DISASTER MANAGEMENT

Prof. J M OVASDI

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What is a Disaster
‡ A serious disruption of the functioning of a society, causing widespread human, material, or environmental losses which exceed the ability of the affected society to cope using its own resources. ‡ A disaster is the product of a hazard such as earthquake, flood or windstorm coinciding with a vulnerable situation which might include communities, cities, villages ‡ Two main components -- Hazard and Vulnerability
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Distinction between Hazard & Disaster
‡ A hazard is a natural or man-made event, while the disaster is its consequence.
‡ The term disaster usually refers to the natural event earthquake, floods in combination with its damaging effects loss of life /property ‡ Hazard refers to the natural event, and vulnerability to the susceptibility of a population or system to the effects of the hazard. ‡ The probability that a particular system or population will be affected by the hazards is known as RISK ‡ Risk = Vulnerability x Hazard
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Distinction between Hazard & Disaster
‡ There is no such thing as natural disaster there are natural hazards ‡ Disaster is the large scale effect of the hazard on a community or environment ‡ The impact of disaster is determined by the extent of a community s capacity to cope, that is the extent of a community s vulnerability to the hazard ‡ Disaster is the whole range of human dimension ---economic, social, cultural, institutional, political lives
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Disaster
‡ The term disaster is of French origin combination of two words des meaning bad or evil and astre meaning star. The combined meaning is Bad or Evil Star . ‡ People all over the world have been considering natural calamities as God s punishment . ‡ Thus disaster may be defined as an event, concentrated in time and space, which threatens a society or a relatively self-sufficient subdivision of a society with major unwanted consequences as result of the collapse of precautions which had hitherto been culturally accepted as inadequate.
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Types of Disasters
1. Natural Disasters (i) Wind-related: Storm, cyclone, tornado, hurricane, tidal waves (ii) Water-related: floods, cloud burst, flash floods, excessive rains, drought, communicable diseases etc. (iii) Earth-related: earthquakes, tsunamis, avalanches, landslides, volcanic eruptions 2. Man-made Disasters (i) Wars, battles, hostile enemy actions (ii) Arson, sabotage, internal disturbances, riots (iii) Accidents of vehicles, trains, aircraft, ships, forest and urban fires etc. (iv) Ethnic conflicts, terrorism etc. (v) Biological disasters: epidemics, pest attacks, food poisoning etc.
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Impact of Disasters 1. Infrastructure. People loss of life in large numbers 2. local economies 8.Loss to national. public service system 4.Damage. destruction of infrastructure. Social & Psychological -. Life-style --Disruption. Economy -. Property --Damage. destruction of property 3.Sociological and psychological consequences j m ovasdi 7 . Environment -. Services --Damage. Crops -. destruction of crops 6.Disruption. loss of production 7. Productivity -. destruction of environment 5. loss of community or lifestyle 9.Damage.

particularly on the East coast and Gujarat are vulnerable to cyclones ‡ 4 crore hectare landmass is vulnerable to floods ‡ 68 % of net sown area is vulnerable to droughts ‡ 55 % of total area is in seismic zones III-V. hence vulnerable to earthquakes ‡ Sub-Himalayan sector and western ghats are vulnerable to landslides j m ovasdi 8 .Overview of Natural Disasters in India ‡ Coastal States.

It is still having its effects. air accidents. women and children are more vulnerable to all kinds of natural or man-made disasters ‡ Communal riots Babri Masjid demolition was not a one time disaster. fires. old. mines. The event is being used for militant activities ‡ Naxal activities due to oppressions of the tribal population ‡ Hooch. deaths due to severe heat or cold ‡ Poor. food poisoning. bridges ‡ Road. rail.Overview of Man-Made Disasters Include: ‡ Structural collapses buildings. adulteration of drugs and food items are very common ‡ Poor implementation of safety norms in the factories ‡ Poor civic sense of the citizens at large . j m ovasdi 9 .

Environmental Concerns ‡ Nature is an abundant resource but indiscriminate and rampant exploitation creates threats of destruction. animal and resources must be maintained. forest fires or nuclear leaks can cause widespread damage to the environment ‡ Global warming and Extreme Climate melting of Himalayan glaciers ‡ Agro-forestry deforestation to meet the needs of increasing population ‡ Rapid urbanization increasing population density increasing vulnerability and excessive strain on natural resources. ‡ Balance in nature between man. particularly water ‡ Air and water pollution due to increasing industrialization as well as irresponsible discharge of pollutants j m ovasdi 10 . ‡ Oil spills.

noise pollution ‡ Large scale urbanization is beyond the nature s bearing capacity excessive use of natural resources. Environment ‡ Development activities compound effects of natural calamities ‡ Industries close to habitation and without proper treatment of contamination affluence has increased health hazards through water. air.Development VS. particularly water.as in Jaipur ‡ Flooding of Mumbai due to water logging j m ovasdi 11 .

particularly for tourism. increased land-slides. accidents have become the top cause of human casualties. Environment ‡ Deforestation to meet development needs have increased the vulnerability of the hill people reduced rain fall. ‡ With the increase in vehicular traffic.Development VS. has increased disaster potential as witnessed during Tsunami in December 2004 and again in March 2011 in Japan. j m ovasdi 12 . and floods in the plains ‡ Destruction of mangroves and coral reefs has increased the vulnerability of coastal areas ‡ Commercialization of coastal areas.

‡ Same is the story of all the water-bodies of the country j m ovasdi 13 . ‡ We have Ganga Action Plan to clean it. The factories and tanneries located on its banks are discharging their chemical waste directly into it. but the net result is disappointing.Ganga Maili ‡ We have become so stupid in our use of natural resources that we are using the Holy Ganga to carry the whole lot of municipal waste of all the towns and cities located on its banks.

congested colonies Jaipur with walls around it.Need for Action ‡ The quality of life of an individual is determined largely by socio-economic and the physical environment ‡ How to minimize the vulnerability of the community ‡ Formerly city people. ‡ Then came slums. Number of vehicles has increased sharply since 1995. j m ovasdi 14 . and suburban areas and the industries close to the city. without individual motorized transport were happy to live in close-knit neighborhood. ‡ Famous wide roads of Jaipur have become death-traps ‡ Metro is planned to reduce the use of private vehicles and thus to take care of the increasing vulnerability of the citizens.

j m ovasdi 15 .Post-modernistic Approach to Urbanization ‡ In the post-modernistic approach to urban development pluralistic and organic strategies are being applied ‡ New Urban development is a collage of highly differentiated spaces and attention is given to other worlds and other voices ‡ In simple words in the 21st century the new development has the following features: ‡ Diversity in the landscape. renewal and regeneration and coping with conditions vastu purusha mandala think of colonies as living organisms that need breathing and growth facilities. local context.

more emphasis on local context. coping with conditions Themes in Strategic Planning Decision Making Style j m ovasdi 16 . new town and greenbelts Comprehensive.Differences in Approach to Planning MODERNIST Concepts of the City Themes in Urban Design The city as an object. controlled expansion through suburbs. either blueprint. mixed flats and housing Redevelopment of slums. unitary (1940 s1960) or adaptive POST -MODERNIST The city as landscape. mixed land uses Renewal and regeneration. functional zoning. containment Piecemeal. as mass housing Continued emphasis on lower densities and sunlight. as an expression of social diversity More diversity.

‡ Risk management cycle is more appropriate. ‡ Sustainable development that meets the needs of the present without compromising the ability of future generations to meet their own needs. both in a positive and negative ways ‡ Rational choices in developmental planning can reduce the risk of negative effects.Development vs Environment ‡ Disasters and development are interrelated. j m ovasdi 17 . ‡ Disaster cycle is development crisis disaster relief recovery development.

migration. of key social actors leading to an erosion of social capital ‡Development path generating cultural norms that promote social isolation or political exclusion ‡Building community cohesion. ‡Death. ‡ Erosion of livelihood Social Development ‡Destruction of health or education infrastructure and personnel. ‡Providing opportunities for greater involvement in decisionmaking. waste management and a secure dwelling increases people s resilience. food. Trade and technology can reduce poverty.Disaster-. j m ovasdi Development reduces disaster risk . communication. 18 Development causes disaster risk Unstable development practices that create wealth for some at the expense of unsafe working and living conditions of others or degrade the environment Access to adequate drinking water. infrastructure. Investing in financial mechanism and social security can cushion against vulnerability. ‡Recognizing excluded individuals or social groups.Development Economic Development Disaster limits ‡Destruction of fixed assets development ‡Damage to transport system. ‡Enhanced educational and health capacity increases resilience.

‡ The speed of glacier melting in India and elsewhere is going to flood the island nations and coastal areas all over the world ‡ Large scale deforestation will also affect the climate on large scale ‡ Urbanization is leading to heavy concentration of population in limited areas increasing vulnerability of communities ‡ Urbanization is a sign of development but it is a strain on the natural resources.Global Warming & Climate Change ‡ Global warming and climate change is a matter of great concern that is likely to have far reaching changes in the human existence. j m ovasdi 19 . like water that is already seriously affecting the lives of urban population. affecting all fauna and flora.

which lasted till some time after the disaster.Disaster Management Cycle ‡ The concept of Disaster Management Cycle has been developed since Yokohama Conference (1994). ‡ Before this disaster management was perceived as a short-term relief undertaking. ‡ Other purposive activities undertaken in the pre or post-disaster stages by the CSOs and the Government towards mitigating the impact of disaster or tackling long-term vulnerabilities and dealing with newer threats in the wake/aftermath of a disaster were not included in disaster management activities. j m ovasdi 20 .

shelter temporary. and long range.Disaster Response ‡ Disaster response rescue. systems flaws or failures in implementing the plan. ‡ About 80 % of disasters are classified as natural j m ovasdi 21 .000 people were evacuated from Havana and other threatened areas. affected infrastructure. food. defects in planning may be noticed during this period. ‡ In 2001 high velocity hurricane hit Cuba. intermediate. medical aid. but only five people died due to near perfect disaster management plan in design and execution 700. highlighting procedural. means of livelihood etc. restoration of communications.

national and local levels ‡ IDNDR International Decade of Natural Disaster Reduction: Secretariat in Geneva Scientific and Technical Committee ‡ Union Level Organization for Disaster Management ‡ Advisory committee and national executive committee ‡ National Disaster Management Authority and Sub-committee j m ovasdi 22 .Organization for Disaster Management ‡ To take preventive and relief operations organizations have been set up at international.

State & District Level ‡ State Executive Committee and its subcommittee ‡ State Disaster Management Committee and an advisory committee ‡ District Level Local authority and its subcommittee ‡ District Disaster Management authority and advisory committee. j m ovasdi 23 .

social sciences. located in Geneva. etc. industry.Role of IDNDR ‡ IDNDR works through IDNDR National Committee and Focal Points which exist in 138 countries (1989) ‡ IDNDR. ‡ A group of well-known personalities. public health. is part of the UN department of humanitarian affairs ‡ The IDNDR Scientific and Technical Committee is an advisory body with experts in economics. meteorology. as well as a contact group of Geneva-based diplomatic missions j m ovasdi 24 . the Special High Level Council promotes global awareness of disaster reduction ‡ A UN inter-agency group works regularly with the IDNDR secretariat. geology. engineering.

Union Level Organization ‡ The National Disaster Management Authority Consists of the chairperson and nine members ‡ The Prime Minister is the Chairperson ex officio ‡ All the members. not exceeding nine are nominated by the chairperson ‡ A Vice-chairperson is also nominated by the chairperson from among the members j m ovasdi 25 .

j m ovasdi 26 .Powers & Functions of the National Authority ‡ Lay down policies on disaster management ‡ Approve the National Plan ‡ Approve plans made by the Ministries or departments of the Government of India ‡ Guidelines for the State Governments ‡ Guidelines for the Union Departments for the purpose of integrating the measures for prevention of disaster or the mitigation of its effects in their development plans and projects ‡ Coordinate the enforcement and implementation of the policy of plan for disaster management ‡ Recommend provision of funds ‡ Provide support to other countries as decided by the GoI ‡ Lay down broad policies and guidelines for the functioning of the National Institute of Disaster Management.

‡ The National Plan shall include -1. Measures to be taken for the prevention of disasters.National Plan ‡ The national Plan shall be prepared by the National Executive committee having regard to the National Policy and in consultation with the State Governments and expert bodies or organizations in the field of disaster management to be approved by the National Authority. or the mitigation of their effects j m ovasdi 27 .

National Plan 2. Roles and responsibilities of different Ministries or departments of the Government of India in respect of the above ‡ The National Plan shall be reviewed and update annually ‡ Appropriate provisions shall be made by the Central Government for financing the measures to be carried out under the National Plan j m ovasdi 28 . Measures to be taken for preparedness and capacity building to effectively respond to any threatening disaster situations or disaster 4. Measures to be taken for the integration of mitigation measures in the development plans 3.

‡ Such other relief as may be necessary. -‡ The minimum requirements to be provided in the relief camps in relation to shelter. ‡ Ex gratia assistance on account of loss of life as also assistance on account of damage to houses and for restoration of means of livelihood. medical cover and sanitation.Guidelines for Minimum Standards ‡ The National Authority shall recommend guidelines for the minimum standards of relief to be provided to persons affected by disaster. ‡ The special provisions to be made for widows and orphans. food. drinking water. j m ovasdi 29 . which shall include.

and two other district level officers to be nominated by the state government. ex-officio. The Chairperson of the State Executive Committee. ex officio. ‡ District Disaster Management Authority is headed by the DM/Collector/Deputy Commissioner with seven other members including the elected representative of the local authority (co-chairperson) / Chief Executive Officer of the District Authority in the Tribal Areas.State & District Level ‡ At the state level Chief Minister . j m ovasdi 30 . the SP/SSP. is also a member of the State Authority and he is the Vice-Chairperson of the State Authority. the Chief Medical Officer. is the chairperson and eight other member nominated by him. ex-officio. exofficio.

consisting of experts in the field of disaster management and having practical experience of disaster management to make recommendations on different aspects of disaster management. ‡ Additional Collector of the district shall be the Chief Executive officer of the District Authority. ‡ Advisory Committee -.The State Authority may constitute an advisory committee.State & District Level ‡ In a district where zila parishad exists. the chairperson thereof shall be the co-chairperson of the District Authority. j m ovasdi 31 .

‡ Coordinate the implementation of the State Plan.Powers & Functions of State Authority ‡ Lay down the State disaster management policy ‡ Approve the State Plan in accordance with the guidelines laid down by the National Authority ‡ Approve the disaster management plans prepared by the departments of the State Government ‡ Lay down guidelines to be followed by the departments of the State Government for the purpose of integration of measures for prevention of disasters and mitigation in their development plans and projects and provide necessary technical assistance thereof. ‡ Recommend provision of funds for mitigation and preparedness measures. j m ovasdi 32 .

the National Plan and the State Plan ‡ Examine the vulnerability of different parts of the state to different forms of disasters and specify measures to be taken for their prevention or mitigation ‡ Lay down guidelines for preparation of disaster management plans by the departments of the State Government and District Authorities ‡ Evaluate preparedness at all governmental and nongovernmental levels to respond to any threatening disaster situation or disaster and give directions j m ovasdi 33 .Functions of the State Executive Committee ‡ Coordinate and monitor the implementation of the National Policy.

Functions of the State Executive Committee
‡ Promote general education, awareness and community training in regard to the forms of disasters to which parts of the state are vulnerable and the measures that may be taken by such community to prevent the disaster, mitigate and respond to such disaster ‡ Provide technical assistance to District and local authorities for carrying out their functions effectively ‡ Advise the State Government regarding all financial matters relating to disaster management ‡ Examine the suitability of the infrastructure planned and executed for disaster prevention and mitigation ‡ Provide information to the National Authority relating to different aspects of disaster management.

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Role & Responsibility of District Authority
‡ Prepare disaster management plan including district response ‡ Coordinate and monitor the implementation of the National and State policy ‡ Identification of vulnerable areas of the district for taking preventive as well as relief arrangements ‡ Give directions to the various district authorities for prevention and mitigation of disasters ‡ Organize special training programs for different levels to officers, employees, volunteers ‡ Set-up, maintain, review, update early warnings system and district response mechanism .
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Role & Responsibility of District Authority
‡ Establish stockpiles of relief and rescue materials ‡ Identify buildings and places which could be used in the event of a threat or actual disaster ‡ Involve the NGOs and other social-welfare institutions working at grass-roots level in the district for disaster management ‡ Ensure the efficient working of communication system and devise an alternative system of communication ‡ Carry out periodical drills involving authorities, NGOs and the general public.
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j m ovasdi 37 .Role & Responsibility of District Authority ‡ Provide information to the State Authority relating to different aspects of disaster management ‡ Review the state of capabilities for responding to any disaster or threatening disaster situation in the district and give necessary directions to the relevant departments or authorities at the district level for their up gradation as may be necessary ‡ Perform such other functions as the State Government or State Authority may assign to it for disaster management in the district.

his movement within and departure from. j m ovasdi 38 . or affected area. ‡ Control and restrict the entry of any person. food. a vulnerable or affected area. from within. ‡ Establish emergency communication systems in the affected area. conduct search and carry out rescue operations. healthcare and services.In the Event of Threat or Disaster The District Authority may ‡ Give directions for the release and use of resources available with any department of the government and the local authority in the district. drinking water and essential provisions. ‡ Provide shelter. ‡ Control and restrict the vehicular traffic to. the vulnerable. ‡ Remove debris.

‡ Ensure that the NGOs carry out their activities in an equitable and non-discriminatory manner. ‡ Consult experts in the relevant fields to advise and assist it may deem necessary. ‡ Procure exclusive or preferential use of amenities from any authority or person. ‡ Take any other such step as may be necessary.In the Event of Threat or Disaster ‡ Make arrangements for the disposal of the unclaimed dead bodies. j m ovasdi 39 . ‡ Construct temporary bridges or other necessary structures and demolish structures which may be hazardous to public or aggravate the effects of the disaster.

Mitigation to reduce both the effect of hazard and vulnerable conditions through sustainable development 4. Preparedness measures designed to organize and facilitate timely and effective rescue.Disaster Management Four major Components 1. j m ovasdi 40 . relief and rehabilitation measures at all levels international to national and local 2. Rehabilitation returning to normal or better life through well laid out plans. Prevention advance planning and environment protection 3.

Mitigation and Rehabilitation ‡ Prevention is better than cure ‡ Preparedness is the first initiative of prevention ‡ Preparedness for disasters done meticulously means half of the problem is solved ‡ In developed countries preparedness and prevention help them in minimizing loss to life and property ‡ In developing countries. including India.Preparedness. the story is different j m ovasdi 41 . Prevention.

authorities and organizations Identification of existing and/ or building infrastructure required for sheltering the people at the time of threat or after the disaster has struck j m ovasdi 42 . information. 7. and warning system Designing coordination and response mechanism Planning for financial and other resources for increased readiness which can be mobilized in disaster situations Public education and involvement of civil society organizations Regular drills to check the responses of the various systems. 5.Disaster Preparedness ‡ ‡ 1. 3. Disaster preparedness is a continuous process It involves the following steps: Identification of disaster prone areas and regions Establishing communication. 6. 4. 2.

Prevention
‡ A culture of prevention is to be installed in all communities and among disaster managers. Principles of disaster prevention management are 1. Risk assessment is necessary for adoption of adequate and effective disaster reduction policies 2. Disaster prevention & preparedness are of primary importance in reducing the need for disaster relief 3. It should be apart of development policy and planning at the national, regional, bilateral, multilateral and international levels 4. Early warning system and effective communication system are a must 5. Participation of local communities and CSOs and NGOs 6. International community to share necessary technology to prevent, reduce and mitigate disasters.
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Mitigation
‡ Mitigation is the measures taken to reduce both the effect of the hazard itself and the vulnerable conditions to it in order to reduce the scale of a future disaster ‡ Examples water management in drought prone areas, building of dams/ bunds and other such measures to reduce the chances of floods, early and correct warning systems for the people and fishermen on the coastal areas, regular inspection of infrastructure to avoid their collapse, building bunkers for citizens in case of war, adequate pre-storage of necessities required for use after a disaster.
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Principles of Mitigation
1. Integrating disaster mitigation with development plans 2. Effective communication systems 3. Use of latest IT technology 4. Insurance in all relevant sectors 5. Extensive public awareness and education campaigns in urban and rural areas 6. Legal and legislative support 7. Greater involvement of NGOs/private sector 8. Allocating separate funds for disaster relief in normal budget 9. Strict review of housing, drainage, pollution control measures.
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‡ Whenever there are floods. j m ovasdi 46 . serious accidents or any other calamity people contribute old clothes and food necessary for the immediate help needed by the victims of the calamities ‡ NGOs. doctors rush to the site of a calamity and after a couple of days they leave for the safety of their own homes.Relief and Rehabilitation ‡ Relief and rehabilitation are the most important steps needed to be taken immediately after a disaster ‡ Indians are very sympathetic to the people in distress. volunteers.

Ingredients of Effective Rehabilitation 1. and general public in different levels of relief and rehabilitation measures immediate. and long term 8. Involvement of CSOs. Permanent rehabilitation measures should be taken to minimize possibilities of similar disasters in future j m ovasdi 47 . Effective coordination in assessment of the damages and the priorities of relief arrangements 5. shortterm. Psychological counseling to kindle will power among the disaster affected people 4. Effective coordination to avoid delays and provide timely helps 3. NGOs. Good governance through dedicated. Harmony and goodwill among all sections of the society avoiding political and community discrimination 6. Prepare Disaster plans area-wise 2. honest and hardworking personnel in administration 7.

and is of such nature or magnitude as to be beyond the coping capacity of the community of the affected area. arising from natural or man-made cause. and destruction of property.Disaster Management Act 2005 ‡ Definition: Disaster means a catastrophe. j m ovasdi 48 . calamity or grave occurrence in any area. mishap. or by accident or negligence which results in substantial loss of life or human suffering or damage to. or damage to or degradation of environment.

Prompt response to any threatening disaster situation or disaster. and 8. 7. 3. Rehabilitation and reconstruction. coordinating and implementation measures which are necessary or expedient for 1. 2. organizing. j m ovasdi 49 . Assessing the severity or magnitude of effects of any disaster. 5. Preparedness to deal with any disaster. Capacity-building. rescue and relief. Mitigation or reduction of risk of any disaster or its severity or consequences. Evacuation. Prevention of danger or threat of any disaster. 6. 4.Disaster Management Act 2005 ‡ Disaster Management means a continuous and integrated process of planning.

‡ The role of women as active participants in DM including risk reduction.Basic Features of NDMA ‡ Coordination and monitoring ‡ The role of elders. and locally respected leaders. ‡ The role of the NGOs. ‡ The role of urban and Panchayati Raj Institutions (PRIs) j m ovasdi 50 . preparedness and awareness generation. Self-Help Groups and other Community Based Organizations (CBOs). senior citizens. mitigation.

running of mock drills and the process of central assistance to the states j m ovasdi 51 .Sections of the Frame Work ‡ ‡ ‡ ‡ ‡ Operational Administrative Financial Legal The process Seven battalions of the National Disaster Response Force (NDRF) have been positioned at nine different locations to cover the entire country and their role is ‡ To help the states in capacity building.

earthquakes and landslides have been a recurrent phenomena ‡ About 60% of the landmass is prone to earthquakes of various intensities ‡ Over 40 million (4 crore) hectares is prone to floods ‡ About 8% of the area is prone to cyclones ‡ 68% of the area is susceptible to drought ‡ Between 1990 and 2000 an average of 4344 people lost their lives and about 30 million (3 crore) people were affected by disasters every year j m ovasdi 52 . cyclones.Vulnerability of India ‡ India has been traditionally vulnerable to natural disasters on account of its geo-climate conditions. draught. ‡ Floods.

specially in developing countries j m ovasdi 53 .Global Phenomena ‡ Natural and man-made disasters are a global phenomena ‡ In 1989 UN General Assembly declared the decade 1990-2000 as the International decade for Natural Disaster Reduction with the objective to reduce loss of loves and property and restrict socio-economic damage through concerted international action.

national. multilateral and international levels ‡ Development and deployment of early warning systems to avoid the magnitude of the effects of a hazard j m ovasdi 54 .Principles of Disaster Management ‡ Risk assessment proper assessment of the probability and risk involved of a hazard is the first step for preparing an adequate and successful disaster reduction policies ‡ Disaster prevention and preparedness are of primary importance in reducing the need for disaster relief ‡ Integration -.It should be an integral part of the development policy and planning at the local. regional.

from the local community. national.Principles of Disaster Management ‡ Involvement of communities preventive measures are most effective when it involve participation at all levels. civil society organizations(CSO). corporate sector. international organizations ‡ Design --Vulnerability can be reduced by the application of proper design and patterns of development focused on target groups through appropriate education & training ‡ Collaboration -. infrastructure and other national assets from the impact of natural and manmade disasters j m ovasdi 55 .Each nation has the primary responsibility of protecting its people.International understanding of sharing technology and resources to mitigate disasters ‡ Primary Responsibility -.

Non-engineered Structures j m ovasdi 56 . ‡ Two Approaches to mitigation 1. Engineered Structures. and 2.Mitigation ‡ Mitigation embraces all measures taken to reduce both the effect of the hazard itself and the vulnerable conditions to it in order to reduce the scale of a future disaster.

roads. dams.Mitigation Engineered structures involve architects and engineers during the planning. embankments. including buildings. but the effects are minimal. designing. Japan is a classic example. The country is prone to earth-quakes on almost daily basis. all building are designed and constructed to withstand high magnitude earth quakes. bridges. Many countries have laid rules and laws that are strictly followed for engineered construction. and construction of structures. j m ovasdi 57 . etc. For example the trains stop automatically when there is seismic activity.

000 dead and destroyed houses and other properties of 20. drought prone or coastal areas prone to tsunami and cyclones. j m ovasdi 58 . Maharashtra. living in densely populated areas.Latur & Los Angeles ‡ Vulnerability is linked with the level of socio-economic ability to cope with the resulting event in order to resist major disruption or loss ‡ In 1993 the earth-quake in Latur. left over 10. the earth-quake of higher magnitude in Los Angeles resulted in the deaths of 55 only. ‡ Physical and socio-economic vulnerabilty is high in India. ‡ In 1971. Disasters are more disastrous where the victims happen to be poor.000 households. closely located to flood prone.

j m ovasdi 59 . towards vulnerability reduction or disaster mitigation.Disaster Management Cycle ‡ The concept of disaster management cycle integrates isolated attempts on the part of different actors. as phases occurring in different time periods in disaster management continuum. government and nongovernment. ‡ Planned Approach this concept has facilitated a planned approach to disaster management.

It is a holistic approach. j m ovasdi 60 . recovery and rehabilitation are post-disaster management activities ‡ The complete cycle of disaster management. mitigation and preparedness form predisaster activities in the disaster management cycle ‡ Response.Disaster Management Cycle ‡ Prevention. and ‡ After disasters ‡ This documentation is a learning process to reduce the vulnerability and to increase the effectives of preparedness and relief. comprising relief. therefore is the complete realm of activities and situations that occur ‡ Before ‡ During.

‡ Phases disaster event. and preparedness. and capacities to implement policies. response.Stages in Disaster Management ‡ Disaster management is disaster risk management systematic process of using administrative decisions. development. 2001 ‡ Within two years the affected area emerged as a more vibrant and capable of effectively coping with future calamities. ‡ Case Study of Gujarat Earthquake of 26 Jan. recovery. organization. strategies and coping capacities of the society and communities to lessen the impact of natural hazards and related environmental and technological disasters. j m ovasdi 61 . operation skills. mitigation.

handicapped. cloud burst a few hours.Disaster Event ‡ Real-time event of a hazard occurring and affecting the elements at risk ‡ The duration may be a few seconds. tsunami a few minutes. women. children. old people suffer more because they have lesser capability to fight the natural & man-made hazards. ‡ Each event may require different response j m ovasdi 62 . ‡ The suffering of lives and property may differ in similar events ‡ Economically weaker sections of society. floods a few days and drought a couple of months. like an earthquake.

‡ There is widespread corruption/ leakage in disaster relief disbursements. ‡ Investing in mitigation issues like building long-term resilience of vulnerable communities would better serve the purpose of disaster management.Flaws in Disaster Response ‡ The World Disaster Report of 2002 states that thousands of lives are lost and millions of people left weakened each year because of donor reluctance to invest in measures that reduce the impact of disasters. . ‡ Business interests press on projects planning and execution to suit their personal gains rather than j m ovasdi 63 public good.

Risk Reduction: Mitigation and Preparedness ‡ TDRM approach as explained in the Regional Workshop (2001). held in Kathmandu. organized by the Asian Disaster reduction centre (ADRC) and OCHA. j m ovasdi 64 . Kobe are as follows: ‡ Comprehensively define the various concerns and gaps in the different phases of disaster management cycle underlying the CAUSES of DISASTER. and the CONTEXTUAL FACTORS in disaster risks and its management ‡ Enhancement of local capability ‡ Promote multilevel. multidisciplinary coordination and collaboration among stakeholders in disaster reduction and response.

or community to disaster reduction and response 2. Capacity-building enhancement of national and local capacity to establish and implement disaster reduction and response measures.clear & comprehensive policy that defines the objectives and commitment of the government. Resources identification and provision of resource requirements. Structures and systems -. Policy-. 3. Implementation implement the risk management process from national to the community level in continuation.Implementation of TDRM 1. 4.establishment of strengthening of focal points and coordination bodies. organization. including funds and trained human resources 5. especially for vulnerable sectors and communities. j m ovasdi 65 .

district and sub-district levels ‡ The primary responsibility of undertaking rescue. state. relief and rehabilitation measures is that of the state governments ‡ The central government supplements the efforts of the state governments by way of physical and financial resources. if need arises j m ovasdi 66 .Response Mechanism in India ‡ In India there is integrated administrative machinery for management of disasters at the national.

Policy Response. broadly relates to i) Operational requirements ii) Provision of central assistance as per existing policy j m ovasdi 67 .Response of the Central Government Two types 1. Administrative Response The Central response is 1. keeping in view the short and long term policy objectives of the government 2. Policy Response 2. Administrative response.

j m ovasdi 68 .Central Initiatives ‡ Visits of the calamity affected areas by President. reviewing and monitoring of relief measures ‡ The operational aspects of the administrative response could be further classified into ‡ Primary relief functions. PM and other dignitaries ‡ Activating the administrative machinery for assisting in relief measures ‡ Setting up machinery for implementing. and ‡ Secondary relief functions.

Primary Relief Functions 1. Check on prices of essential goods and services use of PDS for distribution j m ovasdi 69 . Wide publicity to warnings of impending calamity. Transport for evacuation and movement of essential commodities 5. Forecasting and operation of warning system 2. Maintenance of uninterrupted communication 3. disaster preparedness and relief measures through multimedia 4.

Preservation and restoration of physical communication links 8. vaccines and drugs 7. Investments in infrastructure 9.Primary Relief Functions 6. Ensuring availability of medicines. Mobilization of financial resources. j m ovasdi 70 .

and coordination of the activities of the state agencies and voluntary agencies. health and hygiene 4. Relief.Secondary Relief Functions 1. Flood/inflow forecasts from Central Water Commission 2. Technical and technological inputs for provision of drinking water 5. rehabilitation and restoration through military aid to civil authorities 3. j m ovasdi 71 . cattle preservation. Technical assistance in the water budgeting and water management for various uses. nutrition. Contingency plans for crops.

and NGOs ‡ At the central level.Energizing Local Government ‡ Since the immediate and greatest sufferers of a disaster are the local community. j m ovasdi 72 . local volunteer groups (CSOs). Lal Bahadur National Academy of Administration. PRIs. training. Mussoorie and similar institutions in all the states have been given a mandate to involve all the stake holders in Disaster policy planning. efforts controlling disasters are concentrated at the local level ‡ Much depends on the initiative at that level the local people. monitoring etc. sensitizing.

‡ It functions as the state Centre for Disaster Management Its objectives are ‡ Training of different stakeholders in Disaster Management ‡ IEC activities to generate community awareness towards disaster management ‡ Research and documentation of different disasters in the state j m ovasdi 73 . Jaipur is the state nodal agency for disaster management studies and training.Role of Public Administration Training Institutions ‡ In Rajasthan HCM RIPA (Rajasthan Institute of Public Administration).

Drought. Flood.Role of RIPA Training ‡ On continuous basis trainings are conducted for government officials. PRI members. NSS.co. First Aid etc.in j m ovasdi 74 . NYK. Fire. specific groups like Civil Defence Wardens. Other activities ‡ The centre distributes the various booklets published by it on Earthquake. ‡ Faculty members of the centre also deliver lectures in schools & colleges on invitation to sensitize the youth towards Disaster Management. ‡ Email id of nodal officer kartikeya_misra@yahoo. Scouts & Guides. NGOs etc. NCC.

At present the existing nodal agency is acting like a post office devoid of expertise in different areas of DM. It should be strengthened with: (a) Part time experts for different areas (b) Furnish Control room of nodal agency with latest technology and manned by technical experts (c) Documentation historical.Suggestions for Improving NDM 1. future design for DM must be systematically compiled to have easy assess and availability (d) Positive interest by politicians and bureaucrats (e) Constant monitoring and evaluation even after the disaster to ensure long-term rehabilitation j m ovasdi 75 . present plans. Strengthen the Nodal Planning Agency with experts from Different Areas.

accountable and like a learning organization j m ovasdi 76 . responsive. Permanent Machinery -. They are the real architects of a nation. Participation of the people. 5.Suggestions for Improving NDM 2.Permanent establishment of State Disaster Planning Preparedness Management Machinery and not ad-hoc arrangements as and when disasters occur 3. Government administration should be transparent. Genuine NGO s participation in Disaster Preparedness Plan according to their specialization and track record 4.

systematic rescue and relief operations. Disaster Mapping mapping is made to assess the impact of disaster on population. j m ovasdi 77 . Need to create effective preparedness at local level conduct regular exercises 7.Suggestions for Improving NDM 6. property and natural resources. This will help in providing pre and post-disaster relating information which will further help in matters such as risk assessment.

and managing crisis. iii) Develop special negotiation & communication skills required to reduce conflict or ensure cooperation in a crisis situation iv) Develop social knowledge and expertise in the field.Suggestions for Improving NDM 8. j m ovasdi 78 . Leadership & Crisis Preparedness Management important features of crisis management are i) Identify the problems that could lead to a crisis and learn when and how to intervene most effectively ii) Know how to carry out the difficult planning and coordination activities associated with preparing for. Leadership for Disaster Preparedness bureaucrats with proven leadership dynamism should be in-charge of nodal agencies 9.

J M OVASDI j m ovasdi 79 .DROUGHT MANAGEMENT A CASE STUDY 2002 Prepared by Prof.

anticipated weak monsoon in early July 2002.A Case Study ‡ The Crop Weather Watch Group (CWWG). ‡ In July 2002 the monsoon was actually 51% lower than normal ‡ By mid-July itself the Central Government initiated drought management related initiatives ‡ On 24th July the agriculture and relief ministers of all the states likely to be affected by severe drought was held by the Union Agriculture Minister j m ovasdi 80 . an InterMinisterial body set-up in the Department of Agriculture and Cooperation.DROUGHT MANAGEMENT -.

Planning Commission as members to continuously monitor the situation and to provide assistance to the affected states well in time. Rural Development Minister. Food and Public Distribution Minister and Deputy Chairman. ‡ The worst affected states were Rajasthan. j m ovasdi 81 . Karnataka and Tamil Nadu. Andhra Pradesh. Finance Minister.DROUGHT MANAGEMENT --A Case Study ‡ Immediately a Task Force on Drought Management was set up in July 2002 under the chairmanship of Deputy Prime Minister with Agriculture Minister. Rajasthan was worst affected. Chattisgarh. MP.

000 crore to finance relief programs. `20. ‡ Expenditure for relief works was given precedence by the central and state financial departments j m ovasdi 82 . the Central Government took a number of initiatives like: ‡ Advance release of funds from Calamity Relief Fund.Drought Case Study ‡ As desired by the Task Force. under relaxed norms ‡ Release of food grains free of cost for relief work and employment ‡ Deferment /waiver of agricultural loans or interest ‡ Free transportation of fodder and water. ‡ The total resources mobilized in advance of the actual drought was.

Case Study contd ‡ Drought of 2002 was so severe that huge areas remained unsown 180 lakh hectares ‡ Under normal rules agriculture input subsidy is payable to Small and Marginal Farmers when their crops suffer damage of 50 % or more as a result of natural calamity. ‡ Most of the affected states adopted the unusual method of declaring draught on eye-estimation ‡ States were asked to submit their need for funds and relief much before the draught actually took place j m ovasdi 83 . In this case no crop could be sown and farmers were not eligible for relief in the form of subsidy. 50 % of such area was in Rajasthan.

Power supply for minimum 8-10 hours to agriculture sector j m ovasdi 84 . Agriculture input subsidy was extended to farmers owning more than two hectares of land. Expenditure ` 7000 crore 2. Improving flow of credit in drought affected areas by NABARD 3. 10 million (1 crore) farmers got this benefit.Drought Case Study ‡ Special Measures to combat impact of Drought 1.

The Chief-Minister personally wrote to the municipal and PRI officials to building the desired infrastructure by 30 September 2003 and it was actually accomplished. then agriculture. j m ovasdi 85 . Rainwater-harvesting program was the outcome of the drought of 2002. next. fodder.Drought Case Study ‡ Water resources sector Departments of the State Governments advocated water budgeting first priority to drinking water. WATER HARVESTING INITIATIVE ‡ Tamil Nadu was the first state to promote rainwater-harvesting through an ordinance in 2003.

Orissa. Karnataka. AP. Punjab. Jharkhand and Kerala. ‡ Allocation of Food grains the affected states were put in three categories A: UP. BMP.Drought Case Study ‡ Employment Generation with 180 lakh hectares unsown due to monsoon failure in early July the Task Force. and Tamil Nadu. Chattisgarh. Maharashtra. HP. Uttranchal. Gujarat. Haryana. C: Rajasthan j m ovasdi 86 . in its very first meeting understood the need to initiate employment generation works at an early date instead of waiting for the people to suffer and then ask for relief measures.

allocation of food grains was made for 20 % of BPL families ‡ B category states up to 50 % of willing rural BPL families ‡ For both A and B categories of affected states the quantum of food grains was 5 kg for ten days a month ‡ Rajasthan 74 worst affected blocks covering all BVPL and vast majority of APL ‡ For the remaining 163 blocks. the employment days per month were increased to 12 for all blocks. C ‡ A category states -. j m ovasdi 87 . later on increased to 8 kg. B. each willing rural BPL family were employed for at least 10 days with 8 kg foodgrains per day for worst affected 74 blocks and for the remaining blocks 6 kg per day.Relief as per Category A.

‡ Longest Employment Generation the duration of the employment generation prog. Started in August 2002 and continued till July 2003. It was one of the longest ever employment generation program as a relief measure. j m ovasdi 88 . field visits of area officers and involvement of peoples representatives and voluntary agencies functioned as watch dogs against mal practices on drought relief program. vigilance squads.Monitoring ‡ Monitoring teams.

Employment Generation ‡ At the peak drought period. ‡ 1400 million man-days were generated at a cost of `9. including 9 million tonnes of foodgrains. ‡ Both income security and food security objectives were achieved ‡ World Record of Logistics -.40 million tonnes of foodgrains were transported by rail within 5 months. j m ovasdi 89 . 32 million people were employed on 3 lakh relief projects. It was one of the largest ever transportation management in the world.000 crore.

and 5000 trucks daily ‡ Drinking Water 1.19 million tonnes of fodder was transported by rail from Punjab and Haryana to Rajasthan. ‡ 3.Fodder for the Cattle & Drinking Water ‡ Fodder scarcity was noticed in September 2002 and mostly in Rajasthan. j m ovasdi 90 .000 habitations and 500 cities and small towns were provided with potable water by the Indian Railways through 75.75.000 tankers @ 75 million liters per day. ‡ 15.000 cattle camps were set up in different states where 110 million cattle were provided fodder from December 2002 to June 2003.

J M OVASDI j m ovasdi 91 .DISASTER MANAGEMENT EARTH QUAKE A CASE STUDY OF KUTCH (GUJARAT) 2001 From the book Management of NonGovernmental Organisations Towards a Developed Civil Society by Prof.

263.906 houses/huts were destroyed and 397.000 deaths. According to preliminary assessments. ‡ Unofficial sources estimated any thing between 20. Out of the 21 affected districts.000 (1991 census). Men: women 643. j m ovasdi 92 . the earthquake killed 16.652 sq. 228. Talukas 9.459 people and injured 68.26 January 2001 ‡ Kutch district: Population 1. Within these districts more than 37.. Ahmedabad.478. ‡ Nature s Fury: The severe earthquake that struck Gujarat on 26 January 2001 flattened much of the state. km. Area 45.000: 620. the damage to buildings and infrastructure amounted close `6 billion.000 and 50. The Natural Disaster Management Control Room located at the Ministry of Agriculture in Delhi reported on 6 February 2001 that 12.615 houses/huts were damaged.000. those most affected were Kutch-Bhuj. ‡ According to official figures released by the central Government as of 6 February 2001. Villages 949.8 million people were affected.250 cattle died. Jamnagar and Rajkot.

‡ National/Government Response: The central Government immediately launched a massive rescue and relief operation by mobilizing available resources and personnel to mitigate the suffering of the victims. the UN System and bilateral donors responded with a variety of initiatives. The initial relief effort was centrally coordinated by the Natural Disaster Management Control Room. j m ovasdi 93 . the State Government of Gujarat.Response to the Disaster ‡ The Government of India. which worked closely together with the State Government of Gujarat. national and international NGOs.

medical supplies and personnel. the Central Government made available close to 95. Madhya Pradesh and Maharashtra had provided food. medical supplies and personnel and a wide variety of other relief items. ‡ Other relief items dispatched through the Central Government included clothing and tents. the Central Government had announced financial assistance of IRS 500. fuel and communication equipment.00 Crore equaling USD 1 billion. blankets. ‡ In addition. ‡ Several states including the neighboring States of Rajasthan.000 MT of food.Response to the Disaster ‡ As of 5 February 2001. j m ovasdi 94 .

moral and emotional strength. ‡ The Kutch Navnirman Abhiyan network was started to undertake a monumental relief operation. ‡ Over 200 NGOs of Gujarat state had come together under the aegis of Janpath Citizen's Initiative to support the Abhiyan network. trying to get an accurate assessment of the damage amid the confusion and rumors. ‡ Experienced Self-Employed Womens Association (SEWA) teams were in the field since the day of the earthquake. j m ovasdi 95 .NGOs Involvement ‡ The Relief Commissioner of Bhuj established an NGO coordination centre with 300 NGOs. going directly to the people affected in order to ascertain their needs. Later several Subcentres were established. probably the greatest ever trial of their physical.

Switzerland. and the United Kingdom were involved in the Search and Rescue operation. Japan. Israel. ‡ 22 Search and Rescue (SAR) teams made up of 399 rescuers and 26 rescue dogs equipped with technical and rescue equipment assisted in the search and rescue operation. Mexico. Italy/Spain. USA. Turkey. After the rescue phase was over. many international NGOs have been responding and are active in the area. the Russian Federation. France. South Africa. Poland. most SAR teams left. ‡ Medical and SAR teams from Denmark. Hungary. j m ovasdi 96 .Rescue Initiatives ‡ In addition. Germany.

United Nations Response ‡ The in-country UN System through the UN Disaster Management Team (UNDMT) led by the UN Resident Coordinator. ‡ The team established an On-Site Operations Coordination Centre (OSOCC). ‡ In Ahmedabad. immediately mobilized and deployed a fivemember United Nations Disaster Assessment and Coordination (UNDAC) Team on 27 January. in close collaboration with the Indian authorities and the relevant UN agencies. ‡ However even after ten days of the earthquake the UN teams could not quantify the full extent of aid required. j m ovasdi 97 . a Reception Centre for registering incoming teams and relief items was established at the airport during the rescue operation. ‡ The UNDMT together with Ericsson and Ham Radio set up communications systems in the affected area.

Since the military hospital had structural damages as well. whose role was to supplement civil services had to serve as a first responder and was left as the only functional hospital in the city. the surgeries had to take place under tent cover.Army's Initiative ‡ The Gujarat earthquake had resulted in a collapse of the local health command and control structure. ‡ The military hospital at Bhuj. j m ovasdi 98 . ‡ The civil hospitals were completely destroyed due to structural damages. ‡ A massive effort was mounted by the Armed Forces to manage the disaster.

j m ovasdi 99 . which led to delaying of organizing the medical teams and medical camps. These problems ranged from administrative domain to media management and other related aspects. ‡ Logistics: The structural damage to the hospital led to a collapse of the local health command and control structure. The water and electricity supply had been completely ripped off initially which led to associated problems like absence of laundry services etc.Practical Problems Assessed by UN Team ‡ The armed forces. in many cases not need based. was a major management problem due to inappropriate donations and absence of a supply management system. in the management of casualties and injuries of such great extent. There was also a lack of communication. which needed proper attention and lacked strength in the field. ‡ Inflow of medical supplies. was of logistics management. faced a number of practical problems. One of the areas of concern.

j m ovasdi 100 .Practical Problems ‡ Un-preparedness: Numerous difficulties were faced in the realm of patient care and casualty of such great extents. instruments and disinfectants which was basically due to the unpreparedness of the medical team to address such a situation. ‡ Such situations could be suitable avoided with proper planning and preparedness in the medical sector. A field hospital was established out in the open and operated thousands of patient in spite of many problems such as shortage of hospital beds. equipment. operating rooms. ‡ The issue of casualty evacuation also needed to be properly dealt. linen.

‡ There existed no alternative arrangement to deal with the human refuse generation in the aftermath of the disaster even beyond the initial period. which were faced in the Gujarat earthquake. which poses another major task for effective post disaster planning. ‡ Since no prior plan was made for post disaster management of the area. j m ovasdi 101 . the authorities and the concerned departments were at a total loss to deal with such disposal. was of biomedical waste disposal and disposal of dead bodies.Practical Problems ‡ Bio-medical Waste Disposal: One of the major issues of the health sector during a disaster situation.

3. There exists a need to create an information cell. The health authorities and the health professionals need to ensure that mitigation methodologies are applied during the reconstruction of health facilities. 2. Proper information management can bring about a lot of difference in the disaster management scenario.Lessons learned 1. j m ovasdi 102 . which should be entrusted with the job of information collection and information dissemination. Coordination and health disaster management is essential and there should be special equipped space and personnel for this purpose.

The health professionals need training in dealing with the media in disasters. Proper media management can act as an effective tool for the same.Lessons learned 4. Circulation and dissemination of proper information can be a great aid in controlling panic and unfounded stories about the disaster. j m ovasdi 103 . 5.

water and medicine and provision of first aid. there existed many drawbacks in the post earthquake management scenario. and spontaneous response of citizens. transport and care of patients & their relatives. ‡ The positive points of this response were continuous supply of food.Lessons learned as per NGOs Assessment ‡ The Gujarat earthquake witnessed tremendous. unprepared. some of which are: j m ovasdi 104 . ‡ However.

Drawbacks in Relief ‡ Lack of coordination & direction The various agencies (government. An ad-hoc approach of treatment existed creating more complications for future. The net result being that there was total lack of coordination. which had come for the aid of the earthquake victims failed to collaborate with each other and supplement each other s task. ‡ Irrationalities in the medical sector The injured patients were treated without any analysis of the kind of injuries being faced by them. j m ovasdi 105 . direction and information exchange between the various agencies. There also existed a lack of systematic follow-up of the injured patients. NGOs and international agencies).

j m ovasdi 106 . Charity of torn and unusable clothes highlights the point. this involvement was short termed and failed to provide assistance to the victims on a continuous basis till the rehabilitation phase was complete. However.Drawbacks in Relief ‡ Charity without respect for human dignity The Gujarat earthquake saw immense charity being poured into the state. ‡ Short-term involvement In the aftermath of the earthquake. individuals etc. there was a massive involvement of voluntary agencies. mainly in relief activities. in most cases the items received in these charities were sent without any respect for human dignity. however.

j m ovasdi 107 Drawbacks in Relief . Thus. ‡ Lack of preparedness for dealing with disasters was evident in almost all realms and particularly in communication. Consequently. it can be concluded that a lack of planning for post disaster management was manifested in almost all the sectors and activities. coordination & control. the community was not prepared to face a disaster of this scale. There also existed a lack of information on local & international resources for disaster relief.‡ Ignorance: It would be worth mentioning that there existed a total lack of information and awareness about the affected parts of Gujarat being in the high seismic zone (zone 5) and its implications among all sections of the society. rescue operation & medical relief.

binding the departments who are involved in mapping activities to keep the information a secret and not share it with other authorities and the public. population. j m ovasdi 108 . earth-moving equipment etc. and their source should be created to ease their procurement in times of disaster. should be removed. It would be advisable to evolve a system for prediction and continuous information to the community for capacitating it to face disasters.Suggestions for future preparedness ‡ Community First -. ‡ Mapping of resources can act as an effective tool for disaster management. the community is the first responder and should be made an integral part of the disaster information system. ‡ Maps of road. A Data bank on relief facilities like the fire brigade.In any disaster. medical facilities and communication should be made readily available. The law of secrecy.

‡ Emergency medical response system -. district health & medical services.An emergency medical response system should be evolved to facilitate the work of medical sector in times of disaster. j m ovasdi 109 .A manual for voluntary and charitable agencies working in the field of disaster management should be developed to act as a guide for these agencies. ‡ Manual -. civil defense. state transport and railways should have emergency hospitals to cater to the medical needs of a disaster situation.It would also be advisable to have a single web site for disaster information to avoid confusion and duplicity of information on the Internet.Suggestions ‡ Centralized Information System -. The medical colleges.

This group was functional for nearly two years after the disaster. On their behalf one of the officials of Save the Children (SC) prepared a brief of his observations on disaster management. j m ovasdi 110 . An edited version is reproduced here which gives us the perspective of a foreign aid agency of our disaster management system in action.Well Done Bill Gates! ‡ We would like to conclude with the role performed by the richest Voluntary Organization in the world "Bill and Melinda Gates Foundation" through Save the Children Alliance.

Be careful with the volunteers. being experienced in rescuing operations or managing/organizing in crisis situations. of course there was no doubt about their good intentions. Otherwise. Other than those who are professional in medical. j m ovasdi 111 . something. and do real work in medical care.Disaster Management. technical areas. but especially for some young volunteers this could happen to be an adventure like mountain climbing. fixing the infrastructural services.Some of the experiences during the first ten days or early weeks: 1) Flood of Volunteers: Thousands of volunteers reached the earthquake area and they were keen to help people. After two weeks only they were deployed to the region to do some real work around organized programs fitting to their any kind of expertise (even cooking). and willing to do anything. sanitation. However they added to the chaos. etc. discourage the others who just want to be there and support the people to go to the area. as very well oriented before. survival exercise etc.

the needs differently (from their individual perspective) and was directing the emergency aids and operations. In this type of devastating and large disasters. This is true for the central ones too. enough to make people crazy.Experiences during the first ten days 2) Coordination is a must and it was a very difficult exercise. and this might take such a time. usually the local officials undergo the same shock and trauma. Once the hierarchy collapses it is very difficult (more than NGOs or people themselves) to re-establish it where all the decision making process based on. j m ovasdi 112 . Coordination needs leadership. Each one described the situation. Groups or even individuals (some Heroes) suddenly emerge and claim leadership. you should not expect too much from them. In the disaster area authority demolishes and a process can be hardly established for decision-making. Sometimes nobody knows even who are these groups /individuals and where they come from.

They might join the whole process and claim space for their own agendas using the chaos and the frustration of the people and also clash with each other. j m ovasdi 113 . they do add to the chaos. Even if their reasons are right.Experiences during the first ten days 3) Beware of Opportunists: Such critical situations create gaps for any type of groups with agendas different than humanitarian purposes from where they might get in. and they might see this as an opportunity.

There is a possibility that main part of the resources/money might be spent in the first two weeks. j m ovasdi 114 . is wasted because of panic and lack of coordination. together with medical equipment/medicine. then body (corps plastics. send one people in each settlement for realistic needs assessment. Realistic needs assessment is very important. First days the focus was on rescue equipment and excavators/machines.Experiences during the first ten days 4) Changing Needs: The list of the needs change day by day. disinfection. then food. burying/funeral material) clothing and then sheltering. lime. Besides the people who can do real work and support. what is needed in terms of emergency and humanitarian needs. In early days both helpers and victims can be hardly realistic in terms of identification of real needs. So you have to be ready in estimating the needs before really needed.

Experiences during the first ten days ‡ Usually people (officials. ‡ Misleading information might be created by different type of psychologies. in a coordinated way. j m ovasdi 115 . assign one to each settlement/neighborhood for realistic needs assessment and inform before what is crucial. misperception etc. etc involved in this process) tend to describe the situation in the small area where they are located as if it is something general and valid for the whole area This tendency might have crucial results especially in terms of assessing humanitarian and emergency needs. ‡ So. urgent and indispensable for health etc. NGOs.

‡ In our case. and they will never find it and they will die because of hunger. and same as for the clothes.Work through Local Women ‡ Ensure them to work with local women. women were later saying that they were not involved in this process and lots of resources were just wasted and spoilt. and especially in these situations. j m ovasdi 116 . people (both the helpers and victims) think that (since they do not think about any other things) food is very important. and what is really needed. who are most knowledgeable about survival things. ‡ We saw in most places huge piles of bread and milk boxes just thrown away on the edge of roads. ‡ Food has special place...

‡ It is advisable to ensure that the foreign NGOs work though local NGOs or organized groups and not directly work with victims.Monitoring Relief Agencies 5) Monitor the international Emergency relief agencies: Though they might be experienced and work in different counties. exaggerating their immediate needs or get something extra. ‡ On the other hand. ‡ Usually they have lots of monies and they want to spend it immediately. and community work. each context has its own peculiarities and they might easily fail to determine the needs realistically in a context that they work through translators who have no experience with these situations. j m ovasdi 117 . Direct them to use their money in an efficient way determined by the locals. it is a fact that in individual contacts disaster victims too tend to mislead foreigners.

we could hardly get one tenth of them who were very keen to be useful in some ways" recalled an official of Save the Children. local aids. when we turned to the volunteers list a month later. volunteers come with great enthusiasm but within a few days or weeks they loose their motivation. ‡ "I remember.The Fizz is Gone 6) Diminishing Enthusiasm: Remember that all the foreign aids. j m ovasdi 118 .

Aid Distribution 7) Aid Distribution Problems: The distribution of aids is another important one. At each settlement set up an aid distribution center managed by the officials and monitored by the NGOs and local peoples representatives. Distribution (window) should be in a centralized way. especially charity people tend to pour the aid unconsciously like a rain and they prefer to do it by themselves. Officials. NGOs and volunteers. and ensure those charity people and organizations to leave their goods at these centers where they could be distributed in an organized way. and don't let them distribute here and there as they like. No democracy here. j m ovasdi 119 .

8) Lack of Monitoring -. ‡ As soon as you go there just erect something. i.NGOs were heavily involved in emergency /humanitarian aids activities but they are reported to have not bothered about their monitoring role. Women were found to be best in monitoring distribution of aids.e. Tent etc. in terms of governmental works and policies. homely places for women and children. j m ovasdi 120 . 9) Start with Women and Children: Right on the first day. When the children are taken care of their mothers become willing volunteers to help the needy in the neighborhood. ‡ Children are very important. create safe.

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