

Gangtok,
Chungthang

25/4/2002/ 27.15 88.83 5.1 Mangan,

Chungthang,
Jorethang

25/4/2002 27.32 88.3 5.1 Singtam,

Gangtok,
Jorethang

26/3/2005 27.7 88.0 5.1 India

(Sikkim)-
Nepal border
region

1996 28 87 5.2 Sikkim

1996 27.8 87.6 5.2 Sikkim

16/6/2000 27.68 88.29 5.2 Singtam,

Gezing,
Mangan

30/4/2002 27.91 88.54 5.2 Singtam,

Jorethang,
Melli

13/6/2000 27.5 88.36 5.3 Singtam,

Gezing,
Mangan

3/10/2000 27.23 88.48 5.3 Singtam,

Gangtok,
Jorethang

25/4/2002 27.24 88.78 5.3 Singtam,

Mangan,

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 Aritar

2/5/2002 27.97 88.87 5.3 Mangan,

Gangtok,
Jorethang

3/2/2006 27.4 86.7 5.3 NEPAL

(REMARK:
CLOSE TO
SIKKIM –
BIHAR
BORDER)

2/11/2001 27.25 88.46 5.6 Singtam,

Gezing,
Mangan

1990 28.2 88.1 5.7 Sikkim

14/2/2006 27.7 88.8 5.7 Sikkim

1938 27.5 87 5.8 Sikkim

1965 27.4 87.8 5.8 Sikkim

1849 27 88.3 6 Sikkim

1980 27.4 88.8 6 Sikkim

30/4/2002 27.35 88.8 6 Mangan,

Gangtok,
Aritar

1852 27 88 6.5 Sikkim

31/8/1906 27 97 7 Sikkim

14/8/1932 25.80 95.7 7 Sikkim

16/8/1950 28.7 96.6 7 Sikkim

26/8/1950 26.8 95 7 Sikkim

13/9/1950 27.50 96.4 7 Sikkim

9/9/1923 25.30 91 7.1 Sikkim

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2/7/1930 25.80 90.2 7.1 Sikkim

21/3/1954 27.20 95.1 7.3 Sikkim

12/12/1908 26.50 97 7.5 Sikkim

12/9/1946 23.90 96.2 7.5 Sikkim

8/7/1918 24.50 91 7.6 Sikkim

27/1/1931 24.4 96.8 7.6 Sikkim

29/7/1947 28.8 93.7 7.7 Sikkim

23/3/1839 22 96 7.8 Sikkim

1934 26.6 86.8 8.3 Sikkim

15/8/1950 28.46 96.66 8.5 Sikkim

1897 26.00 91 8.7 Sikkim

Table 9: Earthquake report in Sikkim

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60 | P a g e
 LANDSLIDE INVENTORY IN SIKKIM

LAND- TYPE OF MAGNITU AREA IN TRIGGE WARNIN STRIK DAMAGE

SLIDE SLIDE & DE & DANGER RS G E DONE
NAME MATERIAL INTENSIT TIME
Y

1 2 3 4 5 6 7 9

9th Mile NH Rotational =30 ha. NH 31A Weak Subsidence 1957 NH 31A
31A Namely (Deep) Namli geo, Bent trees Houses, Land,
Slow, Village
Sheared
Steep Seepage Forest
Phylliite and Slump, Slope
Quartzite creep
debris subsidence High
water
regime

Vibratio
n

Manul Debris Debris North- Steep Sudden 11/9/19 65 dead

avalanche Sikkim slope, 83
Topple Highway weak GREF Camp
geology, wiped out
Gneisses,
Heavy
schists rain

Burdang Translational =10 ha. NH 31A Weak Fault and Oct. ‘97 NH 31A
Singtam- (Shallow) geo, cracks in
Fast, State Road Silinge RF
Rangpo Faulted and rocks,
Jointed Steep
NH 31A Rock/Soil Silinge RF Slope Rock/Soil
Phyllite and Topple
Quartzite Avalanche High Topple
rock debris Rainfall

Vibratio
n

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Tsochen Pheri Complex =150 ha. Tsochen & Weak Land 1997 Agriculture
Rock & Pheri geo, instability
Overburden Slow to fast Village Roads
debris Mud flow Deforest Bent trees
ation Bridge
Gompa &
Debris lakes
slide & Heavy Houses
rain
Avalanche

Sao Khola Debris flow Huge Fast Rongli Heavy No warning 21/5/97 07 persons
(Shallow) Bazaar rain dead, one
Rongli Avalanche 12.30 injured
Overburden Thick PM
of gneiss and debris
schist
On steep
slope

Gangtok & All types Widespread Dev. Area Heavy 2-3 days 8-9.30 43 persons
Vicinity rain before PM dead, 300
Rock/Soil Fast Rongnek
overflow strike, houses
of drain cracks in 08/06/9 completely
Material Mud & Syari
water roads and 7 1000 partially
debris flow
Mintokgan etc. subsidence
g

Sichey

LANDSLIDE INVENTORY IN SIKKIM.

LAND- TYPE OF MAGNIT AREA IN TRIGGE WARN STRIKE DAMAGE

SLIDE SLIDE & UDE & DANGER RS ING TIME DONE
NAME MATERIAL INTENSI
TY

Deorali Mudslide Localised Kopibari Water No 9.30 PM 32 people dead,

(Shallow) School supply warning
Gangtok Rock/Soil/ Fast Area pipe burst 05/9/95 08 houses
and rain completely
Construction Mud flow Deorali
&

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 Material Avalanche

Gyalshing Translationa Localised Road to Wayward No Morning 05 persons dead

Bazar l (Shallow) Kyongsa rain water warning 26/9/2000
Fast and 02 houses
Rocks & Legship damaged
Soil debris Avalanche
and Houses

Manzing Complex Massive 22 kms Very high Persiste 5 PM 07 persons dead

from rainfall nt rain
Fast 24/9/2005 28 families
Ravangla steep subside
to Lingmoo nce evacuated
Avalanche slope
weak
geology

Rakdong Rotational Large 3rd Mile Steep Persiste 12.30 AM 03 persons dead
Rakdong slope nt
Boulders, 26/9/2005
rainfall
Weak subside
Debris, soil geology nce
Rain Bent
trees

Chawang Complex 25 ha. North Steep Subside 19/7/2005 41 families

Sikkim slope nce
gneisses, Fast Highway Loose- Persiste
schist debris Rock/Soil Overburd nt rain
& boulders en
Falls
Vibration

Rain

Sardong Rotational, Widesprea Dentam- Steep Subside 30/9/2005 15 houses

Complex d slope nce
avalanches Pelling heavy
Debris Road Weak rain
rock

63 | P a g e
1.2.2 Hazard risk assessment and vulnerability mapping

Turung-Mamring GPU was taken up as a model study and is about to be published. Likewise
same method is proposed to be adopted for HRVA mapping for other parts of Sikkim.

1.2.3 The probable threat and types of manmade disasters

The periodic process of mountain building is continuous activity. The Himalayan

stratigraphical sequence is folded, faulted and thrusted due to which the normal
stratigraphy is reversed. Himalayas are thus vulnerable to both natural and man-made
disasters. The strive for modernization, industrialization and the so-called higher
standard of living, has distributed the fragile ecosystem of the Himalayas into many
parts. Human exploration in terms of development of tourism, intricate networks of
roads, hydro power projects etc., if not executed in an environmental friendly and
systematic manner, shall in the near future lead to emergence of drastic man-made
disaster in the mountains.

1.2.4 A hazard profile of the state

Once the HRVA mapping for whole of the state is completed, Hazards profile for the state
will be prepared.

1.3 Chapter 3: Preventive Measures

After HRVA Mapping and assessment is done for different parts of the state is carried
out study for probable preventative/mitigative measures is proposed to be conducted and
shall be applied accordingly in the hazards prone areas.

1.3.1 Natural Disasters

Natural hazards

• Cold wave
• Cloudburst
• Hail-storm
METEOROLOGICAL • Flash Flood
• Avalanches
• Droughts
• Forest fire
• Earthquake
• Landslide / Debris flow
GEOLOGICAL •Erosion (with or without a disaster
event)
64 | P a g e
 • Soil subsidence
•Epidemic human diseases, e.g.
Chicken pox outbreak, Swine flu
•Animal and plant disease, e.g. Foot
and Mouth, Rabies,
BIOLOGICAL • Insect and vermin plague, e.g.
Malaria,
•Food crop disease, e.g. Cardamom
Yellow Pest
•Emerging catastrophic disease, e.g.
Avian influenza
Table 10: Probable natural hazards in Sikkim

1.3.2 Man-made disasters

Manmade hazards

• Civil disturbance/riot
HUMAN-CAUSED • Terrorist attack
(CONSEQUENCE MANAGEMENT) • Arson poisoning
• Sabotage of essential services
• Information technology virus
• Bridge collapse
TECHNOLOGICAL ORIGIN • Dam failure
• Failure in critical infrastructure
• Transport accident
• Industrial accident
Table 11: Probable manmade hazards in Sikkim

1.3.3 Early warning and dissemination systems

Developing and implementing an effective early warning system requires

contribution and coordination of a diverse range of individuals and groups. The
groups that will be involved in early warning systems are:

Communities: They should be actively involved in all aspects of establishment

and operation of early warning systems. They should be aware of the hazards and
potential impacts to which they are exposed, and should be able to take actions to
minimize the threat of loss or damage.

Local governments: local government will have considerable knowledge of the

hazards to which their communities are exposed and be actively involved in the
design and maintenance of early warning systems.

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 Non-governmental organisations: NGOs will be involved in raising awareness
among individuals, communities and organisations involved in early warning,
particularly at the community level. They will also assist with implementing early
warning systems and in preparing communities for natural disasters.

The private sector: They play an important role in early warning, including
developing early warning capabilities in their own organisations. The media plays
a vital role in improving the disaster consciousness of the general population and
disseminating early warnings. The private sector also can provide skilled services
in form of technical manpower, know-how or donations (in-kind and cash) of
goods or services.

The science and academic community: They play a very critical role in early
warning; they can provide specialized scientific and technical input to assist
governments and communities in developing early warning systems. Their
expertise is central to analysing natural hazard risks facing communities,
supporting the design of scientific and systematic monitoring and warning services,
supporting data exchange, translating scientific or technical information into
comprehensible messages, and to the dissemination of understable warnings to
those at risk.

The early warning system will comprise of four elements:

1.3.3.1 Risk knowledge: The main aim of risk knowledge is to establish a

systematic, standardized process to collect, assess and share data, maps and trends
of hazards and vulnerabilities. The key actors for the risk knowledge will be
International, national and state disaster management agencies, meteorological and
hydrological organisations,, geophysical experts, social scientists, engineers, lad use
and urban planners, researchers and academics, organisations and community
representatives involved in disaster management, international and UN agencies.

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 A checklist to be prepared for risk knowledge is as follows:

1. Organizational Arrangements Established

 Legislation or government policy mandating the preparation of hazard and

vulnerability maps for all communities in place.

 Standards for the systematic collection, sharing and assessment of hazard

and vulnerability data developed, and standardized with neighboring states,
where appropriate.

 Process for scientific and technical experts to assess and review the
accuracy of risk data and information developed.

 Strategy to actively engage communities in local hazard and vulnerability

analyses developed.

 Process to review and update risk data each year, and include information
on any new or emerging vulnerabilities and hazards established.

2. Natural Hazards Identified

 Characteristics of key natural hazards (e.g. intensity, frequency and

probability) analyzed and historical data evaluated.

 Hazard maps developed to identify the geographical areas and

communities that could be affected by natural hazards.

 An integrated hazard map developed (where possible) to assess the

interaction of multiple natural hazards.

3. Community Vulnerability Analyzed

 Community vulnerability assessments conducted for all relevant natural

hazards.

 Historical data sources and potential future hazard events considered in

vulnerability assessments.

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  Factors such as gender, disability, access to infrastructure, economic
diversity and environmental sensitivities considered.

 Vulnerabilities documented and mapped (e.g. people or communities along

coastlines identified and mapped).

4. Risks Assessed

 Interaction of hazards and vulnerabilities assessed to determine the risks

faced by each region or community.

 Community and industry consultation conducted to ensure risk information

is comprehensive and includes historical and indigenous knowledge, and
local information and national level data.

 Activities that increase risks identified and evaluated.

 Results of risks assessment integrated into local risk management plans

and warning messages.

5. Information Stored and Accessible

 Central ‘library’ or GIS database established to store all disaster and

natural hazard risk information.

 Hazard and vulnerability data available to government, the public and the
international community (where appropriate).

 Maintenance plan developed to keep data current and updated.

1.3.3.2 Monitoring and warning service: The aim is to establish an effective

hazard monitoring and warning service with a sound scientific and technological
basis. The key actors for monitoring and warning service will be National
meteorological and hydrological services, specialised observatory and warning
centers (e.g. for water), universities and research institutes, private sector
equipment suppliers, telecommunications authorities, quality management
experts, regional technical centers and UN agencies.

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 A checklist to be prepared for monitoring and warning service is as follows:

1. Institutional Mechanisms Established

 Standardized process, and roles and responsibilities of all organizations

generating and issuing warnings established and mandated by law.

 Agreements and interagency protocols established to ensure consistency of

warning language and communication channels where different hazards are
handled by different agencies.

 An all-hazard plan to obtain mutual efficiencies and effectiveness among

different warning systems established.

 Warning system partners, including local authorities, aware of which

organizations are responsible for warnings.

 Protocols in place to define communication responsibilities and channels for

technical warning services.

 Communication arrangements with international and regional organizations

agreed and operational.

 Warning system subjected to system-wide tests and exercises at least once

each year.

 A state all-hazards committee on technical warning systems in place and

linked to state disaster management and reduction authorities, including the
state platform for disaster risk reduction.

 System established to verify that warnings have reached the intended

recipients.

 Warning centers staffed at all times (24 hours per day, seven days per week).

69 | P a g e
 2. Monitoring Systems Developed

 Measurement parameters and specifications documented for each relevant

hazard.

 Plans and documents for monitoring networks available and agreed with
experts and relevant authorities.

 Technical equipment, suited to local conditions and circumstances, in place

and personnel trained in its use and maintenance.

 Applicable data and analysis from regional networks, adjacent territories and
international sources accessible.

 Data received, processed and available in meaningful formats in real time, or

near-real time.

 Strategy in place for obtaining, reviewing and disseminating data on

vulnerabilities associated with relevant hazards.

 Data routinely archived and accessible for verification and research purposes.

3. Forecasting and Warning Systems Established

 Data analysis, prediction and warning generation based on accepted scientific

and technical methodologies.

 Data and warning products issued within international standards and protocols.

 Warning analysts trained to appropriate international standards.

 Warning centers equipped with appropriate equipment needed to handle data

and run prediction models.

 Fail-safe systems in place, such as power back-up, equipment redundancy and

on-call personnel systems.

 Warnings generated and disseminated in an efficient and timely manner and in

a format suited to user needs.
70 | P a g e
  Plan implemented to routinely monitor and evaluate operational processes,
including data quality and warning performance.

1.3.3.3 Dissemination and communication: The aim is to develop

communication and dissemination systems to ensure people and communities are
warned in advance of impending natural hazard events and facilitate appropriate
coordination and information exchange. The key actors for dissemination and
communication should be international, national and state disaster management
agencies, meteorological and hydrological services; military and civil authorities;
media organizations (print, television, radio and online); businesses in vulnerable
sectors (e.g. tourism, aged care facilities); community based and grassroots
organizations; international and UN agencies.

A checklist to be prepared for communication and dissemination systems is as

follows:

1. Organizational and Decision-making Processes Institutionalized:

 Warning dissemination chain enforced through government policy or

legislation (e.g. message passed from government to emergency managers and
communities etc).

 Recognized authorities empowered to disseminate warning messages (e.g.

meteorological authorities to provide weather messages, health authorities to
provide health warnings).

 Functions, roles and responsibilities of each actor in the warning

dissemination process specified in legislation or government policy (e.g.
national meteorological and hydrological services, media, NGOs).

 Roles and responsibilities of regional or cross border early warning centres

defined, including the dissemination of warnings to neighbouring countries.

 Volunteer network trained and empowered to receive and widely disseminate

hazard warnings to remote households and communities.

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 2. Effective Communication Systems and Equipment Installed:

 Communication and dissemination systems tailored to the needs of individual

communities (e.g. radio or television for those with access; and sirens,
warning flags or messenger runners for remote communities).

 Warning communication technology reaches the entire population, including

seasonal populations and remote locations.

 International and national organizations or experts consulted to assist with

identification and procurement of appropriate equipment.

 Multiple communication mediums used for warning dissemination (e.g. mass

media and informal communication).

 Agreements developed to utilise private sector resources where appropriate

(e.g. amateur radios, safety shelters).

 Consistent warning dissemination and communication systems used for all

hazards.

 Communication system is two-way and interactive to allow for verification

that warnings have been received.

 Equipment maintenance and upgrade programme implemented and

redundancies enforced so back-up systems are in place in the event of a
failure.

3. Warning Messages Recognized and Understood

 Warning alerts and messages tailored to the specific needs of those at risk (e.g.
for diverse cultural, social, gender, linguistic and educational backgrounds).

 Warning alerts and messages are geographically-specific to ensure warnings

are targeted to those at risk only.

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  Messages incorporate the understanding of the values, concerns and interests
of those who will need to take action (e.g. instructions for safeguarding
livestock and pets).

 Warning alerts clearly recognizable and consistent over time and include
follow-up actions when required.

 Warnings specific about the nature of the threat and its impacts.

 Mechanisms in place to inform the community when the threat has ended.

 Study into how people access and interpret early warning messages
undertaken and lessons learnt incorporated into message formats and
dissemination processes.

1.3.3.4 Response capability: The aim is to strengthen the ability of communities

to respond to natural disasters through enhanced education of natural hazard risks,
community participation and disaster preparedness. The key actors will be
community-based and grassroots organizations; schools; universities; informal
education sector; media (print, radio, television, on-line); technical agencies with
specialized knowledge of hazards; international; national and local disaster
management agencies; regional disaster management agencies; international and
UN agencies.

A checklist to be prepared for communication and dissemination systems is as

follows:

1. Warnings Respected:

 Warnings generated and distributed to those at risk by credible sources (e.g.

government, spiritual leaders, respected community organizations).

 Public perception of natural hazard risks and the warning service analysed to
predict community responses.

 Strategies to build credibility and trust in warnings developed (e.g.

understanding difference between forecasts and warnings).

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  False alarms minimized and improvements communicated to maintain trust in
the warning system.

2. Disaster Preparedness and Response Plans Established

 Disaster preparedness and response plans empowered by law.

 Disaster preparedness and response plans targeted to the individual needs of

vulnerable communities.

 Hazard and vulnerability maps utilized to develop emergency preparedness

and response plans.

 Up-to-date emergency preparedness and response plans developed,

disseminated to the community, and practiced.

 Previous disaster events and responses analysed, and lessons learnt

incorporated into disaster management plans.

 Strategies implemented to maintain preparedness for recurrent hazard events.

 Regular tests and drills undertaken to test the effectiveness of the early
warning dissemination processes and responses.

3. Community Response Capacity Assessed and Strengthened:

 Community ability to respond effectively to early warnings assessed.

 Response to previous disasters analysed and lessons learnt incorporated into

future capacity building strategies.

 Community-focused organizations engaged to assist with capacity building.

 Community and volunteer education and training programmes developed and

implemented.

4. Public Awareness and Education Enhanced:

 Simple information on hazards, vulnerabilities, risks, and how to reduce

disaster impacts disseminated to vulnerable communities and decision-makers.

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  Community educated on how warnings will be disseminated and which
sources are reliable and how to respond to different types of hazards after an
early warning message is received.

 Community trained to recognize simple hydro-meteorological and geophysical

hazard signals to allow immediate response.

 On-going public awareness and education built in to school curricula from

primary schools to university.

 Mass media and folk or alternative media utilized to improve public

awareness.

 Public awareness and education campaigns tailored to the specific need of

each audience (e.g. children, emergency managers, media).

 Public awareness strategies and programmes evaluated at least once per year
and updated where required.

1.3.4 Prevention and mitigation plan

Prevention and mitigation plans including short, medium and long term with
structural and non structural measures will be prepared once the Hazards Risk
Vulnerability Assessment of the state will be completed.

1.3.5 Training needs analysis and development of State HR plan

At present various type of training in context to management of the disasters are being
provided to the various sections of the society. Mock drills are also conducted at all levels to
make aware of the scenario of the disasters for preparedness to handle it. However training
calendars will be prepared and published in coordination and consultation with the Stake
holders.

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1.4 Chapter 4: Mainstreaming DM Concerns into Developmental Plans / Programmes
/ Projects
Mainstreaming DM concerns into developmental plans/ programmes/ projects are being
formulated in two ways. These include

1. Structural Measures

2. Non Structural Measures

The Non structural measures for mainstreaming disaster management into developmental
plans include:

- Amendment of Building byelaws master plans for Earthquake resilient/

Landslide Management etc.

- Amendment of Building and Land use regulations

- Amendment in Town and Country Planning Legislations

- Regulations for Land use Zoning

- Additional Provisions in Developmental Control Regulations for Safety

In the structural measures there are three ways to build in DM concerns:

- All new projects/programmes should be revisited to build in DM resilience

with regard to disasters

- The design of ongoing projects/programmes will also need to be similarly

audited to ensure resilience, to specific disasters to which the concerned
locations are vulnerable.

- Completed projects would have to be revisited selectively on priority.

The building bylaws have been drafted and has been submitted to the government through
Urban Development and Housing Department for Approval.

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1.5 Chapter 5: Preparedness Measures

1.5.1 Resource availability

Emergency & Fire Services

Sl. Items Total Location Contact Number

No Nos

1 Water tender 16 Gangtok & 94347-57717

Pakyong
2. Feeder Units 09 (Sh. Bhupendra
Thapa IPS, HOD)
3. Emergency Tender 02

4. Wireless 09
communication
sets

5. Breathing 09
apparatus

6. Lifting & cutting 03

Tools

7. Wireless sets 04

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 PUBLIC WORKS AND ENGINEERING (MECH.)

Sl.no Items Total Location Contact No.

No.(includ
ing all
Districts)

1. JCB 14 1. Singtam, Sirwani Land Line No.

Mech. Workshop 281869, M.No.
2. Earth 20 (North) 98320-25638 (HOD)
moving
equipment
2. Jorethang Mech.
3. cranes 02 Sub 98330-92074 (North)
Div.Chisopani
4. Other 04
equipment
3. Gangtok 5th Mile 94748-38464(South)

4. Gyalshing
94341-91896(East)

5473-60909(West)

TRANSPORT

Sl.no Items Total No.(including Location Phone no.

all districts)

1 Bus 78 A.K.YADAV/
99322-12396

(East & North)

2 Trucks 53 Sanjay Lama,

AST/98515-20288
(East & North)

3 Tanker trucks 29 D.R.Pradhan/DGM

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 (O)/94342-
11856,03595-
257262.(West &
South)

4 Recovery 2

5 Ambulance 1

6 Carrying 10 MTs
capacity of
trucks(tonnes)

1.5.2 Community Based Disaster Management:

The first responder for disaster is the community. A critical element of sustainable
disaster management is communities’ participation. The most common elements of
community involvement are partnership, participation, empowerment and
ownership by the local people. The emphasis of disaster management efforts
should focus on communities and the people who live in them. Unless the disaster
management efforts are sustainable at individual and community level, it is
difficult to reduce the losses and scale of tragedy. There needs to be an opportunity
where people can be involved from the initial programming stage of disaster
management activities.

Community Based Disaster management (CBDM) Preparedness Approach is a

response mechanism to save life, livelihood, livestock and assets with available
resources. It leads to multi-prolonged development interventions to address the root
cause of vulnerability. The activities of CBDM Preparedness include:

1. Formation of Committee at Village (VDMC): The village disaster

management committee consists of:

 Village head

 Opinion leaders

 PRI member

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  AWW, ANM and other village level workers

 School Teachers

 Women group leaders

 Community based organisations especially Youth club members, SHG

members etc.

2. Development of Village Disaster Management Plan: The process of CBDM

Preparedness approach is done by zoning of vulnerable areas, building
network among the CBOs / NGOs, involving Gram Panchayat, training of
DMC/Volunteers/ PRIs/ CBOs on disaster management and implementation
strategy, facilitating the implementation process by CBOs/ GP/ DMC, Fixing a
meeting in the GP for review of the Programme. A CBDM Plan needs to be
prepared. For the plan, identification of volunteers from each village is
required and the selected volunteers are to be trained for Community
Contingency Plan (CCP) developments at village level.

3. Formation of taskforce at Village: The possible village volunteers taskforce

members are:

 Motivated & active Men/Women

 Ex-service Men/NCC/NSS/Swimmers

 Gram Rakhi/ Chowkidar

 Anganwadi Workers /ANM

 School Teachers

 Youth Club Members/ Self Help group/Farmer group/Any other groups

4. Capacity building of taskforce members

Proposal to create one company of SDRF is under consideration to

government which will be incorporated soon the proposal is approved.

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 5. Mock drill at all levels

The sustainability of Community Based approaches can be ensured by

institutionalising the process-contingency plan linked with Village/ GP
Development plan, Emergency disaster management kit at village, recognising
and capacity building through trainings of the task force, involving the task force
in other activities such as preparation of Social map, Resource map, Vulnerability/
Risk map, Safe/Opportunity map and development of Mitigation Strategy.
Mitigation Strategy mainly consists of:

 Accurate and timely warning system

 Food and Medicine kits at Safe shelters

 Trained personnel at all safe shelters

 Identification and registration of risk groups

 First evacuate the risk & vulnerable groups

 Provisions of basic need to the vulnerable groups

 For long term mitigation identifying structural measures need in the village

A mutually agreed plan of action and a set of procedures to be followed by the

community after the receipt of warning leads to minimization of loss of property
and life, and leads to self reliant and confident community.

1.5.3 Training, capacity building and other proactive measures

1.5.3.1 Civil Defence:

Sikkim has one combined central training institutes (Civil defence and Home
Guards Combined) at home guards Office Development Area, Gangtok. A proposal
for setting and establishment of civil defence school in Sikkim is under pipeline in
the Government of India. The Civil Defence set up can play a major role in assisting
the District Disaster Management Authority, (DDMA) with the help of its
volunteers at grass roots level, in different phases of disaster, particularly in pre-
disaster (public awareness, community capacity building and community
preparedness) and mid-disaster phases (response and relief) phases.

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 The following functions will be done by the civil defence:

1. Pre disaster:

1.1 Educating the Community

 Taking a lead role in spreading public awareness about the various kinds of
disasters and possible community responses to them.

 Educating/training the people at grass-roots level in vulnerable areas as a

part of community capacity building to respond to any disaster situation.

 Liaising with print and electronic media for regular publicity of Civil
Defence activities, including utilization of local TV channels to conduct
discussion, debates, etc., on Civil Defence.

 Holding regular mock drills, exercises and rehearsal of Civil Defence

activities, to generate public interest.

 Preparing publicity material, literature and brochures about Civil Defence

and distributing these in events related to Civil Defence.

 Organizing public functions to honour persons who have contributed to the

Civil Defence cause by participating in its activities.

1.2 Civil Defence Awareness in Schools.

 Taking guest lectures in schools, holding demonstrations, showing films,

visits to Civil Defence establishments, etc.

 Holding camps for students to provide them basic training in skills for Civil
Defence/Disaster Management.

1.3 Sensitizing Government Servants

 Holding seminars and workshops in government departments to sensitize

government servants at various levels about Civil Defence functions and
their role in a disaster scenario.

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  Identifying suitable personnel in local government offices, in consultation
with the Head of Office, and sponsoring them for various courses in Civil
Defence.

 Maintaining a record of ‘trained government servants’ and keeping in

regular communication with them to ensure their constant association with
Civil Defence activities.

 Developing resource personnel particularly in those government

departments which would not be directly involved in any Disaster
Management effort, since officials of police, health, supplies, revenue, etc.,
may not be available to Civil Defence in the event of a disaster.

1.4 Involving Employees of Semi-Government/Public Sector Undertakings

 Liaising with semi-govt departments and public sector undertakings for

holding CD awareness workshop for their employees.

 Motivating persons to volunteer for Civil Defence work, on a part-time

basis, in consultation with their employers.

1.5 Self Capacity Building

 Setting up requisite training facilities for Civil Defence at district, state and
regional levels.

 Participation in training programmes to acquire skills needed for various

aspects of Disaster Management.

 Institutionalizing basic training for all Civil Defence volunteers.

 Arranging advance training to selected volunteers in different skills and

areas.

During Disasters

The Civil Defence organization will enhance its capacity to act as first responder to any
disaster situation with the help of its volunteers at different levels. It will have its own ‘Quick
Reaction Teams’ (QRT) of volunteers with pre-designated roles and responsibilities, based

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on vulnerability and quick mobility to respond to any disaster situation. The QRT will also
have its communication network to keep in touch with the Civil Defence control room on
real-time basis for reporting about its actions and getting instructions from the control room.

After initially responding to the disaster with its own and locally available resources of
police, etc., the Civil Defence may integrate itself with the Disaster Management efforts
launched under the aegis of the state/DDMA. It may deploy its personnel, volunteers and
other material resources such as communication equipment, Disaster Management vehicles,
etc., in consultation and coordination with other agencies.

In particular, the Civil Defence organization can supplement the government efforts during
and after a disaster, in the following areas:

 Assisting in taking precautionary measures whenever any advance warning is

received about any natural disaster.
 Helping in evacuation of population to less vulnerable areas depending on the nature
of disaster.
 Launching search and rescue operations.
 Providing first aid to injured and transporting them to medical centers.
 Setting up ‘Information and Guidance Centers’ for providing information regarding
missing persons, injured, etc., and also information about the nature of facilities and
assistance available to affected people. Participating in distribution of relief material
to affected people.
 Assisting police/traffic police in ensuring smooth movement of emergency vehicles
in the affected areas.
 Helping the local administration in assessing the extent of loss to life and property.

1.5.3.2 Home Guards

Home Guards are a standby force, to assist the police in controlling civil disturbance and
communal riots. Subsequently, the concept of Home Guards was adopted by several States.
The role of Home Guards is to serve as an auxiliary to the police in maintenance of internal
security, help the community in any kind of emergency such as an earthquake, landslide, fire,
epidemic etc., help in maintenance of essential services, promote communal harmony and
assist the administration in protecting weaker sections, participate in socio-economic and

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welfare activities and perform Civil Defense duties. Expanding the trainings imparted to
Home Guards to include disaster management; training on recovery and relief operations
would strengthen the mission of disaster Free State and will yield significant results in
mitigating disasters in Sikkim. State Government will identify appropriate courses and
nominate Home Guard personal for training at Civil Defense Institute to be set up at
Pakyong.

1.5.3.3 NCC, NSS, NYK

The cadres of NCC/NSS are essentially voluntary comprising school and college students. In
both cases students are part of these organizations for a limited period of 2 to 3 years.
Further, it is not advisable to enlist the junior segments of these organizations for Disaster
Management operations. The availability of the services of the senior segment of NCC/NSS
is purely voluntary exercise. The NYKS, on the other hand, can provide the most stable
volunteer group for Disaster Management efforts. In this back drop, efforts will be focused
primarily towards capacity building measures of these organizations. In other words, the
NCC/NSS/NYKS cadres will be given appropriately designed modules on Disaster
Management in order to train them and equip them suitably for assisting in Disaster
Management efforts as responsible citizens. In order to achieve this preparedness measure,
the following measures will be undertaken. Specific training modules designed by the
National Institute of Disaster Management (NIDM) on Disaster Management along with
relevant training aids/material/ literature for the NCC/NSS/NYKS trainers and coordinators
taking into consideration the specific requirement of each organization will be procured and
widely made available. Based on the training modules designed by the NIDM, capsule
courses on Disaster Management and community capacity building for the
trainers/coordinators of NCC, NSS and NYKS will be held at the training institutions of
NCC/NSS/NYKS .
These capsule courses will mainly be on the following subjects:
a) Search and rescue;
b) Medical first aid;
c) Community Capacity Building and
d) Public awareness.

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NCC/NSS/NYKS will be strongly advised to include training in Disaster Management as a
part of their curriculum/ calendar of activities. Existing training arrangements on the subject
will be reviewed to suggest improvements. Disaster Management training will be included in
the schedule for the camps of NCC/NSS/NYKS where the services of trainers/coordinators of
these organizations trained will be utilized.

1.5.3.4 Fire Services

1.5.3.5 State Disaster Response Force

State of Sikkim is in process of creating SDRF comprising of 130 members. They will be
trained in Search and Rescue and First Aid. After availing the training they will be Trainers
of Trainers (TOT’s). During normal time SDRF will impart training and create cadre of
volunteers who will be volunteering during disaster period and during disasters they will be
actively involved in Search and Rescue and First Aid.

1.5.3.6 Awareness generation

Awareness and public outreach is critical to successful implementation of the plan. Scores of
private sector agencies, especially Information Technology (IT) companies and academic
institutions organize regular trainings for their personnel. Integrating Disaster Management as
part of training modules or curricula will result in achieving awareness and strengthening
capacities of stakeholders in meeting challenges during and after disasters. Capacity building
through education, training and mid career intervention using on campus as well as off
campus model must be streamlined. The plan envisages activities such as interacting with
private sector management to impress the need to internalize disaster management as key
capacity building

1.5.3.7 Effective GIS process for collecting and analysing spatial data
for emergency management problem solving
Disaster management is a multi-sectoral and multi-disciplinary effort. As much as community
participation and government involvement both at state and local is essential, the role of
Geographic Information Science (GIS) and Remote Sensing in equally paramount in
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achieving fool-proof preparedness in disaster management. While GIS and Remote Sensing
are technology based tools, these technologies have significant role in raising awareness and
preparedness.In designing awareness and preparedness programmes as part of SDMP action
plan, use of spatial data becomes imperative. Disaster preparedness needs thorough
understanding of geospatial, socio-economic and scenario and intensity based computer
simulations. Geographical Information System (GIS) and Remote Sensing tools are
appropriate technical tools to achieve this objective. GIS allows spatial analysis of parameters
such as population density, economic losses, and loss of infrastructure due to disasters along
with the progression of hazards such as Earthquake, Landslide, Hailstorm Avalanche and
Glacial Lake Outburst.

1.5.3.8 Techno-legal regime

Sikkim is prone to disasters. The risk prone nature of certain regions of the state emphasize
the need to adopt a multi-dimensional, multi-disciplinary and multi-sectoral approach
involving diverse scientific, engineering, financial and social processes for risk reduction.
While the state has strong legislative tools, the disperse nature and lack of coherent
regulations make it difficult to achieve a state of ‘complete’ preparedness. For instance, lack
of adequate land use restrictions in hazard prone areas in the town and country planning laws,
urban areas in the state tend to sprawl in all directions. Resulting development without
adequate infrastructure, construction of buildings that is inadequate to cope with hazards such
as floods, cyclone and earthquakes etc. increase the risks manifold. In view of this, proper
techno-legal regime will be established by providing adequate safety measures against natural
hazards. Under 73rd and 74th constitutional amendments, the village panchyats and ULBs have
the powers to initiate preparedness, mitigation, recovery and rehabilitation measures. While
there is legal framework available to decentralize disaster management, concerted efforts will
be initiated on the part of the government to translate this framework on the ground. Under
different programmes and schemes; the state government is modifying existing laws,
development control rules, bye-laws to make techno-legal regime in the state; efforts will be
made to consolidate the gaps identified and requisite measures will be taken up to fill the
gaps in achieving ideal techno-legal framework. This will enable streamlining disaster
management as top priority of the government. Among the revisions underway include
preparing model town and country planning legislation, development control, building
regulations/bye-laws etc. Building regulations/bye-laws provide the mandatory techno-legal

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framework for regulating building safety in terms of planning, design that can withstand
hazards like earthquakes, landslides, floods.

1.5.3.9 Medical preparedness- nominate/designate hospitals, doctors

and paramedics to cover emergency health management
including trauma and psycho-social care.

1.5.3.10 Knowledge management:

Disaster preparedness is achieved among others by developing strong knowledge base on the
subject. While dispersed and non-coordinated knowledge generation related to state specific
hazards is going on, there is a need to develop DM specific knowledge management centre.
Sikkim State Disaster Management Authority is developing such a knowledge management
centre which shall serve as one stop knowledge source for all disaster related information
within the State and outside. The knowledge centre aims to educate and sensitize all sections
of society on disaster management.

Inventorise indigenous technological knowledge for combating disasters

and validate it for appropriate use

This aspect is presently being under research and development stage. One officer from
Sikkim state Disaster Management Authority is proposed to handle this.

Arrange for the use of ICT tools and resources such as community service
centres:-
This component is being designed for further necessary action.

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1.6 Chapter 6: Response
1.6.1 Incident Command System

The Incident commander (IC) has the overall responsibility for the management of onsite
response to any incident. The IC is appointed by the Responsible Officer (RO). The IC
appointed for Sikkim is the District Collectorate (DC) or any person appointed by DC.
He may have a deputy with him depending upon the magnitude and nature of the
incident. District Collectorate can appoint Additional District Collectorate of any person
suitable as the Deputy Incident Commander. Two sets of staff are also appointed for IC’s
support and assistance:

(a) Command Staff

(b)General Staff

1.6.1.1 Command Staff:

Command staff comprises of IC/ Relief Commissioner, Deputy Commandant/DC,
Information & Media Officer (IMO), Safety Officer (SO) and the Liaison Officer (LO).

INCIDENT COMMANDER/ RELIEF

COMMISSIONER DEPUTY COMMANDANT/ DC

INFORMATION & MEDIA

OFFICER LIASION OFFICER

SAFETY OFFICER

Roles and Responsibilities of IC

The IC will:

i. Obtain information on:

(a) Situation status like number of people and the area affected etc.

(b) Availability and procurement of resources.

(c) Requirement of facilities like ICP, Staging Area, Incident Base, Camp, Relief
Camp, etc.

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 (d) Availability and requirements of Communication System.

(e) Future weather behaviour from IMD; and

(f)Any other information required for response from all available sources and
analyse the situation.

ii. Determine incident objectives and strategies based on the available information and
resources;
iii. Establish immediate priorities, including search & rescue and relief distribution
strategies;
iv. Assess requirements for maintenance of law and order, traffic etc. if any at the
incident site, and make arrangements with help of the local police;
v. Brief higher authorities about the situation as per incident briefing form - 001
enclosed in Annexure-I and request for additional resources, if required;
vi. Extend support for implementation of Area Commander and Unified Command if
considered necessary by the RO;
vii. Establish appropriate Incident Response System (IRS) organisation with Sections,
Branches, Divisions and / or Units based on the span of control and scale of the
incident;
viii. Establish Incident Command Post (ICP) at a suitable place. There will be one
ICP even if the incident is multijurisdictional. Even a mobile van with complete
communication equipment and appropriate personnel may be used as ICP. In case of
total destruction of buildings, tents or temporary shelters may be used. If appropriate or
enough space is not available, other Sections can function from a different convenient
location. But there should be proper and safe contact with the ICP in order to provide
quick assistance;
ix. Ensure that the Incident Action Plan (IAP) is prepared;
x. Ensure that team members are briefed on performance of various activities as per
IAP;
xi. Approve and authorise the implementation of an IAP and ensure that IAP is regularly
developed and updated as per debriefing of Incident Response Teams members. It
will be reviewed every 24 hours and circulated to all concerned;

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 xii. Ensure that planning meetings are held at regular intervals. The meetings will draw
out an implementation strategy and IAP for effective incident response. The decision
to hold this meeting is solely the responsibility of the IC. Apart from other members,
ensure that Planning Section Chief (PSC) attend all briefing and debriefing meetings;
xiii. Ensure that all Sections or Units are working as per IAP;
xiv. Ensure that adequate safety measures for responders and affected communities are in
place;
xv. Ensure proper coordination between all Sections of the IRT, agencies working in the
response activities and make sure that all conflicts are resolved;
xvi. Ensure that computerised and web based IT solutions are used for planning, resource
mobilisation and deployment of trained IRT members;
xvii. Consider requirement of resources, equipment which are not available in the
functional jurisdiction, discuss with PSC and Logistics Section Chief (LSC) and
inform RO regarding their procurement;
xviii. Approve and ensure that the required additional resources are procured and issued to
the concerned Sections, Branches and Units etc. and are properly utilised. On
completion of assigned work, the resources will be returned immediately for
utilisation elsewhere or to the department concerned;
xix. If required, establish contact with Panchayat Raj Institutions (PRIs), Urban Local
Bodies (ULBs), Community Based Organisations, NGOs etc. and seek their
cooperation in achieving the objectives of IAP and enlist their support to act as local
guides in assisting the external rescue and relief teams;
xx. Approve the deployment of volunteers and such other personnel and ensure that they
follow the chain of command;
xxi. Authorise release of information to the media;
xxii. Ensure that the record of resources mobilised from outside is maintained so that
prompt payment can be made for hired resources;
xxiii. Ensure that Incident Status Summary (ISS) is completed and forwarded to the RO;
xxiv. Recommend demobilisation of the IRT, when appropriate;
xxv. Review public complaints and recommend suitable grievance redressed measures to
the RO;
xxvi. Ensure that the NGOs and other social organisations deployed in the affected sites are
working properly and in an equitable manner;
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xxvii. Ensure preparation of After Action Report (AAR) prior to the demobilisation of the
IRT on completion of the incident response.
xxviii. Perform any other duties that may be required for the management of the incident;
xxix. Ensure that the record of various activities performed (IRS Form-004 enclosed in
Annexure-IV) by members of Branches, Divisions, Units/Groups are collected and
maintained in the Unit Log (IRS Form-003) enclosed at Annexure-III; and
xxx. Perform such other duties as assigned by RO.

Roles and Responsibilities of IMO

The IMO will:

i. Prepare and release information about the incident to the media agencies and
others with the approval of IC;
ii. Jot down decisions taken and directions issued in case of sudden disasters
when the IRT has not been fully activated and hand it over to the Planning
Section on its activation for incorporation in the IAP;
iii. Ask for additional personnel support depending on the scale of incident and
workload;
iv. Monitor and review various media reports regarding the incident that may be
useful for incident planning;
v. Organise IAP meetings as directed by the IC or when required
vi. Coordinate with IMD to collect weather information and disseminate it to all
concerned;
vii. Maintain record of various activities performed as per IRS Form-004
(enclosed in Annexure-IV); and
viii. Perform such other duties as assigned by IC

Roles and Responsibilities of LO

The LO will:
i. Maintain a list of concerned line departments, agencies (CBOs, NGOs, etc.)
and their representatives at various locations;
ii. Carry out liaison with all concerned agencies including NDRF and Armed
Forces and line departments of Government;
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 iii. Monitor operations to identify current or potential inter-agency problems;
iv. Participate in planning meetings and provide information on response by
participating agencies;
v. Ask for personnel support if required;
vi. Keep the IC informed about arrivals of all the Government and Non
Government agencies and their resources;
vii. Help in organising briefing sessions of all Governmental and Non
Governmental agencies with the IC;
viii. Maintain record of various activities performed as per IRS Form-004
(enclosed in Annexure-IV); and
ix. Perform such other duties as assigned by IC.

Roles and Responsibilities of SO

The SO will:
i. Recommend measures for assuring safety of responders and to assess or
anticipate;
ii. Hazardous and unsafe situations and review it regularly;
iii. Ask for assistants and assign responsibilities as required;
iv. Participate in planning meetings for preparation of IAP;
v. Review the IAP for safety implications;
vi. Obtain details of accidents that have occurred within the incident area if
required or as directed by IC and inform the appropriate authorities;
vii. Review and approve the Site Safety Plan, as and when required;
viii. Maintain record of various activities performed as per IRS Form-004
(enclosed in Annexure-IV); and
ix. Perform such other duties as assigned by IC.

1.6.1.2 General Staff:

The General staff shall comprise of the Operations Section (OS), Planning Section (PS) and
Logistics Section (LS).

OS

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The OS deals with all types of field level tactical operations directly applicable to the
management of an incident. An Operation Section Chief (OSC) heads this section. A deputy
may be appointed to assist the OSC for discharging his functions depending on the magnitude
of the workload. OS is further sub-divided into Branches, Divisions and Groups which assist
the OSC / IC in the execution of the field operations. The OS comprises of Response Branch
(RB), Transportation Branch (TB) and Staging Area (SA).

Roles and Responsibilities of OSC

The OSC will:

i. Coordinate with the activated Section Chiefs;
ii. Manage all field operations for the accomplishment of the incident objectives;
iii. Ensure the overall safety of personnel involved in the OS and the affected
communities;
iv. Deploy, activate, expand and supervise organisational elements (Branch, Division,
Group, etc,) in his Section in consultation with IC and in accordance with the IAP;

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 v. Assign appropriate personnel, keeping their capabilities for the task in mind and
maintain On Duty Officers list (IRS Form-007) for the day as enclosed in Annexure-
VII;
vi. Request IC for providing a Deputy OSC for assistance, if required;
vii. Brief the personnel in OS at the beginning of each operational period;
viii. Ensure resolution of all conflicts, information sharing, coordination and cooperation
between the various Branches of his Section;
ix. Prepare Section Operational Plan in accordance with the IAP; if required;
x. Suggest expedient changes in the IAP to the IC;
xi. Consult the IC from time-to-time and keep him fully briefed;
xii. Determine the need for additional resources and place demands accordingly and
ensure their arrival;
xiii. Ensure that the record of various activities performed (IRS Form-004 enclosed in
Annexure-IV) by members of Branches, Divisions, Units/Groups are collected and
maintained in the Unit Log IRS Form-003 (enclosed in Annexure-III); and
xiv. Perform such other duties as assigned by RO / IC.

Staging Area (SA)

The SA is an area where resources are collected and kept ready for deployment for field
operations. These resources include food, vehicles and other materials and equipments. The
SA should be established at a suitable area near the affected site for immediate, effective and
quick deployment of resources. The overall in-charge of the staging area is known as Staging
Area Manager (SAM) and he needs to work in close liaison with both LS and PS through the
OSC.
School and college playgrounds, community halls, Panchayat Offices, stadiums etc. can be
used as SA. In case of total destruction of buildings in an incident, tents or temporary shelters
may be used for such purposes. For parking of vehicles, playgrounds of the schools or any
unoccupied area may be used. Such parking area will preferably have separate entry and exit
points. The Sam will arrange for separate entry and exit points to avoid and reduce traffic jam
in an emergency.

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Roles and Responsibilities of Staging Area Manager (SAM)
The SAM will:
i. Establish the SA with proper layout, maintain it in an orderly condition and ensure
that there is no obstruction to the incoming and outgoing vehicles, resources etc;
ii. Organise storage and despatch of resources received and despatch it as per IAP;
iii. Report all receipts and despatches to OSC and maintain their records;
iv. Manage all activities of the SA;
v. Utilise all perishable supplies expeditiously;
vi. Establish check-in function as appropriate;
vii. Request maintenance and repair of equipment at SA, as needed;
viii. Ensure that communications are established with the ICP and other required locations
e.g. different SAs, Incident Base, Camp, Relief Camp etc;
ix. Maintain and provide resource status to PS and LS;
x. Demobilise SA in accordance with the Demobilisation Plan IRS Form-010 as
enclosed in Annexure-X;
xi. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Sections concerned; and
xii. Perform any other duties as assigned by OSC.

RESPONSE BRANCH
Response Branch is the main responder in the field dealing with the situation and performing
various functions. Depending on the scale of disaster, the RBD may have to expand the
number of Groups, which in turn may require creation of Division. This structure is meant for
close supervision by the OSC in the management of a large incident. One Branch Director
can supervise up to five Divisions, one Division Supervisor can supervise up to five Groups
and one Group-in-charge can supervise five teams. More Branches, Divisions, Groups may
be formed as required.

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Roles and Responsibilities of Response Branch Director (RBD)

The RBD will:

i. Work under the supervision of the OSC and be responsible for the implementation of
IAP as per the assigned role;
ii. Attend planning meetings as required by the OSC;
iii. Review Assignment Lists IRS Form-005 (enclosed in Annexure -V) for Divisions or
Groups under his Branch;
iv. Assign specific tasks to Division and Groups-in-Charge;
v. Supervise Branch functions;
vi. Resolve conflicts reported by subordinates;
vii. Report to OSC regarding modifications required if any in the IAP, need for additional
resources, availability of surplus resources and when hazardous situations or
significant events occur, etc.
viii. Provide Single Resource, Strike Team and Task Force support to various operational
areas;
ix. Ensure that all team leaders maintain record of various activities performed as per IRS
Form-004 (enclosed in Annexure-IV) relating to their field Operations and send to
OSC;
x. Perform any other duties assigned by the OSC;

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Division Supervisor and Groups-in-charge

As the operational activity increase because of the largeness and magnitude of the disaster,
the OSC who is responsible for directing all tactical actions to meet the incident objectives
will have to deploy more and more functional teams. There may be such locations that are
distant, isolated and difficult to reach. There may also be a situation when simultaneously
different types of incidents occur requiring different specialised handling. The OSC may
create a Division for close and proper supervision, when the span of control becomes larger
or when some locations are very distant and difficult to reach.
Except for the hierarchical difference, the roles and responsibilities of the Division
Supervisors and the Groups-in-charge are the same. Divisions are activated when there are
supervisory requirements in an isolated and distant geographical area or for the purpose of a
proper span of control when the number of functional Groups increases or for various
specialised response. While Groups-in-charge are assigned to accomplish specific functions
within the Branch, Divisions are created for effective supervision over a large number of
Groups.
Roles and Responsibilities of Division Supervisor and Groups-in-charge
Division Supervisors and Group-in-charge will:

i. Implement Division or Group assignment list;

ii. Assign resources within the Division or Group under them;
iii. Report on the progress of Operations, and the status of resources within the Division
or Group;
iv. Circulate Organisational Assignment List (Divisional / Group) IRS Form-005 as
enclosed in Annexure – V to the leaders of the Group, Strike Team and Task Force;
v. Review assignments and incident activities with subordinates and assign tasks as per
the situation;
vi. Coordinate activities with adjacent Divisions or Groups, if required;
vii. Submit situation and resource status to the RBD and the OSC;
viii. Report all hazardous situations, special occurrences or significant events (e.g.,
accidents, sickness, deteriorating weather conditions, etc.) to the RBD and the OSC;
ix. Resolve problems within the Division or Group;
x. Participate in the development of IAP for next operational period, if required;

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 xi. Ensure that record of various activities performed (IRS Form-004 enclosed in
Annexure- IV) are collected and sent to the RBD and OSC; and
xii. Perform any other duties as assigned by the RBD/OSC.

Single Resource

Single Resource includes both personnel and their required equipment to be deployed in a
given incident, e.g. a fire tender with the required personnel, an ambulance with the required
medical officer, paramedic and driver etc. For the purpose of a correct and proper requisition
and deployment, it is important that the resources should be categorised into 'kind' and 'type'.
The ROs of the States and Districts will ensure that the resources are categorized into 'kind'
and 'type'.
In IRS, resources are categorized under- a) 'kind' and b) 'type'. 'Kind' refers to equipment,
vehicles or personnel for example; truck, medical team, bulldozer, etc. 'Type' refers to its
capacity for that kind of resource e.g. truck having 1 ton capacity or 2 tons capacity, medical
team having 1 doctor and 3 paramedics etc.
Roles and Responsibilities of Single Resource Leader

The Single Resource Leader will:

i. Take charge of necessary equipment and supplies;
ii. Assess local weather and environmental conditions, law and order situation etc. in the
assigned area and report to the in-charge;
iii. Perform the assigned duty;
iv. Keep contact with his supervisor; and
v. Perform any other duties that may be assigned by his supervisor.

Strike team or Task Force

A Strike Team is a combination of same 'kind' and type' of Single Resource with a common
communication facility and one leader. A Task Force is a combination of different 'kinds' and
'types' of Single Resources. They are assembled for a particular tactical need, with a common
communication facility and one leader. A Strike Team may be needed when specific type of
work, requiring specific expertise and resources are grouped under one leader.
A Task Force may be grouped with different 'kinds' and 'types' of Single Resource and
despatched under a leader, when a number of different tasks requiring different expertise
need to be performed. For example, if a combination of Medical team, Rescue personnel, Fire
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personnel, Sanitation workers and workers for disposal of dead bodies and animal carcasses
is required to be sent to a particular location, the team so constituted will be called a Task
Force. The concept of proper span of control should be kept in mind while constituting the
Task Force.
The Strike Team or Task Force Leader reports to the Division Supervisor or Group
Supervisor and is responsible for performing the tactical assignments assigned to the Strike
Team or Task Force. The leader of the Strike Team and Task Force reports on work progress
and status of resources. The leader also maintains work records on assigned personnel and
relays important information to their supervisor. In case the Branch, Division, or Group is not
activated, the team leader will directly report to the OSC.

Roles and Responsibilities of Strike Team or Task Force Leader

The Strike Team or Task Force Leader will:
i. Review assignments with members of his team;
ii. Report on work progress;
iii. Coordinate activities with adjacent Single Resource, Strike Teams and Task Forces if
assigned;
iv. Establish and ensure communications;
v. Perform any other duties assigned; and
vi. Maintain record of various activities.

Transportation Branch (TB)

The TB in the OS supports the response effort by transporting different resources, relief
materials, personnel to the affected site and also transportation of victims if necessary.
Though there is a Ground Support Unit (GSU) in the LS, which is responsible for providing
all transportation and other related resources, the TB in the OS manages the actual
deployment and utilisation of the transport at ground zero according to the needs of the IRT
and the IAP.
The TB may comprise of operational Groups such as Road and Air. These Groups may be
activated as and when required.
Air Operations is an important transportation activity during disasters that requires
coordination at the National, State and District level. For coordination of Air Operations, the
RO of the State and District will identify and designate a Nodal Officer.
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Roles and Responsibilities of Transportation Branch Director (TBD)
The TBD will:
i. Activate and manage different Operations Groups like Road and Air;
ii. Coordinate with the LS for required resources, and activate Groups of his Branch;
iii. Coordinate with railways, road transport, waterways and airport authorities for
support as required;
iv. Ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as
enclosed in Annexure – V is circulated among the Group-in-charge(s) and other
responders of his Branch;
v. Provide ground support to the air operations and ensure appropriate security
arrangements;
vi. Provide Road transport support to the Rail and Water Operations Group as required;
vii. Ensure safety of all personnel of his Branch involved in the Incident Response
activities;
viii. Ensure that all units moving in the area are familiarised with the route taking the help
of road maps or local guides;
ix. Report to the OSC and IC about progress of the TB;
x. Prepare transportation plan as per the IAP, if required;
xi. Determine the need for additional resources, their proper and full use and place
demand accordingly in advance;
xii. Resolve problems and conflicts, if any;
xiii. Ensure the maintenance of the status of hired resources, their full utilisation and
timely release;
xiv. Ensure that the record of various activities performed (IRS Form-004 enclosed in
Annexure-IV) by different operational groups (Road, Rail, Water and Air) are
collected and sent to the Section concerned; and
xv. Perform any other duties assigned by the IC or OSC.

Group-in-charge (Road Operations)

The Group-in-charge (Road operations) works under the TBD and is responsible for all road
transportation activities. He has a Coordinator (Roads Operations) under him for assistance.

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If the scale of operation increases, the TBD may activate the position of an Assistant
Coordinator. The loading and Unloading-in-charge will work under the Coordinator.

Roles and Responsibilities of Group-in-charge (Road Operations)

The Group-in-charge (Road Operations) will:

i. Ensure transportation of resources by Road to the affected sites;
ii. Requisite additional personnel support, if required;
iii. Attend planning meetings on the direction of OSC;
iv. Determine coordination procedures with various destinations as per IAP;
v. Ensure proper parking locations;
vi. Resolve conflicts of the Group, if any;
vii. Update Road Operations plan as required and share them with higher authorities;
viii. In case of accidents, inform the TBD, the local police and provide assistance in
investigation, if required;
ix. Ensure that mechanics are available for repair of vehicles and also ensure adequate
availability of Petrol, Oil and Lubricants (POL);
x. Maintain the records of all important activities relating to the number of vehicles
deployed, source of vehicles (i.e. Government or private), locations where vehicles
are deployed along with resource details they are carrying, etc.;
xi. Support and coordinate the Road Operations and Air Operations as required;

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xii. Collect record of various activities performed (IRS Form-004 enclosed in Annexure-
IV) from coordinator and other members and send to TBD or OSC; and
xiii. Perform any other duties assigned by the TBD or OSC.

Roles and Responsibilities of Coordinator (Road Operations)

The Coordinator (Road Operations) will:
i. Survey the assigned incident area to analyse situation and identify other potential
problems in the context of transportation;
ii. Requisition of an Assistant Coordinator (Road Operations) depending on the
magnitude of the incident and requirement;
iii. Coordinate with SAM for smooth transportation of resources;
iv. Receive assignments, brief drivers regarding the routes, assign missions, supervise
vehicle movement and attend to the vehicle maintenance and repair needs;
v. Monitor activities of all assigned vehicles and keep senior officers informed;
vi. Report incidents or accidents that occur in Road Operations to the TBD;
vii. Maintain the records of supplies to different locations;
viii. Keep track of vehicle movements. Provide GPS support, if available;
ix. Request security support for transportation of relief materials if required and alert the
police administration in the affected areas along the transportation route;
x. Maintain coordination at loading and unloading points;
xi. Ensure that communication facilities are established at loading stations, SAs and
destination points;
xii. Attend to and resolve the needs of the personnel working under him;
xiii. Maintain record of various activities performed (IRS Form-004 enclosed in
Annexure- IV) and send to the Group-in-charge or TBD; and
xiv. Perform any other duties assigned by the OSC or TBD.

Roles and Responsibilities Loading / Unloading-in-Charge (Road)

The Loading / Unloading-in-charge (Road) will:

i. Supervise the safe Operations of Loading / Unloading activities;

ii. Obtain Operations Summary from the Groups-in-charge (Road transport);
iii. Organise the Loading areas;

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 iv. Supervise Loading and Unloading crews and collect equipment (ladder, gloves,
helmet, etc.) as required;
v. From time to time inform the coordinator about the progress of Loading / Unloading
activities;
vi. Prepare a Loading / Unloading plan with details of their resources and destinations;
vii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to the TBD or Coordinator; and
viii. Perform any other duties assigned by Coordinator or in-charge (Road).

Air Operations
For disaster response in India air operations may be needed for four tasks: (a) quick
transportation of relief materials and resources to the affected area, (b) quick distribution of
relief materials, food, medicine etc (Air dropping) in inaccessible and affected areas, (c)
search and rescue of victims trapped in inaccessible areas, and (d) evacuation of casualties.
Normally, the Indian Air Force will be tasked for Air support Operations. At times, Indian
Airlines, Pawan Hans and other private Airlines may also be utilised for transportation
purposes. Different types of Aircrafts may need to be utilised for different mission
requirements e.g. transport Aircraft or helicopter etc. from any of the agencies discussed
above.
Close coordination at the National Level is essential for the launch of any Air Operations.
It needs a close liaison among the NDMA, NEC, Air Force, Ministry of Civil Aviation, State
RO and the ROs of the Districts where the Air Operations is to be performed. It is therefore
very essential that a Nodal Officer (NO) should be identified and designated in advance at all
these levels for coordination and activation of the Air Support. The stakeholders should be
aware of the designated NO for Air Operations.
In the context of the IRS, a ground support element will have to be placed at all required
landing and takeoff facilities in the affected areas. The ground support requirements
including Aviation Turbine Fuel (ATF), security etc. for the Air Operations will be the
responsibility of the TBD. On taking the decision to launch Air Operations, the TBD will
activate the Air Operations Group under him. A supervisor will head the Group and
necessary organisational elements will have to be activated at all required landing and takeoff
locations headed by an in-charge at airbases, helibases and helipads.

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Roles and Responsibilities of Nodal Officer (NO)

The Nodal Officer (Air Operations) will:

i. Coordinate with concerned authorities for air operations;
ii. Project the type of Air support required to the appropriate authorities based on the IAP
and place the demand at least 24 hours in advance or as early as possible;
iii. Inform the IC and OSC about the Air movements and landing schedules in their
respective areas;
iv. Ensure that relevant Maps of the incident locations are available with all agencies
involved in the Air Operations to give the correct coordinates etc. of the locations
where Air support is required;
v. Determine the suitability of Helipads or Helibases in coordination with the Air Force
authorities and the State authorities;
vi. Maintain communication with Air Traffic Control and the ground support staff
regarding the Air movements and other related activities;
vii. Assist the IC and the Logistics Section Chief (LSC) in the procurement of required
ATF etc.;
viii. Report on Air Operations activities to the RO; and
ix. Perform any other duties assigned by the RO and IC.
Roles and Responsibilities of Group-in-charge (Air Operations)
The Group-in-charge (Air Operations) will:
i. Provide ground support to Air Operations as per the IAP;
ii. Report to TBD the progress of Air Operations and work in close coordination with the
NO, IC, OSC and TBD;
iii. Ensure resources and supplies required for the Air Operations are available at the
concerned locations;
iv. Keep appropriate Maps in order to provide correct coordinates to the pilots and others
involved in the Air Operations;
v. Requisition of additional personnel support, if required;
vi. Ensure refuelling facilities are available at the landing and takeoff locations;
vii. Ensure that Helibase and Helipad locations are identified and approved by the
appropriate authorities;

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 viii. Determine the need for assignment of personnel and equipment at each Helibase and
Helipad;
ix. Ensure identification and marking of Helibases and Helipads;
x. Ensure that the communication systems are in place;
xi. Update landing and takeoff schedule of Aircrafts and Helicopters as informed by NO;
xii. Ensure preparation of the load manifest for proper loading or unloading of relief
supplies;
xiii. Arrange for unloading and despatch or storage of relief materials that arrive at the
airports, helipads and wheelbase. In order to keep airports operational, special
attention needs to be paid to unsolicited relief supplies that may arrive. They should
be immediately cleared from the operational area;
xiv. Ensure that proper packaging and weighing facilities are in place and used for loading
of relief materials;
xv. Liaise with the road operations group for the road transportation needs;
xvi. Ensure the functionality of Aircraft rescue and fire fighting service at Helibases and
Helipads, security, proper lights, smoke candles/devices, weighing facilities, wind
direction socks, etc. are in place;
xvii.Collect record of various activities performed (IRS Form-004 enclosed in Annexure-
IV) from Helibase and Helipad-in-charge and send to TBD or OSC or IC; and
xviii. Perform any other duties assigned by the TBD.
Roles and Responsibilities of Helibase / Helipad-in-Charge
The Helibase, Helipad-in-charge will:
i. Provide all ground support requirement of Helicopters at the location;
ii. Keep appropriate Maps in order to provide correct coordinates to the pilots;
iii. Survey the Helibase / Helipad area to analyse situation, potential Aircraft hazards and
other likely problems;
iv. Ensure that the Helipad and Helibase is properly marked so that it is visible from the
air for smooth landing of Aircrafts;
v. Coordinate with the ground supervisor for Helicopter Operations;
vi. Determine and implement ground and air safety requirements and procedures;
vii. Maintain continuous monitoring of the assigned Helibases and Helipads and remain
vigilant for unusual happening or hazards that may affect the Air Operations and take
precautionary measures;
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 viii. Ensure that all personnel deployed at the Helibases and Helipads are aware of the
safety requirements;
ix. Establish ground communication facilities;
x. Notify supervisor immediately of any delays in Helicopter schedules;
xi. Ensure Aircraft rescue measures, fire fighting services, lights, smoke candles,
weighing facilities, wind direction socks, dust abatement measures and security etc.
are in place and working properly at Helibases and Helipads;
xii. Ensure proper facilities for rest, refreshment, water and sanitation for the Air crew;
xiii. Inform the supervisor about the mission completion;
xiv. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Group-in-charge; and
xv. Perform any other duties assigned by the Group-in-charge.
Roles and Responsibilities of Loading / Unloading-in-Charge
The Loading / Unloading-in-charge will:
i. Be responsible for the safe Operations of Loading and Unloading of cargo and
personnel at Helibases;
ii. Report to the Airbases, Helibases and Helipad-in-charge;
iii. Ensure load manifest of personnel and cargo;
iv. Ensure no inflammable material is loaded on the Aircrafts;
v. Supervise loading and unloading crew;
vi. Ensure proper packaging of the loads, keeping in view the weight restriction that may
be imposed by the pilots due to weather conditions and make sure that weighing
facilities are available for such purpose;
vii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Group-in-charge; and
viii. Perform any other duties as assigned by the Group-in-charge, Helibase-in-charge and
Helipad-in-charge.

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Planning Section (PS)

Planning Section comprises of Resource Unit, Situation Unit, Documentation Unit and
Demobilisation Unit. A chief known as Planning Section Chief heads the Section. The PSC is
responsible for collection, evaluation, dissemination and use of information. It keeps track of
the developing scenario and status of the resources. In case of need, the PS may also have
Technical Specialist for addressing the technical planning matters in the management of an
incident. A list of such specialists will be kept available in the PS. The PSC reports to the IC
and will be responsible for the activation of Units and deployment of personnel in his Section
as per requirement.
Roles and Responsibilities of PSC
i. Coordinate with the activated Section Chiefs for planning and preparation of IAP in
consultation with IC;
ii. Ensure that decisions taken and directions issued in case of sudden disasters when the
PS had not been activated are obtained from the IMO (Command Staff) and
incorporated in the IAP;
iii. Ensure collection, evaluation, and dissemination of information about the incidents
including weather, environment toxicity, availability of resources etc. from concerned

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 departments and other sources. The PS must have a databank of available resources
with their locations from where it can be mobilised
iv. Coordinate by assessing the current situation, predicting probable course of the
incident and preparing alternative strategies for the Operations by preparing the IAP.
The IAP contains objectives reflecting the overall incident strategy and specific
tactical actions and supporting information for the next operational period (24 hours is
considered as one operational period). The plan may be oral or written. Written plan
may have a number of attachments, including incident objectives, organisation
assignment list IRS Form-005 (enclosed in Annexure-V), incident communication
plan IRS Form-009 (enclosed in Annexure-IX), demobilisation plan IRS Form-010
(enclosed in Annexure-X), traffic plan, safety plan, and incident map etc. The major
steps for preparing IAP are as follows;
a) Initial information and assessment of the damage and threat;
b) Assessment of resources required;
c) Formation of incident objectives and conducting strategy meetings;
d) Operations briefing;
e) Implementation of IAP;
f) Review of the IAP; and
g) Formulation of incident objectives for the next operational period, if
required;
v. Ensure that Incident Status Summary (IRS Form-002) enclosed in Annexure-II is
filled and incorporated in the IAP;
vi. Ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as
enclosed in Annexure – V is circulated among the Unit leaders and other responders
of his Section;
vii. Plan to activate and deactivate IRS organisational positions as appropriate, in
consultation with the IC and OSC;
viii. Determine the need for any specialised resources for the incident management;
ix. Utilise IT solutions for pro-active planning, GIS for decision support and modelling
capabilities for assessing and estimating casualties and for comprehensive response
management plan;
x. Provide periodic projections on incident potential;

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 xi. Report to the IC of any significant changes that take place in the incident status;
compile and display incident status summary at the ICP;
xii. Oversee preparation and implementation of Incident Demobilisation Plan (IRS Form-
010) enclosed in Annexure-X;
xiii. Assign appropriate personnel, keeping their capabilities for the tasks in mind and
maintain On Duty Officers List (IRS Form-007) for the day as enclosed in Annexure-
VII;
xiv. Ensure that record of various activities performed (IRS Form-004 enclosed in
Annexure-IV) by members of Units are collected and maintained in the Unit Log (IRS
Form-003) enclosed at Annexure-III; and
xv. Perform any other duties assigned by IC.

Roles and Responsibilities of Resource Unit Leader (RUL)

The Resource Unit Leader will:

i. Maintain and display the status of all assigned resources (Primary and Support) at the
incident site by overseeing the check-in of all resources, and maintaining a resource
status-keeping system. Primary resources are meant for responders and support
resources are meant for affected communities;
ii. Compile a complete inventory of all resources available. He will also access
information about availability of all required resources at other locations and prepare a
plan for their mobilisation, if required. IDRN, CDRN and IDKN facilities will also be
used for this purpose;
iii. Ensure and establish Check-in function at various incident locations;
iv. Update the PSC and IC about the status of resources received and despatched from
time to time;
v. Coordinate with the various activated Branches, Divisions and Groups of OS for
checking status and utilisation of allotted resources;
vi. Ensure quick and proper utilisation of perishable resources;
vii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Section concerned; and
viii. Perform any other duties assigned by PSC.

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 Roles and Responsibilities of Check-in / Status Recorder
The Check-in and Deployment Status Recorder will:
i. Report to the RUL;
ii. Ensure that all resources assigned to an incident are accounted for at each check-in
point;
iii. Obtain required work materials, including Check-in Lists, Resource Status display
boards showing different locations for deployment of resources, collection of
resources with time of arrival and type of resources etc.
iv. Establish communications with the EOC and Ground Support Unit (GSU) of LS;
v. Ensure displays of check-in locations on signboard so that arriving resources can
easily locate the Check-in location(s);
vi. Enter or record information on Incident Check-in and deployment list as per the IRS
Form-006 enclosed at Annexure - VI;
vii. Transmit Incident Check-in and deployment information to Resource Unit on a
regular and prearranged schedule or as needed;
viii. Forward completed Check-in Lists to the Resource Unit;
ix. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Sections concerned; and
x. Perform any other duties as assigned by PSC.

Roles and Responsibilities of Situation Unit Leader (SUL)

The SUL will:
i. Collect, process and organise all incident information as soon as possible for analysis.
For such purposes, he can take the help of members of the Single Resource, Task
Forces, Strike Teams, field level Government officers and members of PRIs, CBOs,
NGOs etc;
ii. Prepare periodic future projections of the development of the incident (along with
maps if required) and keep the PSC and IC informed;
iii. Prepare situation and resource status reports and disseminate as required;
iv. Provide authorised maps, photographic services to responders, if required;
v. Attend IAP Meeting with required information, data, documents and Survey of India
maps etc;
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 vi. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Section concerned; and
vii. Perform such other duties assigned by SUL or PSC.

Roles and Responsibilities of Display Processor (DP)

The DP will:
i. Display incident status obtained from Field Observers (FOs), Single Resource, Strike
Teams, Task Forces, aerial photographs and other data received from technical
sources;
ii. Report to the SUL;
iii. Ensure timely completion of display chart;
iv. Obtain necessary equipment and stationery;
v. Assist in analysing and evaluating field reports;
vi. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to the SUL; and
vii. Perform such other duties as assigned by SUL or PSC.

Roles and Responsibilities of Field Observer (FO)

The FO will:
i. Report to SUL immediately on any situation observed, which cause danger and safety
may hazard to responders and affected communities. This should also include local
weather conditions;
ii. Gather intelligence that may facilitate better planning and effective response;
iii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to the SUL; and
iv. Perform such other duties as assigned by SUL or PSC.

Roles and Responsibilities of Documentation Unit Leader (DUL)

The DUL will:
i. Ensure that all the required forms and stationery are procured and issued to all the
activated Sections, Branches, Divisions, Groups and Units;
ii. Compile all information and reports related to the incident;

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 iii. Review and scrutinise the records and various IRS forms for accuracy and
completeness;
iv. Inform appropriate Units of errors or omissions in their documentation, if any, and
ensure that errors and omissions are rectified;
v. Store files properly for post-incident analysis;
vi. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Sections concerned; and
vii. Perform any other duties as assigned by the PSC.

Roles and Responsibilities of Demobilisation Unit Leader (Demob.UL)

The Demob. UL will:
i. Prepare Incident Demobilisation Plan (IDP) as per IRS Form-010 given in Annexure-
X;
ii. Identify surplus resources and prepare a tentative IDP in consultation with the PSC
and give priority to demobilisation of surplus resources;
iii. Develop incident check-out functions for Sections, Branches, Divisions and units in
consultation with all Sections and send to the PS;
iv. Plan for logistics and transportation support for Incident Demobilisation in
consultation with LS;
v. Disseminate IDP at an appropriate time to various stakeholders involved;
vi. Ensure that all Sections, Units, Teams and Resources understand their specific
Incident Demobilisation responsibilities and avail Demobilisation facilities;
vii. Arrange for proper supervision and execution of the IDP;
viii. Brief the PSC on the progress of Demobilisation;
ix. Request the PSC for additional human resources, if required;
x. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Sections concerned; and
xi. Perform any other duties assigned by the PSC.

Technical Specialists (TS)

In consultation with the RO and IC, the PSC may mobilise Technical Resources and
Specialists for specialised response, if required. They may be deployed for technical planning
or specialised technical response and will function under the concerned section chief.
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Logistics Section (LS)
LS provides all logistic support for effective response management. The Units under different
Branches of the LS are responsible not only for the supply of various 'kinds' and 'types' of
resources, but also for the setting up of different facilities like the Incident Base, Camp, ICP
and Relief Camp etc. This would entail the involvement of several line departments of
Government and other agencies. It would require a proper and smooth coordination at the
highest level of the administration. The LS will work closely with the RO, EOC and the IC.
A chief known as the Logistics Section Chief (LSC) heads LS. The LS comprises of Service,
Support and Finance Branches.

Roles and Responsibilities of LSC

The LSC will:
i. Coordinate with the activated Section Chiefs;
ii. Provide logistic support to all incident response effort including the establishment of
SA, Incident Base, Camp, Relief Camp, Helipad etc.;
iii. Participate in the development and implementation of the IAP;
iv. Keep RO and IC informed on related financial issues;
v. Ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as
enclosed in Annexure–V is circulated among the Branch Directors and other
responders of his Section;
vi. Request for sanction of Imprest Fund, if required;
vii. Supervise the activated Units of his Section;
viii. Ensure the safety of the personnel of his Section;
ix. Assign work locations and preliminary work tasks to Section personnel;

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 x. Ensure that a plan is developed to meet the logistic requirements of the IAP with the
help of Comprehensive Resource Management System
xi. Brief Branch Directors and Unit Leaders;
xii. Anticipate over all logistic requirements for relief Operations and prepare
accordingly;
xiii. Constantly review the Communication Plan, Medical Plan and Traffic Plan to meet
the changing requirements of the situation;
xiv. Assess the requirement of additional resources and take steps for their procurement in
consultation with the RO and IC;
xv. Provide logistic support for the IDP as approved by the RO and IC;
xvi. Ensure release of resources in conformity with the IDP;
xvii.Ensure that the hiring of the requisitioned resources is properly documented and paid
by the FB;
xviii. Assign appropriate personnel, keeping their capabilities for the tasks to be carried out
and maintain On Duty Officers List (IRS Form-007) for the day as enclosed in
Annexure-VII;
xix. Ensure that cost analysis of the total response activities is prepared;
xx. Ensure that record of various activities performed (IRS Form-004 enclosed in
Annexure-IV) by members of Branches and Units are collected and maintained in the
Unit Log IRS Form 003 as enclosed at Annexure-III; and
xxi. Perform any other duties as assigned by RO or IC.

Roles and Responsibilities of Service Branch Director (SBD)

The SBD will:
i. Work under the supervision of LSC, and manage all required service support for the
incident management;
ii. Manage and supervise various Units of the Branch like Communication Unit, Medical
Unit, Food Unit and any other activated Unit;
iii. Discuss with activated Unit leaders for the materials and resources required and
procure the same through LS
iv. Ensure proper despatch of personnel, teams, resources etc as per the IAP;
v. Prepare an assignment list, if required;
vi. Keep the LSC informed about the progress of Service Branch, from time-to-time;
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 vii. Resolve Service Branch problems, if any;
viii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to sections concerned; and
ix. Perform any other duties assigned by the IC and LSC.

Roles and Responsibilities of Communication Unit Leader (Com. UL)

The Com. UL will:
i. Work under the direction of the SBD;
ii. Provide communications facility as and when required;
iii. Ensure that all communications equipment available are in working condition and
that the network is functional;
iv. Supervise Communication Unit activities;
v. Maintain the records of all communications equipment deployed in the field;
vi. Recover equipment provided by Communication Unit after the incident is over.
Ensure that it is properly linked with the IDP;
vii. Ensure setting up of a message centre to receive and transmit radio, telephone and
other messages from various activated Sections, Branches, Units and higher
authorities and maintain their records;
viii. Prepare an alternative communication plan for execution in case of possible failure of
the normal communications network. The alternative communications network may
have wireless, satellite phones, cell phones, HAM radios etc;
ix. Prepare a plan for integration of the communications set up of the central teams
(NDRF, Armed Forces) with the local communications set up for the management of
large scale disasters when they come to assist in the response effort;
x. Ask for and ensure adequate staffing support;
xi. Ensure that the communications plan is supporting the IAP;
xii. Demobilise Communications Centre in accordance with the IDP;
xiii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to SBD; and
xiv. Perform any other duties assigned by the SBD or LSC.

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Roles and Responsibilities of Medical Unit Leader (MUL)
The MUL will:
i. Work under the direction of the SBD;
ii. Prepare the Medical Plan and procurement of required resources as per IAP, provide
medical aid and ambulance for transportation of victims and maintain the records of
the same, as given in IRS Form 008 (Annexure-VIII), obtain a road map of the area
from the PS for the ambulance services, transportation of medical personnel and
victims;
iii. Respond to requests of the OS for medical aid, transportation and medical supplies
etc. under intimation to the SBD and LSC;
iv. Maintain the list of medical personnel who could be mobilised in times of need;
v. Requisition more human resources as and when required to meet the incident
objectives;
vi. Prepare and circulate list of referral service centres to all the medical team leaders;
vii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to SBD; and
viii. Perform any other duties assigned by the SBD and LSC.

Roles and Responsibilities of Food Unit Leader (FUL)

The FUL will:
i. Work under the direction of the SBD;
ii. Supply resources to various activated Sections, Branches, Units and Groups of IRT as
per direction of the SBD;
iii. Supply food to: a) Personnel of IRT(s) at ICP, Camps, Incident Base, SA, etc., and b)
Victims at the temporary shelters, relief camps etc.;
iv. Request for assistants if the task becomes very large. The FUL may request the LSC
to split the unit into two groups—one to supply food for personnel and another for
victims. Requisition transport for supply of food to incident base, relief camp and
other facilities;
v. Determine food and drinking water requirements and their transportation, and brief
the SBD and LSC;
vi. Maintain an inventory of receipt and despatch of resources;
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 vii. Supervise the Unit activities;
viii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to SBD; and
ix. Perform any other duties assigned by the SBD and LSC.

Roles and Responsibilities of Support Branch Director (Sup.BD)

The Sup. BD will:
i. Work under the supervision of LSC, and supervise the function of Resource
Provisioning Unit, Facility Unit and Ground Support Unit;
ii. Procure and despatch required tactical materials and resources for Operations with the
concurrence of the Section Chief;
iii. Participate in the planning meeting of the LS;
iv. Ensure that organisation assignment list concerning the Branch is circulated to all
Units under him;
v. Coordinate various activities of the Support Branch;
vi. Keep the LSC informed about the progress of work;
vii. Resolve problems within his unit, if any;
viii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Section concerned; and
ix. Perform any other duties assigned by the LSC.

Roles and Responsibilities of Resource Provisioning Unit Leader (RPUL)

The RPUL will:
i. Work under the supervision of Sup.BD;
ii. Organise movement of personnel, equipment and supplies,
iii. Receive and store safely all supplies required for the incident response,
iv. Maintain the inventory of supplies and equipment;
v. Maintain the records of receipt and despatch of supplies including equipment and
personnel;
vi. Organise repair and servicing of non-expendable supplies and equipment;
vii. Participate in the planning meeting of LS;
viii. Monitor the 'Kind', 'Type' and quantity of supplies available and despatched;

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 ix. Receive and respond to requests for personnel, supplies and equipment from the
activated Sections, Branches, Divisions, Units and Groups of the IRS organisation
under intimation to sup. B.D.;
x. Requisition additional human resource assistance, if needed. These assistants may be
deployed for different functional activities such as Resource Ordering, Resource
Receiving and Tool & Equipment maintenance;
xi. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Sup.BD; and
xii. Perform any other duty as assigned by LSC or Sup.BD.

Roles and Responsibilities of Resource Ordering-in-charge

The Resource Ordering-in-charge will:
i. Report to the RPUL;
ii. Prepare a list of resources to be procured and obtain its approval;
iii. Place resource orders in a timely manner as per procedure laid down;
iv. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to RPUL; and
v. Perform any other duties assigned by the RPUL.

Roles and Responsibilities of Resource Receiving and Distribution-in-charge

The Resource Receiving and Distribution-in-Charge will:
i. Report to the RPUL;
ii. Receive and distribute all resources and services which have been ordered;
iii. Identify and ensure time and locations for delivery of supplies and equipment;
iv. Prepare separate lists for the resources received from line departments of Government
and from other sources;
v. Organise physical layout of supply area;
vi. Set up a filing system for receiving and distributing supplies and equipment and keep
RPUL informed;
vii. Ensure security requirements;
viii. Keep the Resource Ordering-in-Charge informed about the positions of supplies and
equipment received;

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 ix. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to RPUL; and
x. Perform any other duties assigned by the RPUL.

Roles and Responsibilities of the Tools and Equipment Specialist

The Tool and Equipment Specialist will:
i. Report to RPUL;
ii. Supervise the service and repair all tools and equipment and keep the RPUL informed
of their status;
iii. Maintain record of activities performed as per IRS Form-004 (enclosed in Annexure-
IV) and send to RPUL; and
iv. Perform any other duties assigned by the RPUL.

Roles and Responsibilities of Facilities Unit Leader (Factual)

The Fac. UL will:
i. Prepare the layout and activation of incident facilities, e.g., Incident Base, Camp(s),
Relief Camp(s), ICP, etc., and provide basic amenities to the responders;
ii. Report to the Sup.BD;
iii. Locate the different facilities as per the IAP;
iv. Participate in the planning meeting of the Section, prepare list for each facilities and
its requirements in coordination with the LSC;
v. Ask for additional personnel support if required to monitor and manage facilities at
Incident Base and Camp etc;
vi. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to sup. BD; and
vii. Perform such other duties as assigned by the Sup. BD.

Roles and Responsibilities of Facility Maintenance-in-charge

The Facility Maintenance-in-charge will:
i. Ensure that proper sleeping and resting facilities are organised;
ii. Organise and provide toilet, bath and sanitation;
iii. Maintain lighting arrangements;
iv. Maintain general cleanliness in Incident Base, Camp(s), Relief Camp(s), ICP etc.;
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 v. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Fac. UL; and
vi. Perform any other duties directed by the Fac. UL.

Roles and Responsibilities of Security-in-charge

The Security-in-charge will:
i. Provide security to the deployed resources including responders, relief materials at the
required places and relief camps;
ii. Establish contact with local law enforcement agencies, as required;
iii. Request personnel support to accomplish work assignments, if required;
iv. Coordinate security plan for incident facilities;
v. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Fac. UL; and
vi. Perform any other duties assigned by the Fac. UL.

Roles and Responsibilities of Ground Support Unit Leader (GSUL)

The GSUL will:
i. Work under the supervision of the Sup. BD;
ii. Provide transportation services for field operations to TBD;
iii. In case Air Operations are activated, organise and provide required ground support
through TBD;
iv. Provide maintenance and repair services for all the vehicles and related equipment
used for incident management as per proper procedures and keep the concerned line
departments informed through the Sup. BD and LSC;
v. Develop and implement the Incident Traffic Plan;
vi. Inform Resource Unit about the availability and serviceability of all vehicles and
equipment;
vii. Arrange for and activate fueling requirements for all transport including Aircrafts in
consultation with the Sup. BD;
viii. Maintain inventory of assigned, available and off road or out of service resources;
ix. Ensure safety measures within his jurisdiction;
x. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to the Sup. BD; and
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 xi. Perform any other duties as assigned by the Sup. BD.

Roles and Responsibilities of Finance Branch Director (FBD)

The FBD will:
i. Work under the LSC;
ii. Attend planning meetings;
iii. Prepare a list of resources to be mobilised, procured or hired in accordance with the
IAP. Obtain orders of the competent authority as per financial rules and take steps for
their procurement without delay;
iv. Ensure that time records of hired equipment, personnel and their services are
accurately maintained as per Government norms for payment;
v. Examine and scrutinise cost involved in the entire response activity including the
demobilisation, analysis the cost effectiveness and keep the LSC informed;
vi. Ensure that all obligation documents initiated at the incident are properly prepared,
completed, verified and signed by the appropriate Section Chief and BD;
vii. Brief the LSC or IC on all incident related financial issues needing attention or
follow-up;
viii. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to Sections concerned; and
ix. Perform any other duties as assigned by the LSC or IC.

Roles and Responsibilities of Time Unit Leader (TUL)

The TUL will:
i. Maintain time recording of hired equipment and personnel and ensure that it is
maintained on a daily basis and according to government norms;
ii. Examine logs of all hired equipment and personnel with regard to their optimal
utilisation;
iii. Ensure that all records are correct and complete prior to demobilisation of hired
resources;
iv. Brief the FBD on current problems with recommendations on outstanding issues, and
any follow-up required;
v. Ask for additional support of human resources for assistance, if required;

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 vi. Maintain record of the activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to FBD; and
vii. Perform any other duties as assigned by the FBD.

Roles and Responsibilities of Procurement Unit Leader (PUL)

The PUL will:
i. Attend to all financial matters pertaining to vendors and contracts;
ii. Review procurement needs in consultation with the FBD;
iii. Prepare a list of vendors from whom procurement can be done and follow proper
procedures;
iv. Ensure all procurements ordered are delivered on time;
v. Coordinate with the FBD for use of imprest funds, as required;
vi. Complete final processing of all bills arising out of the response management and
send documents for payment with the approval of the FBD, LSC and IC;
vii. Brief FBD on current problems with recommendations on outstanding issues and
follow-up requirements;
viii. Maintain record of activities performed as per IRS Form-004 (enclosed in Annexure-
IV) and send to FBD; and
ix. Perform any other duties as assigned by the FBD.

Roles and Responsibilities of Compensation / Claims Unit Leader (Com / CUL)

The Com./CUL will:
i. Collect all cost data and provide cost estimates;
ii. Prepare and maintain a list of requisitioned premises, services, resources and vehicles,
etc. with correct date and time of such requisition;
iii. Follow appropriate procedures for preparation of claims and compensation;
iv. Requisition additional human resources, if required;
v. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to FBD; and
vi. Perform any other duties as assigned by the FBD.

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Roles and Responsibilities of Cost Unit Leader (CUL)
The CUL will:
i. Develop incident cost summaries in consultation with the FBD on the basis of Cost
Analysis Report;
ii. Make cost-saving recommendations to the FBD;
iii. Complete all records relating to financial matters prior to demobilisation;
iv. Maintain record of various activities performed as per IRS Form-004 (enclosed in
Annexure-IV) and send to FBD; and
v. Perform any other duties as assigned by the FBD.

1.6.2 Emergency Operation Centres:

Emergency Operation Centres are as follows:

a. Local Emergency Operation Centre – LEOC

b. District Emergency Operation Centre – DEOC, and

c. State Emergency Operation Centre – SEOC.

Responsibility to respond to an event lies with the local committee, coordinated through the
LEOC. Requests and confirmation about resources and passage of information are passed
between emergency operation centres to support the disaster management committees.
These clear lines of communication allow for an effective and measured response to a
disaster event.

Local Emergency Operation Centre – LEOC

LEOC may be permanent or temporary facilities provided within each local government
area or combined local government area to support the local committee during disasters.
Each LEOC is responsible to provide prompt and relevant information to the DEOC
concerning any disaster event or potential disaster event occurring within their area. These
centres are also responsible for the coordination of all local resources as well as those
allocated to it for disaster management purposes.

In particular, LEOC is responsible for:

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 a. Collection, collation and dissemination of information to the DEOC, relevant local
agencies and officers, and the public.

b. Implementation of operational decisions for the Chair of the Local Committee and

c. Coordination of available resources including those allocated from the State

Government and Disaster district, in support of the disaster affected community.

District Emergency operation Centres, DEOC

DEOC may be permanent or temporary facilities provided within each District to support
the District Authority during disaster events. Each DEOC is responsible to provide prompt
and relevant information to both LEOCs and the SEOC concerning any disaster event
occurring within their District. These centres are also responsible for the coordination of all
local and state resources within their district and those allocated to it for disaster
management purposes.

In particular, a DEOC is responsible for:

a. Collection, collation and dissemination of information to the SEOC, relevant Local

government Disaster EOC, and the public

b. The provision of advice to the Chair(s) of relevant Local Committees

c. Implementation of operational decisions of the Disaster District Chair, and

d. Coordination of allocated Local, District and State government resources in support of

the disaster affected community.

State Emergency Operation Centre, SEOC

SEOC has a small permanent cadre staff and a continuous Duty Officer system to monitor
events within the State on behalf of the State Authority. When activated in support of
disaster-affected communities, the SEOC establishes communication with relevant DEOC
for the purpose of coordinating necessary information and resource support. The SEOC
provides ‘situational awareness’ of disaster events to the State Government and is
accountable to the State Executive Committee.

The functions carried out in the SEOC include the:

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 a. Collection, collation and dissemination of information to the State government, the
Minister for LR&DMD, the Chair and members of the SEC, Disaster districts and the
public

b. Provision of advice to the Disaster District Chair and Chairs of Local Committee, and

c. Coordination of District and State Government resources in support of disaster

affected communities.

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

 The EOC will be on full alert. The EOC can be expanded to include branches with
responsibilities for specific tasks.
 An on-going VSAT, wireless communication and hotline contact with the relief
commissioner and collector/s of the affected district/s.

The Chief of Operations will spell out the priorities and policy guidelines, coordinate services
of various departments and agencies including national and international aid agencies, and
central government agencies. The EOC in its expanded form will continue to operate as long
as the need for emergency relief operations continues till the long-term plans for
rehabilitation are finalised. For managing long-term rehabilitation programmes, the
responsibilities will be that of the respective line departments. This will enable the EOC to
attend to other disaster situations, if need be.

The main branches in the EOC during a disaster situation will be operations, services,
resources, infrastructure, health, logistics, and communication and information management.
Each branch will have specific tasks to perform with a branch officer of the rank of Deputy
Secretary or Additional Secretary. The capacity of the various branches to coordinate
amongst themselves and with the field units will ultimately decide the quality of response.

The facilities and amenities to be provided in the EOC include well-designed control room
and workstations for the branch and nodal officers equipped with VSAT, wireless
communication, hotlines, and intercoms. The EOC as a data bank will keep all district and
state level action plans and maps. Provision of a car with wireless communication will be
made for the EOC during normal times.

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Three categories of staff are being suggested for the control room: Regular, staff -on-call and
staff on disaster duty. Regular staff will consist of a joint secretary from the relief
commissioner’s office as the branch officer-control room. The EDP manager will be a
technical person thoroughly conversant with computer technology. Two deputy secretaries
will make up the staff -on-call. Staff on disaster duty will be the additional staff who will
shoulder additional responsibility in case of a disaster. They will be in the nature of a reserve
and may be drawn from the various departments experienced in control room and EOC
operations.

In Sikkim, there is LEOC established and set in all notified city, town and bazaar and four
DEOC set and established in all four districts. The setting of SEOC is under consideration in
the Government of Sikkim.

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

The Government of Sikkim is aware of the challenges and do recognise the need to
formulate a proactive and concrete policy for management of disasters in the state.
The main objective of the Sikkim Disaster Management policy is to maximize
reduction of the negative and violent impact of all kinds of disasters through
effective disaster management machinery so that loss of lives, properties and
infrastructure are minimized. The Sikkim State Disaster Management Act and
Policy is enclosed in the plan as annexure.

For hazard risk management Sikkim has initiated Hazard Risk Vulnerability
Analysis.

1.6.4 Probabilistic scenario-building for different levels of various disasters to which different
areas of the state are vulnerable (Note: under process)

1.6.5 The yearly schedule for the conduct of mock exercises for different disasters in different
parts of the state:

The mock drills will be conducted in all blocks of Sikkim, Gangtok city, ULBs and
at various Secondary and Senior Secondary schools in Sikkim. The Mock drill will
be conducted on the monthly basis and in each block it will be done twice in one
year.
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Yearly Schedule for Mock drill (Block Level)
Sl. No. District Name of Block Months for mockdrills
1 West Daramdin March and August
2 Yuksom March and August
3 Dentam April and September
4 Gyalshing May and October
5 Soreng May and October
6 Kaluk May and October
7 North Chungthang November and December
8 Mangan November and December
9 Passingdong November and December
10 Kabitingda November and December
11 East Gangtok January and June
12 Pakyong January and June
13 Rhenock February and July
14 Duga January and June
15 Ranka January and June
16 Rhegu February and July
17 Khamdong January and June
18 Rakdong Tintek February and July
19 Parkha January and June
20 South Temi-Tarku June and December
21 Melli June and December
22 Wok June and December
23 Yangang June and December
24 Namchi June and December
25 Ravangla June and December
26 Namthang June and December
27 Jorethang June and December
Table 12: Yearly schedule of mock drills at Block level

Yearly Schedule for Mockdrills

Sl. No. District Name of ULBs Months for mockdrills (District
wise)

1 EAST Rongli
2 Rhenock
3 Pakyong

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4 Rorethang
5 Rangpo
MARCH - APRIL
6 Singtam
7 Ranipool
8 9th Mile
9 Sang
10 NORTH Mangan
11 Chungthang NOVEMBER - DECEMBER
12 SOUTH Melli
13 Jorethang
14 Namchi
15 Temi
16 Naya Bazar SEPTEMBER - OCTOBER
Yangang
Ravangla
17 Sombaria
Mangalbarai
18 Soreng
20 WEST Kaluk
21 Dentam
Gyalshing JUNE - JULY
22
23 Legship
24 Quesing
Table 13: Yearly schedule of mock drills at ULBs

1.6.6 Procedure for the activation of plans-upon occurrence of any disaster

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1.7 Chapter 7: Partnership with other stakeholders

1.7.1 Roles of academic institutions, scientific and technical organisations:

1.7.1.1 Sikkim State Disaster Management Authority:

Sikkim State Disaster Management Authority has been constituted in
Sikkim vide Notification no 136, dated 30/11/2010 in exercise of powers
conferred by sub-section (1) of section 14 of DM Act 2005 (53 of 2005).
The State Disaster Management Authority (SDMA) is responsible for:

a) Declaration of disaster situation and disaster areas with boundaries.

b) Declaration of Emergency and mobilisation of resources including

manpower for disaster management that may be Relief work,
Rehabilitation, reconstruction, Search and Rescue Safety as the case
may be at the time of occurrence of disaster

c) Declaration of disaster prone zones with boundaries and issuing of

Notification for un-safe areas,

d) State Disaster Management action plan and policy

e) Constitution of Standing Technical Committee and Tactical Team for

State level and District level,

f) Hazard mitigation plan and also providing resources and all other
services needed for disaster management,

g) Capacity building and preparedness and response plan,

h) State disaster Management Codes and Techno-Legal regime

i) Incorporation of essential components of the disaster reduction,

prevention and mitigation to the socio-economic development
planning,

j) Making available the support of regional, international, experiences,

knowledge, resources in risk reduction and disaster management
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 k) Monitoring of costs related to disaster management procurement of
heavy equipments, time recording, cost analysis and overall fiscal
guidance, Standard Operating Procedure for State Level Disaster
Management team and requirement of staff in the disaster management
division,

l) Integration of the Incident Command System in the existing Disaster

Management system and also, any other issue related to State level
disaster management,

m)State Network of Emergency Operation Centres, Control Rooms

Function, monitoring of daily situation of disasters occurrence in the
State and actions to be taken thereof by State Government,
Government of India, Organisations situated outside state of Sikkim.

1.7.1.2 Sikkim Manipal Institute of Technology, Majitar, East Sikkim and

Sikkim Manipal Institute of Medical Science, Tadong, East Sikkim:
Sikkim Manipal Institute of Technology provides various training opportunities. It also
provides quality education and training at various levels and has also introduced course
related to disaster management. The two years distance learning Master of Science
(M.Sc.) Degree in Disaster Mitigation is conducted to meet the demand of the growing
needs of experts in the fields of Disaster Mitigation, Hydrological, Coastal, Marine,
Atmospheric, Geological, Technical, Forests, Wind and Water Driven Disasters for
mitigating the effects of earthquakes, floods, droughts, cyclonic storms, landslides,
avalanches etc.

Sikkim Manipal Institute of Medical Science provides faculty and resource person for
training in Disaster Management, First Aid and emergency activities.

1.7.1.3 District Institute of Education and Training (DIET) and Teachers

Training Institute (TTI):
The National Policy on Education 1986 contemplated a district level Institution for
education and training of teachers in all districts in the country. The Programme of
Action (POA) for NPE 1986 envisaged that there would be a three tier Teacher
Education and Research and Training Institute on the lines of NCERT –SCERT and
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 DIET at the National, State and District levels. Since 1998, the Teacher Training
Institute has been upgraded as the (DIET). The TTI/DIET continues to run the In-
Service Training for teachers of Sikkim on a regular basis. The training course is
divided into four semesters and includes Educational Theory, Content-cum-
Methodology, English, Mathematics, Nepali, Environmental studies I (Social Science)
Environmental studies II (Natural sciences) School Organisation, Psychology, Social
and Philosophical Perspective of Education, School Experience Programme, Health &
Physical Education Practicals & Project work. The Gangtok DIET is equipped to
conduct Pre- service and In- service Teacher Education Course. The DIET is mainly
concerned with training of Primary teachers and the training for the graduates/ post
graduates are undertaken by the SIE/ SCERT (State Institute of Education)/ (State
Council of Educational Research and Training). DIET also supports Disaster
Management Authority by training teachers in school safety programme. The teachers
are made aware of all the possible hazards in the school.

1.7.1.4 State Institute of Rural Development (SIRD):

The State Institute of Rural Development located at Jorethang, South Sikkim
is the apex training institute under the Rural Management and Development
Department, Government of Sikkim for imparting training to government officials,
elected Panchayats and Zilla Parishad representatives and voluntary agency activists in
tribal and community development. It also develops necessary training curriculum for
different training programmes and provides leadership and guidance to other training
institutes in the state. It conducts research studies and assists in organizing off-campus
programmes, seminars, workshops and conferences in collaboration with the
Government and other organizations. SIRD also has Disaster Management Faculty and
has created TOT as Field Facilitators for providing disaster management training to the
PRIs, NGOs in Blocks, Gram Panchayat and village levels including schools under the
block. SIRD provides training on various aspects of Disaster Management to all
stakeholders with the help of resource person from various institutes and SSDMA.

1.7.1.5 National Informatics Centre (NIC):

The National Informatics Centre (NIC) has facilities like VSAT-based video
conferencing; Internet connectivity from NITPU centre, four Pentium servers, Pentium

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 running GIS applications etc. The NIC situated at State Secretariat Gangtok also has
VSAT and Internet facilities, one Pentium server and six Pentium systems. NIC has
setup district and Sub-Divisional Centre functional with Pentium servers, VSAT
facility. The services of NIC will be harnessed to strengthen the communication and
information database systems related to disaster management at the State and district
levels.

1.7.1.6 Capacity Building Institute, Karfectar, South Sikkim:

The aim of capacity building institute is to make every citizen of the state self reliant.
State government has started this institute to strengthen the knowledge base and
behaviour of an individual in a sustainable way. The institute provides training to
people from all aspects of life. It also provides training in all subjects concerning
Disaster Management.

1.7.1.7 G.P. Pant Institute and Armed Police Training Centre, Pangthang:
Disaster Management Faculty - G. B. Pant Institute (DMFGBPI) and Police Training
Centre - Pangthang provides institutional training for officers of the State
Administrative Service. It also provides Induction Training to the Officers of the
Indian Administrative Services. It conducts in-service trainings, refresher training
programmes, and short duration training programmes for various nodal and middle
level officers of the State Government. It coordinates training activities of the
Government of Sikkim and facilitates seminars, symposia, conferences and special
studies. The Institute has a faculty of Disaster Management, which was established in
2004 under the Central Plan Scheme funded by Government of India, Ministry of
Home Affairs to build up the training capability of the Institute in different aspects of
disaster management. It has organized a series of training programmes on different
aspects of disaster management.

1.7.1.8 Police Training Centre, Pipalay, South Sikkim:

Police Training Centre provides training for police, Sikkim Fire Services, Home Guard
and Civil Defence, Sikkim Armed Police, State Disaster Response Force, Forest Guard
and the DM teams constituted under disaster risk management. The Police training
centre has been fully equipped with Disaster Management Equipments.

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1.7.2 Media

Sikkim media is growing in significance day by day. With the enhancement in the
educational profile of the state, which automatically leads to greater awareness and the
urge of more information among the populace of Sikkim, the interest in media at
Sikkim is increasing steadily. As such, Sikkim media now plays a role in the public
life that is much more important than what it did before. Television, radio and
newspapers are the major modes of media in Sikkim.

During Disasters media will play a major role to lead to appropriate individual and
community action, which is the key to implementing effective prevention strategies
including evacuation and survival of people. Such communications can educate, warn,
inform, and empower people to take practical steps to protect themselves from natural
hazards. The role of media, both print and electronic, in informing the people and the
authorities during emergencies thus, becomes critical, especially the ways in which
media can play a vital role in public awareness and preparedness through educating the
public about disasters; warning of hazards; gathering and transmitting information
about affected areas; alerting government officials, helping relief organizations and the
public towards specific needs; and even in facilitating discussions about disaster
preparedness and response. During any emergency, people seek up-to-date, reliable
and detailed information and media will play key role to provide the correct
information.

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1.8 Chapter VIII: Financial Arrangements

1.8.1 Arrangement for the funding of the components of the state plan

1.8.2 Provision of funds for specific mitigation process

1.8.3 Steps taken for the constitution of the Disaster Response Fund and Disaster Mitigation
Fund.

1.8.4 STANDARD OPERATING PROCEDURE

A disaster management plan can provide indicative instructions for response since
disasters by their very nature will be different and will often involve a combination of
aspects, which may not have been considered during the planning process.

The disaster situation can be of immediate threat to the community and if proper actions
and responses are not taken within proper time limit it can lead to a mass scale
destruction and loss of life. A Standard Operating Procedure if set up and practiced can
result into efficient disaster management. Therefore Emergency Support Functions
(ESFs) related to Communication, Search and Rescue, evacuation, law and order,
medical response and Trauma Counselling, water supply, electricity, warning, bomb
disposal, transport, etc are introduced to provide necessary support to encounter the
distress during disaster.

All of these emergency functions consist of emergency plans that would be activated at
the time of emergency. The ESF activates under the guidance of Incident Commander
(Deputy Commissioner/ Additional District Magistrate) who is also a head of Incident
Commander System (ICS).The ESFs document outlines the purpose, scope, organization
setup and Standard Operating Procedures (SOPs) for each function of operation that is to
be followed by the respective ESF agencies when the Incident commander activates the
response plan. Standard Operation Procedures (SOPs) provides a basic concept of the
operations and responsibilities of Disaster Management Team, Nodal and Secondary
agencies.

The ESFs are the various State Departments with wider scope to make immediate
impact. The ESFs provide the structure for coordinating necessary departmental support
for a state response to an incident. They are mechanisms for grouping functions most
frequently used to provide necessary support to encounter the distress during disaster.
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 The specified roles and responsibilities are assigned to the departments according to their
capabilities, tasking, and requirements to augment and support the other sections of State
Disaster Management Authority in order to respond to incidents in a more collaborative
and cross-cutting manner.

2.1. ESF member roles and responsibilities: Each ESF identifies the coordinator, the
primary and support agencies pertinent to the ESF. Several ESFs incorporate multiple
components, with primary agencies designated for each component to ensure seamless
integration and transition between preparedness, response, and recovery activities.

ESFs with multiple primary agencies designate an ESF coordinator for the purposes of
pre-incident planning and coordination of primary and supporting agency efforts
throughout the incident. Following is a discussion of the roles and responsibilities of the
ESF coordinator and the primary and support agencies.

2.2 ESF Coordinator: The ESF coordinator is the entity with management oversight for
that particular ESF. The coordinator has ongoing responsibilities throughout the
preparedness, response, and recovery phases of incident management. The role of the
ESF coordinator is carried out through a “unified command” approach as agreed upon
collectively by the designated primary agencies and, as appropriate, support agencies.
Responsibilities of the ESF coordinator include:

 Coordination before, during, and after an incident, including pre-incident planning

and coordination.
 Maintaining ongoing contact with ESF primary and support agencies.
 Conducting periodic ESF meetings and conference calls.
 Coordinating efforts with corresponding sector organizations.
 Coordinating ESF activities relating to catastrophic incident planning and critical
infrastructure preparedness, as appropriate.

2.3 Primary Agencies: An ESF primary agency is a division with significant authorities,
roles, resources, or capabilities for a particular function within an ESF. When an ESF is
activated in response to an incident, the primary agency is responsible for:

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  Supporting the ESF coordinator and coordinating closely with the other primary and
support agencies.
 Orchestrating departments support within their functional area for an affected area.
 Providing staff for the operations functions at fixed and field facilities.
 Notifying and requesting assistance from support agencies.
 Managing mission assignments and coordinating with support agencies, as well as
appropriate State officials, operations centres, and agencies.
 Working with appropriate sector organizations to maximize use of all available
resources.
 Supporting and keeping other ESFs and organizational elements informed of ESF
operational priorities and activities.
 Conducting situational and periodic readiness assessments.
 Executing contracts and procuring goods and services as needed.
 Ensuring financial and property accountability for ESF activities.
 Planning for short- and long-term incident management and recovery operations.
 Maintaining trained personnel to support interagency emergency response and support
teams.
 Identifying new equipment or capabilities required to prevent or respond to new or
emerging threats and hazards, or to improve the ability to address existing threats.

2.4Support Agencies: Support agencies are those entities with specific capabilities or
resources that support the primary agency in executing the mission of the ESF. When an
ESF is activated, support agencies are responsible for:

 Conducting operations, when requested by the designated ESF primary agency,

consistent with their own authority and resources, except as directed otherwise by the
SEC.
 Participating in planning for short- and long-term incident management and recovery
operations and the development of supporting operational plans, SOPs, checklists, or
other job aids, in concert with existing first-responder standards.
 Assisting in the conduct of situational assessments.

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  Furnishing available personnel, equipment, or other resource support as requested by
SEC or the ESF primary agency.
 Providing input to periodic readiness assessments.
 Maintaining trained personnel to support interagency emergency response and support
teams.
 Identifying new equipment or capabilities required to prevent or respond to new or
emerging threats and hazards, or to improve the ability to address existing threats

2.5. ESF’s to be activated in case of disaster:

ESFs Function Nodal Supporting

Agency/Officer Agencies

ESF 1 Transportation Transport Truck Driver

Department (SNT), Association, Taxi
Motor Vehicle Driver Association,
Department Department of
Roads & Bridges,
Department of
Tourism
Department of
Police, Army

ESF 2 Communication BSNL, NIC, IPR, IT Private telecom

Department service operators,
Mobile phone
services operators

ESF 3 Evacuation Department of Sikkim Police

Home Force, Sikkim fire
Service, and Civil
Defence etc
ESF 4 Search & Rescue Department of Sikkim Police
Home Force, Sikkim Fire
Service, Civil
Defence, Rescue
Squad

ESF 5 Medical Response State Health Indian Red Cross,

and Trauma Department Civil Defence,
Counselling Sikkim Fire Service

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ESF 6 Law & Order Department of Sikkim Police
Home Service, Civil
Defence

ESF 7 Water Supply Water Security & CGWC &

PHE Department Irrigation and
Flood Control
Department

ESF 8 Relief ( Food and Department of Food Urban Dev &

Shelter) and Civil Supplies Housing
Department,
Building and
Housing
Department

ESF 9 Equipment support, Department of Roads and Bridges

debris and road Home Department,
clearance Sikkim Police

ESF10 Electricity Energy and Power NHPC

Department

ESF11 Public Safety and Sikkim Police Sikkim Fire

Security Services, Home
Guard and Civil
Defence
Department,

ESF12 Help lines, Warning Land Revenue and Information and

dissemination Disaster Public Relations
Management Department,
Department BSNL, Media

The State Executive Committee issues operation orders and mission assignments to activate
ESF #1 based on the scope and magnitude of the threat or incident. The DOT shall recognise
its State Emergency Transportation Coordinator (SETCO) and set-up the Crisis Management
Center (CMC), which serves as the focal point for the Department’s emergency response and
the formal point of contact.

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ESF #1 – TRANSPORTATION
PURPOSE
Emergency Support Function (ESF) #1 – ESF will assist State, districts and local
governmental entities, voluntary organizations, non-governmental organizations, and the
private sector in the management of transportation systems and infrastructure during
domestic threats or in response to incidents. The ESF participates in prevention,
preparedness, response, recovery, and mitigation activities. ESF #1 carries out statutory
responsibilities, including regulation of transportation, management of the State’s airspace,
and ensuring the safety and security of the state transportation system.
MEMBERS
ESF Coordinator: Transport Department, Motor Vehicle Department
Primary Agency: Transport Department
Support Agencies: Department of Roads & Bridges, Department of Tourism Department of
Police, Army, Truck Driver Association, Taxi Driver Association

SOPs for Nodal Agency

1. Immediately upon notification of a threat or an imminent or actual incident, the

reporting to the Office of the Secretary of Transportation, the State Emergency
Operation Centre (SEOC), Regional offices, and the State Emergency Transportation
Coordinator (SETCO) will be initiated.
2. The Nodal Officer of the ESF 1 will activate the ESF immediately.
3. The staff will be dispatched to the State Emergency Operation Centre.
4. The support agencies will be informed about ESF activation.
5. The Quick Response Team (QRTs) will reach the site immediately on receiving
information from Nodal office and Nodal officer.
6. The QRT will report the status and damage to the transportation system and
infrastructure to the Nodal office and EOCs.
7. If the primary route is disturbed, the alternative transportation solutions will be to be
implemented.
8. The QRT will report to the EOC if any modes of transportation other than vehicles are
required.

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ESF –COMMUNICATIONS

PURPOSE

Emergency Support Function (ESF) #2 – Communications supports the restoration of the

communications infrastructure, facilitates the recovery of systems and applications from
cyber attacks, and coordinates State communications support to response efforts during
incidents requiring a coordinated State response. This ESF implements the provisions of the
Office of IPR, NIC, BSNL and Department of Energy & Power.
ESF #2 also provides communications support to State, districts and local governments and
first responders when their systems have been impacted, and provides communications and
information technology (IT) support to the SEOC.
With the rapid convergence of communications and IT, the NIC, CIC, Police, Forest, BSNL,
E&P work closely to coordinate timely response. This convergence requires increased
synchronization of effort and capabilities between the communications and IT sectors to
facilitate ESF #2’s ability to respond to all types of incidents.

CAPABILITIES
ESF #2:
Coordinates State actions to assist restoring the public communications infrastructure and to
assist State, districts and local governments with emergency communications and restoration
of public safety communications systems and first responder networks.
Supports State departments and agencies in procuring and coordinating State Security and
Emergency Preparedness (SS/EP) communications services.
Provides communications support to the SEOC and to other relevant agencies on the field.

MEMBERS
ESF Coordinator: Department of IPR, Department of NIC, BSNL, Department of E&P,
Department of Police & Department of Forest.
Primary Agencies: Department of IPR.

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Support Agencies:

Department of Forest
Department of Energy & Power
Department of Police
Department of NIC
BSNL
SEC activates ESF #2 when a significant impact to the communications infrastructure is
expected or has occurred. When activated, ESF #2 provides communications support to the
impacted area, as well as internally to the SEPC and associated State disaster management
teams. ESF #2 support is scalable to meet the specific needs of each incident response, and
response resources are drawn from a matrix of personnel and equipment available from the
ESF #2 support agencies.

CONCEPT OF OPERATIONS OVERVIEW

SCS: State Communication System

Include exercising primary responsibility for restoration of telecommunications in an incident
area.
Coordinates the planning for and provision of SS/EP communications for the State
Government under all circumstances, including crisis or emergency, attack, recovery, and
reconstitution
Designates a team lead for a component responsible for communications infrastructure
restoration functions.
Coordinates the restoration of communications infrastructure and supports state departments
and agencies in procuring and coordinating SS/EP communications services when the
component responsible for communications infrastructure restoration functions becomes
operational.

State Executive Committee (SEC):

Provides short-term restoration support to State, districts, and local government
emergency communications in the event of a failure.

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 Designates a team lead for a component responsible for tactical communications
functions and personnel to support tactical communications functions.
Coordinates with SCS and support agencies to develop appropriate documentation,
policies, and procedures pertinent to tactical communications functions.
Provides communications support to State, districts, and local first responders.
Coordinates the restoration of public safety communications systems and first responder
networks.
Provides communications and information technology support to the disaster
management field teams, and other state response/recovery facilities within the area of
operation.

ESF – PUBLIC WORKS DEPARTMENT

PURPOSE

Emergency Support Function (ESF) #3 – Public Works Department assists the Department of
Land Revenue & DMD by coordinating and organizing the capabilities and resources of the
State Government to facilitate the delivery of services, technical assistance, engineering
expertise, construction management, and other support to prepare for, respond to, and/or
recover from a disaster or an incident requiring a coordinated State response.
CAPABILITIES

ESF #3 is structured to provide public works and engineering-related support for the
changing requirements of domestic incident management to include preparedness, response,
and recovery actions.
Activities include:
Conducting pre-incident and post-incident assessments of public works and
infrastructure.
Executing emergency contract support for life-saving and life-sustaining services.
Providing technical assistance to include engineering expertise, construction
management, and contracting and real estate services.
Providing emergency repair of damaged public infrastructure and critical facilities.

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MEMBERS

ESF Coordinator: Department of Roads & Bridges, Building & Housing & Irigation & FC.
Primary Agencies: Department of Roads & Bridges
Support Agencies:

Department of Land Revenue & Disaster Management

Department of Police
Department of Energy
Department of Labour
Department of Transportation
Sikkim Civil Defence
Sikkim Red Cross

ESF – PUBLIC WORKS DEPARTMENT

CONCEPT OF OPERATIONS OVERVIEW

The Department of Roads & Bridges, Dept. of Irrigation& FC & Dept. of B & H, is the
primary department for providing ESF #3 technical assistance, engineering, and construction
management resources and support during response activities.
LR & DMD is the state nodal department for providing ESF #3 recovery resources and
support, to include assistance under the SDRF. The SDRF provides disaster grant assistance
for debris removal and disposal; emergency protective measures; and the repair, replacement,
or restoration of disaster-damaged public facilities and the facilities of certain qualified
private non-profit organizations.
Close coordination is maintained with State, tribal, and local officials to determine potential
needs for support and to track the status of response and recovery activities.
Priorities are determined jointly among State, tribal, and/or local officials. ESF #3 support is
integrated into the overall State, tribal, local, nongovernmental organization (NGO), and
private-sector efforts.
Support agency representatives collocate with ESF #3 field personnel to coordinate support
as necessary.

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ESF – FIRE & Emergency Service Department

Emergency Support Function (ESF) #4 – Fire-fighting provides state support for the detection
and suppression of forestland, rural, and urban fires resulting from, or occurring
coincidentally with, an incident requiring a coordinated state response for assistance.

CAPABILITIES

ESF #4 manages and coordinates fire-fighting activities, including:

Detecting and suppressing fires on state lands.
Providing personnel, equipment, and supplies in support of State, tribal, and local
agencies involved in rural and urban fire-fighting operations.

MEMBERS

ESF Coordinator: Department of Forest & Env. Management, Department of Fire,

Department of Police.
Primary Agency: Department of Fire & Emergency Service
Support Agencies:

Department Land Revenue & Disaster Management

Department of Police, Sikkim Armed Forces (SAP)
Department of Forest & Env.
Sikkim Civil Defence

CONCEPT OF OPERATIONS OVERVIEW

ESF #4 uses established fire-fighting and support organizations, processes, and procedures of
the Sikkim Fire & Emergency Service Department. Responsibility for situation assessment
and determination of resource needs lies primarily with the HOD fire department against the
Standard Operation Procedure, SOP of the department.
States have the option of requesting interstate and intrastate fire-fighting assistance and
resources, both utilizing existing agreements. Intrastate resources would be requested under
local or state wide mutual aid and assistance agreements. Interstate resources, including fire-

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fighting resources from other States, would be requested through the State-to-State mutual
aid and assistance agreements.
Requests for state assistance in obtaining fire-fighting resources for incidents other than wild
forest fires are transmitted from the competent local authority. Assistances for losses incurred
due to fire incidents are covered by CRF. The fire-fighting equipments to the State & District
Fire Emergency Control Room are made available from the SDRF. The primary department
should generate fund, in obtaining fire-fighting resources. For resources beyond those
available within the department, the requests are sent to the SEC.

ESF – FIREFIGHTING

COORDINATOR.

The State Fire Control Room contacts the State Emergency Operation Centre.
ESF # 4 coordinator in the event of state –level shortages or unavailability of needed
resources. Any additional workforce of Para-military personnel and resources for fire fighting
and incident management activities will be requested through the SEC.
Actual fire fighting operations are managed under the norms in place by Department of
F&ES.
Situation and damage assessment information is transmitted through established channels and
directly between the headquarters-level and regional –level functions according to SF&ES
Dept. Procedures.

ESF #5 – LAND REVENUE & DISASTER MANAGEMENT DEPARTMENT

PURPOSE

Emergency Support Function (ESF) #5 – Department of LR&DM is responsible for

supporting overall activities of the State Government for domestic incident management. ESF
#5 provides the core management and administrative functions in support of State Emergency
Operation Centre (SEOC) & District Emergency Operation Centre, DEOC.

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CAPABILITIES
ESF #5 serves as the coordination ESF for all state departments and agencies across the
spectrum of domestic incident management from hazard mitigation and preparedness to
response and recovery.
ESF #5 preparedness activities include:
Identifying resources for alert, activation, and subsequent deployment.
Ensuring that there are trained and experienced staff to fill appropriate positions in the
SDMA, SEC, SEOC & DEOC when activated or established.

During the post-incident response phase, ESF #5 is responsible for the support and planning
functions. ESF #5 activities include those functions that are critical to support and facilitate
multiagency planning and coordination, including:
Alerts and notifications.
Staffing and deploying of SDMA/SEC, SEOC, DEOC response teams, as well
as response teams from other agencies.
Incident action planning.
Coordination of operations, direction, and control.
Logistics management.
Information collection, analysis, and management.
Facilitation of requests for Federal assistance.
Resource acquisition and management.
Federal worker safety and health.
Facilities management.
Financial management.

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MEMBERS
ESF Coordinator: Department of LR & DM, Department of Home.
Primary Agency: Department of land Revenue & Disaster management.
Support Agencies:

Department of WS & PHE

Department of Commerce & Industry
Department of R&B, I & FC, B&H.
Department of Education
Department of RMDD
Department of Energy & Power
Department of Animal Husbandry
Department of HC, HS and F Welfare
Department of Home
Department of Forest
Department of Urban Development & HD
Department of Social Welfare Justice
Department of Labour
Department of Agriculture
Department of Transportation
Department of Finance
State Communications Commission
Sikkim Civil Defence
Sikkim Red Cross
CONCEPT OF OPERATIONS OVERVIEW
The SEOC, staffed by ESF #5 and other ESFs when activated, monitors potential or
developing incidents and supports the efforts of regional and field operations. In the event of
a no-notice event, the Relief Commissioner, LR & DMD or his or her designee may direct
execution of the Catastrophic Incident Supplement depending of the size of the incident.
The DEOC, staffed by ESF #5 and other ESFs as required, coordinates operations and
situational reporting to the SEOC. DEOC assumes a monitoring role of disaster events under
its area.

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ESF # a. LOGISTICS MANAGEMENT AND RESOURCE
PURPOSE
Emergency Support Function (ESF) #5a. – Logistics Management and Resource Support
assists the Department of LR&DM in providing a comprehensive, state disaster logistics
planning, management, and sustainment capability that harnesses the resources of state
logistics partners, key public and private stakeholders, and nongovernmental organizations
(NGOs) to meet the needs of disaster victims and responders.

CAPABILITIES
ESF #5a. Provides logistics management and resource support to State, district, and local
governments. The SDMA & SEC provide support which consists of: emergency relief
supplies; facility space; office equipment; office supplies; telecommunications (in accordance
with the Office of Science and Technology Telecommunications Support in Natural Calamity
Emergencies); contracting services; transportation services; personnel required to support
immediate response activities; and support for requirements not specifically identified in
other ESFs, including excess and surplus property.
SDMA Logistics providing a state integrated process for the collaborative implementation of
the logistics capability of state departments, private-sector partners, and nongovernmental
organizations.

b. LOGISTICS MANAGEMENT AND RESOURCE SUPPORT

CONCEPT OF OPERATIONS OVERVIEW

SDMA/SEC activities are conducted primarily within the various organizational elements
detailed.

The SDMA/ SEC Logistics adaptation of a supply chain management approach to managing
the state logistics processes focuses the efforts of all partners and stakeholders of the end-to-
end supply chain processes, beginning with planning of customers-driven requirements for
material and services, delivery to disaster victims as requested by the State or district, and
ending with replenishment of department inventories.

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Supply chain planning occurs at all levels within the state logistics management process.
The State level Logistics Management Structures are managed by SEC/SDMA.
The district- and local level Logistics Management Structures are managed by
DEOC/DDMA.

The headquarters-level Resource Support Structure is operated under the direction of the
SEC, SEOC while the district-level Resource Support Structure is operated under the
direction of the DDMA, DEOC.

In the field, SDMA/SEC will provide staff to support the ESF# 5a. mission and the
Logistics Section in the SEOC, DEOC for management and accountability of state supplies
and equipment; resource ordering; delivery of equipment, supplies, and services; resource
tracking; facility location and operations; transportation coordination; and management and
support of information technology systems services and other administrative services.

The primary determination of supply and service requirements is made by operational

elements at the district level working in concert with the affected area. Requests for resources
flow upward and are tracked at the headquarters level. Existing state resources provide the
primary source of personnel, equipment, materials, and supplies. Support that cannot be
provided from state resources is secured through direct procurement or donations.

Upon notification of an incident requiring a coordinated state response, the SEC makes an
initial determination of which ESF# 5a. support agencies are required to provide immediate
support and which are required to remain on standby.

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ESF # 6 –DEPARTMENT OF FOOD, DEPARTMENT OF RMDD,DEPARTMENT OF
W.S & PHE

PURPOSE

Emergency Support Function (ESF) #6 – Department of Food, Department of RMDD,

Department of WS & PHE coordinates the delivery of state mass care, emergency assistance,
housing, and human services when local, district, and State response and recovery needs
exceed their capabilities.
CAPABILITIES
ESF #6 is organized into the following four primary functions:
Mass Care: Includes sheltering, feeding operations, emergency first aid, bulk
distribution of emergency items, and collecting and providing information on
victims to family members.
Emergency Assistance: Assistance required by individuals, families, and their
communities to ensure that immediate needs beyond the scope of the traditional
“mass care” services provided at the local level are addressed. These services
include: support to evacuations (including registration and tracking of
evacuees); reunification of families; provision of aid and services to special
needs populations; evacuation, sheltering, and other emergency services for
household pets and services animals; support to specialized shelters; support to
medical shelters; nonconventional shelter management; coordination of
donated goods and services; and coordination of voluntary agency assistance.
Housing: Includes housing options such as rental assistance, repair &
restoration of semi-permanent and permanent construction, referrals,
identification and provision of accessible housing, and access to other sources
of housing assistance. This assistance is guided by the Items & Norms of
National Calamity Contingency Fund and State Calamity Contingency Fund.
Human Services: Includes the implementation of disaster assistance programs
to help disaster victims recover their nonhousing losses, including programs to
replace destroyed personal property, and help to obtain disaster food stamps,
crisis counselling, disaster unemployment, disaster legal services, support and
services for special needs populations, and other State benefits.

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MEMBERS
ESF Coordinator: Department of Food, Department RMDD, Department of WS & PHE
Primary Agency: Department of RMDD
Support Agencies
Department of Agriculture
Department of Health and Human Services
Department of LR&DM
Department of UD & HD.
Department of Labor
Department of Transportation.
Sikkim Civil Defence.
Other voluntary agency and nongovernmental support organization.

CONCEPT OF OPERATIONS OVERVIEW

SDMA/ SEC will coordinate State response and recovery operations in close coordination
with local, district and State governments, voluntary agencies and the private sector.
ESF #6 assistance is managed and coordinated at the lowest possible organizational level—
e.g., the Local Authority and the DEOC.
Only requests that cannot be filled or issues that cannot be resolved at the State levels are
elevated to the NDMA ESF #6 Branch for resolution.
Initial response activities will focus on immediate needs of victims.

ESF # 7 –HC, HS & F Welfare Department, Department of Animal husbandry, LS &

VS.

PURPOSE

Emergency Support Function (ESF) #7 – The primary departments provides the mechanism
for coordinated state assistance to supplement State, district, and local resources in response
to a public health and medical disaster, potential or actual incidents requiring a coordinated
state response, and/or during a developing potential health and medical emergency. Public
Health and Medical Services include responding to medical needs associated with mental
health, behavioral health, and substance abuse considerations of incident victims and

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response workers. It includes a population whose members may have medical and other
functional needs before, during, and after an incident.
CAPABILITIES

Public Health and Medical Services includes behavioral health needs consisting of both
mental health and substance abuse considerations for incident victims and response workers
and, as appropriate, medical needs groups defined in the core document as individuals in need
of additional medical response assistance, and veterinary and/or animal health issues.
ESF #7 provides supplemental assistance to State, district, and local governments in the
following core functional areas:
Assessment of public health/medical needs
Health surveillance
Medical care personnel
Health/medical/veterinary equipment and supplies
Patient evacuation
Patient care
Safety and security of drugs, biologics, and medical devices
Blood and blood products
Food safety and security
All-hazard public health and medical consultation, technical assistance, and support
Behavioral health care
Public health and medical information
Vector control
Potable water/wastewater and solid waste disposal
Mass fatality management, victim identification, and decontaminating remains
Veterinary medical support

Department of HC, HS & F Welfare & Department of Animal Husbandry, LF & VS

MEMBERS

ESF Coordinator: Department of HC,HS & F Welfare Department and Department of

Animal Husbandry LS&VS & Department of Social Welfare Justice, ICDS

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Primary Agency: Department of HC,HS & Family Welfare Department
Support Agencies:
Department of Land Revenue & Disaster Management
Sikkim Civil Defence
Department of Social Welfare Justice, ICDS
Department of RMDD
CONCEPT OF OPERATIONS OVERVIEW
The Secretary of HC,HS &FW leads the ESF #7 response. ESF #7, when activated, is
coordinated by the Addl. Secretary for Preparedness and Response. Once activated, ESF #7
functions are coordinated by the Health department coordinator (HDC) through the
Secretary’s Operations Center. During the initial activation, the primary department
coordinates audio and video conference calls with the ESF #7 supporting departments and
agencies, and public health and medical representatives from State, district, and local
officials, to discuss the situation and determine the appropriate initial response actions. Then
alerts and requests supporting organizations to provide a representative to the HDC to
provide liaison support.
The primary department may designate a Senior Health Official to serve as the senior state
health official in the State Emergency Operation Centre.
A team not less than 10 staffs are ready to rapidly deploy, as the Incident Response
Coordination Team – Advance (IRCT-A), to provide initial ESF #7 support to the affected
location. As the situation matures, the IRCT-A will receive augmentation from the primary
department and partner agencies transitioning into a full IRCT capable of providing the full
range support to include medical command and control.
The regional ESF #7 staff includes representatives to staff the SEOC, as required, on a 24-
hour basis for the duration of the incident

ESF #8 – SEARCH AND RESCUE

PURPOSE
Emergency Support Function (ESF) #8 – Search and Rescue rapidly deploys components of
the state Search and Rescue (SAR) Response System to provide specialized lifesaving
assistance to State, district, and local authorities when activated for incidents or potential
incidents requiring a coordinated state response.
CAPABILITIES
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Search and rescue capabilities include distress monitoring, communications, location of
distressed personnel, coordination, and execution of rescue operations including extrication
or evacuation along with the provisioning of medical assistance and civilian services through
the use of public and private resources to assist persons and property in potential or actual
distress.
ESF #8 provides the following specialized SAR services during incidents or potential
incidents requiring a coordinated Federal response:
Structure Collapse (Urban) Search and Rescue (US&R)
Waterborne Search and Rescue
Inland/Wilderness Search and Rescue (Mountainous region)
Aeronautical Search and Rescue

MEMBERS
ESF Coordinator: Department of Home, Department of Land Revenue & Disaster
Management, Department of Tourism
Primary Agencies: Department of Home/ SDMA-SEC
Support Agencies:
Department of LR&DM
Department of Defense-Army (Aircraft)
Department of Tourism
Sonam Gyatso Mountaineering Institute

ESF # 8 –SEARCH AND RESCUE

CONCEPT OF OPERATIONS OVERVIEW

Immediate SAR operations are conducted in accordance with the State D M Search and
Rescue Plan (SDM SARP), which defines SAR responsibilities and provides guidance to the
State agencies with civil SAR mandates.
State SAR response assists and augments State, district and local SAR capabilities in
incidents requiring a coordinated state response, which defines the responsibilities and
provides guidance to state agencies with civil SAR mandates.
Activation is dependent upon the nature and magnitude of the event, the suddenness of onset,
and the existence of SAR resources in the affected area.

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NDMA initiates the National Level Search and Rescue Response System for incidents
requiring a coordinated National response that are likely to involve collapsed structures. The
ESF #8 construct follows the S&R Response System, which consists of National Disaster
Response Force, (NDRF), Sikkim Armed Forces, (SAP) and Defence Army in place.
ESF #8 response from an agency-designated command center (Area/District/Block) or
function through SEOC or DEOC to the affected area.

SEC initiates State SAR response activities for incidents requiring a coordinated state
response that are likely to result in a distress situation in inland/wilderness areas. The ESF #8
construct reflects the SAR response structure as outlined in the SDM SAR procedures and
SAR manuals. SEOC coordinates ESF #8 response from one of its regional offices.
Army Force in coordination with the SEOC initiates SAR response operations in aviation-
related incidents. The ESF #8 construct follows the SAR response structure as outlined in the
SDM SAR PLAN.

ESF # 9 – Department of FS & AGRICULTURE AND HORTICULTURE

PURPOSE

Emergency Support Function (ESF) #9 – Agriculture and Horticulture supports State, district,
and local authorities efforts to:
Provide nutrition assistance.
Control and eradicate, as appropriate, any outbreak of a highly contagious or
economically devastating animal (i.e., transmitted between animals and people)
disease or any outbreak of an economically devastating plant pest or disease.
Ensure the safety and security of the commercial food supply.
Protect natural and cultural resources and historic properties or resources.
Provide for the safety and well-being of animals during an emergency response or
evacuation situation.

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CAPABILITIES
ESF #9 includes the following five primary functions:
1. Providing nutrition assistance: Includes working with State departments to determine
nutrition assistance needs, obtain appropriate food supplies and arrange for delivery of the
supplies. These efforts are coordinated by the Department of Agriculture and Food.

2. Responding to animal and plant diseases and pests: Includes implementing an

integrated State, district, and local response to an outbreak of a highly contagious or
economically devastating animal disease, or an outbreak of a harmful or economically
significant plant pest or disease. ESF #9 ensures, in coordination with ESF #8 – HC,HS &
FW Dept., that animal/veterinary issues in natural disasters are supported.

3. Ensuring the safety and security of the commercial food supply: Includes the execution
of routine food safety inspections and other services to ensure the safety of food products that
enter commerce. This includes the inspection and verification of food safety aspects of
slaughter and processing plants, products in distribution and retail sites, and import facilities
at ports of entry; laboratory analysis of food samples; control of products suspected to be
adulterated; plant closures; food-borne disease surveillance; and field investigations. These
efforts are coordinated by Food Department.

4. Protecting NCH resources: Includes appropriate response actions to preserve, conserve,

rehabilitate, recover, and restore Nature, Cultural and Historic resources. This includes
providing post event baseline assessments of damages and providing technical assistance and
resources for assessing impacts of response and recovery activities.

5. Providing for the safety and well-being of animal: Support evacuation, identify shelter
for the animals, manage fodder, determine medication and arrange appropriate verification of
animal loss inorder to provide relief to the owner under CRF.

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ESF # 9 – AGRICULTURE AND HORTICUTURE

MEMBERS

ESF Coordinator: Department of Agriculture & Horticulture

Primary Agencies: Department of Agriculture
Support Agencies:

Department of Agriculture
Department of Horticulture
Department of Industry & Commerce
Department of LR&DM
Sikkim Civil defence

CONCEPT OF OPERATIONS OVERVIEW

Once ESF #9 is activated, the state response is coordinated by SDMA at the SEOC. The
coordinator convenes a conference call with appropriate support department and otherl
partners to assess the situation and determine appropriate actions. The agency then alerts
supporting organizations and requests that they provide representation.

The SEOC operates under the direction of the SEC/SDMA. When the assistance needed
involves natural, cultural and historical, NCH resources protection, LR&DMD provides SEC
direction and coordination. When an incident requires assistance from more than one of the
ESF #9 functions, SEC provides the overall direction.

At the district level, ESF #9 operates under the direction of a EO/SEC coordinator, who is
determined based upon the assistance needed for the specific incident. When an incident
requires assistance from more than one of the ESF #9 functions, SEC provides the regional
point of contact within the DEOC. ESF #9 will have staff on duty at the DEOC on a 24-hour
basis, as needed for the duration of the emergency.

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ESF # 10 – DEPARTMENT OF ENERGY & POWER

PURPOSE

Emergency Support Function (ESF) #10 – Energy is intended to facilitate the restoration of
damaged energy systems and components when activated by the Secretary of Energy &
Power Department for incidents requiring a coordinated state response. Under Department of
E&P leadership, ESF #10 is an integral part of the larger department responsibility of
maintaining continuous and reliable energy supplies for the State through preventive
measures and restoration and recovery actions.
The term “energy” includes producing, refining, transporting, generating, transmitting,
conserving, building, distributing, maintaining, and controlling energy systems and system
components. All energy systems are considered critical infrastructure.

CAPABILITIES

ESF #10 collects, evaluates, and shares information on energy system damage and
estimations on the impact of energy system outages within affected areas. Additionally, it
provides information concerning the energy restoration process such as projected schedules,
percent completion of restoration, and geographic information on the restoration. ESF #10
facilitates the restoration of energy systems through legal authorities and waivers. ESF #10
also provides technical expertise to the utilities, conducts field assessments, and assists
government and private-sector stakeholders to overcome challenges in restoring the energy
system.
ESF #10 provides the appropriate supplemental state assistance and resources to enable
restoration in a timely manner.
Collectively, the primary and support agencies that comprise ESF #10:
Serve as the focal point within the state Government for receipt of information
on actual or projected damage to energy supply and distribution systems and
requirements for system design and operations, and on procedures for
preparedness, restoration, recovery, and mitigation.
Advise State, district, and local authorities on priorities for energy restoration,
assistance, and supply.

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 Assist industry, State, district, and local authorities with requests for
emergency response actions as required to meet the state’s energy demands.
Assist state departments and agencies by locating fuel for transportation,
communications, emergency operations, and defence.
Provide guidance on the conservation and efficient use of energy to State,
district, and local governments and to the public.
Provide assistance to State, district, and local authorities utilizing Department
of LR&DMD/SEC-SDMA-established communications systems.

ESF # 10 – ENERGY & POWER

MEMBERS
ESF Coordinator: Department of Energy & Power, Department of LR&DM, Department of
Home.
Primary Agency: Department of Energy & Power.
Support Agencies:

Department of Home
Department of LR&DM
CONCEPT OF OPERATIONS OVERVIEW
ESF #10 is coordinated through SEOC. When activated by SEC/SDMA, ESF #10:
Provides/ or deploys representatives to the SEOC and DEOC.
The ESF #10 Team Leader at the DEOC coordinates assignments, actions, and other support.
ESF #10 provides incident-related reports and information to ESF #5 – LR&DMD
Management.
Deploys as members of incident management teams or the Rapid Needs Assessment
Team.

ESF # 11- PUBLIC SAFETY AND SECURITY

PURPOSE
Emergency Support Function (ESF) #11 – Public Safety and Security integrates state public
safety and security capabilities and resources to support the full range of incident
management activities associated with potential or actual incidents requiring a coordinated
state response.

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CAPABILITIES
ESF #11 provides a mechanism for coordinating and providing state support to district, local
authorities; and/or support to other ESFs, consisting of noninvestigative law enforcement,
public safety, and security capabilities and resources during potential or actual incidents
requiring a coordinated state response.

ESF #11 provides state public safety and security assistance to support preparedness,
response, and recovery priorities in circumstances where local, district, or State resources are
overwhelmed or are inadequate, or where a unique state capability is required. This may
include, but is not limited to, the following activities, when appropriate:
Preincident Coordination: Supporting incident management planning activities and
preincident actions required to assist in the mitigation of threats and hazards. This
includes developing operational and tactical public safety and security plans,
conducting technical security and/or vulnerability assessments, and deploying State
public safety and security resources in response to specific threats or potential
incidents.
Technical Assistance: Providing expertise and coordination for security planning
efforts and conducting technical assessments (e.g., vulnerability assessments, risk
analyses, surveillance sensor architecture, etc.).
Specialized Public Safety and Security Assessment: Identifying the need for ESF
#11 support and analyzing potential factors (e.g., mapping, modeling, and forecasting
for crowd size, impact of weather, and other conditions) that may affect resource
allocations and requisite actions affecting public safety and security.
General Law Enforcement Assistance: Providing basic law enforcement assistance
to State, district, and local agencies during incidents that require a coordinated State
response. Such assistance may include conducting routine patrol functions and
making arrests as circumstances may require. The ESF #11 Standard Operating
Procedures describe those situations where deputization by another State or local law
enforcement agency may be necessary, and the process for such deputization.
Badging and Credentialing: Assisting State, district, and local authorities in the
establishment of consistent processes for issuing identification badges to emergency
responders and other personnel needing access to places within a controlled area, and
verifying emergency responder credentials.
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 Access Control: Providing security forces to support State, district, and local efforts
(or to secure sites under state jurisdiction) to control access to the incident site and
critical facilities.

ESF #11 – PUBLIC SAFETY AND SECURITY

Site Security: Providing security forces and establishing protective measures around the
incident site, critical infrastructure, and/or critical facilities. ESF #11 responsibilities should
not be confused with site-security responsibilities of the DDMA, which is responsible for
providing security for DDMA to include DEOC facilities.
Traffic and Crowd Control: Providing emergency protective services to address public
safety and security requirements.
Force Protection: Providing for the protection of emergency responders and other workers
operating in a high- threat environment, and for the operational security of emergency
response operations wherever they may occur.
Specialized Security Resources: Providing specialized security such as traffic barriers,
chemical, biological, radiological, nuclear and high –yield explosives detection devices,
canine units, law enforcement personal protective gear etc.

MEMBERS
ESF Coordinator: Department of Social Justice E & Welfare, Department of Home,
department of LR & DM.
Primary Agency: Department of Social Justice E & Welfare
Support Agencies: All Executive Branch departments and agencies possessing a public
safety and security capability
CONCEPT OF OPERATIONS OVERVIEW
ESF #11 is activated in situations requiring extensive public safety and security and where
State, district, and local government resources are overwhelmed or are inadequate, or for in
preincident or postincident situations that require protective solutions or capabilities unique
to the State Government.
When ESF #11 is activated, LR&DMD deploys on-call representative(s) to the SEOC.
LR&DMD assesses the need for ESF #11 resources and coordinates response assistance and
support in close cooperation with district and other field ESF #11 elements.

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ESF #11 may provide personnel to staff the SEOC and DEOC or the Incident Command Post
as circumstances may require.
ESF # 12 – LONG TERM COMMUNITY RECOVERY

PURPOSE

Emergency Support Function (ESF) #12 – Long-Term Community Recovery provides a

mechanism for coordinating State support to district, and local governments,
nongovernmental organizations (NGOs), and the private sector to enable community
recovery from the long-term consequences of extraordinary disasters.
ESF #12 accomplishes this by identifying and facilitating availability and use of sources of
recovery funding, and providing technical assistance (such as impact analyses) for
community recovery and recovery planning support.
CAPABILITIES
ESF #12 may be activated for incidents that require a coordinated State response to address
significant long-term impacts (e.g., impacts on housing, government operations, agriculture,
businesses, employment, community infrastructure, the environment, human health, and
social services) to foster sustainable recovery.
ESF #12 provides the coordination mechanisms for the State Government to:
Convene interagency recovery expertise to provide strategic guidance to long-term
recovery efforts.
Identify and address long-term recovery issues, including those that fall between
existing mandates of agencies.
Avoid duplication of assistance, coordinate program application processes and
planning requirements to streamline assistance processes, and identify and coordinate
resolution of policy and program issues.
Identify programs and activities across the public, private, and nonprofit sectors that
similarly support long-term recovery and promote coordination between them.
Identify appropriate state programs and agencies to support implementation of
comprehensive long-term community planning and identify gaps in available
resources.
Identify appropriate state programs and agencies to support and facilitate continuity of
long-term recovery activities.
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 Work with State, district, and local governments; NGOs; and private-sector
organizations to support long-term recovery planning for highly impacted
communities.
Link recovery planning to sound risk reduction practices to encourage a more viable
recovery.
Strategically apply subject-matter expertise to help communities recover from
disasters.
ESF # 12 LONG –TERM COMMUNITY RECOVERY
MEMBERS
ESF Coordinator: Department of LR&DM/ SDMA-SEC.
Primary Agencies: SDMA/ SEC
Support Agencies:

Department of Home
Department of LR&DM
Department of E&P
Department of Health
Department of the RMDD
Department of Labour
Department of Transportation
Department of the Finance
Public Works Department
CONCEPT OF OPERATIONS OVERVIEW
ESF #12 provides representatives to the SEOC as requested. Primary agencies are responsible
for coordinating ESF #12 planning and recovery activities and strengthening the capabilities
of ESF #12.
DEOC and Field Operations: The ESF #12 coordinator and primary agencies meet to
determine the need to activate ESF #12 elements when the incident is likely to require
significant State long-term community recovery assistance. Support agencies also have the
right to approach the ESF #12 coordinator to request ESF #12 activation.
ESF #12 typically organizes within the SEC and DDMA, but may support other Sections as
required. Agency representation depends on the nature and severity of the incident.

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ESF #13 –Department of HOME
PURPOSE
Emergency Support Function (ESF) #13 – Home ensures that sufficient State assets are
deployed to the field during incidents requiring a coordinated State response to provide
accurate, coordinated, timely and accessible information to affected audiences, including
governments, media, the private sector, and the local populace, including the special needs
population.
CAPABILITIES
ESF #13 coordinates State actions to provide the required support to State, district, and local
incident management elements.
Resources provided by the SDMA/SEC in support of ESF #13 missions include:
Emergency Alert System (EAS): The SEC may designed the EAS as a tool for the
SDMA to quickly send important emergency information to the Nation using radio,
television, and cable systems. The EAS may also be used by district and local authorities to
deliver alerts and warnings. The EAS is required to deliver all EAS messages visually and
aurally to be accessible to persons with hearing and vision disabilities.
Mobile Emergency Response Support (MERS): SEC/SDMA MERS provides
mobile telecommunications, operational support, life support, and power generation assets for
the onsite management of all-hazard activities. MERS provides a deployable broadcast radio
capability for multimedia communications, information processing, logistics, and operational
support to State, district and local authorities during incidents requiring a coordinated State
response.
Recovery Radio Support: When commercial broadcast is impaired in an area,
SDMA/SEC works with local broadcasters to set up Recovery Radio support, which provides
official response and recovery information to local stations on an hourly basis through a pool
feed. Distribution can be provided through the EAS network. All broadcasters are required to
have equipment to monitor and air EAS programs, and most primary EAS stations have
portable, remote pick-up equipment that can be installed in the EOC’S.

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ESF # 13 – Home

MEMBERS

ESF Coordinator: SDMA/SEC, Department of Home, Department of LR&DM.

Primary Agency: Department of SDMA/SEC.
Support Agencies: All
CONCEPT OF OPERATIONS OVERVIEW
ESF #13 integrates Public Affairs, Congressional Affairs, Interstate Affairs (State, district,
and local coordination), Community Relations, and the private sector under the coordinating
auspices of Home Department. The EOC’S ensures the coordinated release of information
under ESF #13. The Planning and Products component of Home develops all external and
internal communications strategies and products for the ESF #13 organization.
ESF #13 SEC provides relevant support for the implementation of the Sikkim State Disaster
Management Policy and Procedures (SSDMPP).
The SEC, Secretary for Home, in coordination with the SEOC, activates and directs ESF #13
procedures.
The SEC/ Secretary designates staff member as an ESF #13 representative to staff the SEOC
as directed. The staff of the Home coordinates messages with public affairs representatives
from all involved departments and agencies.

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2 Part II: Disaster Specific Action Plan

2.1 Chapter 9: Earthquake

2.2 Chapter 10: Landslides

2.3 Chapter 11: Chemical Disasters

2.4 Chapter 12: Biological Disasters

**** To be incorporated on receipt of HRVA study.

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3 Part III: Cross-cutting issues

3.1 Chapter 13: Review and updation of plans

SDMP will be reviewed and updated annually based on feedbacks and reviews received
from the stakeholders.

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3.2 Chapter 15: Coordination and implementation
The State Disaster Management arrangements are based upon partnerships between
State and Local governments. These partnerships recognize that each level of the
disaster management arrangements must work collaboratively to ensure the effective
coordination of planning, services, information and resources necessary for
comprehensive disaster management.

The SDMP tier’s disaster management arrangements are based on bottom to top
approach i.e. local, district and state level. The tier system enables a progressive
escalation of support and assistance.

The arrangements comprises of several key management and coordination structures. The
principal structures that make up the Arrangements are:

(A) Disaster management committee operates at local, district and state level. The
committee is responsible for planning, organising, coordinating and implementing all
measures required to mitigate, prevent, prepare, respond and recover from disasters.

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 (B) Emergency Operation Centres at local, district and state level supports disaster
management groups while coordinating information, resources, and services
necessary for disaster operations.

(C) State government functional agencies, SDMA and SEC, are responsible to coordinate
and manage specific threats and provide support to Disaster district on and as
required.

Arrangements at local level

The arrangements are flexible and scalable, enabling escalation of support and assistance
through the local, district and state government arrangement as required. Within the
arrangements, it is at the local level that manages disasters within their own communities.
State and district levels are to provide additional resources, support, assistance and
expertise as required.

Local government is the key management agency for disaster events at local level. Local
government provides specific disaster management at community level giving its
knowledge and understanding of social, environmental and economic issues at the local
level. Local government achieves coordinated disaster management approach through
“Local Disaster Management committees”.

Membership of the Local Committee

Membership of the Local Committee generally comprises of:

(I) Urban Level Disaster Management Committee:

(a) Chair (the Mayor, or a councillor nominated by the Mayor);

(b) Bazaar Officer (a Local government staff member);

(II) Block Disaster Management Committee:

(a) Chair (the BDO);

(b) Zilla Panchayat (the Elected member);

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 (III) GPU Disaster Management Committee:

(a) Chair (the Sabhapati of the GPU);

(b)Two members from each GP Ward Committee;

(IV) GP Ward Disaster Management Committee:
(a) Chair (the Elected Panchayat member);
(b) Ex-army, Para-Military or Police personnel/ Youth Leader or Members of CBO/
SHG);

Frequency of meetings

Local Committee meetings must be held at least once in every six months at particular time
and place decided by the chairperson of the group. In addition, the chairperson of a Local
Committee must call a meeting if asked, in writing, to do so by:

a) The District Authority for the Disaster district in which the Local Committee is
situated; or

b) At least one-half plus one of the members of the Local Committee.

Functions of the Local Committee;

The functions of the Local Committee is to:

a) To ensure that disaster management and disaster operations in the area are consistent
with the state DM policy for disaster management for the state;

b) To develop effective disaster management, and regularly review and assess the
disaster management arrangements at the local level;

c) To help the Local government to prepare a local disaster management plan for its
area;

d) To identify, and provide advice to the relevant District Authority about support
services required by the Local Committee to facilitate disaster management and
disaster operations in the area;

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 e) To ensure the community is aware of ways of mitigating the adverse effects of an
event, and preparing for responding to and recovering from a disaster;

f) To manage disaster operations in the area under policies and procedures decided by
the State Authority;

g) To provide reports and make recommendations to the relevant District Authority

about matters relating to disaster operations;

h) To identify, and coordinate the use of resources that may be used for disaster
operations in the area;

i) To establish and review communication systems in the Local Committee, and with the
relevant District Authority and other Local Committees in the Disaster district of the
relevant District Authority, for use when a disaster happens;

j) To ensure that information about a disaster in the area is promptly given to the
relevant District Authority, and

k) To ensure risk management and contingency arrangements of essential and

community services within the Local government area. Further information about the
functions of the Local Authority may be found under sections 41 of the DM Act 2005.

Arrangements at district level

Sikkim has four districts; each of these Districts has a District Disaster Management
Authority (DDMA), to coordinate regional level whole-of-government support for disaster
events.

Membership of the District disaster Management Authority

District Disaster Management Authority consists of following members:

(a) The District Collector / Chairman or Chief Executive Officer, who is also the
chairperson of the group;
(b) The Zilla Adhakyasha, the elected member of the local authority is the Co-Chairman;
(c) The Addl. District Collector, Executive Officer or Member Secretary;
(d) The Superintendent of Police as the member of the District Authority;
(e) The Chief Medical Officer as the member of the District Authority;
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 (f) Any other person appointed by the State Executive Committee of the State Authority
that the State Executive Committee considers appropriate to be a member of the
District Authority, regarding effective disaster management for the Disaster district.

Frequency of meetings

District Authority shall meet as and when necessary and at any particular time and place
decided by Chairman.

Functions of the District Authority:

District Project Officer / Disaster Management

The DPO/DM has the following responsibilities:

a. Managing and coordinating the business of the District Authority;

b. Ensuring that the District Authority performs its functions;

c. Coordinating disaster operations in the Disaster district for the District Authority; and

d. Reporting regularly to the State authority on the performance of the District Authority.

The Chairman or DC may, with the approval of the State Executive Committee, GoS, declare
a disaster situation for a part or all of a Disaster district, enabling specific powers under the
DM Act 2005 to be exercised.

Executive Officer (EO) of the District Authority

The State Executive Committee (SEC) of the State Authority appoints a member-secretary of
the District Authority as its EO. The EO’s primary role is to advise the District Authority and
the DPO about disaster management matters, including planning and operations. They are
also responsible for reviewing and assessing District and Local disaster management plans.

LR&DM Department, GoS are to appoint appropriately qualified SEC representatives as

Disaster Management Specialist/IT Specialist/Urban &Rural Planners/Engineer to support
SDMA & DDMA.

Under the DM Act 2005, s.26, the Chairman of a District Authority, is to:

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 a. Preside over the meeting of the District Authority, exercise and discharge such
powers and functions of the District Authority as the District Authority may delegate
to him;
b. Have power to exercise all or any of the power of the District Authority but the
exercise of such powers shall be subject to ex post facto ratification of the District
Authority;
c. May, by general, or special order, in writing, delegate such of its or his powers and
functions, under (1) or (2), as the case may be, to the Executive Officer of the District
Authority, subject to such conditions and limitations, if any, as he deems fit;
d. Other duties such as provide disaster management advice to the EO & DPO during
disaster operations; and regularly report to the District Authority about the
performance of the EO functions, as described above.

Arrangements at State level

The State group is the peak policy and planning group for disaster management in Sikkim. It
is established under the DM Act 2005, section 14, as the principal organization for the
purposes of disaster management throughout the State. In particular, the State group is
responsible for disaster mitigation and disaster planning and preparation at a State level and
for coordinating whole-of-government response and recovery operations prior to, during and
after an event. This includes accessing inter- district and state government assistance when
local and district resources are exhausted or not available.
Chair

The Chair of the State Disaster Management Authority is the Chief Minister of the State
Sikkim.

Deputy Chair

The Deputy Chair of the State Authority is amongst the members of SDMA nominated by the
Chair.

Frequency of meetings

State Authority may meet as and when necessary and at such time and place as the chairman
of the State Authority may think fit.
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The State Disaster Management Authority, (SDMA) is supported by, an operational
coordination group - the State Executive Committee (SEC) and LR &DM Department. GoS
provides staff to support the State Authority and to assist in coordinating disaster response
and recovery on its behalf in conjunction with the functional agency for the particular hazard
being managed.

Powers & Functions of State Disaster Management Authority:

The State group has the following functions as prescribed under section22 of the DM Act
2005:

State Executive Committee (SEC)

The State Executive Committee (SEC) provides a focal point for the development and
implementation of comprehensive disaster management plans, education and awareness
strategies for Sikkim. It is the primary mechanism through which State-level support is
provided to disaster-stricken communities, in both the response and recovery phases. SEC
members are designated liaison officers from each of the Departments represented on the
State Disaster Management Authority.

Chair

The Chair of the SEC is:

a. The Chief Secretary of the State Government shall be the Chairman,

b. The Relief Commissioner-cum-Secretary is the Member Secretary or
Executive Officer of SEC.
c. Other member as required under DM Act 2005.

Frequency of meetings

The members of the SDCG will meet at least quarterly, or at times as determined by the EO
State group to ensure efficient functioning of the State’s disaster response capability and to
address matters relating to the provision of state level support to disaster affected
communities.

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Executive Officer (EO) State Executive Committee;

The EO SEC is the Relief Commissioner-cum-Secretary, LR & DM Department. The EO

will be responsible for efficient discharge of the functions of SEC.

Functional Department Arrangements

Functional Departments are identified on the basis of their core functions, legislative and
jurisdictional responsibilities. Functional departments are responsible to the SEC for the
preparation of appropriate department plans, which outline their detailed roles and
responsibilities, and the level of support they agree to provide during times of disaster.
Functional Department plan should be tabled and reviewed by the SEC annually. Further
detail on department roles and responsibilities are detailed at Annexure D.

Sikkim Government arrangements

Prime responsibility for the protection of life, property and the environment rests with the
State government and District government. However, the state government is committed to
support State and Districts in developing their capacity for dealing with emergencies and
disasters, and it provides physical assistance to State or Districts when they cannot reasonably
cope during an emergency. At the National level NDMA is responsible for dealing with
disaster and emergencies.

Land Revenue & Disaster Management Department, LR&DMD is nominated as the

department responsible for planning and coordinating state government’s physical assistance
to the states and territories. Coordination of these functions is carried out by the National
Disaster Management Authority, (NDMA). Similarly, developing and training on Disaster
Management is carried out by National Institute of Disaster Management, (NIDM).

Coordination of disaster operations

Activation of the disaster management arrangements may occur when there is a need for:

a. Operational coordination to monitor potential threats or response operations.

b. Operational coordination to support response operations being conducted by a

designated combat agency.

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 c. Coordination of resources in support of disaster response and recovery operations at
local or district level, and

d. State-wide disaster response and recovery operations.

The Chairs of the respective Disaster Management Authorities can initiate activation of the
arrangements at district and local level. The District Project Officer (DPO) in consultation
with the Chair of a Local Authority may request activation of that Local Committee based on
risk assessment and potential community consequences. Advice of activation must be
conveyed to the EO of the District Disaster Management Authority.

Activation of State level arrangements can be initiated by:

a. The Chair, State Authority, and

b. The Chairman, State Executive Committee

Activation at State level will be in response to activation at district level or severe impact at a
local level. Activation does not necessarily mean the convening of authorities rather it means
the provision of information to group members, regarding the risks associated with a pending
hazard impact.

Declarations of disaster

The DM Act 2005 makes provision for the declaration of a disaster situation by the State
Government. A declaration can be made if the SDMA is satisfied that a disaster has happened
/ is happening or is likely to happen. It is necessary for the declared disaster members to
prevent or minimize loss of life, property and damage to the environment.

The DM Act 2005 provides powers to DDMA and declare disaster officers to exercise
required approach for the particular disaster.

Details of powers under the DM Act 2005 are at Annexure I.

Information management and communication

Efficient information management is essential for the successful management of a disaster. A

communication network is necessary between various disaster management agencies to

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ensure effective coordination of procedures and operations for preparedness, response and
recovery plan.

Additionally, the dissemination of relevant information to enhance community awareness and

preparedness is essential for mitigating the potential impact of a disaster upon the
community. Further information on communication is detailed at Annexure E.

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Annexure to the Plan:

 Disaster Management Act 2005.

 Sikkim State Disaster Management Rules 2007.

 Sikkim State Disaster Management Policy 2007.

 Gazette Notification: State Executive Committee.

 Gazette Notification: State Executive Sub Committee.

 Gazette Notification: District Disaster Management Authority, North.

 Gazette Notification: District Disaster Management Authority, East

 Gazette Notification: District Disaster Management Authority, West.

 Gazette Notification: District Disaster Management Authority, South.

 Gazette Notification: State Hazard Safety Cell.

 Gazette Notification: State Emergency First Aid Team.

 Gazette Notification: GP/ Village Level DM Teams/ Committees.

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