District Disaster Management Plan (DDMP) District Disaster Management Authority Chamba District Updated Plan, 2020
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District Disaster Management Plan (DDMP)
District Disaster Management Authority
Chamba District
Updated Plan, 2020
DISTRICT DISASTER MANAGEMENT PLAN (DDMP)
Chamba (H.P.)
2020-2021
O/o
Deputy Commissioner Chamba, Himachal Pradesh
District Disaster Management Authority (DDMA), Chamba,
Himachal Pradesh
Approved by
Chairman, District Disaster Management Authority (DDMA)-Cum-
Deputy Commissioner, Chamba (H.P.)
“District Disaster Management Plan (DDMP)
Chamba (H.P.)”
District Disaster Management Authority (DDMA), Chamba (H.P)
Supported By
Himachal Pradesh State Disaster Management Authority (HPSDMA),
Disaster Management Cell, Dept. of Revenue, Govt. of Himachal Pradesh
United Nation Development Programme (UNDP), New Delhi, India
Acknowledgment to
Deputy Commissioner, Chamba (H.P.)
Additional District Magistrate, Chamba (H.P.)
Prepared by District Disaster Management Authority
Chamba (H.P) and UNDP-Delhi
Preface
On 23rd December, 2005, the Government of India took a defining step by enacting the
Disaster Management Act, 2005, which envisaged creation of the National Disaster Management
Authority (NDMA) headed by the Prime Minister, State Disaster Management Authorities (SDMA)
headed by the Chief Ministers, and District Disaster Management Authorities (DDMA) headed by
the District Magistrates or Deputy Commissioners as the case may be, to spearhead and adopt a
holistic and integrated approach to disaster management (DM). There will be a paradigm shift, from
the erstwhile relief-centric response to a proactive prevention, mitigation and preparedness-driven
approach for conserving development gains and to minimize loss of life, livelihood and property.
According to “Section 2(e) "disaster management" means a continuous and integrated process of
planning, organising, coordinating and implementing measures which are necessary or expedient
for-
(i) Prevention of danger or threat of any disaster;
(ii) Mitigation or reduction of risk of any disaster or its severity or consequences;
(iii) Capacity-building;
(iv) Preparedness to deal with any disaster;
(v) Prompt response to any threatening disaster situation or disaster;
(vi) Assessing the severity or magnitude of effects of any disaster;
(vii) Evacuation, rescue and relief;
(viii) Rehabilitation and reconstruction;”
The definition encompasses the cycle of disaster management, which has the elements of
pre-disaster phase such as prevention, mitigation, preparedness and capacity building. The SDMA
and DDMA in the State were created on 1st June 2007 and these authorities would bring out a
qualitative change in dealing with disaster in the State.
This District Disaster Management Plan for Chamba district is an essential part of the Disaster
Management Act which will there after take care all the disaster risk reduction and disaster
management issues in the district.
Abbreviations
ARMVs – Accident Relief Medical Vans
BIS – Bureau of Indian Standards
CBOs – Community Based Organisations
CBRN – Chemical, Biological, Radiological and Nuclear
CSR – Corporate Social Responsibility
CRF – Calamity Relief Fund
CWC - Central Water Commission
DDMA – District Disaster Management Authority
DDMP - District Disaster Management Plan
DCMC - District Crisis Management Committee
DM – Disaster Management
DMC - Disaster Management Cell
EOC - Emergency Operation Centre
GIS – Geographic Information System
GSI - Geological Survey of India
GoI – Government of India
GPS – Global Positioning System
HPC – High Powered Committee
HIPA - Himachal Institute of Public Administration
IAY – Indira Awas Yojana
IAG - Inter Agency Coordination
ICIMOD - International Centre for Integrated Mountain Development
IRS – Incident Response System
ICT – Information and Communication Technology
IDRN – India Disaster Resource Network
IDKN – India Disaster Knowledge Network
IMD - Indian Meteorology Department
ITK – Indigenous Technical Knowledge
MFA - Medical First Aid
MHA – Ministry of Home Affairs
NCCF – National Calamity Contingency Fund
NDEM – National Database for Emergency Management
NDMA – National Disaster Management Authority
NDMF – National Disaster Mitigation Fun
NDRF – National Disaster Response Force
NEC – National Executive Committee
NGOs – Non-Governmental Organisations
NIDM – National Institute of Disaster Management
NSDI – National Spatial Data Infrastructure
NYKS – Nehru Yuva Kendra Sangathan
PPP – Public-Private Partnership
PRIs – Panchayati Raj Institutions
PWD - Persons with disability
QRT – Quick Response Teams
RH - Reproductive Health
SAARC – South Asian Association for Regional Cooperation
SAR - Search and Rescue
SASE - Snow and Avalanche Study Establishment
SCMC - State Crisis Management Committee
SDMA – State Disaster Management Authority
SDRF – State Disaster Response Force
SEC – State Executive Committee
SOPs – Standard Operating Procedures
UN – United Nations
L0 Disaster – Disaster which can be manned at the District Level
L1 Disaster – Disaster which can be manned at the State Level
L2 Disaster – Disaster which is beyond the coping capacity of state and intervention
of National Govt. is required.
Responsible Officer– Chief Secretary at the State level and Deputy Commissioner at the
District Level (As per the IRS Guidelines of NDMA)
Contents
Sr. No. Title Page
No.
1. Chapter 1-Introduction 1
2 Chapter 2- hazard, vulnerability, capacity and risk assessment
9 (HVCRA)
3 Chapter 3- Institutional arrangements for disaster management
39
4 Chapter 4- Prevention and mitigation measures 58
5 Chapter 5- preparedness measures
70
6 Chapter 6- Capacity building and training measures
90
7 Chapter-7 Response and relief measures
94
8 Chapter 8- Reconstruction, rehabilitation and recovery
104
9 Chapter 9: Financial resources for implementation of DDMP 108
Chapter 10 Procedure and methodology for 10 monitoring, evaluation, updation and maintenance of DDMP 110
11 Chapter 11 Coordination mechanism for implementation of DDMP
115
12 Chapter 12 Standard operating procedures (SOPs) and checklist
119
13 Annexures 131
CHAPTER 1-INTRODUCTION
Figure 1.1-District map of Chamba
Chamba is the most northwestern district of Himachal Pradesh with district headquarters at Chamba
city. It is mountainous and rural, with 90% of its population living in villages. It is part of the
Dhauladhar Range in the Himalaya consists of the middle of Himalayas, with the heights of the
mountains ranging from 600 meters to 6500 meters above sea level. Chamba district presents an
intricate mosaic of mountain ranges, hills and valleys. The area forms part of middle Himalayas with
high peaks ranging in height from 3000 to 6000 m AMSL. It is a region of complex folding, which
has under gone many orogeneses. The topography of the area is rugged with high mountains and
deeply dissected by river Ravi and its tributaries. Physiographically the district can be divided into
two units-viz. (i) high hills, which cover almost entire district, (ii) few valley fills. Most of the district
is made up of unconsolidated material which is highly susceptible to erosion and is loose in nature.
The region is fed by numerous perennial rivers which originate in the glaciers and supply water to the
plains throughout the year. Besides that, there are numerous seasonal rivers as well which drain into
these rivers. Having a mountainous topography, this area is also prone to the incidents of cloud burst
and flash flood. The hills of the district have been scarred by landslides which are triggered due to
excessive rainfall. As has been seen in other parts of the state, landslides can wipe out entire villages
as well as lead to blocking and cutting off of settlements for days from the rest of the state. Due to
the loose and unconsolidated material, any kind of shaking can also trigger landslides or rock falls
which also pose a threat to the district.
The district sits in the heart of Himalayas and is likely to be affected by multiple hazards, therefore,
coming up with an elaborated district plan will help in building up the capacity of the state.
1
The following table describes the administrative setup of the district:
Table 1.1- Administrative set up of district Chamba
Sub-Divisions 7 Chamba, Dalhousie, Churah, Bhattiyat, Bharmour, Pangi, Salooni
Tehsils 8
Chamba, Dalhousie, Churah, Bhattiyat, Bharmour, Pangi,
Salooni, Sihunta
Sub-Tehsils 5 Bhalei, Holi, Dharwala, Pukhri, Kakira
Development 7 Chamba, Mehla, Tissa, Bhattiyat, Bharmour, Pangi, Salooni
Blocks
Panchayats 309
Villages 1591
1.1 Aims and objectives of District Disaster Management Plan (DDMP):
Aim:
The overall aim of the DDMP of District Chamba is to ensure that all component of Disaster
Management is addressed to facilitate planning, prevention, preparedness, mitigation and quick and
coordinated response to save lives.
Objectives:
The objective of DDMP are as under:
• To identify hazard, risk and vulnerabilities in the district.
• To mitigate risks of natural hazards in the district.
• To build preparedness measures for effective response and relief.
• To build the capacity of the community.
• To define roles and responsibility of different stakeholders.
• To facilitate the integration of DRR into development plans/ schemes in the district.
• To facilitate capacity development at all levels to effectively respond to multiple hazards and for
community-based disaster management.
• To lay down institutional mechanism for coordination of administration related to disaster risk
reduction.
• To prepare a response plan based on the guidelines issued in the State Disaster Management Plan
so as to provide prompt relief, rescue and search support in the disaster affected areas.
2
• To adopt disaster resilient construction mechanism in the district by way of using Information,
Education and Communication and media for making the community aware of the need of disaster resilient future development.
1.2 Rationale:
The District Disaster Management Plan (DDMP) provides a framework and direction to the district
government and other agencies for all phases of disaster management cycle. The DDMP is dynamic in nature as it is updated from time to time in order to keep up with evolutions in disaster
management. It is in accordance with the provisions of the Disaster Management Act 2005), Model Framework for DDMP and National Disaster Management Plan (NDMP).
Figure 1.2-Disaster management cycle
It acknowledges that effective disaster management requires a comprehensive framework
encompassing multiple hazards. The DDMP incorporates an integrated approach that ensures the
involvement of government agencies, numerous other relevant organizations, private sector participants, and local communities.
In compliance with Chapter IV, Section 31 of Disaster Management act, 2005, every district should make a DDMP after consulting the local authorities. The DDMP should be in accordance with the state and national DM plan
1.3 Authority for DDMP:
3
DM ACT 2005: Section 31(ii) of the Disaster management act directs the district administration
to form a DDMP after consulting the local authorities. The DDMP should be made having regard
to NDMP and SDMP.
SDM PLAN: According to the SDMP of Himachal Pradesh, under the preparedness functions of
the SOPs of the state government, DDMPs need to be updated annually.
SDM POLICY: Chapter 5, Disaster prevention, preparedness and mitigation suggests the
implementation of DDMPS at the district level.
1.4 Evolution of DDMP:
DDMP of district Chamba was first shaped in 2015 by the Geo hazards society and is being
studied and circulated in district offices since then. The plan has been a point of reference for
making VDMPs, School DM plans and other emergency response plans for various line
departments. The plan needed an updation in the context of disaster management, relief, response
and mitigation at district, sub-divisional and village/ Gram panchayat level. The government of
Himachal in consultation with UNDP has organized various consultation meetings at regular
intervals for the same. The following process was followed:
• Review of existing DM plan.
• Development of Template/ orientation.
• Data collection at the district level.
• HRVA report
• Consultation process for the first draft of the plan.
The Disaster Management plan provides for uniformity in approach and perception of the
various issues at hand thus avoiding undue complications. The plan at the same time provides for
the coordination mechanisms for different agencies right from the field level to the District head
Quarter and beyond. Thus, it ensures efficiency in terms of response and optimal utilization of
resources. Moreover, it keeps the administration in a state of readiness to face any eventuality.
1.5 Stakeholders and their responsibilities:
• National and state level – The NDMA, NIDM, NDRF have the major roles assigned at
the national level. The State Disaster Management Authority (SDMA) and the Office of
the Commissioner of Relief (CoR), Revenue Department, are the major institutions in the
State that deal with all the phases of disaster management. All the major line departments
(Revenue, Police, Irrigation, Health, Agriculture, Animal Husbandry, Water Supply and
Sanitation, Forest, Public Works Department, Power Supply) and the emergency support
function agencies (Police, home guard, Fire and health/first aid) converge into DEOC
during disasters.
• At the District level, District Disaster Management Authority (DDMA), with the District
Collector designated as Response Officer (RO), and other line departments at district HQ
are responsible for dealing with all phases of disaster management within the district.
• Other technical institutions, the community at large, local self-governments, NGOs etc.
are also stakeholders of the District Disaster Management Pan. The role of the
stakeholders has been prepared with the sole objective of making the concerned
organizations understand their duties and responsibilities regarding disaster management
at all levels and accomplishing them.
Table 1.2- Key Stake holders and their duties
S.No Authority Duties
1. DDMA • Implementation/updation/ revision of the DDMP.
• To facilitate and coordinate with local Government
bodies to ensure that pre and post disaster management
activities in the district are carried out.
• To assist community training, awareness Programs and
the installation of emergency facilities with the support
of local administration, non-governmental
organizations and the private sector.
2. SDMA • To approve DDMP
• Monitor and implementation of the plan.
• Provide guidance to DDMP for various facets of this
plan.
• Providing necessary assistance to the district in an
event of disaster.
• Recommend provision of funds for mitigation and
preparedness measures.
3. NDMA • Coordinate the enforcement and implementation of the policy and plans for disaster management.
5
4. NDRF • Nearest NDRF battalion (Nurpur) and their training institutions will be used for capacity development and
relief and rescue operations in an event of a disaster.
5. Armed forces • To carry out emergency relief and response activities
in coordination with NDRF, SDMA and concerned
department.
6. Police, Home • Training to security personnel in handling disaster
situations and issues related to them.
guard
• To maintain law and order
• To take measure against looting and rioting
• Search and rescue operations.
7. Department of
• Direct activation of medical personnel, supplies and equipment;
Irrigation and • Coordinate the evacuation of patients.
Public • Restoration of water supply to the affected area. Health (IPH)
• To act as a nodal agency in a flood situation.
• Monitor and protect irrigation infrastructure.
8. HPSEB
• Identify requirements of external equipment required such as DG sets etc.
• Assess damage to the sector.
9. Department of
• Coordination of actions to assure the provision of telecommunication support to the district.
Communication • Coordinate the requirement of temporary
telecommunication in the affected areas.
10. Department of • To Provide and collect reliable information on the
Public status of the disaster and disaster victims for effective
Relations coordination of relief work at the state level.
• Coordinate with all TV and radio networks to send
news flashes for special needs.
11. HRTC
• Overall coordination of the requirement of transport.
Make an inventory of vehicles available for various
purposes.
• Coordinate and implement emergency related response and recovery functions, search and rescue and damage
assessment.
12. Department of • To act as nodal department for drought-related
Agriculture disasters
• To undertake need & damage assessment with respect
to crops of all types.
6
• To ensure the uninterrupted functioning of all infrastructures related to agriculture sector.
13. Department of • Develop strategy and plan for animal-related issues
vis-à-vis disasters.
Animal • Control & check any outbreak of epidemics.
Husbandry
• Make an inventory of all veterinary centres and assess
their capacity to handle a disaster situation.
• Develop protocol for disposal of bodies of dead
animals.
14. PWD
• To evolve appropriate code and guidelines.
• To inspect buildings & critical buildings for their
safety
15. Department
of
Revenue
• To collect, process and disseminate information about an actual or potential disaster situation to facilitate the overall activities of all responders in
providing assistance to an affected area in consultation
• Coordinate activities involved with the emergency
provisions.
16. Department of • To act during an event of a forest fire.
Forest
1.6 Using DDMP: DDMP should act as a frame of reference in an event of a disaster according to the guidelines laid
under section 31 of DM act, 2005. All the stake holders and various line departments in the district
should refer to the DDMP for a realization of their duties towards disaster management. Members of
DDMA should be aware of their powers and responsibilities as mentioned in the DDMP and the
District Collector should exercise his powers in case of a disaster. DDMP will also act as a guide to
form VDMPs and individual disaster management plans of schools, communities and line
departments (IPH, PWD, Fire, Electricity, Health, Police and Home guard) at the district level.
1.6.1 Approval Mechanism of the plan:
As defined in Section 30 of DM Act 2005, DDMA shall act as the district planning; coordinating
and implementing body for disaster management and take all measures for the purpose of
disaster management in the district in accordance with the guidelines laid down by the National
Authority and the State Authority. Accordingly, the District DM plan shall be prepared by the District Authority, after consultation
with the local authorities and having regard to the National DM Plan and the State DM Plan.
7
The chairman DDMA shall submit a copy of the district disaster management plan, and of any
amendment thereto to the Himachal Pradesh State Disaster Management Authority for approval
of the plan. SDMA after consideration shall approve the plan and issue guidelines for
implementation.
1.7 Plan review and updation periodicity:
Chairman DDMA Chamba, is responsible for revision and updation of District Disaster
Management Plan annually and from time to time as and when required or necessary and all
concerned departments will provide necessary inputs. In the recent past, the administrative
response to disasters has progressively in terms of its effectiveness. This is mainly due to the
well-organized administrative machinery with the presence of Himachal Pradesh State Disaster
management authority, predetermined allocation of duties to the concerned department head and
officials at various level and recognized public and NGOs partnership.
Training- After developing a plan, it must be disseminated and disaster management
coordinators would train their personnel so that they have the knowledge, skills and abilities
needed to perform the tasks identified in the plan.
Exercise the Plan - Evaluating the effectiveness of plan involves a combination of training
events, exercises and real-world incidents to determine whether the goals, objectives, decisions,
actions and timing outlined in the plan led to a successful response. The purpose of an exercise is
to promote preparedness by testing polices plans and training personnel.
Revise and Maintain - Planning teams should establish a process for reviewing and revising the
plan. Reviews should be a recurring activity. Review on an annual basis is considered the
minimum. Reviewing and updating the plan will be done after the following events:
i. A major incident.
ii. A change in operational resources (e.g., policy, personnel, organizational
structures, Management processes, facilities, equipment). iii. A formal update of planning guidance or standards. iv. Each activation.
v. Major exercises. vi. A change in the district‘s demographics or hazard or threat profile. vii. The enactment of new or amended laws or ordinances.
DDMP updation should be an annual process and must be done after consultation with local
authorities at the district level.
8
CHAPTER 2-HAZARD, VULNERABILITY, CAPACITY AND
RISK ASSESSMENT (HVCRA)
2.1 District profile:
2.1.1 Geography and climate:
Chamba is the headquarters of the Chamba district, bordered by Jammu and Kashmir to the north-
west and west, the Ladakh area of Jammu and Kashmir and Lahaul and Bara Banghal to the north-
east and east, Kangra to the south-east and Pathankot district of Punjab to the south. It has an
average elevation of 1,006 metres (3,301 ft). The town, the district and the valley where the town
is located, share the name of Chamba. The town of Chamba is located at the junction of Ravi River
and its tributary, the Sal River, with the Shah Madar hill forming the backdrop on its eastern side.
The Ravi flows in an east-west direction forming deep canyons. During the spring and summer
months, the levels of the river rise significantly from snow melt and pose a flooding risk. Record
levels were experienced in early July 2005, when the National Hydroelectric Power Corporation was
forced to shut down the power generation on its 300-MW Chamera Power Station.
Figure 2.1- Geomorphological map of district Chamba; Source-bhuvan.nrsc.gov.in
Located on the right bank of the Ravi river valley, built on successive flat terraces, the town is
bounded topographically by the Dhauladhar and Zanskar ranges, south of the inner Himalayas.
Chamba, despite its hill location, is well connected by road to the rest of the state and country,
including Shimla, Delhi and Chandigarh along several routes. The nearest broad gauge railway
stations are at Chakki Bank and Pathankot, the latter of which is 120 kilometres (75 mi) away by
road. 9
The temperatures in summer vary between 38 °C (100 °F) and 15 °C (59 °F) and in winter: 15 °C (59 °F) and 0 °C (32 °F). The maximum temperature recorded in summer is 39 °C (102 °F)
and the minimum temperature in winter is −1 °C (30 °F). Climatically March to June is said to be the best period to visit Chamba, which is a well-known hill station. The average annual rainfall
in the town is 785.84 millimetres (30.939 in).
2.1.2 Demographics:
As of 2011 India census, Chamba had a population of 20,312. Males constituted 52% of the
population and females 48%. Chamba has an average literacy rate of 72.2%, higher than the
national average of 59.5%; with a male literacy of 82.6% and female literacy of 61.7%. The
administrative language is Hindi, the local language of Pahari, and Himachali is a common
language spoken by inhabitants. There are some speakers of Punjabi, mostly of Sikh and Hindu
descent.
Away from the urban centre, the tribal people of Chamba are divided into two major groups; the
Gujjars and the Gaddis. The Gujjars, mainly nomads, came to Chamba across the state border from
Kashmir along the trade routes. They belong to nomadic herdsmen of the Islamic community and
travel to lowland Punjab in the autumn with their livestock to avoid the harsh winter of the Chamba
hills. Their features are Turkic and have a distinct language and culture aloof from the main town.
The Gaddis comprise several ethnic groups; namely the Brahmans, Rajputs, Thakkurs, Rathis
and the Khatris, who form the majority. They are agricultural peoples, and the name "Gaddi"
means "shepherd". They mainly inhabit an area of the Chamba district in the Dhaula Dhar
mountains, known as Brahmaur Wazarat or "Gadaran", located between Chamba and Kangra.
"Gadar" means sheep, so their land is informally referred to as "Gadaran", literally meaning
"sheep country". They are believed to have come to Chamba in the 10th century, although an
influx of Gaddi people migrated to Chamba from Lahore in the 18th century, during the Mughal
Empire. They are said to practice animism combined with the worship of Lord Shiva.
Table 2.1-Demographic details of district Chamba
Description
2011
Actual Population 519,080
Rural population (92.5%)
Male 261,320
Female 257,760
SC population 77,667
ST population 1,11,509
Population Growth 12.63%
10
Area Sq. Km
6,522
Density/km2 80
Proportion to HimachalPradesh 7.56%
Population
Sex Ratio (Per 1000) 986
Child Sex Ratio (0-6 Age) 953
Total households 73,783
Rural households 67,025
Urban households
6,758
Inhabited villages 1,118
Uninhabited villages 473
Male Literacy 82.59
Female Literacy 61.67
Total Child Population (0-6 Age) 70,359
Male Population (0-6 Age) 36,024
Female Population (0-6 Age) 34,335
Child Proportion (0-6 Age) 13.55%
Boys Proportion (0-6 Age) 13.79%
Girls Proportion (0-6 Age) 13.32%
Table 2.2 Educational profile of district Chamba
Institution No. Location
Degree 7 Chamba, Chowari, Banikhet, colleges Salooni, Tissa, Pangi and
Bharmour
B.Ed. College 1 Chamba Town
11
Polytechnic 2 Chamba town and Banikhet
institutes
Senior 81 - secondary
schools
High schools 85 -
Middle 239 -
schools
Primary 1,115 -
schools
Literacy
Literates 323,842(20
246,169(2001) 11)
Average 72.17%(20 62.91%(2001)
Literacy 11)
Male Literates 186,064(20
152,533(2001) 11)
Female 137,778(20 93,636(2001)
Literates 11)
Literacy rate 72.17%(20
63.73%(2001) 11)
Male literacy 82.59%(20
77.22 %(2001) 11)
Female 61.67%(20 49.78%(2001)
literacy 11)
Out of 6652 sq. Km. Geographical area, a total of 2437 sq km. is under forest, accounting to be
around 40% of the total area Agriculture being a prime source of income for the majority of
households covers.Built up area is very less in the district and is mainly confined to town
Chamba and Dalhousie. In an event of a disaster, owing to the larger area under forest and
agriculture, the ecological and economical loss would be more than the loss of life.
12
Figure2.2- Land Use and Land Cover (LULC) map of district Chamba-2011; Source-bhuvan.nrsc.gov.in
2.1.2 Economic profile:
In 2006 the Ministry of Panchayati Raj named Chamba one of the country's 250 most backward
districts (out of a total of 640). It is one of the two districts in Himachal Pradesh currently
receiving funds from the Backward Regions Grant Fund Programme (BRGF). More than 70% of
the total population depends directly or indirectly upon agriculture for their livelihood. Farm
enterprises in the district include cereal crops, pulses, oil seed, vegetables, spices horticulture,
animal husbandry, beekeeping, mushroom and floriculture. Other non-farm enterprises in the
district are a flour mill, saw mill, oil expeller, small scale industries etc. The majority of the
families maintain cows, buffaloes, bullock’s sheep and goats.
Chamba does not have any large, medium or small scale industries. However, the areas like Parel
and Sultanpur in Chamba subdivision have few small scale agro and wood based industries.
2.2 Vulnerability assessment:
2.2.1 Physical vulnerability: The physical vulnerability of an area depends on its
geographic proximity to the source and origin of the disasters. Physical vulnerability includes the
difficulty in access to water resources, means of communications, hospitals, police stations, fire
brigades, roads, bridges and exits of a building or/an area, in the case of disasters. Furthermore,
the lack of proper planning and implementation in the construction of residential and
commercial buildings results in buildings that are weaker and vulnerable to earthquakes, floods,
landslides and other hazards.
13
2.3 Number of households and their conditions
Total
Total Good Livable Dilapidated
Total 100 61.2 36.6 2.2
Rural 100 59.7 38 2.3
Urban 100 80.6 18.6 0.7
Residence
Total Good Liveable Dilapidated
Total 95 59.3 33.8 2
Rural 94.9 57.7 35.1 2.1
Urban 96.9 78.7 17.5 0.7
Residence cum other use
Total Good Liveable Dilapidated
Total 5 1.9 2.8 0.2
Rural 5.1 1.9 3 0.2
Urban 3.1 2 1.1 0
Material of roof
Grass/ Plastic/ Hand Machine Burnt Stone/ G.I./Met Concrete Any other
Thatch/ Polythe made made Brick Slate al/ material
Bamboo/ ne Tiles Tiles Asbestos
Wood/Mud sheets
etc.
Total 0.1
0.3
0
0.1
46.3
6.9
22.9 0 0.1
Rural 0.1 0.3 0 0.1 48.3 5.7 20.4 0 0.1
Urban 0.1 0.1 0 0.1 21.4 23.3 54.4 0.1 0.1
14
The above tables indicate that more than 60% of houses are in good condition with the rest
categorized under liveable and dilapidated. 80% of urban household is in good condition
however, only 59 % rural houses are in a good condition making the rural household more
vulnerable to be damaged during a disaster. Grass thatch, bamboo etc. are also used as a roof
material in some rural households making them more susceptible to collapse under cloudburst,
flash flood and heavy rain conditions.
2.2.2 Social vulnerability:
Apart from the urban population, the tribal people of Chamba are divided into two major groups;
the Gujjars and the Gaddis. The Gujjars, mainly nomads, came to Chamba across the state border from Kashmir along the trade routes. They belong to nomadic herdsmen of the Islamic
community and travel to lowland Punjab in the autumn with their livestock to avoid the harsh winter of the Chamba hills.Their features are Turkic and have a distinct language and culture
aloof from the main town
The Gaddis comprise several ethnic groups; namely the Brahmans, Rajputs, Thakkurs, Rathis and the
Khatris, who form the majority. They are agricultural peoples, and the name "Gaddi" means
"shepherd". They mainly inhabit an area of the Chamba district in the Dhaula Dhar Mountains,
known as Brahmaur Wazarat or "Gadaran", located between Chamba and Kangra. "Gadar" means
sheep, so their land is informally referred to as "Gadaran", literally meaning "sheep country". They
are believed to have come to Chamba in the 10th century, although an influx of Gaddi people
migrated to Chamba from Lahore in the 18th century, during the Mughal Empire.
These tribes are more susceptible to be affected by an earthquake as they are socially distinct from the rest of the population in the district.
Figure 1.3: Rural population in district Chamba Source: Hazard Vulnerability and Risk Analysis Atlas (TARU)
15
Figure 2.4: Percent ST Population in district Chamba; Source: Hazard Vulnerability and Risk Analysis
Atlas (TARU)
2.2.3 Economic vulnerability:
2011, the total workers including main and marginal workers constitute 56.6 percent of the total
population of the district. Of the total workers the share of the main workers is 23.0 percent and the
marginal workers are 33.6 percent. The remaining 43.4 percent of the population belongs to the
category of non-workers. As per Census 2001, the proportion of male and female participation in the
category of total workers is 60.8 and 52.5 per cent, respectively while among the main worker's male
participation rate in the district is 33.4 percent and the corresponding proportion of females is 12.5
per cent. Male and female marginal workers account for 27.4 and 39.9 percent, respectively. The
proportion of female marginal workers is substantially higher than males, as the females are
attending to one or more economic activities in addition to their domestic duties to improve the
family income.It is observed that, in rural as well as in the urban areas of the district, the proportion
of male main workers is higher than that of the female main workers.
2.3 Hazard profile:
District Chamba is prone to multiple hazards and hence the approach to deal with them has to
be multidimensional in nature. The district has been affected and faces a threat of being affected
by the following hazards:
16
Table2.4: History of Hazards in the district
Earthquake
Date Locations
Affected
Magnitude/
Intensity
Damage
April, 1994 Chamba 4.5 Area at risk was Chamba
Town
24th March, 1995 Chamba 4.9 Fearsome shaking,
More than 70 percent houses
faced cracks
21st August, 2014 Chamba 4.9 No damage reported
4th February, 2016 Chamba 4.3 No damage reported
27th October, 2017 Chamba 3.7 No damage reported
9th December, 2017 Chamba 4.6 No damage reported
14th June, 2018 Chamba 4.5 No damage reported
8th & 9th September,
2019
Chamba 5.0 of Maximum
Magnitude
Fearsome repeated shaking
No damage reported
24th September, 2019 Chamba 6.3 No damage reported
3rd December, 2019 Chamba 3.2 No damage reported
30th December, 2019 Chamba 4.1 No damage reported
19 January, 2020 Chamba 3.6 No damage reported
Cloudburst
Date Location Affects
August, 2001 Chamba 16 people died, 3010 sq. km. area
affected
June, 2015 Chamba (Atulai,
Sahoo, and Kidi)
1 person died, 5 houses partially and
20 fully damaged
July, 2016 Churah No loss of life reported
29th May, 2017 Churah 186 Sheep Died
17th July, 2017 Churah 1 Person (JCB Operator) died.
1st August, 2017
Chamba 22.7 Bigha land of 25 persons, 13 Foot
Bridges, 3 Gharats, 1 Nursery (Forest
Department)
18th July, 2018 Churah Nakrod Chanju Road on Kangela Nallah was
fully damaged
30 feet ditch appears at nallah & 60Metres
road was damaged
7 Ghrats were damaged
Playground & Toilet of Kangela School
were damaged
3 foot bridges on Nallah were damaged
2 houses were partially damaged due to land
erosion
Electricity Poles & Wires were also damaged.
25th July, 2018 Pangi 2 Ghrats.
Himurja Power House Sural was stopped workin
due to debris.
Sach Power House was stopped working due to
debris.
13th June, 2019 Chamba 19 houses, 6 shops, 2 cowsheds were
Damaged.
28th August, 2019 Bharmour 1 Wooden Bridge, Water Supply Pipes,
1 Ghrat and 1 Shamshan Ghat , and
1 Pucca Bridge.
Flash floods
Date Location Affects
12th and 13th
August, 2001
Flash floods in Sihunta
and Tissa areas of
Chamba district
Washed away 9 hectares of fertile land,
2 small bridges causing a total loss of
property worth Rs. 2 Crore
July, 2015 Flash floods in Bharmour
And Churah Sub-Division
6 people died
Avalanche
Date Location Affects
19th January,
2012
Khajua, Tissa Five people buried alive, dead bodies searche
after 11 days
2nd March, 2015 Pangi Sub-Division 4 people died due to a sudden avalanche
7th Feb., 2019 Bharmour Avalanche near Sunku Tapri (Bharmour)
Store of HPPWD was reported in which
loss of Rs. 90,56,500/- occurred to the
Machinery in the Store
7th Feb., 2019 Pangi Snow avalanche occurred at Village
Moorch, Gram Panchayat Sechu, Tehsil
Pangi
5th March, 2019 Pangi An Avalanche was reported in Urr, Dhank
in Gram Panchayat Dharwas in which roof
of Bolero vehicle was damaged partially.
18
Table 2.5: Hazard matrix
Area(%) Buildings(%) Infrastruct Earthquake Area Prone to Flood Drought
under seismic in ‘A’ ural risk intensity (%) severe and high hazard Frequency
zone-V viable Categories slides (sq. km.)
to design
severest
intensity 53.2 92.25 High 33.63%,186 2120 High 3
in total Source- HP SDMA, 2012
Table2.6: Hazard threat in district Chamba
Hazard Risk Earthquake Very High
Landslide Very High
Flood High
Avalanche Medium
Forest fire High
Drought Medium
Cloudburst High Source: HP SDMP
19
Hazard/ Risk Assessment (V= Vulnerability, P= Probability of occurrence, R=Rating, H=High, M=Medium, L=Low)
Table2.7: Multi-Hazard Analysis of district Chamba
Hazard Definition Characteristics
Why Selected Who/What at risk P (R) V (R)
Rank
(PxV)
District Chamba falls
under Seismic Zone IV Human Life, Cattle Life,
and V and sits on some
Kutcha and Pacca Houses,
major lineaments and
The sudden motion
• History of previous Community Infrastructure
faults, adding to its
or trembling of the vulnerability to be
occurrences
The entire district has a high
ground produced by affected by an • Recent tremors in
risk of being heavily damaged
H
abrupt displacement earthquake. the year 2016-17 Occasional
Earthquake
during an earthquake with
6
of rock material, • GIS analysis and (2)
(3)
The buildings and Bhattiyat, Chamba and Pangi
usually within the IMD data
sub division facing the
upper 10-20 miles of houses built in the • Potential for
highest risk according to
the earth’s surface district are not significant
geological findings.
earthquake resistant, earthquake losses
therefore, the damages (Fig 2.6-2.8)
will be high in case of
an earthquake event.
20
• Active seasonal Human Life, Kutcha and
The downward and The district falls under
landslide
Pacca Houses,
locations
outward movement of Earthquake zone IV
Community/Public
slope-forming materials and V and experiences • Potential for Infrastructure
M
reacting to the force of moderate to heavy rains
Frequently
Landslides damage to 6 gravity. The term during monsoons,
Maximum landslides have (3)
property and (2)
landslide is generalized making it highly
been recorded in Bharmour
ecology
and includes rockfalls, vulnerable to landslide
and Pangi sub-division.
rockslides etc. events. • Heavy rainfall
(Fig. 2.9-2.10)
abd climate
change
Chamba (Atulai, Sahu, Kidi) and Churah Sub
A cloudburst is an
divisions have The local population, farmers,
experienced cloudburst
agricultural lands, rural and
extreme amount of
in the past rendering the
• Past cloudburst urban households.
precipitation in a short agriculture land
M
Cloud
Frequently
period, sometimes unproductive and
events.
6 burst
Maximum cloudburst events (3)
accompanied by hail causing a few losses of
(2)
• Climate change. have been reported from
and thunder that can lives.
Chamba and Churah/Tissa
create flood conditions.
subdivision
21
Chamba(Churah) • History of previous
A forest/wildfire is an occurrences,
Human Life, Cattle Life,
Houses and Property
uncontrolled fire in an
• Potential for loss of
Forest/Wil area of combustible life Sub divisions Churah,
M
d/House vegetation that occurs in
Frequently
• GIS analysis Bharmour, pangi and 6 the countryside or a (3)
Bhattiyat witness maximum (2)
Fire wilderness or forest clearly suggest fire
wild fire risk.
area, sometimes near sites
developments. • Potential for (Fig. 2.13,2.14)
environmental
impacts
Road traffic Local dwellers, tourists and
accident occurs when a • Seasonal traffic
drunk drivers vehicle that is moving The district had a
due to tourists
along a roadway rugged topography, Jot road falling under
in summer
collides with another high cliffs and poorly
Chamba and Bhattiyat Sub
H
Road months and Frequently
vehicle or object. When constructed roads,
division have frequent road
9 accidents
after snowfall (3)
you run a red light, and making it highly
accidents. Sub division (3)
hit a car going in the vulnerable to road • Frequent Bharmour, Pangi and
other direction, this is an accidents. incidents of Chuurah also face high risk of
example of a road accidents road accidents due to
traffic accident. undulating topography
22
River Ravi flows in
District Chamba and Agriculture crops, Transport,
there is a history of
Houses (Mostly Kacha
flooding in the villages
houses in the rural area),
near the banks.Barrages • History of flooding
A general and temporary Constructions, Drinking
and dams in the district
Water, Cattle, Irrigation
condition of partial or are vulnerable to floods • Chamera and Siul
equipment, Educational
complete inundation on in an event of an power projects fall
Institutes.
Flood/ normally dry land from earthquake. under seismic occasionally M
Flash the Riverine flooding zonation IV and V. Areas of Shiunta, Bharmour
4
floods due to high rainfall or There is a history of
(2) (2) • Dam maintenance and Churah have reported fluctuating lake levels flash floods due to
problems and damage due to flash floods in
heavy rainfall during
extreme weather the past.
monsoons in the
events could cause
district.
failures (Fig. 2.11,2.12)
• History of previous
Crops, Drinking Water, Livelihood Options
occurrences 178-79
A prolonged period of
in Pangi area. Subdivision Pangi and
Drought no rain, particularly The area far away from • Importance of large Bharmour experience fewer occasionally M
during the planting and the river is prone to water users and rainfalls as compared to rest (2) 4
growing season in drought.
of the district hence there is a (2) agriculture to the
agricultural areas.
risk of them being affected by
district economy
a drought condition.
• IMD declarations
(Fig 2.18, 2.19)
and district/state
23
declared disasters
and emergencies
Though the occurrence
Leakages from
of Chemical, Biological, and
Human Life, Cattle Life,
Industrial
Radiological disaster is
Chemical, biological • Reported Chemical Environment & Eco-System, Rare H Hazards very low in the district industries in the Economy. 3
but the probability of
and radiological populated areas of (1) (3)
damages is very high in
the district. (Fig. 2.20)
industries case of such disasters
as the district is highly
populated.
Climate These are seasonal
Human Life, Cattle life,
Change
Crops
hazards largely
(Cold Climate change, also
affecting the poor. • Erratic seasonal
Wave/ called global warming, Sub divisions of Salooni and Occasional L
variations
Heat refers to the rise in
Tissa are most susceptible to
2 The poor and marginal
Wave/ average surface • Potential impact on be affected by Climate (2) (1)
people are highly
Storm/ temperatures on Earth. Change
vulnerable to such health and safety
Hail
seasonal hazards.
(Fig 2.21)
Storm)
Glacial Lake Outburst
The district is • Heavy snow fall in
Human Life, cattle life and
moderately vulnerable ecology
Flow (GLOF): A winter months. M
GLOF/ to avalanches, with the
Occasional
glacial lake outburst
Areas of Bharmour and Pangi 4
Avalanche marginal land holders
(2)
flood (GLOF) is a type • Past history of (2)
having the most area under
of outburst flood that being more at risk in
avalanche related
glaciers in the district is
high altitude areas.
occurs when the dam
disasters.
highly vulnerable to be
24
containing a glacial lake Inundation due to • Presence of glaciers
affected by GLOFs and
fails. avalanches. However, parts of
GLOF is mainly
in high altitude Salooni .Chamba, Bharmour
confined to Pangi area.
Avalanche: An areas. and Pangi sub division fall
avalanche is a rapid under potential inundated
flow of snow down a areas in case of GLOF. sloping surface.
(Fig 2.15,2.16)
25
2.3.1 Hazard assessment
Figure 2.5: DEM (Digital Elevation Model) Of Chamba; Source-bhuvan.nrsc.gov.in
2.3.1.1Earthquake:
As depicted in Fig. 2.6, the maximum area of the district falls under zone IV (Very High Damage
Risk Zone) making it highly vulnerable to damage under the effect of an earthquake.
Figure 2.6: Seismic zonation of district Chamba; Source: www.bis.org
26
Figure 2.7- Magnitude map of earthquakes experienced in District Chamba till date; Source- Hazard Vulnerability
and Risk Analysis Atlas (TARU)
Figure 2.8- Lineaments present in district Chamba; Source-bhuvan.nrsc.gov.in
27
2.3.1.2 Landslide:
Table2.8: Percent area under landslide
District Severe to very High Moderate Total
high risk risk to low risk
Chamba 33.28 60.11 5.51 98.90 Source: Simrit Kahlon, Vishwas B.S Chandel, Karanjot Kaur Brar,
Hydropower
Figure2.9: Landslide hazard risk map; Source: Hazard Vulnerability and Risk Analysis Atlas (TARU)
Figure 2.10: Landslide locations; Source: Hazard Vulnerability and Risk Analysis Atlas (TARU)
28
2.3.1.3 Flood/Flash flood:
Table 2.9: Excessive rainfall experienced in the district
Heavy Rainfall
Average annual rainfall 2008 2009 2010
857.2 mm 1019.0 mm 1117.5 mm
Years of excessive 1953, 54, 55, 56, 57, 58, 59, 60, 268.3 cm in 1977 (198
rainfall 61, 64, 76, 77, 79, 88, 92, 93, 94 %)
Figure2.11: Flood vulnerability map Source: bhuvan.nrsc.gov.in
Figure 2.12: Loss due to floods in Lakh Rs.; Source: Hazard Vulnerability and Risk Analysis Atlas (TARU)
29
2.3.1.4 Forest Fire:
Table2.10: Circle-Wise Fire Lines, Sensitive Beats & Private Ghasanis
Circle wise fire lines, sensitive beats and private ghasnis
Circle No Length(Km.) No. of sensitive Ghasnis near fire
beat
s sensitive beats
Chamba(61) 133 83 0
Source: HP SDMP
Table 2.11: Forest cover in the district
Tree cover (Sq. Kms.)
District Geo. Forest Very Moderate Open Total % of Forest
Area Area Dense Dense Forest Forest Geo. Fire
(Sq. (Sq. Forest Forest Cover Area incidents
Kms.) Kms.) during 2005-12
Chamba 6,522 5,030 853 773 810 2,436 37.35 15 Source: Forest Department, Govt. of HP, Forest Survey of India, Dehradun
Figure2.13: Fire risk probability map of district Chamba; Source: TARU, 2013, Forest Survey of India, 2013 30
Figure2.12: Block wise Percentage Area under High and Very High Forest Fire Risk; Source:
Hazard Vulnerability and Risk Analysis Atlas (TARU)
2.3.1.5 Avalanche:
Figure 2.13: Avalanche Hazard Risk Zonation; Source: Hazard Vulnerability and Risk Analysis Atlas (TARU)
31
Avalanches constitute major hazards in the higher reaches of Himalayas. Avalanches occur in winter soon after the snow mainly in Pangi and Bharmour areas of the district.
2.3.1.6 GLOF (Glacial Lake Outburst Flow):
Table 2.12: Glacial Lakes with Potential Risk of Breaching
District Lake Area(Sq. Volume Longitude Latitude Elevation Toposheet Basin Type
No. Kms) (cum) (m) No.
Chamba 215
20,060 1,33,764
76.3466
32.3452
4,092
52D7
Ravi
Proglacial
216 75,356 8,76,075 76.3332 32.3359 3,973 52D7 Ravi Proglacial
217 33,402 2,75,918 76.3719 32.3125 4,157 52D7 Ravi Proglacial
Source: Hazard Vulnerability and Risk Analysis Atlas (TARU)
Figure 2.14: Glaciers Locations and Lakes in the district; Source: Hazard Vulnerability and Risk Analysis Atlas
(TARU)
32
Figure 2.15: Potential Inundation Area Due to Glacial Lake Outburst; Source: Hazard
Vulnerability and Risk Analysis Atlas (TARU)
2.3.1.7: Drought
Figure 2.16: Rainfall frequency in the district; Source: Hazard Vulnerability and Risk Analysis Atlas (TARU)
33
Rain deficit since the 1980s has been a matter of concern for the entire state and hence
has increased vulnerability to droughts and famines.
Figure 2.17: Agriculture Loss Due to Drought (Normal Value) in Lakhs; Source: Hazard
Vulnerability and Risk Analysis Atlas (TARU)
2.3.1.8: Industrial hazards:
Figure2.20: Population Exposed to Industrial Hazards; Source: Hazard Vulnerability and Risk
Analysis Atlas (TARU)
34
Table2.13: Details of industrial units registered in the Small, Medium & Large scale Sector
District No. of Units Investment Employment
(Lakh Rs.)
Chamba 1794 37.9369 6250
Exposure to harmful chemicals released from the industries can pose health problems to
the exposed population.
2.3.1.8: Climate Change:
Figure 2.21: Projected Future Changes in Monsoon Temperature in Mid Century with respect to Baseline (1961- 1990) (Maximum Temperature); Source: Hazard Vulnerability and Risk Analysis Atlas (TARU)
The district is also prone to hazards of climate change which can be a trigger to disasters
like glacial melt, erratic precipitation, floods etc.
Table2.14: Hazard hot spots in district Chamba
Hazard Area
Earthquake All sub divisions
Landslides Holi(Chamba) and Bharmour
Cloudburst Atulai, Sahu, Kidi and Churah
Forest fire Chamba and Bhatiyat sub divisions
Floods Pangi, Churah and Chamba subdivision
Avalanche Bharmour and Pangi Sub division
35
Table 2.15: SAR equipments given by DDMA Chamba to district administration
Sr. No ITEM DC ADM SDM SDM SDM SDM SDM SDM SDM At
Chamba Chamba Chamba Churah Dalhousie Bharmour Bhattiyat Salooni Pangi DDMA
office
1 Search light 1 1 2 2 2 2 2 2 2 8(New) (16)
2 Ropes 1 (Half) 1 (Half) 1 Bundle 1 Bundle 1 Bundle 1 Bundle - 2 (7 Bundle)
3 Rope 1 1 2 1 1 2 1 2 1 2 Ladder (14)
4 Life Jackets 2 2 2 2 2 2 - 1 (14)
5 Gum Boots 2 2 2 2 2 2 2 0 (14)
6 Mega 1 1 1 2+16 Cells 2+16 Cells 2+8 Cells 2+16 Cells 1+8 Cells 2 1 (Old)
Phones (14) 2 (New)
7 Helmet (14) 1 1 2 2 2 2 2 2 0
8 Lifebuoys 1 2 2 2 2 2 - 3 (14)
9 First Aid 1 1 2 2 2 2 2 2 2 13 Box (1+28)
10 Slab Cutter 1 1 1 1 1 1 1 1 0 (8)
11 Tree Cutter 1 1 1 1 1 1 1 1 0 (8)
36
Table 2.16: Existing capacity of SAR equipment with line department of the district
Sr. No ITEM HPPWD IPH POLICE REVENUE MEDICAL HOMEGU FIRE CHAMERA BAIRA SIUL
ARD SERVICES POWER PROJECT
PROJECT(I,II, III)
1 Search light - - 1 10 - 4 4 6 -
2 Ropes - - 2 11 1 25 1 7 1
3 Rope Ladder - - - 13 - 25 6 5 6
4 Life Jackets - - 15 - 4 35 5
5 Dozer 18 - - - - - - 2 1
6. JCBs 18 - - - - - - - -
7 Mega Phones - - - 11 - - - - -
8 Helmet - - - 13 - - - - -
9 Lifebuoys - - - 13 - - 2 5 -
10 First Aid Box - - - 29 - 15 - 13 4
11 Slab /Tree Cutter - - - 17 - 15 1 12 4
12 Walkie Talkie - - 1 1 - - - 6 23
37
13. Electric Drill - - - - - 5 - 6 5
14. Strecher - - 4 35 4 65 - 6 4
15. Hand tool set - - - - - 10 - 8 6
16. Tarpal - - - 56 - - - - -
Table 2.17: Police Stations of District Chamba
Police Station Phone
Bharmour Police Station 01895-225026
Chowarri Police Station 01899-266326
Dalhousie Police Station 01899-242126
Kheri Police Station 01899-263025
Kihar Police Station 01896-247516
Pangi Police Station 01897-222254
Sadar Chamba Police Station 01899-222226
Tissa Police Station 01896-227021
Table 2.18: Existing capacity of health at district level
Medical aid No.
Sub centre 72
Public Health Centre(PHC) 42
CHC(Community Health Centre) 5
RH(Regional Hospital) 1
Bed capacity in RH 200
• The above tables show the existing capacity of the district in terms SAR equipment’s and their capability to deal with a disaster. It highlights
that the district can deal with a localized small-scale disaster but in the case of a bigger disaster, external help from state and nation may be
required.
• A coordination amongst line departments is pertinent as available SAR equipment is scattered amongst them. Strengthening of IPH and
PWD in terms of no. of equipment’s is required.
• The capacity of the district needs an increase in terms of medical aid. Capacity building of medical staff will be carried out in the
context of emergency first aid. Government hospitals are not sufficient to accommodate a large no. of dead bodies in case of a bigger
disaster; therefore, the health department will be directed to find mortuaries with larger capacities.
• Capacity building of SAR manpower would be conducted for various line departments of the district.
• The district needs a boost in terms of means of communication during a disaster. VHF systems and satellite phones would be made
available in the district offices of the existing capacity in terms of means of communication will be insufficient during a disaster event.
38
CHAPTER – 3
INSTITUTIONAL ARRANGEMENTS FOR DISASTER
MANAGEMENT
Most of the disaster situation can be managed at district and state levels. The centre plays a
supporting role and provides assistance when the consequences of the disaster exceed district and
State capacities. The centre mobilizes support in terms of providing emergency teams, support
personnel, specialized equipment’s and operating facilities depending on the scale of the disaster
and the need for the State and District. Active assistance to an affected State/District would be
provided only after the declaration of a national level disaster, the national response mechanism
has to be prepared and any impending State or District disaster has to be impending State or
District disaster has to be monitored in order to provide immediate assistance whenever required.
The Disaster Management Act, 2005 (DM Act, 2005) lays down institutional and coordination
mechanisms for effective disaster management (DM) at the national, state, and district levels. As
mandated by this Act, the Government of India (GoI) created a multi-tiered institutional system
consisting of the National Disaster Management Authority (NDMA), headed by the Prime
Minister, the State Disaster Management Authorities (SDMAs) by the Chief Ministers ,the
District Disaster Management Authorities (DDMAs) by the District Collectors and co-chaired by
elected representatives of the local authorities of the respective districts. These bodies have been
set up to facilitate the paradigm shift from the hitherto relief-centric approach to a more
proactive, holistic and integrated approach to strengthening disaster preparedness, mitigation and
emergency response. (Source NDMA guidelines)
3.1 DM organizational structure at the National Level.
The Disaster Management Act, 2005 lays down institutional, legal, financial and coordination
arrangements at the National, State, District and Local levels. These institutions are not parallel
structures and will work in close harmony. It is expected that the new institutional arrangement
will usher in a paradigm shift in DM from the erstwhile relief centric approach to a proactive
regime that lays greater emphasis on preparedness, prevention and mitigation. The Prime
Minister heads the NDMA, as the apex body at the national level for disaster management.
The overall coordination of disaster management vests with the Ministry of Home Affairs (MHA).
The Cabinet Committee on Security (CCS) and the National Crisis Management Committee
(NCMC) are the key committees involved in the top-level decision-making with regard to disaster
management. The NDMA is the lead agency responsible for the preparation DM plans and the
execution of DM functions at the national level. In most cases, state governments will be carrying out
disaster management with the central government playing a supporting role. The central
39
agencies will participate only on the request from the state government. Within each state, there is a
separate institutional framework for disaster management at the state-level. The DM Act of 2005
provides for the setting up of NDMA at the national level, and, the SDMA at the state level.
Figur3.1: NDMA institutional mechanism
Table 3.1: Institutional arrangement of disaster management at national level
Prime Minister,
• Evaluation from a national security perspective, if an incident has potentially security implications.
Cabinet Minister of Defence, • Oversee all aspects of preparedness, mitigation and
management of Chemical, Biological, Radiological Committee Minister of Finance,
and Nuclear (CBRN) emergencies and of disasters 1.
on Security Minister of Home Affairs, with security implications
• Review risks of CBRN emergencies from time to (CCS) and
time, giving directions for measures considered
Minister of External Affairs necessary for disaster prevention, mitigation,
preparedness and effective response
40
National Cabinet • Oversee the Command, Control and Coordination of
Crisis Secretary/Chairperson the disaster response.
• Give direction to the Crisis Management Group as
Management
• Secretaries of Ministries 2.
deemed necessary
/Departments and agencies
Committee • Give direction for specific actions to face crisis with specific DM situations
(NCMC) responsibilities
• Lay down policies, plans and guidelines for
National
disaster management
Prime Minister • Coordinate their enforcement and
implementation throughout the country
Disaster (Chairperson)
• Approve the NDMP and the DM plans of the
Management
• Members (not exceeding 3. respective Ministries and Departments of
nine, nominated by the
Authority
Government of India
(NDMA)
Chairperson) • Lay down guidelines for disaster management to be followed by the different Central
Ministries,/Departments and the State Governments
To assist the NDMA in the discharge of its functions;
Union Home Secretary • Preparation of the National Plan.
(Chairperson)
• Coordinate and monitor the implementation of the
Secretaries to the GOI in the National Policy.
Ministries/Departments of
• Monitor the implementation of the National Plan and
Agriculture, Atomic Energy, the plans prepared by the Ministries or Departments
Defence, Drinking Water and
of the Government of India.
National sanitation, Environment,
• Direct any department or agency of the Govt. to make
Forests and Climate Change,
Executive
available to the NDMA or SDMAs such men, Finance (Expenditure), health
material or resources as are available to it for the 4.
Committee and Family Welfare, Power,
purpose of emergency response, rescue and relief.
Rural Development, Science
(NEC) • Ensure compliance with the directions issued by the and Technology, Space,
Central Government, Coordinate response in the
Telecommunications,
event of any Threatening disaster situation or
Urban Development, Water disaster.
Resources, River development • Direct the relevant Ministries / Departments of the
and Ganga Rejuvenation. GoI, the State Governments and the SDMAs
regarding measures to be taken in response to any
specific threatening disaster situation or disaster.
• Coordinate with relevant Central Ministries/
41
The Chief of the Integrated Departments / Agencies which are expected to
Defence Staff of the Chiefs of provide assistance to the affected State as per
Staff Committee, ex Officio as
Standard Operating Procedures (SOPs).
• Coordinate with the Armed Forces, Central
members.
Armed Police Forces6 (CAPF), the National
Disaster Response Force (NDRF) and other
Secretaries in the Ministry of
uniformed services which comprise the GoI’s
Response to aid the State authorities.
External Affairs, Earth
• Coordinate with India Meteorological
Sciences, Human Resource
Department (IMD) and a number of other
Development, Mines,
Specialised scientific institutions which constitute
Shipping, Road Transport and
key early warning and monitoring agencies.
Highways and Secretary,
• Coordinate with Civil Defence volunteers, home
NDMA are special invitees to guards and fire services, through the relevant
the Meetings of the NEC.
administrative departments of the State Governments
National Specially trained force
Disaster headed by a Director • Provide assistance to the relevant State
Response
5. General Structured like Government/District Administration in the event of
Force Para military forces for rapid an imminent hazard event or in its aftermath
(NDRF) deployment
Union Home Minister; • Human resource development and capacity
Vice Chairman, NDMA; building for disaster management within the
Members including
broad policies and guidelines laid down by the
National
NDMA
Secretaries of various • Design, develop and implement training
Institute of
nodal Ministries and Programmes. Undertake research. Formulate and
Disaster
implement a comprehensive human resource 6.
Departments of Government of
development plan
Management
India and State Governments • Provide assistance in national policy formulation,
(NIDM) and heads of national levels assist other research and training institutes, state
scientific, research and
governments and other organizations for successfully
technical organizations, discharging their responsibilities
besides eminent scholars, • Develop educational materials for dissemination
scientists and practitioners. • Promote awareness generation.
42
Table 3.2: Nodal ministry/department for disaster management at National level
Disaster Nodal Ministry/ Department
1) Biological Min. of Health and Family Welfare (MoHFW)
2) Chemical and Industrial Min. of Environment, Forest sand Climate Change
(MoEFCC)
3) Civil Aviation Accidents Min. of Civil Aviation (MoCA)
4) Drought/Hailstorm/Cold
Min. of Agriculture and Farmers Welfare (MoAFW) Wave and Frost/Pest Attack
5) Earthquake Min. of Earth Sciences (MoES)
6) Flood Min. of Water Resources (MoWR)
7) Forest Fire Min. of Environment, Forest sand Climate Change
(MoEFCC)
8) Landslides Min. of Mines (MoM)
9) Avalanche Min. of Defence (MoD)
10) Rail Accidents Rail Accidents Min. of Railways (MoR)
11) Road Accidents Min. of Road Transport and Highways (MoRTH)
3.2 DM organizational structure at the state Level:
The DM Act mandates the setting of a State Disaster Management Authority with the Chief
Minister as the ex officio Chairperson. At the district level, District Disaster Management
Authority (DDMA), the District Collector or District Magistrate or the Deputy Commissioner, as
applicable, will be responsible for overall coordination of the disaster management efforts and
planning. Detailed DMP will be developed, subject to periodic review and revision, at the levels
of state, district, towns and blocks (taluka). Below fig. provides a schematic view of the typical
state-level institutional arrangements.
43
Figure3.2: State-level disaster management – Basic Institutional Arrangements
3.2.1 State Disaster Management Authority (SDMA):-
According to Section 23 of the DM Act 2005, there shall be a DM plan for every state. It outlines
the broad coverage of the plan as well as the requirements of consultation in the preparation of
the state plans. It also provides for annual review and updating of the state plan and enjoins upon
the state governments to make provisions for financing the activities to be carried out under the
state plans. It provides for the departments of the state governments to draw up their own plans
in accordance with the state plan.
Table 3.3: Members of SDMA
1. Hon’ble Chief Minister Chairman
2. Hon’ble Revenue Minister Member
3. Chief Secretary Chief Executive Officer, ex officio
4. ACS cum FC (Revenue) Member Secretary
5. Principal Secretary (Home) Member
44
6. Principal Secretary (PWD) Member
7. Principal Secretary (Health) Member
8. Director General of Police Member
9. Principal Secretary (Revenue) Member
3.2.2 State Executive Committee(SEC): -
• Principal Secretary Department of Revenue shall convene the meeting of SEC.
• SEC shall assess the situation and level of disaster.
• Based on the assessments SEC shall give directions for handling the situation and measures
to be taken by role players in response to any specific situation or disaster.
• SEC shall review and coordinate response from all departments.
• SEC shall call for NDRF, ARMY, AIRFORCE or any other outside support warranted for
handling the situation.
• SEC may depute team for on the spot situation assessment and need assessment.
• SEC shall mobilize resources and dispatch them to concerned districts.
• SEC shall review the situation regularly as per the demand of the situation.
• SEC shall maintain close liaison and contact with NDMA/MHA and keep them abreast of the
situation.
• SEC shall constantly evaluate their own capabilities to handle the situation and project the
anticipated requirements central resources.
• SEC will take necessary steps to pool the resources for better management of crisis situation.
3.2.3 Disaster Response Force: -
NDRF battalions and their training institutions will be used for capacity development. The Police
department has included DM training in-service courses for officers and HIPA is organizing
refresher courses. Department of Home in Consultation with SDMA shall be primarily responsible for taking
preparedness measures and building response capacity as per their vulnerability to various
natural disasters and constitute State Disaster Response Forces on the pattern of NDRF.
3.2.4 State Crisis Management Group (SCMG)
The crisis management groups at State level has been constituted. The State Crisis Management
Group (SCMG) is headed by the Chief Secretary along with Relief Commissioner. This group
comprises of senior officers from departments of revenue, relief, home, civil supplies, power,
irrigation, water supply, agriculture, forests, rural development, health, planning, Public works,
45
finance and Panchayat. The SCMG shall normally handle all crisis situation and advice and
guide the District Crisis Management Group (DCMG) also. Its duty is to set establish an
Emergency Operation Centre(Control Room) as soon as the disaster situation arises including all
information on forecasting and warning of disasters.
3.2.5 State Emergency Control Room / Himachal Pradesh State Disaster
Management Authority
Himachal Pradesh State Disaster Management Authority has established State Emergency
Control Room for the state of Himachal Pradesh at Himachal Pradesh Secretariat, Chotta
Shimla, Shimla - 171001 to provide Secretarial support and facilitate Disaster management
functioning of the Authority. 1070 is the Helpline Line No. of State Emergency Control room
which is operational 24 x 7. This Control Room receives disaster associated information from
various sources and that of daily incidents if any. It is in constant contact with the District
Disaster Control Rooms within the state and the Police Control Rooms. The function of the
State Emergency Control Room is to receive the information of disasters, record them properly
and disseminate the same to the State Disaster Management Authority instantly. Similarly, the
instructions passed by the State Authority are disseminated to the districts, local bodies,
organisations as the case may be and maintain each and every record to that effect.
Table.3.4: Responsible departments at state level Water and Climate Related Disasters
Department of IPH IMD, CWC, ES&T
1.Floods
Department of Agriculture IMD, Home, insurance and
2.Hailstorm and Horticulture Revenue
Department of I and PH IMD, CWC, ES&T, Revenue
3.Cloud Burst
Department of Revenue IMD, ADMN, forest, Health
4.Heat Wave and Cold Wave
Snow and Avalanche Study Tribal Admin, IMD, Health,
5.Snow Avalanches Establishment (SASE), Home and Revenue,
Manali (DRDO)/Deptt. of Mountaineering
Home/ ES&T Institute/S&T/GSI
46
Department of IMD, Revenue, RD, Nauni
6.Droughts Agriculture/IPH and Palampur universities/
Department of Land records
Department of Revenue IMD/ES&T
7.Thunder and Lightning
Geology Related Disasters
Geological Wing of Department GSI, CRRI, Ministry of Earth
8.Landslides and Mudflows of Industries, PWD, BRO & UD Sciences, Wadia Institute of
Geology, Wadia Institute of
Himalayan Geology
Department of Environment, IMD, Ministry of Earth
9.Earthquakes Science and Technology Sciences/GSI
Chemical and industrial disaster
Department of industries/ HPSEB, Department Of labour &
11. Chemical and Industrial Department of labour and employment, Home, Admn, DMI
Disasters employment Bhopal, and NDRF
Accident Related Disasters
Forest Department Fire Department, ES&T, Home
12. Forest Fires and Admn
Department of Home(Fire) IPH, Health, TCPI, Admn and
13. Urban Fires Home
Department of UD PWD, Health, Home and Admn
14. Major Building Collapse
HPSEB/ MPP and Power Home, Health and Revenue
15.Electrical Disasters and Fires
3.3 DM organizational structure at the district level: -
Following are the roles and responsibilities of DDMA have been elaborated in Section 30 of the DM Act,
2005:
47
• The DDMA will act as the planning, coordinating and implementing body for DM at the
District level and take all necessary measures for the purposes of DM in accordance with
the guidelines laid down by the NDMA and SDMA.
• It will, inter alia prepare the District DM plan for the District and monitor the
implementation of the National Policy, the State Policy, the National Plan, the State Plan
and the District Plan.
• DDMA will ensure that all the line departments and local bodies in the district have an
active DM plan.
• DDMA will also ensure that the guidelines for prevention, mitigation, preparedness and
response measures lay down by the NDMA and the SDMA are followed by all the
Departments at the District level and the local authorities in the District.
• DDMA will further ensure that the areas in the district vulnerable to disasters are identified
and measures for the prevention of disasters and the mitigation of its effects are taken
• DDMA will play a role in reviewing the state of capabilities and preparedness level for
responding to any disaster
• DDMA will encourage the involvement of non-governmental organizations and voluntary
social-welfare institutions working at the grassroots level in the district for disaster
management
• DDMA will ensure communication systems are in order, and disaster management drills
are carried out periodically.
48
Figure 3.3: District-level disaster management – Basic Institutional Arrangements
3.3.2 District Crisis Management Group (CMG):
The crisis management group at State and districts level have been constituted for the State. The
State Crisis Management Group (SCMG) is headed by the Chief Secretary. The SCMG shall
normally handle all crisis situation and advice and guide the District Crisis Management Group
(DCMG) also. The DCMG is headed by the District Magistrate and is responsible for on-scene
management of the incident emergency.
3.3.3. District Disaster Management Committee and Task Forces: The DDMA for the district has been notified on 1.6.2007 as under:-
i) Deputy Commissioner Chairman
ii) Superintendent of Police Member
iii) Chief Medical Officer Member
iv) Superintendent Engineer (I & PH) Member
v) Superintendent Engineer (Power) Member
vi) Superintendent Engineer (PWD) Member
49
vii) Chairman Zila Parishad
viii) Additional District
Magistrate
Member Member Secretary
3.3.4 District Disaster Management Advisory Committee(s):
District level Disaster Management Advisory Committee(s) will be appointed by the District
Disaster Management Authority to take advice on various subject specific fields within the
overall context of disaster management. The committee will comprise disaster management
experts, which may be from government departments, research institutes and NGO’s.
3.3.5 Sub Division Level Disaster Management Committee
Sub Division level Disaster Management Committee headed by Sub Divisional Magistrate of
the respective Sub Division having been established in all Sub Divisions of the District. The
constitution of Sub Division Level Committees is as under:-
Table 3.5: Members of Sub-Division Level - Disaster Management Committee
Sr. Designation Sub Division
No.
1. Sub Divisional Magistrate Chairman
2. Block Medical Officer (Health) Member
3. SDPO Member
4. Executive Engineer, I & PH Member
5. Executive Engineer, HPPWD Member
6. Executive Engineer, (HPSEB) Member
7. Inspector, food Supply & Consumers Member
8. CDPO Member
9. BDOs Member
10. Divisional Forest officer Member
11. SDO (Telecommunication) Member
50
12. Tehsildar /Naib Tehsildar Member
3.3.6 Incident Response System (IRS) in the District:
Figure 3.4: IRT Framework
Table 3.6: Incident Response Team district Chamba constituted by the order of Deputy Commissioner
Chamba
Sr. No. IRS Position 1 INCIDENT COMMANDER
2 Deputy IC
3 Information & Media Officer
51
4 Liaison officer
5 Safety officer
6 OPERATION SECTION CHIEF
7 Staging Area Manager
8 Response Branch Director
9 Division Supervisor/Group Incharge
10 Transportation Branch
11 Road Group Incharge
12 Air Operations Group
13 PLANNING SECTION CHIEF
14 Resource Unit
15 Situation Unit
16 Documentation Unit
17 Demobilization Unit
18 LOGISTIC SECTION CHIEF
19 Service Branch Director
20 Communication Unit
21 Medical Unit
22 Food Unit
3.3.7 EOC Setup and facilities available in the district:
The District Collector would be assisted to perform the roles assigned to him and the DDMA by
the District Emergency Operation Centre (Control Room). The DEOC would perform the
following functions:-
i. District control room would be the nerve centre for the disaster management; ii. To monitor, coordinate and implement the actions for disaster management;
iii. Activate the ESF in the event of a disaster and coordinate the actions of various
departments/agencies;
iv. Ensure that all warning, communication systems and instruments are in working
conditions; v. Receive information on a routine basis from the district departments on the
vulnerability of the various places and villages (parts of the districts); vi. Receive reports on the preparedness of the district level departments and the
resources at their disposal to arrange and meet their requirements;
52
vii. Upgrade the Disaster Management Action according to the changing scenario; viii. Maintain a web-based inventory of all resources through the India Disaster
Resource Network (IDRN); ix. Provide information to the Relief Commissioner’ Office of the
disaster/emergencies/accidents taking place in the district regularly and maintain a
database of disasters and losses caused by them; x. Monitor preparedness measures and training activities;
xi. Providing information at district level, local level and disaster prone areas through
appropriate media; xii. Brief the media of the situations and prepare day to day reports during the disasters;
xiii. To report the actual scenario and the action taken by the District Administration; xiv. Maintain a database of trained personnel and volunteers who could be contacted
at any time; xv. Liaise with on-site operation center, State EOC and other emergency services.
The Assistant Commissioner to Deputy Commissioner shall be the Nodal Officer for Disaster
Management would be in-charge of the DEOC. The design, layout, equipment and operation of
the DEOC would be as per the EOC Manual prepared at the State level.
Table 3.7: Other Institutional Arrangements within the District
S.No. Institute/ Agency Responsibility
1. Armed Forces • Communication, search and rescue operations,
Health and medical facilities, and transportation,
especially in the immediate aftermath of a disaster.
• Participation in imparting training to trainers
and DM managers, especially in CBRN aspects,
heli- insertion, high-altitude rescue, waterman
ship and training of paramedics.
2. Central Paramilitary Forces • Besides contributing to the NDRF, they respond to
disasters which may occur in the areas where they are
Posted.
3. State Police Forces and India • Immediate response to disasters
Reserve Battalions • Advanced SAR and MFA
4. Fire Services and Home Guards • Deployed for community preparedness, conduct
of mock drill and public awareness
5. Panchayati Raj Institutions • Prepare plans for economic development and
( PRI’s) social justice
• Devolve functions to Panchayats
53
• Make funds available for activities on disaster
management
6. NGO’s • Develop a database of NGOs at all levels
working on disaster management focusing on
geographic outreach and thematic capacities of
the organizations.
• Establish meaningful engagement with
concerned government bodies such as
Planning Commission, Finance Commission,
NDMA, nodal ministries, state-level bodies,
district level bodies, local level bodies and
other stakeholders.
• Establishing inter-agency mechanisms for
coordination and network activities at all
levels.
NCC, NSS, NYKS, Scouts and Guides, Mahilla and Yuvak Mandals as organisations which
could be roped in DM. They will be trained in search and rescue (SAR) and medical first aid
(MFA) and other aspects
3.5. Forecasting and early warning agencies Early Warning System is the crux of disaster preparedness and response. Since its objective is risk
reduction by taking necessary precaution and action, the earlier the warning is received, the better it
is. For the EWS to be efficient and timely, it requires equally efficient backward linkages with
instruments that become the basis for providing early warning. Apart from technological systems
used for receiving early warning signal, community knowledge can also be utilised. The use of
animal, birds and insects behaviours for hazard early warning is being researched even in developed
countries where their particular behaviour is associated with possibility of occurrence of disasters.
Such community knowledge may be used for issuing warning message too.
54
Figure 3.5: With warning: Early warning Information flow (Top-Down)
Figure 3.6: Without Warning -The information should follow (Bottom-Up
The EOC would utilize the ICT tools and various other modes available for early transmission of
early warning to the vulnerable groups and also activate the responders. The bulk group messaging
services would also be utilized to alert the vulnerable groups and activate the SAR parties and all the
responders. A model of early warning dissemination is given in figure above. The timely flow of
early warning system from the source to the targeted stakeholder is very important. The
dissemination of early warning should be institutionalized so that it reaches the stakeholders in
55
minimum possible time by recognized means of communication.
3.5.1 Nodal Agencies for Early Warning
Following Nodal agencies of the Government of India are mandated for providing early
warning of different natural hazards that may strike within the state of Himachal Pradesh:
Table 3.8: Nodal agencies responsible for early warnings
SN Hazards Warning Agency Contact Details
011-24619943 / 24624588
N- (IMD) Indian Meteorological Department /
/Dehradhun 0135-2525458,
0177-2626211/ 0177-2629724/
1 Earthquake S- SDMA/SEOC 0177-2624976; 9816127668
D- DDMA/ DEOC [email protected]
1077, 01902-225630 to 32
0172-2622529 Fax; 0172-2621945;
N- (GSI) Geological Survey of India /DDMA/ Mob: 094173-71954.
2 Landslide
D- DEOC 1077, 01902-225630 to 32
N- (IMD) Indian Meteorological Department / 0177-2626211
3 Heavy Rain
S- SEOC 1070
/ Snowfall
D- DEOC 1077, 01902-225630 to 32
N- (CWC) Central Water Commission
0183-236105
4 Flood/
S -(CWC) Central Water Commission 0177-2624036, 0177-2624224 ,
Flash Flood
dirmashimlacwc@ nic.in
D -Irrigation and Public Health Dept./ DEOC
01902-222533; 01902-225630 to
32, 1077
0172-2699804, 098720-83177
5. Avalanche Snow & Avalanche Study Establishment [email protected]
6. Domestic /
D- Department of Fire Services 01902-222345, 98058-85454
Forest Fire
01902-222510, 01902-265041,
01903-221226, 01904-243874
56
D- Department of Forest
Epidemics D- Health and Family Welfare Department 01902-225299, 01902- 222350
7. D- Horticulture 01902-222407
D- Veterinary
Human-
8. Induced D- Himachal Pradesh Police 01902-224455/100, 01902-225589
Hazards
9. Road D- EMRI-GVK 88949-18180
Accidents
D- Police 01902-224455/100, 01902-225589
10. Stampede D- District Administration/DEOC 1077, 01902-225630 to 32
Dam / D- Hydro power project, I&PH, District 01902-222533, 1077, 01902-
11. Reservoir Administration 225630 to 32
Burst
57
CHAPTER 4- PREVENTION AND MITIGATION MEASURES
The term Mitigation can be comprised in the term Prevention. Mitigation means to reduce the
severity of the human and material damage caused by the disaster. Prevention is to ensure that
human action or natural phenomena do not result in disaster or emergency. Primary prevention is
to avoid the risk of the event occurring, by getting rid of the hazard or vulnerability. The major
hazards which are likely to affect district Chamba as discussed in chapter 2 are being discussed
below for mitigation purposes.
Table 4.1: Prevention mitigation measures specific to hazard
Hazard Mitigation Measures Responsible Remarks
Department
Revision and adoption of PWD
model building bye-laws for
construction both in the urban
and rural area.
Wide dissemination of PWD, Department of Necessity of building earthquake-resistant building environment, science safety in Urban areas
codes, the National Building and technology of Chamba will be
Code 2005, and other safety assessed and the
codes. same will be
disseminated with the
help of workshops
and trainings.
Training of trainers in PWD, Department of Trainings and professional and technical environment, science awareness campaigns
Earthquake
institutions. and technology will be aimed at
training rural
population of mainly
Pangi and Bharmour
sub division.
Training professionals like PWD, Department of Action plan for engineers, architects, and environment, science various trainings to
masons in earthquake resistant and technology be made by the
construction department in consultation with
DDMA
Launching public awareness PWD, Urban Action plan about campaigns on seismic safety Development, public awareness can
and risk reduction and be made with the help
sensitising all stakeholders of Public relation
about earthquake mitigation department.
especially in sensitive sub
divisions of Bharmour, Pangi
and Tissa.
58
Undertaking mandatory PWD
technical audits of structural
designs of major projects by
the respective competent
authorities.
Retrofitting of lifeline PWD
buildings(D.C office Chamba,
Regional Hospital chamba,
Mini secretariat Bharmour and
district offices of line
departments) which are prone
to earthquake
Assessing the seismic risk and PWD
vulnerability of the existing
built environment by carrying
out structural safety audits of
all critical lifeline structures.
Drainage system to be PWD, Municipal
checked. Control of surface Corporation
water and groundwater
drainage is the most widely
used and
generally the most successful
slope-stabilization method
Land Slide Retaining walls to be Department of Rural
constructed in vulnerable areas Development, PWD,
of Bharmour Pangi and BRO
Churah.
Covering the slope surface Department of
with geo- fabrics made of Agriculture, Forest
natural as well as synthetic Department
material in vulnerable areas of
Bharmour Pangi and Churah.
Improving the ground cover by Department of Distribution of planting erosion controls plants Horticulture and seedlings of plant
like Ivy, Periwinkle etc in Forest Department material useful in
denuded areas of Bharmour land reclamation in
and pangi. sloppy areas will be
taken up with the
help of Department
of forest and
horticulture.
Control Works involving PWD, BRO and UD
modifications of the natural
conditions of landslides such
as topography, geology,
59
ground water, and other
conditions that indirectly
control portions of the entire
landslide movement
Assessing the status of risk and Department of Rural
vulnerability of the existing Development, PWD,
built environment in the entire BRO
district with special emphasis
on Bharmour and Pangi sub
division
The drainage should be PWD
cleaned before the rain starts.
Heavy
rainfall, The tie-up with IMD, CWC IMD, IPH and DST
cloudburst, would be strengthened so that
flashflood. EWS can be effectively
communicated to the
vulnerable community.
The administration should PWD, TCP
strictly monitor housing and
constructions near the nallas
and river beds in Churah,
Bharmour and Pangi sub
division owing to their high
vulnerability to flashfloods.
Identifying various Forest Department Fire extinguishers communities at risk due to will be made
forest fire disasters and available in
Forest Fire educating them about safety Panchayat offices far
measures. from a water source.
To adopt safe practices in areas Forest Department Fire extinguishers that witness frequent fires of will be made
Bhattiyat, Churah, available in
Bharmour, and Pangi Panchayat offices far
subdivisions. from a water source
Flood Channel Improvement will IPH and CWC
result in improving the
discharge capacity of the
channel.
Flood Plain Zonation IPH and CWC Flood prone valley areas of Chamba and
Bhattiyat near Ravi
river have been
demarcated and
warnings in form of
60
banners are
displayed.
Flood proofing IPH and CWC
Baera Seul and Chamera Power Baera Seul and Warnings issued by project have sufficient SAR Chamera Power Hydel power projects
equipments which come in project need to be taken
handy case of flooding in their seriously by the
catchment area. masses.
Drought Artificial recharging of DRDA, IPH and
ground water, watershed Department of
programmes in privately agriculture
owned small/marginal farms,
laying of pipes/channels for
exclusive transportation of
water to dry areas
Programme for reconstruction DRDA, IPH and
and preservation of Department of
traditional water harvesting agriculture
Structures should be
encouraged in Pangi and
Bharmour as they receive
comparatively less rainfall.
Sensitization programmes‐ Department of public
drought management relations
educational programmes
Avalanche District administration tie-ups NIC, DDMA, DST
with IMD, NRSC and ISRO
can be strengthened so as to
boost effective dissemination
of early warning signals.
Plantations on denuded hills Department of forest Local granaries will mitigate the incidents of an and horticulture be equipped with
avalanche. department adequate ration in
case of heavy
snowfall in high
altitude areas of
Pangi and Bharmour.
The government should PWD and TCP SAR equipments will prohibit constructions on steep be strengthened in
slopes in Pangi and Bharmour sub division offices
areas as these are highly prone of Pangi and
to avalanches. Bharmour.
Road Awareness and sensitization Department of public
accidents about safe driving. relations
Stringent bye-laws
61
As depicted in table 4.1, every department has specific roles to be performed as mitigation
measures (structural and non-structural) specific to each hazard. These responsibilities will be
shared with the line departments in the district to make mitigation more effective.
Table 4.2: Ongoing schemes in the district
Name of the Nature of mitigation Implementing Budgets Time frame
program measures to be integrated department
Mahatma Gandhi - Water Rural Long term
National Rural Conservation and development
Employment Water Harvesting Guarantee Scheme works;
(MNREGA)
- Drought proofing Short term
works (including
afforestation and
tree plantation)
- Irrigation canals Long term including micro
and minor
irrigation works
- Land Long term
developments
works;
- Flood control and Long term
protection works
including drainage
in water logged
areas;
- Rural connectivity Short term
to provide all-
weather access;
and
Integrated - Integrated Rural Long term
Watershed development of development
natural resources
62
Management like land, water,
Program (IWMP) vegetation etc. by
taking up
watershed
development
projects.
- The program Long term
works to improve
the condition of the
places where
drought exists.
Indira Awaas Yojna - Construction of Rural Long term
(IAY) houses under IAY development
can be made
hazard resistant.
Rajiv Awaas Yojana - Construction of Rural Long term
(RAY) houses under IAY development
can be made
hazard resistant.
Swach Bharat •••• The idea of Rural Short term
mission cleanliness development
integrated with
DRR will be very
helpful in a post-
disaster situation
because a lot many
epidemics arise in
such situation
because of
improper
management of
waste and non-
availability of
toilets
Himachal Pradesh •••• The scheme helps Rural Short term
State Rural in making the development
Livelihood Mission communities more
resilient.
•••• The targeted
SHG’s can be used
63
to disseminate
information about
disaster
management to the
marginalized
community.
Integrated -Due to Agriculture Long term
Watershed topographical
development features, the district DRDA programme is vulnerable to
various forms of
erosion, flash
floods, cloudbursts
and landslides,
rendering the soil
unproductive. The
scheme can be
helpful in restoring
the productive
capacity of soil.
•••• Incorporating DRR
in the scheme can
involve risk
assessment of
places which are
more prone to
landslides.
Mukhayamantri - Providing Agriculture Long term
Kissan evam insurance support
khetihar mazdoor to the farmers with Jeevan Suraksha help in increasing
Yojna
their coping
capacity to respond
to a disaster.
Mukhyamantri -The scheme Agriculture Short term
Khet Sanrakshan already has a
Yojna component of DRR
as monkey menace
causes a huge loss
to crops every year.
64
-This idea of risk
mitigation will help
farmers in
maintaining their
livelihood by
protecting their
farms.
Pradhanmantri fasal -The scheme Agriculture Short term
bima Yojna already has a
component of DRR
as it provides
compensation to
farmers in case the
crops get affected
by a disaster.
Restructured - The scheme Agriculture Short term
Weather Based incorporates the
Crop Insurance idea of climate Scheme (WBCIS) change adaptation
and helps to
increase overall
resilience of the
community.
Dr. Y.S Parmar •••• Risk assessment of Agriculture Long term
Kisan Svarozgar need based
yojna infrastructure can
help in mitigating
the effects of a
disaster.
Rajiv Gandhi Micro •••• Construction of Long term hazard resistant
Irrigation scheme polyhouses would
mitigate losses
from adverse
weather conditions.
Rashtriya Krishi - The scheme can Agriculture Short term
Bima Yojna include risk
assessment for crop
failure and reduce
the caches of loss.
65
- It can also be used
to provide relief to
farmers in case of a
crop related
disaster
Pilot Weather Based •••• Training can be Agriculture Short term
Crop Insurance used to provide
Schemes(WBCIS) relief to farmers in
case the crop gets
affected by a
weather hazard.
National Mission on - Including DRR in Agriculture Long term
Sustainable the scheme will
Agriculture(NMSA) help to build
resilience in the
community.
Plant Protection •••• DRR component Agriculture Long term
Services scheme can be included and epidemics and horticulture
insect, pest
outbreaks.
Horticulture •••• These training Horticulture Short term
Training & services can act as Extension Services a platform to create
schemes
awareness of
disaster
management
among the farming
community.
Fruit Processing - The food Horticulture Long term
Programme processing industry
Services schemes can act as a saviour
to the state during
the time of disaster
if the value chain of
the entire system is
maintained
properly. The
66
processed food can
be provided as
relief material in a
post-disaster
situation.
Mission for -The flagship Horticulture Long term
Integrated scheme can have
Development of the component of Horticulture disaster
(MIDH)
management in
various aspects.
For example, it
encourages farmers
to use anti-hail nets
at 80 percent
subsidized rates
which help in
saving the product
from a hail storm.
National livestock -This Mission is Animal Long term
mission formulated with the husbandry
objective of
sustainable
development of
livestock sector,
focusing on
improving the
availability of
quality feed and
fodder.
•••• NLM will help in
building the coping
capacity of the
people and to help
67
them during the
time of disaster.
Assistance for -Thus, this scheme Animal Long term
Modernization of is particularly husbandry
Slaughter houses important in
and Carcass controlling the
Utilization Plants menace of
epidemics after
scheme
disaster event has
taken place
Central sheep -Wool rearing is a Animal Long term
insurance scheme traditional practise husbandry
in the district and
the scheme will
help farmers to at
least get a
compensation for
the loss post-
disaster
Livestock Health & •••• The scheme can be Animal Long term
Disease Control seen as a husbandry
scheme mitigation measure
to prevent the
spread of any
epidemic.
National Health •••• People can be Department Long term Mission(NHM) given hands-on of health and
training about family
basic first aid welfare
practices.
-Sanitation and
health in post-
disaster are very
pertinent and
hence the scheme
running in a
disaster prone area
will be helpful in
68
providing
immediate relief.
The ongoing government funding schemes (Table 4.2) will be linked with various aspects of
disaster management to their maximum potential. The activities that are performed under
these schemes will be used as a part of DRR, DM, and Capacity building and will make the
community more resilient.
69
CHAPTER 5- PREPAREDNESS MEASURES
Preparedness, as defined by UNISDR, consist of “the knowledge and capacities
developed by governments, professional response and recovery organizations, communities and
individuals to effectively anticipate, respond to, and recover from, the impacts of likely, imminent
or current hazard events or conditions.” Based on the preparedness, the response process begins
as soon as it becomes apparent that a disastrous event is imminent and lasts until the disaster is
declared to be over.
Preparedness focuses on plans to respond to a disaster threat or occurrence. It takes into
account an estimation of emergency needs and identifies the resources to meet these needs. It
also involves preparation of well-designed plans to structure the entire post-disaster response,
and familiarizing the stakeholders, particularly the communities through training and simulation
exercises. Preparedness has to be supported by the necessary legislation means a readiness to
cope with disasters or similar emergencies which cannot be avoided.
5.1 Objective of Preparedness Measures:
The goal of disaster preparedness is to know what to do in a disaster aftermath, how to do
it, being equipped with right tools to do it effectively. Preparedness helps to minimize the impact
of the hazard through pre-identified measures that ensure a timely, appropriate, effective
organization and delivery of response and relief actions. Section 30 (2) (xii) of DM Act 2005,
states that the “District Authority shall review the preparedness measures & give directions to the
concerned departments at the district level or other concerned authorities where necessary for
bringing the preparedness measures to the levels required for responding effectively to any
disaster or threatening disaster situation”.
5.2 General preparedness checklist for the district Chamba (H.P):
1. Deputy Commissioner, Chamba (H.P.) shall ensure that preparedness checklist is duly
followed by each front line department and status of the same is discussed in monthly
meetings. 2. Head of the department of each frontline department shall ensure that the departments are
prepared to meet the challenges of any emergency/ disaster by duly following the
preparedness checklists. 3. Nodal officers of each of the frontline departments shall ensure quarterly updation of
District Disaster Management Resource Inventory and submission of the same to District
Revenue Officer, Chamba (H.P.) by: a) Adding to it any changes in the human resources of their department along with their
updated contact numbers, if any. b) Adding to the equipment list, relevant resources for response activities from both the
government and private sector.
70
4. DRO shall ensure that the same has been updated and uploaded on the website of District
Administration on a quarterly basis with the help of District Information Officer (DIO). 5. Nodal officers of each of the frontline departments shall also report to Head of Department
and/or Deputy Commissioner, Chamba (H.P.) about requisition of any relevant
resource/equipment, not available with the Government and/or private sector, for disaster
management activity. 6. District Disaster Management Authority (DDMA), Chamba (H.P.) shall ensure the
establishment of Emergency Operation Centre, Chamba (H.P.) with the following: a) Proper space for Planning and Logistics Section Chief and staff. b) Proper space for control room with adequate communication equipment including
landline telephones, mobile phones, satellite phones, walkie-talkie, ham radio, computer/
laptop with printer facility, email facility, fax machine, television, etc. c) Ensure power backup facilities along with the availability of generator set. d) Ensure proper space for meeting, conference, media briefing along with LCD, computer
and video conferencing facilities. e) Availability of District Disaster Management Resource Inventory, Chamba (H.P.) and
also of the neighboring districts, Disaster Management Resource Inventory of the state
and also of critical national resources. f) Availability of Hazard Seasonality Map of Chamba (H.P.) district.
5.2.1 General Preparedness Measures:
1. Establishment of the Control Rooms
The district administration should ensure the operation of control rooms. The control
rooms which are presently run by major line departments at revenue, police, Hospital, etc. at
block and district level should be functional. 2. Plan Updation
Disaster Management Plan needs updation at every interval. It includes the skilled
manpower, their addresses and contact numbers, necessary equipments, medicinal stock, daily
necessities, a list of drought prone areas etc. All these things have to be updated after a certain
interval of time. 3. Communication System
Training is given for search and rescue teams, first aid teams, and disaster management
teams at village, Block, sub-division and district level. These teams will provide timely help
during any type of disaster as well as the provision of wireless sets at all Sub-division and block
offices for effective communication. Widespread community awareness programmes in a
drought so that villages are sensitized about the consequences and measures to address drought.
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4. Training for Disaster Management Team Members
Each of the DMTs comprises groups of women and men volunteers and are assigned with
a specials task. The Search and Rescue Teams, First Aid Teams formed at the three levels should
be provided training from time to time so that their timely help can be used during a disaster. 5. Organization of Mock Drills
Mock drill is an integral part of the Community based disaster management plan, as it is a
preparedness drill to keep the community alert. Mock drills are organized in all the villages of
the district to activate the DMTs and modification of the DM plan. Mock drill is organized once
in six months as per the seasonality calendar of natural disaster events that is likely to occur.
6. Building evacuation:
An evacuation plan has been made for all three buildings of D.C Office Chamba depicting
escape routes and positioning of safety equipment(Annexure-M). As part of preparedness, sand
buckets need to be provided in each building and fire extinguishers need to be refilled if empty. 7. Community Awareness on Various Disasters
Chamba being a multi-hazard prone district requires a widespread community awareness
program in most hazard prone villages so that villages are sensitized about the hazard and
evacuation, search and rescue become easy. Trainings at Panchayat level, training of schools
(students and teachers), and training of government officials is conducted at regular intervals.
5.3 Stakeholders for response related activities:
The line departments, local bodies, NGOs etc. are the stake holders at the district level. All the
stake holders have a set of responsibilities for preparedness of a disaster as a part of DDMP.
Table 5.1: Stakeholders for response related activities:
ESF Primary Secondary Activities Of Response Of Activity Of Response Of Agency Agency Primary Agency Secondary Agency
Responsible for coordination Make available police of national actions to assure wireless network at the
the provision of affected locations;
telecommunication support
Police, the state and district response
Communication BSNL Units of elements
Armed Forces Coordinate the requirement of Coordinate for the other
in the area temporary telecommunication networks available such as
in the affected areas. Ham Radios or HPSEB
network etc.;
Perform medical evaluation Provide manpower to the
and treatment as needed; primary agency wherever
available and needed;
Maintain patient tracking Make available its system to keep record of all resources to the primary
patients treated; agency wherever needed
by primary agency
Public Health
IPH
Coordinate the evacuation of
patients;
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Department of Direct activation of medical
Ayurveda personnel, supplies and
equipment;
To help in mass
decontamination;
Maintain a record of dead and
arrange for their post-mortem.
Urban Irrigation and Make arrangement for Repair the sewer leakages Development Public Health proposal disposal of waste in immediately;
Sanitation/ and Rural their respective areas;
Sewerage Development
Disposal Hygiene promotion with the Provide bleaching powder availability of mobile toilets; to the primary agencies to
check maintain sanitation.
Provide and coordinate State Make arrangement for and support until the local to provide the alternative
authorities are prepared to sources of lighting and
handle all power related heating to the affected
problems populations and for the
relief camps.
Review the total extent of
damage to the power supply
Power HPSEB Ltd. Himurja Identify requirements of
external equipment required
such as DG sets etc;
Hire casual labour for the
clearing of damaged poles etc
Coordinate arrangement of Act as stocking place for vehicles for transportation of fuel for emergency
relief supplies from operations;
helipads/airports to the
Department of HRTC, Civil designated places;
Transport Transport Aviation, Coordinate and implement Make available its fleet for GAD emergency related response the purpose of SAR,
and recovery functions, search transportation of supplies,
and rescue and damage victims etc;
assessment.
NDRF, SDRF, Coordinate search and rescue NDRF, Armed and para
Police, Red logistics during field military forces to provide Armed and Cross, VOs, operations; assistance to civil
Para military volunteers and authorities on demand;
forces, 108 Provide status reports of SAR 108 and Red Cross to Civil Defence, updates throughout the make available
Home Guards, affected areas. ambulances as per
Fire and requirement;
Search and Emergency
Discharge all ambulatory
Rescue services patients for the first aid which has the least danger to health
and others transported to safer
areas.
73
Emergency clearing of debris Making machinery and
to enable reconnaissance; manpower available to the
PWD and to keep national
highways and other
facilities in the functional
state.
Provide a work team carrying
CPWD, emergency tool kits,
Public Works National depending on the nature of the
and HP PWD Highways disaster, essential equipment
Engineering Authority of like towing vehicles, cranes
India, MES, etc.
BRO Constructing major temporary
shelters;
Connecting locations of
transit/relief camps;
Enable local authorities to Render necessary establish contact with the state assistance in terms of
authorities; resources, expertise to the
primary agency in
performing the assigned
task.
Information Department of Department of Provide ready formats for all
and Revenue IT/NIC reporting procedures as a
Communication through State standby.
EOC Documentation of response/
relief and recovery measures;
Situation reports being
prepared and completed every
3-4 hours.
Coordinate activities involved To assist the primary with the emergency agency in arranging and
provisions; supplying relief supplies;
Emergency mass feeding; To assist the primary
Relief Supplies Department of Department of agency in running the
Revenue Food and Civil relief camps.
Supplies To coordinate bulk
distribution of emergency
supplies;
Requirement of food and Ensuring the distribution clothing for affected of food supplies to the
population; affected population
through the PDS network
etc.
Control the quality and
Department of quantity of food, clothing and
Food & Food and Department of basic medicines;
Supplies Public Cooperation Ensure that all food that is
Distribution distributed is fit for human
consumption.
74
Make emergency food and
clothing supplies available to
population;
Ensure the provision of
specific nutrients and
supplementary diet for the
lactating, pregnant women
and infants.
Procurement of clean drinking To assist the primary water; agency wherever ULB is
Department of I Department of associated with the
Drinking water & PH Urban distribution of potable
Development water.
Water purification installation
with halogen tablets etc.
Locate adequate relief camps Department of Panchayati based on survey of damaged Raj through local
houses; Panchayats would assist
the primary agency in
establishing shelters of
smaller dimensions.
Develop alternative assist the primary agency Department of HIMUDA, HP arrangements for the in establishing temporary
Shelter Revenue PWD, UD and population living in structures shelters of larger
Panchayati Raj that might be affected even dimensions
after the disaster.
To Provide and collect To assist the primary reliable information on the agency in the discharge of
status of the disaster and its role.
disaster victims for effective
Media Department of Local DD and coordination of relief work at
Public AIR state level;
Relations Curb the spread of rumours;
Coordinate with all TV and
radio networks to send news
flashes for specific needs of
Donation;
Treatment of animals; To assist the primary Department of Department of agency in performing its
Animal Care Animal Panchayati Raj role.
Husbandry Removal of dead animals to
avoid outbreak of epidemics
Having sound communication To assist the primary and security plan in place to agency by making
coordinate law and order available manpower.
issues;
Law and Order Police Home Guards To maintain law and order;
To take measure against
looting and rioting;
75
To provide safety and security
at relief camps and temporary
shelters.
Removal of fallen trees; To support and supplement the efforts of
Removal of Forest Forest the primary agency.
trees and fuel Corporation Make arrangement for fuel
wood wood for the relief camps and
for general public;
5.4 Evacuation:
The Prime Nodal Agency for Evacuation within District Chamba is DDMA with supporting
agency consisting of Revenue and Police department.
Evacuation is a risk management strategy which involves the movement of people to a safer
location. However, to be effective, it must be correctly planned and executed for the return of the
affected community. The following factors need consideration for evacuation preparedness:
•••• Identification of appropriate shelter areas based on safety, availability of facilities,
capacity and number of victims.
•••• Approaches to the shelter location in light of disruption due to hazard impact and
traffic blockades.
•••• Temporary accommodation.
•••• Provision of essential facilities like drinking water, food, clothing,
communication, medical, electrical and feeding arrangements, etc.
•••• Security
•••• Financial and immediate assistance
•••• First-aid and counselling Available preparedness: An evacuation plan has been made for all three buildings of D.C
Office Chamba depicting escape routes and positioning of safety equipments.(Annexure M)
Gaps: Sand buckets need to be provided in each building and fire extinguishers need to be
refilled if empty. At present, D.C office Chamba has an active evacuation plan depicting
exit routes (Annexure-). A similar approach needs to be followed for all lifeline buildings of
the district and also at block/gram panchayat level.
5.5 Search & Rescue: -
Available preparedness:
•••• The Prime Nodal Agency for Search and Rescue within District is Police along with
Home Guards.
•••• In case the incident is beyond the capacity of the district and state NDRF, Bathinda and
its supporting unit at Nurpur, Kangra will be reckoned for.
76
•••• SAR equipment’s have been distributed in all sub divisions and line departments of district
Chamba (Table 5.2)
Table 5.2: List of equipment’ available in the district used for SAR
Sr. ITEM HP IPH POLICE REVENUE MEDICAL HOME FIRE CHAME BAIRA
No PWD GUARD SERVIC RA SIUL
ES POWER PROJE
PROJE CT
CT(I, II,
III)
1 Search - - 1 10 - 4 4 6 -
light
2 Ropes - - 2 11 1 25 1 7 1
3 Rope - - - 13 - 25 6 5 6
Ladder
4 Life - - 15 - 4 35 5
Jackets
5 Dozer 18 - - - - - - 2 -
6. JCBs 18 - - - - - - 1 1
7 Mega - - - 11 - - - - -
Phones
8 Helmet - - - 13 - - - - -
9 Lifebuoys - - - 13 - - 2 5 -
10 First Aid - - - 29 - 15 - 13 4
Box
11 Slab /Tree - - - 17 - 15 1 12 4
Cutter
12 Walkie - - 1 1 - - - 6 23
Talkie
13. Electric - - - - - 5 - 6 5
Drill
14. Stretcher - - 4 35 4 65 - 6 4
15. Hand tool - - - - - 10 - 8 6
set
16. Tarpal - - - 56 - - - - -
Gaps: The district is prepared to handle a localized disaster, however, SAR equipment’s need
an upgrade in terms of quantity.
5.6 Medical First Aid:
The Nodal Officer is CMO and MS of the district with the support of Red Cross and other suitable
77
agencies.
Available Preparedness:
•••• The department can give medical aid to a small scale disaster. They are equipped with
medical kits, stretchers, x-ray etc., 200-bed capacity and power backups.
•••• The regional Hospital Chamba has deployed an emergency task force.
•••• A resource person from EMRI (108) have been utilized to give trainings of first aid at the
district level.
•••• Health staff showed active participation in mega mock exercise (Nov 2106) and a
practical example of triage system of the injured and dead was adopted by them while
portraying a post-earthquake situation.
Gaps:
•••• The district health department needs to be rendered with adequate no. of ambulances or
emergency vehicles in order to tackle a disaster situation.
•••• The health department needs to make a DM plan and update their resource information.
•••• Training of Home Guards/Police/Nurses, ASHA ANM/Volunteers needs to be carried out
at regular intervals. Facilitation of First Aid Kits to the stakeholders for medical services
till village/ community levels should be followed up.
5.7 Damage & Loss Assessment:
•••• The Nodal Officer for assessment of the damages and loss will be with the Revenue
department with key departments
•••• Damage assessment is carried out with regards to building stock, standing crops,
agricultural area, livestock lost, forest cover decimated, vital installations etc. for better
rescue and relief. Damage assessment is conducted in 2 phases:
•••• Rapid Damage Assessment, and detailed Damage Assessment
Gap: There is a need of training of the officers/ officials of the key departments.
Equipment required for the assessment of Damage and loss.
5.8 Mass Casualty Management:
Nodal Officer is CMO and MS of the district with support 108/ Red Cross/ Police/ Home Guards
and other suitable agencies
The identified regional hospitals of the district along with the other private hospitals and CHC,
PHC’s will get operational.
Available Preparedness:
78
•••• Nodal Officer is CMO and MS of the district with support 108/ Red Cross/ Police/ Home
Guards and other suitable agencies
•••• The identified regional hospitals of the district along with the other private hospitals and
CHC, PHC’s will get operational in a disaster event.
•••• Human Resource preparedness within District comprises of General Surgeons, Medical
Specialist, Gynecologist, Radiologist, Orthopedic Surgeon, Nurses, ASHA ANM, Senior
students of medical institutions, Veterinary Surgeon & Gynecologist, ENT, and Bed
Strength. Regional Hospitals are supported by the Blood Banks and a list of donors.
•••• Equipment available with the medical departments or other agencies consists of stretchers,
ambulances, various other emergency machinery like X-Ray machines, Ultra Sound.
Gap:
•••• Training of medical staff in the management of mass causality along with strengthening
of necessary equipment. Another identified gap is not having sufficient medicinal stock
for the same.
•••• A mortuary with bigger capacity needs to be made for a post-disaster event.
5.9 Relief, food & Water
Nodal Officer is the District Food and Civil Supply Department with the support of Revenue/
Health and Family Welfare.
Gap- Non-availability of Warehouses/ storage areas along with Fair Price Shops, availability of
Cylinders, wood, utensils, clothing’s at the community/village level.
5.10 Shelter/ Medical/ Relief Camp
Nodal Officer for the Shelter /Medical/ Relief Camp is DDMA with the key stakeholders such as
Revenue, DRDA, Education departments.
The possible sites for the establishment of the above Camps are the schools, community shelters,
parking areas, temple areas and open grounds within the district.
Gap- Non-availability of basic utilities for the functioning of camps.
5.11 Early Warning system
Early Warning System is the crux of disaster preparedness and response hence, its objective is risk
reduction by taking necessary precautions and action. The earlier the warning is received, the better
79
it is. For EWS to be efficient and timely, it requires equally efficient backward linkages with
instruments that become the basis for providing early warning.
EWS are comprised of four major elements:
• Knowledge of the risk.
• Technical monitoring and warning service.
• Dissemination of meaningful warnings.
• Public awareness and preparedness to act.
Figure 5.1: Early warning and dissemination
Nodal Agencies for Early Warning have been identified by the District for the multi- hazard
preparedness as follows:
Table 5.3: Nodal Agencies for Early Warning
Sr.No Hazards Warning Agency Contact Details
.
011-24619943 / 24624588
/Dehradun 0135-2525458,
0177-2628940/ 0177-
1. Earthquake
2629439/
01772624976;seocshimla@gm
ail.com
1077, 01899-226950
80
033)22861676
(033)22861661
N- (GSI) Geological Survey of India [email protected]
2. Landslide
D- DDMA/DEOC [email protected]
1077, 01899-226950
91-11-24618241
N- (IMD) Indian Meteorological
Department 0177-2628940/ 0177-
3. Heavy Rain 2629439/
/ Snowfall S- SEOC 0177-2624976;seocshimla@gm
ail.com
D- DEOC
1077, 01899-226950
0183-236105
N- (CWC) Central Water Commission 0177-2624036, 0177-2624224
,
4. Flood/ S -(CWC) Central Water Commission dirmashimlacwc@ nic.in
Flash Flood
D -Irrigation and Public Health Dept./ 01899-222410
DEOC
0172-2699804, 098720-
N-Snow & Avalanche Study Establishment
83177
5. Avalanche SDMA/SEOC
1070,0177-268940
DDMA/DEOC
1077, 01899-226950
Domestic /
D- Department of Fire Services 01899-222290
6.
Forest Fire
01899-225085 D- Department of Forest
Epidemics D- Health and Family Welfare Department 01899-222223
7. D- Horticulture 01899-222339
D- Veterinary 01899-222317
81
Human-
8. Induced D- Himachal Pradesh Police 01899-222380
Hazards
Road D- EMRI-GVK 76509-00947 (Abhishek),
9. 94187-33641 (Yog Raj) Accidents D- Police
01899-222380
10. Stampede D- District Administration/DEOC [email protected]
1077, 01899-226950
Dam / D- Hydro power project 01899-254058
11. Reservoir I&PH 01899-222410
Burst District Administration 01899-224847
5.12 Preparedness and evacuation for disabled
• Persons with disabilities are often overlooked during a disaster. Keeping this in view, some
potential problems encountered by people with various types of disabilities and possible
measures taken are mentioned below for preparedness during response and evacuation:
• Training of the support staff of the disabled people with regards to response and evacuation.
• The physically impaired should be provided with whistles as part of emergency
preparedness kit.
• Clear markings for the evacuation routes in all government buildings.
• Procurement of equipment for physically impaired people like mobility aids.
• Use of picture cards to communicate immediate needs of food, water, toilet, medication,
etc. by the impaired.
• Training of SAR teams for dealing with people with intellectual and mental impairment.
• Preparation of shelters through the use of universal designs like handrail, ramps etc.
• Fencing the shelter grounds or areas that are unsafe.
• Awareness of the staff in charge of Shelter management including volunteers.
• Preparing female volunteers/ task force members to assist females with
disabilities.
• Provision for mechanisms to check on security of people with disabilities.
5.13 Activation of IRS:
The IRS organisation functions through Incident Response Teams (IRTs) in the field. In line
with our administrative structure and DM Act 2005, Responsible Officers (ROs) have been
designated at the State and District level as overall in charge of the incident response
management. The RO may, however, delegate responsibilities to the Incident Commander (IC),
who in turn will manage the incident through IRTs. The IRTs will be pre-designated at all levels;
State, District, Sub-Division and Tehsil/Block. On receipt of Early Warning, the RO will activate
them. In case a disaster occurs without any warning, the local IRT will respond and contact RO
for further support, if required.
82
Figure 5.2: IRS Organization
5.14 Protocol for seeking help from other agencies:
1. Procedure for Provision of Aid:
i. The Armed Forces are conscious of not only their constitutional responsibility in-aid to
civil authority but also, more importantly, the aspirations and the hopes of the people.
Although such assistance is part of their secondary role, once the Army steps in,
personnel in uniform whole heartedly immerse themselves in the tasks in accordance with
the Army’s credo- “SERVICE BEFORE SELF”.
ii. Assistance during a disaster situation is to be provided by the Defence Services with the
approval and on orders of the central government. In case, the request for aid is of an
emergency nature, where government sanctions for assistance are not practicable, local
military authorities, when approached for assistance, should provide the same. This will
be reported immediately to respective Services Headquarters (Operations Directorate)
and normal channels took recourse to, as early as possible.
2. Requisition Procedure:
Any state unable to cope with a major disaster situation on its own and having deployed all
its resources will request Government of India for additional assistance. Ministry of Defence
will direct respective service headquarters to take executive action on approved requests. The
chief secretary of state may initiate a direct request for emergency assistance, for example,
helicopter for aerial reconnaissance, or formation of local headquarter (Command/Area
Headquarters) or naval base or air force station.
3. The Armed Forces may be called upon to provide the following types of assistance:
• Infrastructure for command and control for providing relief. This would entail the
provision of communication sand technical man power.
• Search rescue and relief operations at disaster sites.
• Provision of medical care at the incident site and evacuation of casualties.
83
• Logistics support for transportation of relief materials.
• Setting up and running of relief camps
• Construction and repair of roads and bridges to enable relief teams/material to reach
affected areas.
• Repair, maintenance and running of essential services especially in the initial stages of
disaster relief.
• Assist in evacuation of people to safer places before and after the disaster
• Coordinate provisioning of escorts for men, material and security of installations,
• Stage management and handling of International relief, if requested by the civil ministry
4. Disaster Relief Operation
a) Disaster relief act can be undertaken by local commanders. However, HQ Sub Area is to
be informed at the first opportunity and then flow of information to be maintained till
completion of the task. b) Effective and efficient disaster relief by the army while at the task. c) Disaster relief tasks will be controlled and coordinated through Commanders of Static
headquarters while field units Commanders may move to disaster site for gaining first-
hand knowledge and ensuring effective assistance. d) Once the situation is under control of the civil administration, army aid should be
promptly de-requisitioned. e) Adequate communication, both line and radio, will be ensured from Field Force to
Command Headquarters.
5. Procedure to Requisition Army, and Air Force: a) It will be ensured by the local administration that all local resources including Home
Guards, Police and others are fully utilised before assistance is sought from outside. The
District Collector will assess the situation and project his requirements to the State
Government. District Control Room will ensure that updated information is regularly
communicated to the State Control Room, Defence Service establishments and other
concerned agencies. b) District Collector will apprise the State Government of additional requirements through
State Control Room and Relief Commissioner of the State.
c) Additional assistance required for relief operations will be released to the District Collector
from the state resources. If it is felt that the situation is beyond the control of state
administration, the Relief commissioner will approach the Chief Secretary to get the aid
from the Defence Services. Based on the final assessment, the Chief Secretary will project
the requirement as under while approaching the Ministry of Defence, Government of India
simultaneously for clearance of the aid:
Aid from Army: Headquarters Sub Area Commander, and Headquarters of Western Command
Chandi mandir.
84
Aid from Air Force: Sector Commander Sarsawa, Saharanpur (Contact Person: Wg. Cdr. Vineet
Sharma– 07599342240; Fax No.01331–244822), and Western Air Command Headquarters, Delhi.
Army authorities to be contacted for disaster relief are as under:
6. Co-Ordination between Civil and Army: For deployment of the Army along with civil
agencies on disaster relief, co-ordination should be carried out by the district civil authorities
and not by the departmental heads of the line departments like Police, Health & Family
Welfare, PWD and PHED etc.
7. Overall Responsibility When Navy and Air Force are also being Employed: When Navy and
Air Force are also involved in disaster relief along with the Army, the Army will remain over
all responsible for the tasks unless specified otherwise.
8. Principles of Deployment of Armed Forces
• Judicious Use of Armed Forces: Assistance by Armed Forces should be requisitioned
only when it becomes absolutely necessary and when the situation cannot be handled by
the civil administration from within its resources. However, this does not imply that the
response must be graduated. If the scale of disaster so dictates, all available resources
must be requisitioned simultaneously.
• Immediate Response: When natural and other calamities occur, the speed for rendering
aid is of paramount importance. It is clear that, under such circumstances, prior sanction
for assistance may not always be forth coming. In such cases, when approached for
assistance, the Army should provide the same without delay. No separate Government
approval for aid rendered in connection with assistance during natural disaster sand other
calamities is necessary.
• Command of Troops: Army units while operating under these circumstances continue to
be under command of their own commanders, and assistance rendered is based on a task
basis.
• No Menial Tasks: While assigning tasks to troops, it must be rendered that they are not
employed for menial tasks e.g. troops must not be utilised for disposal of dead bodies.
• Requisition of Aid on Task Basis: While requisitioning the Army, the assistance should
not be asked for in terms of a number of columns, engineers and medical teams. Instead,
the-civil administration should spell out tasks, and leave it to Army authorities to decide
on the force level, equipment and methodologies to tackle the situation.
• Regular Liaison and Co-ordination: In order to ensure that optimum benefits derived
out of Armed Forces employment, regular liaison and coordination needs to be done at all
levels and contingency plans made and disseminated to the lowest level of civil
administration and the Army.
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• Advance Planning and Training: Army formations located in areas prone to disaster
must have detailed plans worked out to cater for all possible contingencies. Troops
should be well briefed and kept ready to meet any contingency. Use of the Vulnerability
Atlas where available must be made.
• Integration of all Available Resources: All available resources, equipment,
accommodation and medical resources with civil administration, civil firms and NGOs
need to be taken into account while evolving disaster relief plans. All the resources
should be integrated to achieve optimum results. Assistance from outside agencies can be
super imposed on the available resources.
• Early De-requisitioning: Soon after the situation in a disaster-affected area has been brought
under control of the civil administration, Armed Forces should be de-requisitioned.
5.15 Operational check-up of Warning System:
In the wake of natural disasters, a Control Room is set up in the district for day-today
monitoring of the rescue and relief operations on a continuing basis, operationalizing the
contingency plan and keep close liaison with the State Headquarters, NGOs and other
agencies dealing with disaster management and relief. Checking periodically the equipment
for EWS, Satellite phone, Hot Line, Telephone lines available with the authorities etc.
5.16 Operational check- up for Emergency Operation Centre:
Operational check-up of Emergency Operation Centre is carry out month wise and check
out all facility and equipment in DEOC.
5.17 Seasonal Inspection of Facilities and critical infrastructure:
Various departments/ organizations are directed to carry out an inspection of the resources
and equipment annually and especially before the onset of rainfall and snowfall. The
lifeline infrastructures need to be monitored and repaired from time to time.
5.18 NGOs and other stakeholders coordination – identifying their strengths
and allocation of responsibilities in area/sector/duty/activities – Activate
NGO coordination cell: NGOs and voluntary organization in Chamba have been exposed to disaster management
trainings at successive intervals and hence they can play a vital role in disaster
management. The organizations can provide trained manpower in case disaster strikes.
5.19 Resource mobilisation:
Resource mobilisation becomes very important in a post-disaster scenario. The
administration has limited resources and it becomes difficult to cater to a mass causality
situation. The Deputy Commissioner under such a situation can acquire any private and
public resources and put them to use for disaster management by the powers vested in him
under IRS NDMA guidelines. The resources with line departments of the district have been
uploaded in IDRN (Indian Disaster Resource Network) format on the district website.
86
5.20 Protocol and arrangements for VIP visits: The visit of the VIP’s to the disaster site is likely to adversely affect the rescue operations,
particularly if casualties are still trapped. It should be ensured that their visits do not
interrupt rescue and lifesaving work and the police, as co-ordinator of the disaster response,
should explain the ground situation to them and try to avoid their visit, if possible.
However, in case the visit becomes impossible to avoid, it needs to fix up the timings of
their visits. The additional need for their security also causes a problem. The police and the
local services are trained to handle VIP visits and many of the usual considerations will
apply to their visit to a disaster site. It is desirable to restrict media coverage of such visits,
in such case the police should liaise with the government press officer to keep their number
to a minimum. It is also necessary for the police to brief the VVIP/VIP beforehand about
the details of casualties, damage and the nature of the disaster. It should, therefore, prepare
a brief note for such briefings.
5.21 Community preparedness:
In a disaster situation, it becomes difficult for the district administration to trigger relief
and rescue operations in every part of the district. As a result, if the community is not
prepared for a disaster, the repercussions can be life threatening. 5 Panchayats in District Chamba, namely, Rajindu, Silaghrat, Sarahan, Pihuhara and
Khundel have been formally trained in 2016(Details in annexures) for making a village
level DM and plan and they also were successful in identifying shelters and making DM
task forces. A similar approach is to be followed in the rest of the district with the help of
DDMA and BDOs. As of now the flow of information in an EWS from the community to the district/state or
centre and vice versa is as follows:
Figure5.3: Early warning information dissemination to communities
5.22 Media management / information dissemination:
Media plays a critical role in the information and knowledge dissemination in all phases of
Disaster Management including IRS structure. The versatile potential of both electronic
and print media needs to be fully utilised. Effective partnership with the media will be
worked out in the field of community awareness, early warning and dissemination, and
education regarding various disasters. The use of vernacular media would be harnessed for
community education, awareness and preparedness at the local level and the DPRO in
consultation with DDMA would take 87
appropriate steps in this direction. Both print and electronic media are regularly briefed at predetermined time intervals about the events that occur and the prevailing situation on
the ground. The Spokesperson should be the one who will coordinate with the RO and the IC in IRS structure under the Information and Media unit to disseminate the information
of the incident
The district is prepared to handle a localized disaster; however, in the case of a massive
disaster, external assistance might be needed and hence the following locations have been
identified as relief sites for assistance from state or centre.
5.23 Knowledge Management:
TCB coordinator, IT coordinator, NIC together shall be responsible for gathering data on
resource inventory available with all the line departments and all the Gram Panchayats by
coordinating with GPEOCs. National Informatics Centre (NIC) shall be responsible for
uploading all the data once a month on India Disaster Resource Network (IDRN).
5.24 India Disaster Resource Network (IDRN)
IDRN, a web based information system, is a platform for managing the inventory of
equipments, skilled human resources and critical supplies for emergency response. The
primary focus is to enable the decision makers to find answers on the availability of
equipments and human resources required to combat any emergency situation. This
database will also enable them to assess the level of preparedness for specific
vulnerabilities. Total 226 technical items listed in the resource inventory. It is a
nationwide district level resource database. Each user of all districts of the state has been
given unique username and password through which they can perform data entry, data
updation on IDRN for resources available in their district. The IDRN network has the
functionality of generating multiple query options based on the specific equipment,
skilled human resources and critical supplies with their location and contact details.
5.25 Mobilizing Stakeholder’s Participation:
The DDMA will coordinate with Home Guards, NCC, NYKS, NSS, sports and youth
clubs, women based organizations, faith-based organizations and local Non-
Governmental Organizations (NGOs), CSOs etc. for DM. They will be trained in various
aspects of DM more particularly in SAR and MFA. They will also be encouraged to
empower the community and generate awareness through their respective institutional
mechanisms. Efforts to promote voluntary involvement will be actively encouraged.
5.26 Corporate Social Responsibility (CSR) and Public-Private Partnership
(PPP): Historically, the corporate sector has been supporting disaster relief and rehabilitation
activities. However, the involvement of corporate entities in disaster risk reduction activities
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is not significant. PPP between the Government and private sector would also be
encouraged to leverage the strengths of the latter in disaster management. The DDMA
would need to network with the corporate entities to strengthen and formalize their role in
the DM process for ensuring the safety of the communities. The corporate sector also needs
to be roped up for on-site and off-site emergency plans for hydro-power projects. The role
of corporate sector for awareness generation and the local capacity building is also
important and efforts would be made to involve corporate sector in this effort.
5.27 School preparedness:
The District Medical Officer of the district in coordination with the DDMA will ensure that
the schools in the district are prepared to respond to various disasters. Towards strengthening
preparedness the following actions have been taken and are being followed up:
•••• Training of the school teachers, staff and students to respond to disasters
•••• Preparation of school disaster management and preparedness plan and hold mock drills.
•••• Preparation of school level task forces and train them
The schools will maintain emergency contact numbers of service providers such as Police,
Hospitals, Ambulance services, DDMA etc.
Table5.4: Identified Helipads in Chamba for Relief and Rescue operations
Sr.
No. Name of Helipad/Station Latitude Longitude
Size of
Helipads
Altitude
(Meter)
1. BHANJRAROO, TISSA 32.8296 76.1427 75*35 M 1691
2. SATRUNDI, TISSA 32.9919 76.2097 75*35 M 3552
3. DHARWAS, PANGI 33.1183 76.3632 60*30 M 2517
4. CHAMBA, SULTANPUR 32.5635 76.1176 120*60 M 866
5. BHARMOUR 32.4414 76.5382 115*150 M 2206
6. HOLI, BHARMOUR 32.3366 76.5442 100*45 M 1752
7. KILLAR, PANGI 33.0851 76.3990 136*30 M 2738
8. TISSA CRICKET GROUND 32.8346 76.1508 1659
9. POLICE GROUND BARGAH, CHAMBA 32.5506 76.1303 883
10. GOVT. ITI CHAMBA 32.5614 76.1273 880
11. CHAMERA NHPC-II COLONY 32.5295 76.1386 888
12. TRIVENI PLAYGROUND, BAKLOH 32.4659 75.9262 1374
13. SACH, PANGI 32.9977 76.4470 2657
14. CHAMERA NHPC-1 KHAIRI 32.6051 75.9065 563
15. SURAL TAI, PANGI 33.1490 76.4502 3383
16. BANIKHET 32.5454 75.9474 1614
17. AJOG, PANGI 32.9219 76.4577 2275
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CHAPTER 6- CAPACITY BUILDING AND TRAINING
MEASURES
6.1 Approach:
The approach for the capacity analysis should eye the short term, medium term and long-term
timeline for policy and cutting-edge level with a multi-layer approach. The training must target
the stakeholders responsible for filling in the gaps in capacity identified in chapter 2. These
training should leverage upon the local capacity of the district to facilitate various programs.
These training should eye both response and mitigation-centric approach to built upon the
existing capacity of the district.
6.2 Training and Capacity Building:
DDMA will work towards capacity building of the district to disasters by doing the following
activities:
•••• Awareness generation and sensitization of public by trainings, mock drills, print media, mass media and street plays.
•••• Organizing mock drills at regular intervals in schools and government buildings.
•••• Organizing marathons, slogan writing, painting etc. in different sub division so as to ensure participation of people from different spheres.
•••• Organizing specific trainings for masons and engineers for making disaster resistant buildings.
•••• Distribution of IEC material to government offices, schools, colleges and panchayats.
•••• Organizing trainings for stake holders and other employees of state government.
•••• Ensuring that all villages/Panchayats have an active DM plan and DM task forces.
•••• Ensuring that all line departments have an active DM plan and DM task forces.
•••• Updating resource list of all line department at least twice a year.
6.2.1 Training and Capacity Building of Government Officials:
At the district level, training programmes will be conducted in coordination with Himachal Institute of Public Administration (HIPA), NGOs, and government training/research institutions
like Mountaineering Sub Centre Bharmour, National Institute of Disaster Management (NIDM) and National Disaster Response Force(NDRF) and DDMA Chamba.
6.2.2 Community Level Training and Public Awareness Activities:
The community awareness and training activities will basically be carried out in the form of
training programmes through NGOs, Private Sector, and Government Training Institutions and DDMA Chamba. Apart from spreading awareness of disasters, the focus will essentially be on
community capacity building.
DDMA will coordinate with volunteers and social organizations like Home Guards, NYKs, NCC,
Red Cross, Youth Clubs, Self Help Group (SHGs), CBO’s, NGO’s and Anganwadi centres, etc.
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These institutions play a vital role in spreading mass scale community awareness. Media equally plays an important role in raising awareness and educating people. Skill- development at the
community level can be done on the Public Private Partnership (PPP) model to ensure sustainability of the community against disasters.
Community level training and awareness drives would target rural population as the prime
audience. Capacity building at village level will include making DM Plans, task forces, DM
committees and their implementation. People will be imparted training in Basics of disaster
management, Basic First aid techniques, Relief and rescue operations and Sanitation techniques.
An institutional long-term arrangement through technical institutions will be put in place for up-
gradating the skills of contractors and masons for ensuring safe construction practices.
Table6.1: Task forces to be formed at village/Panchayat level
Task Force Function
•••• Early Warning Group •••• Gather of disaster-related information (meteorological, seismic, hydrological
etc.) from mass media and DDMA.
•••• Rescue & Evacuation Group •••• Physically strong individuals who can use SAR equipment.
•••• Water & Sanitation Group •••• Individuals of ASHA, SHGs, Health centre, Chemists who can be responsible for taking care of sanitation and
cleanliness in an event of disaster.
•••• Shelter management Group •••• Inhabitants of the village who are familiar with the area and can suggest
possible shelters in different disasters.
•••• First Aid & Medical Group •••• Individuals of ASHA, SHGs, Health centre, Chemists who can give immediate
first aid.
Primary agencies for community-level training and public awareness are:
• NGOs
• Private sectors
• Red cross
• EMRI
• CBOs
• SHGs
• NYKs NCC
• Homeguards
• Angwadis
• DDMA
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Table 6.2: Trainings to be conducted under capacity building
Nature of training Demand Responsible Potential Frequency Approach
departments training
institutes
Policy level training 2 officers DDMA DDMA,SDMA, Annually Short term
for DDMA and from each HIPA,
Senior Executives on sub division UNDP
Policies need to be
trained
Search and rescue 100 police Police, NDRF, Quarterly Long term
and home Homeguards, Mountaineering
guard DDMA institute
personnel can Chamba,
be trained in Mountaineering
each training Institute
Chamba
Training doctors on 200 Doctors Health 108-EMRI H.P, Quarterly Long term /
emergency response can be trained Red cross, St. existing
in each John’s institutions
training
Training doctors on 200 Doctors Health 108- EMRI H.P, Biannually Short
Mass casualty can be trained Red cross, St. term/outside
management in each John’s institutions
training
Task forces training 100 Annually Medium term
on participants IPH Trained
using local as from well as • Water Sanitation
professionals
Panchayats outside
and Shelter
from IPH
and regional institutions
Management
(WASH) line
Police, NRSC, IIRS,
departments Homeguard NIDM, SDMA
• Early warning and DDMA
System
Health Red cross,
EMRI-108, St.
• First aid John’s
School safety training 100 teachers Education PWD, Engineers Quarterly Long-term
and other , DM specialist using local
employees of from institutions
DDMA/SDMA,
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education NDRF, Civil
sector defence,
Homeguard,
Police
Sensitization program PWD NIT Hamirpur Annually Medium term
for engineers with assistance
from DDMA
Sensitization program Local masons NIT Hamirpur Annually Long term
for masons with assistance
from DDMA
Comprehensive 100 DDMA and HIPA, SDMA Annually Medium term
training for NYKS, district and DDMA,
NCC, NSS authority UNDP
PRI Training on DRR 200 DDMA and HIPA, DDMA, Annually Medium term
and disaster district UNDP
preparedness administration
Municipal DDMA and HIPA, DDMA, Annually Medium term
Corporation training district UNDP
on DRR and disaster administration
preparedness
Training of ASHA, 100 EMRI, EMRI-108, Biannually Long term
ANM for medical Participants District District hospital
first response / from various hospital
psychosocial care panchayats of Chamba,
the district.
Basic training on GIS DDMA DDMA, SDMA, Annually Short term
remote sensing and NRSC, IIRS,
disaster mapping NIDM
Basic training on 50 Department of CSKV Biannually Medium term
Disaster management participants Agriculture Agriculture
for food and civil from food and Food and University
supplies and civil civil supplies Palampur, Dr.
supply Y.S.P.U Nauni,
department G.B Pant uni.
Kullu,
CSIR Palampur
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CHAPTER-7 RESPONSE AND RELIEF MEASURES
7.1. Introduction and Objective:
The post-disaster phase of Disaster Management looks into Relief, rehabilitation,
reconstruction and recovery. The effective disaster management strategy aims to lessen disaster
impacts through strengthening and reorienting existing organizational and administrative
structure from district – state to national level. Relief, on the contrary, is viewed as an
overarching system of facilitation of assistance to the victims of disaster for their rehabilitation in
States and ensuring social safety and security of the affected persons. Relief needs to be prompt,
adequate and of approved standards. It is no longer perceived only as gratuitous assistance or
provision of emergency relief supplies on time. The emergency response plan is, thus, a first
attempt to follow a multi-hazard approach to bring out all the disasters on a single platform,
incorporating disaster resilient features to ‘build back better’ as the guiding principle. It provides
a framework to the primary and secondary agencies and departments, which can outline their
own activities for disaster response. Response process begins as soon as it becomes apparent that
a disastrous event is imminent and lasts until the disaster is declared to be over Disaster response
is aimed at “Saving Life-Minimise the Loss-Stabilising the Situation”.
7.2. Response Planning:
The onset of an emergency creates the need for time-sensitive actions to save life and property,
reduce hardships and suffering, and restore essential life support and community systems, to
mitigate further damage or loss and provide the foundation for subsequent recovery. Effective
response planning requires realistic identification of likely response functions, assignment of
specific tasks to individual response agencies, identification of equipment, supplies and personnel
required by the response agencies for performing the assigned tasks. A response plan essentially
outlines the strategy and resources needed for search and rescue, evacuation, etc.
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Table 7.1: Response planning phases during the early warning
Pre-Disaster Responsible Department Post-Disaster Responsible Department
DDMA will activate the control
room at the district level. The Multi-Sectoral committees
control room at Sub-Division
Activate control room if necessary
Quick Damage and Need Assessment encompass all line departments and Tehsil level will be activated
constituted by DDMA
by concerned disaster
management authority.
DDMA will review all the Home Guard/Civil Defence/Fire
situation on the basis of data and
Review situation
Search and rescue with coordination with Police reports provide by the line
and NDRF (if required)
departments
Communicate warning
(Inform community likely to be affected DEOC will communicate the Activate Line Departments/Agencies to
warning to all potentially
Quick restoration of basic utilities and
by the impending disaster
DDMA will coordinate with all affected areas with the support
critical infrastructure e.g. Roads, Life
Inform line departments/agencies to
line departments for quick of DPRO, DRDA, Police, Home
Line Buildings i.e. Hospital, Blood
mobile resources/teams for quick
restoration Guard, Fire and Local
Bank, Schools and Banks, Admin
deployment)
Administration.
Building, Electricity, Water/Sanitation,
Chief Executive officer Activate all Quick response Team QRTs/ DDMA will coordinate with all
Coordination with all line departments appointed by DDMA will
First Responder Team available QRTs in the District
coordinate
All frontline departments i.e. Sharing, reporting and communicating Chief Executive officer
Stocking of Essential and basic life line Medical, Food and Civil
the info to the State and National Level appointed by DDMA will
Items and materials Supplies, IPH, PWD, HPSEB,
and Requisition for assistance to prompt coordinate
Police
response or relief
95
Revenue Department will
Activate and deploy the Incident
Identification of temporary shelter identify the shelter with support DDMA Chairman Response Teams
of PWD, MC and Education
Police and Home guard will
evacuate the people to safer
Evacuate people to temporary shelter place or identified temporary
Provide temporary shelter and basic Revenue Department will
shelter in support of Fire coordinate with all line with necessitated facilities necessitate facilities to people
Department., NKYS, NCC, NSS departments
and Paramilitary Forces i.e. IRB
Battalion in Una
PWD will facilitate all these
Remove assets from dangerous areas activities in coordination with
RTO, HRTC
Table 7.2: Response planning phases during the no early warning
Activities Responsible Department
Activate control room and forward the report to state and national level DDMA will activate the control room at the district level. The control room
at Sub-Division and Tehsil level will be activated by concerned disaster
management authority. CEO of DDMA will report to higher Authority
All heads of the departments will report to the Control Room DDMA will coordinate with line departments
Activation of damages and needs assessment teams to undertake damages Multi-Sectoral committees encompass all line departments constituted by
and needs assessment DDMA will undertake an assessment of damages to assets and infrastructure
and assess the needs of the community.
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Restoration of Critical and life line infrastructure PWD, IPH, HPSEB, Health and family Welfare, Food and Civil Supplies
will initiate efforts to restore the infrastructure starting especially with the
most critical infrastructure that could assist relief
Activate and deploy the Incident Response Teams Chief Executive officer appointed by DDMA will coordinate
Provide relief to the affected communities DDMA will coordinate with food and civil supplies, health and family
welfare, Police, RTO, HRTC, PWD and IPH
Coordinate relief operations DDMA and Revenue Department coordinate with Incident response team at
Hierarchical admin level e.g. SDM, BDO, Tehsildar, ZP
Request for possible help from external sources/ Resource’s Mobilization Chief Executive officer appointed by DDMA will coordinate
97
7.3 Disaster Response Functions to be carried out:
7.3.1 Early Warning Phase:
1. Activation of Control Room/EOC: As soon as EW Message/Information is available
through IMD/CWC/GSI, DDMA will activate EOC/CR 2. Inform Community likely to be impacted 3. Inform Line Departments/Agencies 4. Hold Meetings of DDMA 5. Requisition of NDRF 6. Requisition of Paramilitary-IRB/TBP/SSB
7.3.2 Immediate Post-Disaster Phase:
1. Search & Rescue: Home Guard/Civil Defence/Fire will carry out the search and
rescue with coordination with Police and NDRF and the existed Paramilitary
Forces within or nearby the district. 2. Quick Damage Assessments: DDMA will constitute a multi-sectoral damage and
need assessment team which will carry out the process of damage and need
assessment and report to the DDMA for further action. The multi-sectoral teams will
be constituted and its members having local knowledge and will come from different
expertise to do the synthesis damage and need assessment compressively. The team
will conduct damage assessment in the special following sectors Table 7.3: Damage assessment in context to Response
Sl. No Damages
1 Roads and Bridges
2 Life Line Buildings
Food and Civil Supplies
3. Houses
3 Water lines and Tanks
4 Electricity
5 Communication
6 Medical Infrastructure
7 Monuments
8 Agriculture Crops and Horticulture
9 Livestock
10 Forest
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7.4 Quick Need Assessment:
Need assessment will be undertaken by a multi-sectoral team with a special focus on the
following sectors mentioned in table 7.3 Table 7.4: Need assessment in context to Response
Sl. No. Sector of Need
1. Temporary Shelter
2. Food and Civil Supplies
3. Medical/health
4. WASH
5. Special Needs
6. Psychosocial care
7. Security needs in context to varying social groups
8. Restoration of essential services like, roads, water facilities, power ,
communication
7.5 Resource Mobilization:
Resource mobilization is one of the most important and crucial activity when any disaster
occurs in the district for responding to the disaster in an efficient manner. The IDRN portal
has information regarding the different kind of resources available for multi-hazard, with the
various departments along with their location across the district. It can lead to quick and
immediate procurement of the required resources from the nearest available site and
department for response to any disaster.
Various resources required in the damages and needs assessment will be mobilized by
the concerned departments. Following is the list of the departments which are responsible for
mobilizing various needs identified in the damages and needs assessment:
Table 7.5: Resource Mobilization and Responsible Department
Sl. Identified Action Nature of resources Responsibility
No Need
1. Temporary DDMA/Revenue Tents, sleeping bags Revenue
Shelter Department will blankets and Deptt/DDMA/Health/
arrange relief clothing’s, Sanitizer
camps/shelters. and sanitary pads,
Wherever required stretchers
Tents will be
pitched in to
accommodate
affected people.
Departments of
Education, Health
and Family
99
Welfare will
provide support
2. Food and Civil Food and Civil Essential food items Food and Civil
Supplies Supplies Deptt. and fuel Supplies Deptt.
will Provide food,
Fuel, and Drugs
3. Medical Medical Dept will Medicines, doctors, Health and Family
arrange the ANM, nurses, Asha Welfare Deptt./Red
lifesaving Workers Cross
medicines, blood,
Doctors,
Paramedical staff
4. WASH IPH will provide Drinking water, IPH
choline tables for sanitation
water purification,
drinking portable
water, sanitation
kits
6. Psychosocial Health and Family Psychosocial care Health and Family
care Welfare Deptt. Welfare Deptt./Red
/Red Cross will Cross
take care the
reported Psycho
and Mental Trauma
cases
7. Security needs Maintain the Law Trained personnel Police/Home Guard,
in context to and Order and Civil Defence
varying social security of Social
groups group and tackle
the human
trafficking
situation
8. Road clearance To restore the road Earth removers and HPPWD, BRO
function, remove man power
the debris and
clearance of any
blockage
9. Power storage To restore the DG sets, wires, HPSEB and Him
power, provide the manpower, batteries, Urja
temporary search lights,
chargeable
generators and
batteries, Him Urja
100
will provide the
Solar Lights
10 Communication To restore the Network restoration, BSNL, NIC, Police
communication v-sets, satellite
network phones, walkie talkie
7.6. Response Management:
7.6.1. Activation of EOC:
The DEOC will function to its fullest capacity on the occurrence of a disaster. The
district DEOC will be fully activated during disasters. The activation would come into effect
either on the occurrence of a disaster or on receipt of the warning. On the receipt of warning
or alert from any approved agency which is competent to issue any early emergency warning,
or on the basis of reports from SDO (Civil) or any other agencies on the occurrence of a
disaster, all community preparedness measures including counter-disaster measures will be
put into operation. The Deputy Commissioner will assume the role of the Chief of Operations
for Disaster Management. All the line department senior official will be immediately reported
to the DEOC. The DDMA will expand the Emergency Operations Centre to include Branch
arrangements with responsibilities for specific tasks depending on the nature of disaster and
extent of its impact. All the occurrences report would be communicated to the SEOC/SDMA,
NEOC/NDMA and Supporting Agencies by means of telephone and subsequently fax
periodically. The occurrence of disaster shall be immediately communicated to the
stakeholders such as NGOs, trained SAR volunteers through SMS gateway (or telephonic in
the case of communication exist or any available communication network) for which specific
provision of group mobile directory would be made. Main Roles of DEOC after activation:
a. Assimilation and dissemination of information. b. Liaise between Disaster site and State Head Quarter. c. Monitoring, coordinate and implement the DDMP. d. Coordinate actions and response of different departments and agencies. e. Coordinate relief and rehabilitations operations f. Hold press briefings.
7.6.2. Relief distribution: - Relief distribution will be coordinated by sub divisional,
tehsil and respective disaster management committees. The onsite distribution will be done
by incident response team. The updated needs will be communicated to the DDMA and the
DDMA will ensure the regular supply of the required items. The relief distribution will
include essential items which serves the basic needs of the affected community like LPG,
medicines, clothes, food items, drinking water, soaps, blankets, items of special needs for
women’s, children’s, handicapped and old aged.
101
7.6.3. Search and rescue management:
Search and Rescue activities include, but are not limited to, locating, extricating, and
providing immediate medical assistance to victims trapped in exigency situation. People who
are trapped under destroyed buildings or are isolated due to any disaster need immediate
assistance. The District Commissioner, in conjunction with local authorities, will be
responsible for the search and rescue operations in an affected region. At present, Nodal
department for this activity is NDRF and Home Guard/civil Defence Department. The
helping departments for search and rescue are P.W.D., Nagar Panchayat/Nagar Palika, Self-
help groups, N.S.S, N.C.C, and PRIs. There are other bodies too that help these departments
in this work, like, Health department, Fire department. In doing so, the DC will be guided by
relevant disaster management plans and will be supported by Government departments and
local authorities.
Dedicated search and rescue teams from various line departments have been formed to
support the search and rescue operations in the district and more details given regarding this
mentioned in the annexures. Team members have to be periodically trained retrained on the
elements of collapsed structure, confined space search & rescue, and rope rescue etc.
7.6.4. Information management and Media management:
Media has to play a major role during a disaster. They will aid in information
dissemination about help-line, aid-distribution camps, emergency phone number or the needs
of the people. Further, they will also help in quashing rumours, for crowd management and
prevent the panic situation. Media will also help in mobilizing resources [money, volunteers
etc.] from other areas. To disseminate information about various hazards in the district and
the relevant dos and don‘ts during and after a disaster encompass under the media
management. This will be done through various media such as newspapers, television, radio,
the internet, media and information van, street theatre, etc. The DDMA will establish an
effective system of collaborating with the media during emergencies. At the District
Emergency Operation Centre (DEOC), a special media cell will be created during the
emergency. Both print and electronic media are regularly brief by some senior official
designated from DDMA at predetermined time intervals about the events as they occur and
the prevailing situation on the ground. The DPRO in consultation with the DDMA would
take appropriate steps in this direction also too.
7.6.5. VIP management
It may be possible that the scale of a disaster may, in addition, prompt visits of the VVIPS/VIP
which further requires the active management to ensure the effortlessly ongoing response and
relief work without any interruption. DDMA will designate senior official to handle the
VVIPs/VIPs visits to the affected areas and further to brief the VVIP/VIP beforehand about the
details of casualties, damage and the nature of the disaster. The Police and Home guard will
handle all the security of VVIPs/VIP during their visit. It would be desirable to restrict media
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coverage of such visits, in which case the police should liaise with the government press
officer to keep their number to a minimum.
7.6.6. NGO Coordination and Management:
Non-governmental organizations (NGOs) will play as one of the most effective alternative
means of achieving an efficient communications link between the disaster management
agencies and the effected community due to their outreach at the grassroots level. As per the
section 35 and 38 of the DM Act 2005 stipulates that the DDMA shall specifically emphasize
the coordination of actions with NGOs. In a typical disaster situation, DDMA with the
support of DRDA, will coordinate the NGOs/CBO’s and further manage their work in
prompt response, relief and rescue, and also in monitoring and feedback at the grassroots
level by the agreeable community participation.
7.6.5. Disposal of dead bodies and carcass:
District administration will coordinate to arrange the mass cremation burial of the dead
bodies with support of police & forest department after observing all formalities & maintain a
video recording of such unclaimed dead bodies after properly handing over the same to their
kith or kin. Department of animal husbandry in association with the local administration shall
be responsible for the deposal of the animal carcass in the case of mass destruction.
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CHAPTER 8- RECONSTRUCTION, REHABILITATION AND
RECOVERY
8.1 Introduction:
Reconstruction, Rehabilitation and Recovery process demands to co-ordinate focus on multi-
disciplinary aspects of reconstruction and rehabilitation for recovery. And it is essential to
understand disaster reconstruction, rehabilitation under the holistic framework of post-disaster
recovery. It will be in the form of recommendation rather than the rule.
Rehabilitation and reconstruction are primarily carried out by the local bodies (Gram Panchayats,
District, Talukas, Municipal Corporations, Municipalities, etc.) and different Government
departments and boards. The reconstruction and rehabilitation plan is designed specifically for
worst case scenario. Post-disaster reconstruction and rehabilitation should pay attention to the
following activities for a speedy recovery in disaster affected areas. The contribution of both
government, as well as affected people, is significant to deal with all the issues properly.
Immediate and Long Term recovery plan includes following broad activities:
• Damage assessment
• Disposal of debris
• Disbursement of assistance for houses
• Formulation of assistance packages.
• Monitoring and review
• Relocation.
• Town planning and development plans.
• Reconstruction as Housing Replacement Policy.
• Awareness and capacity building.
• Housing insurance
• Grievance redressal.
Table 8.1: Sector-specific approach and processes for Reconstruction, Rehabilitation and Recovery
Sector Approach Process
Public assets: Multi-hazard resistant construction
•Detailed damages and needs assessment: Multi-sectoral/ multi-disciplinary teams are
• Roads and
to be followed while
to be made which can do a detailed damage
bridges
reconstruction of public assets. For
and need assessment of the entire area.
• Culverts
example
•Develop a detailed recovery plan through
• Public
• Hazard-resistant buildings
multi-departmental participation. Specific buildings
to be made with the help
recovery plan through a consultative process like of certified engineers.
of different line department is to be made.
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hospitals • Use of non-shrinking •Arrange for funds from Central government,
and schools mortar state government, multilateral agencies
• Evacuation plans to be (World Bank or ADB)”
made for the public •Multi-sectoral Project Management Unit to
buildings be made.
• Non-structural mitigation • The process of monitoring and measures to be taken into manipulation is to be done by SDMA.
consideration
Risk-sensitive development will be
ensured in each of the
reconstruction Programme. For
example:
• landslide and flood zone mapping to be
implemented
• Detailed geological survey of the land to be used for
reconstruction.
• Recommendations from PDNA report to be
considered.
Multi-hazard resistant construction
•Detailed damages and needs assessment:
Multi-sectoral/multi-disciplinary teams are to to be followed. For example:
be made which can do a detailed damage and • Water pipelines,
need assessment of the utilities of the entire communication equipment
area. used can be of such
•Develop a detailed recovery plan through material which can resist
multi-departmental participation including Utilities impact of certain hazards
• Water supply Risk-sensitive development will be specific line departments and other stake
• Electricity ensured holders.
• Communicatio • Electric and •Arrange for funds from Central government,
n communication junctions state government, multi-lateral (World Bank
to be installed after or ADB)” considering landslide and •Multi-sectoral Project Management Unit to
flood zonation.
be made.
• Recommendations from •Monitoring and evaluation: The process of
PDNA report to be monitoring and manipulation is to be done by
considered. SDMA.
•Multi-hazard resistant -Detailed damages and needs assessment: construction to be followed. Multi-sectoral/ multi-disciplinary teams are
•Risk-sensitive development will to be made which can do a detailed damage
be ensured and need assessment of the entire area.
•Owner driven approach will be -Develop a detailed recovery plan through
Housing preferred. For example: multi-departmental participation: Specific
• National and State recovery plan through a consultative process
schemes like Pradhan of different line department are to be made. Mantri Awas Yojana
(rural/ urban) and Mukhya
Mantri Awas Yojna can be
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included in the -Arrange for funds from Central government,
construction of the state government and multi- lateral (World
individual houses. Bank or ADB)”
• Non-structural mitigation -Multi-sectoral Project Management Unit to measures to be taken into be made.
consideration -Monitoring and evaluation: The process of
• Use of non-shrinking monitoring and manipulation is to be done by
mortar SDMA.
• Further loans can be
sourced through banks
and other financial
institutions.
• Multi sectoral assessment -Detailed damages and needs assessment: Multi-sectoral/ multi-disciplinary teams are
to be made which can do a detailed damage
and need assessment of the entire area.
-Develop a detailed recovery plan through
multi-departmental participation: Specific
recovery plan through a consultative process
of different line department are to be made.
-Arrange for funds from Central government,
state government, multi lateral (World Bank
or ADB)
-Multi-sectoral Project Management Unit to
be made.
-Monitoring and evaluation: The process of
monitoring and manipulation is to be done by
SDMA.
Economic
restoration
• Agriculture • Assess direct and indirect
• Horticulture
losses
• Industry • Develop sectoral
strategies the sectors that Affected the poorest.
• the sectors which are
• Allied Sectors
• Tourism etc
most critical for district’s economy.
• Risk-sensitive development will be ensured.
• Owner driven approach will be preferred.
• Provision of single window insurance claim system.
• Promote insurance facility for all sectors through government and private institutions.
Livelihood
restoration
• Nature, number and types
of livelihoods affected
• Interim and long-term
strategies
• Focus on livelihood
diversification.
• Issues related to most
poor, women and
marginalized sections.
• Livelihood of people
without assets (labor)
• Role of NGOs
-Detailed damages and needs assessment: Multisectoral/multi-disciplinary teams are to be made which can do a detailed damage and need assessment of the entire area. -Develop a detailed recovery plan through multi-departmental participation: Specific recovery plan through a consultative process of different line department are to be made. - rrange for funds from Central government. State government, multi lateral (World Bank or ADB)
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• Provisions like trainings from institute like Arrange for funds from Central government,
NIMHANS, Mental state government, multi-lateral (World Bank
Psychosocial hospitals and other or ADB)” restoration specialized institutes
• Spiritual leaders can help the community to cope up
with the trauma.
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CHAPTER 9: FINANCIAL RESOURCES FOR
IMPLEMENTATION OF DDMP
9.1 Existing sources of Funds for Disaster Management in the District:
• State Disaster Response Fund (SDRF): SDRF is a fund constituted under section 48(1)
(a) of the Disaster Management Act, 2005 (53 of 2005), these guidelines are being issued
under section 62 of the DM Act, 2005.
Calamities Covered under SDRF: The SDRF shall be used only for meeting the expenditure
for providing immediate relief to the victims of cyclones, drought, earthquake, fire, flood,
tsunami, hailstorm, landslide, avalanches, cloud burst and pest attack.
• National Disaster Response Fund (NDRF): NDRF is a fund constituted under section 46 of
the Disaster Management Act 2005.These Guidelines are issued under section 46 (2) of the
Disaster Management Act, 2005 (hereinafter DM Act, 2005), to supplement funds from the
State Disaster Response Fund (SDRF) of a State, to facilitate immediate relief in case of
calamities of a severe nature.
Calamities Covered under NDRF: Natural Calamities of cyclone, drought, earthquake,
fire, flood, tsunami, hailstorm, avalanches, cloudburst and pest attack considered being of
severe nature by Government of India and requiring expenditure by a State Government
in excess of the balances available in its own State Disaster Response Fund (SDRF), will
qualify for immediate relief assistance from NDRF.
• Flexi-funds under Centrally Sponsored Schemes: NITI Aayog has issued instructions
for Rationalization of CSS, vide OM No. O-11013/02/2015-CSS & CMC dated 17th
August, 2016. These instructions are applicable for Centrally Sponsored Schemes with
one of the key objectives “To undertake mitigation/ restoration activities in case of
natural calamities or to satisfy local requirements in areas affected by internal security
disturbances. Therefore the CSS mentioned in Chapter 4 of this plan are one potential
source of funding for mitigation/restoration activities.
9.2 Funds to be created under DM Act 2005:
• District Disaster Response Funds (DDRF)
DDRF is proposed to be created at the District Level as mandated by Section 48 of the DM
Act. The disaster response funds at the district level would be used by the DDMA towards
meeting expenses for emergency response, relief, rehabilitation in accordance with the
guidelines and norms laid down by the Government of India and the State Government.
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• District Disaster Mitigation Funds (DDMF)
District Disaster Mitigation funds would be created at the District Level as mandated
under Section 48 of the DM Act 2005. DDMF is to be used for the mitigation funds by
the DDMAs for the purpose of mitigation as per the HP State Disaster Management
Rules 2011.
9.3 Responsibilities of the State Departments and Agencies:
All State Government Departments, Boards, Corporations, PRIs and ULBS have to
prepare their DM plans under Section 40 of The DM Act 2005. These Departmental DM Plans
are already under preparation at the State Level including the financial projections to support
these plans. The necessary financial allocations will be made as part of their annual budgetary
allocations and ongoing programmes. They will also identify mitigation projects and project
them for funding in consultation with the SDMA/DDMA to the appropriate funding agency.
9.4 Techno-Financial Regime:
Considering that the assistance provided by the Government for rescue, relief,
rehabilitation and reconstruction needs cannot compensate for massive losses on account of
disasters, new financial tools such as catastrophe risk financing, risk insurance, catastrophe
bonds, micro-finance and insurance etc., will be promoted with innovative fiscal incentives to
cover such losses of individuals, communities and the corporate sector. In this regard, the
Environmental Relief Fund under the Public Liability Insurance Act, 1991, enacted for providing
relief to chemical accident victims is worth mentioning. Some financial practices such as disaster
risk insurance, micro-finance and micro-insurance, the warranty on newly constructed houses
and structures and linking safe construction with home loans will be considered for adoption.
9.5 Other Financing Options:
DDMA in coordination with the departments will identify other financing options for
restoration of infrastructure/livelihoods, like utilization of flexi fund within Centrally Sponsored
Scheme for mitigation/restoration activities in the event of natural calamities in accordance with
the broad objective of the Central Sector Scheme.
Opportunities of Corporate Social Responsibility (CSR) & Public-Private Sectors funds’
investments would also be explored and elaborated by the DDMA for increasing disaster
resilience.
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CHAPTER 10
PROCEDURE AND METHODOLOGY FOR
MONITORING, EVALUATION, UPDATION AND
MAINTENANCE OF DDMP
Introduction:
The District Disaster Management Plan is the sum and substance of the Horizontal and the Vertical
disaster management plans in the district. District Disaster Management Plan of Chamba is a public
document which is neither a confidential document nor restricted to any particular section or
department of administration. The underlying principle of disaster management is that it has to be
part of all departments and none can fold fingers against it.
10.1 Authority for maintaining & reviewing the DDMP:
The District Disaster Management Authority (DDMA), Chamba will update the DDMP annually
and circulate approved copies to all the stakeholder in Chamba District. DDMA, Chamba will
ensure the planning, coordination, monitoring and implementation of DDMP with regards to the
mentioned below clauses of the DM Act, 2005:
• Section 31, Clause (4) of DM Act 2005, mentions that the District Plan shall be reviewed and
updated annually.
• As per sub-section (7), The District Authority shall, review from time to time, the
implementation of the Plan and issue such instructions to different departments of the
Government in the district as it may deem necessary for the implementation thereof.
10.2 Proper monitoring & evaluation of the DDMP:
The half-yearly meeting will be organized by the DDMA under the chairmanship of the Chairman,
DDMA Chamba to review disaster management activities in the state and updating the DDMP
accordingly. All concerned departments and agencies have to participate and give recommendations
on specific issues on Disaster Management and submit their updated reports quarterly.
10.3 Post-disaster evaluation mechanism for DDMP:
The DDMA Chairman shall make special arrangements to collect data on a particular disaster
irrespective of size and vulnerability. This post-disaster evaluation mechanism shall be set up with
qualified professions, experts and researchers and the collected data shall be thoroughly cross-checked
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and documented in the EOC for further reference. The DDMA will evaluate the DDMP by
conducting meetings and consultation with all stakeholders.
10.4 Schedule for updation of DDMP:
Besides the above, (2 and 3) procedure of updating the DDMP shall be updated by:
1. Regular data collection system from the district Emergency Operations Centre (EOC) 2. Analysis of data 3. Review by Chairperson, DDMA 4. Updating and disseminating the updated plan
The updated data of DDMP will also be maintained at the DEOC website, ready for use in any
situation under the supervision of DDMA, Chamba.
The Chairman, DDMA will ensure regular updation of the DDMP by consulting the nodal officers of
the frontline departments will update it on a biannual basis taking into consideration:-
• Inventory of equipment in the district (DDMRI),
• Human Resources, their addresses and contact details (DDMRI),
• Valuable inputs from actual disasters and updating Matrix of past disasters and
HVCRA within the District
• Major change in the operational activities and location through SOPs & Checklists
• Lessons learnt from training, near-missed incidents.
• Inputs from mock drills/ simulation exercises
• Changes in disaster profile
• Technological developments/ innovations in identifying potential hazards.
• Updation of databases using new technologies like GIS
• Change in demography of surrounding population
• Changes in geo-political environment
S. No. Month Purposed Activities
1 Oct Review of DDMP by frontline departments
2 Oct-Nov Submission of recommendations to DDMA
3 Nov-Dec Amendments are distributed to all stakeholders
4 Dec-Jan Submitted to SDMA for Approval/Uploading of
updated plan at DDMA/SDMA website
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10.5 Uploading of updated plans at DDMA/SDMA websites:
District Disaster Management Plan of the district is a public document & should be uploaded at the
DDMA/SDMA websites under the supervision of the District Information Officer after each
updation with prior approval of the Chairman DDMA.
10.6 Conducting of Mock Drills:
Section 30 (2) (x) of DM Act 2005, states that “District Authority shall review the state of
capabilities for responding to any disaster or threatening disaster situation in the district & give
directions to the relevant departments or authorities at the district level for their up gradation as may
be necessary”. Similarly, Section 30 (2) (xi) of DM Act 2005, also states that “District Authority
shall review the preparedness measures & give directions to the concerned departments at the district
level or other concerned authorities for bringing the preparedness measures to the levels required for
responding effectively to any disaster or threatening disaster situation”.
Mock-drills help in evaluating disaster preparedness measures, identify gaps and improving
coordination within different government departments, non-government agencies and communities.
They help in identifying the extent to which the disaster plan, ESF’s, and SOPs are effective and
help in revising the plan through lessons learnt and gaps identified. These drills enhance the ability
to respond faster, better and in an organized manner during the response and recovery phase.
10.6.1 The Responsible parties for organizing district drills:
Mock Drills will be conducted within District Chamba at various levels:
Level 1: District Level
Conducting of District level Mock drills will be the responsibility of the Deputy Commissioner
Chamba, along with Additional Deputy Commissioner Chamba, in association with Key
Participants Involved in Conducting a Mock drill as the incident of disaster may be:-
• DDMA Chamba comprising of DC; Chamba; ADC Chamba; SP Chamba; SE
(HPPWD, I&PH, Electricity); CMO Chamba, President Zila Parishad.
• Revenue Department
• SDM (C), Tehsildar, Block Officer
• Municipal Council/ Naggar Parishad
• Elected representatives of Panchayat Samiti -Sarpanch, Gram Sevak,
• Fire Brigade Personnel’s Home Guards, Volunteers.
• DPRO
• Transport Department
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• Food and Civil Supply Department.
• Para- military forces, ITBP Babeli and SSB Shamshi.
• NDRF, SDRF as the situation of the incident may demand.
• Rest as per the IRS framework in chapter 4.
Level 2: Sub Divisional Level
The Sub Divisional Magistrate (Civil) will be the concerned authority to conduct a mock exercise at
the Sub-Division level. Level 3: Block Level
At Block Level, the Block Development Officer will be the nodal authority to get the mock exercise
conducted. Level 4: Panchayat Level
The Pradhans will be nodal for organizing the mock drills at Gram Panchayat level with Village
Disaster Management Committees in each village of district Chamba.
Level 5: Departmental Level
At the Departmental levels, the HOD’s of the concerned departments/ units are responsible for the
on – site mock drills and off- site drills with the district administration for their respective
departments and concerned areas. Levels 2, 3, 4 and 5 will carry out the mock exercise with an intimation of the same to the District
Administration and send in reports of the lessons learnt and gaps identified for further up gradation
of the plans after the drill.
10.6.2 Schedule for organizing drills
District administration shall hold mandatory mock drill twice annually for the monitoring,
evaluation, updation and maintenance of DDMP. The first Mock drill will be held before the
beginning of the tourist season in the Month of March or April as the case may. The second drill
will be held before the onset of the International Dusheera at Chamba for checking the efficiency of
the departments for any unforeseen incidence from taking place.
All the above-mentioned levels will conduct mock drills at least once in every six months to
evaluate their disaster management plans.
10.7 Monitoring & gap evaluation:
10.7.1 Check on Personnel’s involved in Execution of DDMP are trained with
latest skills
The District Authority shall check whether all the personnel involved in the execution of DDMP are
trained & updated on the skills necessary in line with the updated SOPs. As per Section 30 (2) (xii)
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of DM Act 2005, the District Authority shall organize & coordinate specialized training
programmes for different levels of officers, employees & voluntary rescue workers in the district.
Half-yearly meeting for DDMP updation shall be organized by DDMA, under the chairmanship of
Deputy Commissioner Chamba. DC should ensure for maintenance of DDMP and analyze the
identified gaps. All concerned departments and agencies have to participate and give
recommendations on specific issues of District Disaster Management Plan.
10.7.2 Check on-site/off-site Plans of Major Accidental Hazard Units
All industrial units and power projects within Chamba district will submit their on-site/ off-site
plans, after regular updation and maintenance to the DDMA for review and evaluation. They will
regularly conduct on-site / off- site mock exercises annually or biannually as the case may be, to
review, evaluate, and update their plans.
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CHAPTER 11
COORDINATION MECHANISM FOR IMPLEMENTATION OF
DDMP
The Coordination between District and Local governments is vital for the proper disaster
management. It requires both inter-departmental and intra-departmental coordination with all the
stakeholder line departments and local bodies like, HPPWD, I&PH, HPSEB, Health and Family
Welfare, fire and home guards, police, BSNL, Food and Civil Supply, forest, revenue Education,
Agriculture horticulture, HRTC, Red Cross, MC, NGO’s. CBO’s and other local authorities 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 DDMP of the district is a three tier disaster management coordination based on the bottom
to top approach i.e. tehsil level, Sub-Division level and District Level. This system enables a
progressive escalation of support and assistance.
The arrangements comprise of several key management and coordination structures. The
principal structures that make up the arrangements are:
(A) Disaster management committees are operational at tehsil, Sub-Division and district
level. The above committees are responsible for planning, organising, coordinating and
implementing all measures required to mitigate, prevent, prepare, respond and recover from
disasters the affected area under their jurisdiction.
(B) Emergency Operation Centers at tehsil, Sub-Division and district level supports disaster
management groups while coordinating information, resources, and services necessary for disaster
operations. (C) Functional agencies of district administration, DDMA and DDEC, are responsible for
coordinating and managing specific threats and provide support to other agencies on and as require
11.1 Intra-Departmental Coordination:
Each stake holder department i.e., HPPWD, I&PH, HPSEB, Health and Family Welfare, fire and
home guards, police, BSNL, Food and Civil Supply, forest, revenue Education, Agriculture
horticulture, HRTC, Red Cross will constitute departmental level disaster management committee
headed by a gazetted officer pertaining to that department. The committees will organise quarterly
meetings of the committee members to analyses the preparedness level of the department in regard
to disaster management. The committee will also decide the measures to be taken for reducing the
gaps in their capacities and keep the proper record of the same.
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11.2 Sub division level coordination mechanism:
As per the institutional mechanism, sub-divisional officer (Civil) will call for the quarterly meeting
the sub division level disaster management committee to review the preparedness level and plan to
reduce the gaps identified. The chairperson will further report the situation to the DDMA and send
the requisition of resources if required.
11.2.1 Tehsil level coordination mechanism:
As per the institutional mechanism, tehsildar will call for the quarterly meeting at the tehsil level
disaster management committee to review the preparedness level and plan to reduce the gaps
identified at Tehsil level.
11.2.2 Arrangements at local level
It is the local level that manages disasters within their own communities. Tehsil, sub division 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 achieves coordinated disaster management approach through Local Disaster
Management committees.
11.3 Coordination system with district departments and training institutes:
The District Magistrate/DC is the head of the district administrative setup and chairperson of the
DDMA as per the DM Act, 2005. She / He has been designated as the responsible officer in the
District. The heads of different departments in the District will have separate roles to play
depending on the nature and kind of disaster. The roles and responsibilities of the members of the
DDMA will be decided in advance in consultation with the concerned members
Pre-Disaster coordination: Minimum Annual meetings for review of preparedness and discussing
the roles and responsibilities of the line departments, tehsils and Sub Divisions. The meeting agenda
would be discussing the capacity of each department in terms of SAR equipment’s and manpower
and regular updation of the same
Disaster phase coordination: Coordination through phone or any other mode of communication in
a disaster phase is not possible hence all the line departments and training institutes in the district
should report to the DEOC as soon as the disaster strikes. After loss/damage assessment at the
DEOC, the RO (D.C) would direct various stake holders to deploy their resources and task forces in
the affected areas. Relief camps would be set up at a pre-defined location.
Post-disaster coordination: In the post-disaster phase, the RO would take updates on the conditions of
basic amenities like water, food, roads, law and order etc from the respective departments. An
assessment of relief given and need of rehabilitation would also be taken in the post-disaster phase.
116
11.4 Coordination mechanism with the community:
The community will be coordinated through the village disaster management committees. The
PRI's and
Other Locallysestabli
shed Departmentw
representati
ves of NGOs
Pardhan of
the Gram Panchayats/
Nagar Panchyat.
Youth
Leader or Members of
CBO/ SHG
Prominent
citizens, Ex-
army, Para-
Military or Police
personnel
Figure 11.1: Disaster management committee at Village level
mentioned committees can be understood by the above figure mentioned above.
11.4.1 Frequency of local Committee 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
at least one-half plus one of the members of the Local Committee. b) To help the Local government to prepare a local disaster management plan for its area; c) 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; d) 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; e) To manage disaster operations in the area under policies and procedures decided by the
district Authority;
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f) To provide reports and make recommendations to the relevant District Authority about
matters relating to disaster operations; g) To identify, and coordinate the use of resources that may be used for disaster operations in
the area; h) To establish and review communication systems in the Local Committee, and with the
relevant District Authority and other Local Committees in the situation of disaster. i) To ensure that information about a disaster in the area is promptly given to the relevant
District Authority, and j) To ensure risk management and contingency arrangements of essential 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
11.5 Coordination mechanism with NGOs, CBOs, Self Help Groups
(SHGs):
The strong linkages which NGOs CBOs have with grassroots communities can be effectively
harnessed for creating greater public awareness on disaster risk and vulnerability, initiating
appropriate strategies for strengthening the capacity of stakeholder groups to improve disaster
preparedness, mitigation and improving the emergency response capacities of the stakeholders. In addressing the emerging concerns of climate change adaptation and mitigation, NGOs can play a
very significant role in working with local communities and introducing innovative approaches
based on the good practices followed in other countries.
NGOs can bring in the financial resources from bi-lateral and multilateral donors for implementing
pragmatic and innovative approaches to deal with disaster risk and vulnerability, by effectively
integrating and converging the various government programs, schemes and projects to create the
required synergy in transforming the lives of at-risk communities.
THE DDMA will maintain a proper record of the NGO’s and CBO’s working in the district and also
map the available resources for them. The DDMA will appoint a Nodal officer for coordination with
NGO’s, CBO’s and SHG’s. The DDMA will call an annual meeting of NGO’s, CBO’s & SHG’s for
mapping their resources. The meeting will be coordinated by the designated Nodal officer.
11.6 Coordination with other districts and state:
The DDMA will call an annual meeting with neighboring district authorities pertaining to Disaster
risk reduction and capacity building by reducing the existing gaps through regular coordination. The
DDMA will participate in the meetings called by SDMA or other State level authorities to promote
coordination with other districts and state authorities.
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CHAPTER 12
STANDARD OPERATING PROCEDURES (SOPS) AND
CHECKLIST
The following SOPs are designed to guide and initiate immediate action. The DDMA and the
district administration will initiate action and build and expand the scope of these actions
based on the unfolding situation.
12.1. Early Warning Management
Actions Responsibility
Obtain early warning inputs from IMD, CWC, MHA / NDMA In charge – DEOC
/ SDMA control rooms, GSI, Snow and Avalanche study
centre
Notify the early warning to Chairman and the members of the In charge - DEOC
DDMA, Nodal officers of the line departments, ADMs, SDM,
Dy SPs
Disseminate early warning to divisions, blocks and Panchayats ADM/SDM.
Superintendent of Police
Flash warning signals on all television and radio networks District Information
Officer
Establish disaster dash board on the official district website District Information
Officer
Inform communities/public/villagers about the disaster Tehsildars / Nayak
warning using vehicles mounted with loudspeakers Tehsildars / Patwari
Use PA systems facilities at Temples, Mosques, Gurdwaras Tehsildars / Nayak
and Churches to announce about the impending disasters Tehsildars / Patwari
Share early warning information with educational information Tehsildars / Nayak
and instruct closure of institutions if required Tehsildars / Patwari
12.2. Evacuation when there is early warning
Actions Responsibility
Obtain early warning inputs from IMD, CWC, MHA / NDMA In charge – DEOC
/ SDMA control rooms, GSI, Snow and Avalanche study
centre
Notify the early warning to Chairman and the members of the In charge - DEOC
DDMA,, Nodal officers of the line departments, ADMs, SDM,
Dy SPs
Hold meeting to assess situation and make a decision whether Chairman DDMA
to evacuate specific communities/population
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Communicate decision regarding evacuation to concerned Chairman DDMA
Revenue and Police officers
Evacuating people to safer places Concerned SDMs and
Tehsildars
Deploy teams for law and order maintenance, traffic District Superintendent
management as wells as cordoning specific areas of Police
Establish routes, shelters and other logistics arrangements Revenue department
Establish information desk, Revenue department
Establish helpline numbers BSNL
12. 3. Evacuation when there no early warning
Actions Responsibility
Activation of the DEOC In charge DEOC
Notify about the disaster event to Chairman and the members In charge - DEOC
of the DDMA, Nodal officers of the line departments, ADMs,
SDM, Dy SPs
Hold a meeting to assess situation and make a decision Chairman DDMA
whether to evacuate specific communities/population
Communicate decision regarding evacuation to concerned Chairman DDMA
Revenue and Police officers
Evacuating people to safer places Concerned SDMs and
Tehsildars
Deploy teams for law and order maintenance, traffic District Superintendent
management as wells as cordoning specific areas of Police
Establish routes, shelters and other logistics arrangements Revenue department
Establish information desk, helpline etc Revenue department
12. 4. Search and Rescue
Actions Responsibility
Activation of the DEOC In charge DEOC
DDMA to review disaster situation and make a decision to Chairman DDMA
deploy search and rescue teams in anticipation of a disaster
Deploy district level search and rescue teams in identified Chairman DDMA
locations
Deploy Fire & Emergency Service teams for search and rescue District Fire Officer
Deploy Home Guards rescue teams District Commandant –
Home Guards
Requisition of NDRF Chairman DDMA
Establish on-site coordination mechanism ADM / SDM
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Assign area of search and rescue responsibility for different ADM/ SDMA
teams deployed on site
Establish Staging Area for search and rescue resources ADM/SDM
Establish Camps for the responders with adequate food, water, ADM/SDM
sanitation facilities
Deploy teams for law and order maintenance, traffic District Superintendent
management as wells as cordoning specific areas of Police
Identify the nearest helipad and ensure it is in operating ADM/SDM
condition
Establish triage CMO/ MO
Transport critically injured CMO/MO / 108
Ambulance service / Red
Cross
Establish onsite medical camps or mobile camps for first aid CMO/MO
Establish information desk and dead body identification ADM/SDM
Evacuating people to safer places Concerned SDMs and
Tehsildars
Deploy volunteers for supporting auxiliary functions such as ADM/SDM
crowd management, route management, first aid, information
management
Rescue animals in confined spaces Assistant Director –
Animal Husbandry
12.5. Relief Operations
Actions Responsibility
Undertake sub division wise / block-wise / tehsil wise relief ADM/SDM
needs assessment in terms of food, water, shelter, sanitation,
clothing, utensils, medical and other critical items
Identify suitable and safe facilities and establish relief camps ADM/SDM/Tehsildar
Establish adequate lighting arrangement at the relief camps HPSEB
Ensure adequate security arrangement at the relief camps and District Superintendent
for the affected communities of Police
Ensure adequate water and sanitation facilities in relief camps SE – IPH
and other affected communities
Set up RO plants/water purification plants or other suitable SE-IPH
facilities for immediate water supply
Supply, procure and provide food to the affected communities District Supply Officer
Airdrop dry and un-perishable food to inaccessible location DM/ADM/SDM
safe drinking water
Provide essential items lost due to disasters such as utensils ADM/SDM
Supply, procure and provide water to the affected communities SE – IPH
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Make required shelter arrangements including temporary ADM/SDM/Tehsildar
camps
Establish medical facilities at relief camps and at communities CMO/MO / Red Cross /
108 Ambulance
Ensure suitable vaccination to prevent disease outbreak CMO/MO
Arrange for psychosocial support for victims at the camps CMO/MO
Ensure child-friendly food for the children in the camps DSO
Ensure nutritious food for pregnant and lactating mothers in DSO
the camps
Ensure medical care facility for pregnant women for safe CMO/MO
delivery
Involve and coordinate NGO participation SDM / Tehsildar
Put in place grievance handling mechanism to prevent SDM/ADM/Tehsildar
discrimination
Ensure adequate availability of daily need items such as food, ADM/SDM/DSO
medicine, consumables etc to ensure their access to affected
communities
Provide adequate and weather, gender, culture appropriate ADM/SDM/DSO
clothing to the affected communities and especially address the
needs of women, children, aged and physically challenged
Ensure adequate transportation facility to transport relief items District RTO
Maintain proper records of and documents of beneficiaries and ADM/SDM/Tehsildar
relief distribution
Ensure adequate and appropriate heating facilities depending DFO
on the weather situation
Supply fire wood, cooking gas, POL for the kitchen DSO / DFO
Record and maintain documents of ex-gratia payments ADM/SDM/Tehsildar
Provide first aid and medical treatment to the injured animals Veterinary Officer
Establish animal shelters wherever required Director – Animal
Husbandry
Arrange fodder for animals Director – Animal
Husbandry
Wherever required involve Animal Welfare Board and the Director – Animal
Civil Society Organisations Husbandry
Establish banking facilities for people to withdraw cash District Lead Bank
12.6 Restoration of essential services
Actions Responsibility
Assess, prioritise and develop work plan for debris removal SE / EE –PWD
and road clearance
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Constitute teams with equipment for debris removal and road SE / EE PWD
clearance
Assess and prioritise and develop work plan for restoration of SE/ EE HPSEB
power supply
Constitute teams/crew to undertake restoration of power supply SE / EE HPSEB
Assess, prioritise and develop work plan for restoration of SE/EE - IPH / Concerned
water supply ULB
Constitute teams/crew to undertake restoration of water supply SE/EE - IPH / Concerned
ULB
Assess, prioritise and develop work plan for restoration of SE/EE - BSNL
telecommunication services
Constitute teams / crew to undertake restoration SE/EE - BSNL
telecommunication services
Deploy temporary/portable exchanges in critical locations for SE/EE – BSNL
immediate restoration of telecommunication services
Assess, prioritise and develop work plan for restoration of road SE/EE – PWD
network
Constitute teams/crew to undertake restoration of road network SE/EE - PWD
Constitute teams/crew to undertake restoration of road network SE / EE Rural
in rural areas Development
Coordinate with Army / SDMA for erection of bailey bridges / DC/ADM
temporary road links where bridges are washed out
12. 7. Dead Body Disposal
Actions Responsibility
Establish village / ward level committee for identification of ADM/SDM / ULB
dead bodies
Prepare a record of details of the bodies retrieved in the Dead Tehsildar / SDM
Body Inventory Record Register, allocate individual
Identification Number, photograph, and prepare Dead Body
Identification Form
Identification of the dead bodies and handing over to the next Village level/ward level
of kin committee
Transport unidentified dead bodies to the nearest hospital or SDM/ADM
mortuary at district/sub division/block level
Make public announcement for establishing identity SDM/ADM
Handover the identified dead bodies to the next of kin SDM/ADM/Tehsildar
In case of unidentified dead bodies – prepare inventory, SDM/ADM/Tehsildar
allocate individual identification number, photograph, finger
print, obtain DNA sample if possible and fill Dead Body
Identification Form
Preserve the information recorded as forensic information SDM/ADM/Tehsildar
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Undertake last rights of unclaimed/unidentified dead bodies as SDM/ADM/Tehsildar
per established religious practices
Coordinate with NGOs and obtain their support SDM/ADM/Tehsildar
Preserve the bodies of foreign nationals (if any) by embalming SDM/ADM/Tehsildar
or chemical methods and then placed in body bags or in coffins
with proper labelling for handing over and transportation of
such bodies to Ministry of Extern Affairs, or to the Consular
offices of the concerned countries and other actors such as
International Committee of the Red Cross
12. 8. Carcass Disposal
Actions Responsibility
Prepare a record of details of the animal carcasses retrieved SDM/ADM/Tehsildar/Pa
twari
Identify owners of the livestock and hand over the animal SDM/ADM/Tehsildar/Pa
carcasses twari
Photograph all unidentified animal carcasses preferably before SDM/ADM/Tehsildar/Pa
transportation for disposal twari
Transport unidentified or unclaimed animal carcasses to the Assistant Director
designated site for disposal Department of Animal
Husbandry
Maintain a record of carcasses buried or handed over SDM/ADM/Tehsildar/Pa
twari
Follow suggested guidelines for burial of carcasses or SDM/ADM/Tehsildar/An
composting imal Husbandry
12.8.1 Guidelines for disposal of animal carcasses:
Guidelines for Burial
• Burial shall be performed in the most remote area possible.
• Burial areas shall be located a minimum of 300 feet down gradient from wells, springs
and other water sources.
• Burial shall not be made within 300 feet of streams or ponds, or in soils identified in
the country soil survey as being frequently flooded. The bottom of the pit or trench should be minimum 4 to 6 feet above the water table. Pits
or trenches shall approximately be 4 to 6 feet deep. They should have stable slopes not
steeper than 1 foot vertical to 1 foot horizontal.
• Animal Carcasses shall be uniformly placed in the pit or trench so that they do not
exceed a maximum thickness of 2 feet. The cover over and surrounding shall be a
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minimum of 3 feet. The cover shall be shaped so as to drain the runoff away from the
pit or trench.
• The bottom of trenches left open shall be sloped to drain and shall have an outlet. All
surface runoff shall be diverted from entering the trench.
• Burial areas shall be inspected regularly and any subsidence or cavities filled.
Guidelines for Composting
• Select site that is well drained, at least 300 feet from water sources, sinkholes,
seasonal seeps or other landscape features that indicate hydrological sensitivity in
the area.
• Lay 24-inch bed of bulky, absorbent organic material containing sizeable pieces 4 to
6 inches long. Wood chips or hay straw work well. Ensure the base is large enough to
allow for 2-foot clearance around the carcass.
• Lay animal in the center of the bed. Lance the rumen to avoid bloating and
possible explosion. Explosive release of gases can result in odour problems and it
will blow the cover material off the compositing carcass.
• When disposing of large amounts of blood or body fluid, make sure there is plenty
of material to absorb the liquid. Make a depression so blood can be absorbed and
then cover, if a blood spill occurs, scrape it up and put back in pile.
• Cover carcass with dry, high-carbon material, old silage, sawdust or dry stall
bedding (some semi-solid manure will expedite the process). Make sure all residuals
are well covered to keep odours down, generate heat or keep vermin or other
unwanted animals out of the window.
• Let it sit for 4 to 6 months, then check to see if the carcass is fully degraded.
• Reuse the composted material for carcass compost pile, or remove large bones and
land apply.
• Site cleanliness is the most important aspect of composting; it deters scavengers,
and helps control odours and keeps good neighborly relations.
Note: Animals that show signs of a neurological disease, animals that die under
quarantine and those with anthrax should not be composted.
12. 9. Information and Media Management
Actions Responsibility
Establish a media centre at EOC or Deputy Commissioner's District PRO
office
Designate Official Spokes Person Dy Commissioner
Prepare Press releases DPRO
Decide on the time of press releases District PRO
Decide on time and frequency of press conference DPRO
Arrange for press conferences at the designated place and time DPRO
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Set up interaction times of media with senior officers District PRO
Provide logistics support to the media during their visits to the District PRO
disaster sites
Scan media reports on disaster response and take necessary District PRO
action
Guidelines for Information Management
• Flash warning signals on all television and radio networks.
• Coordinate, collect, process, report and display essential elements of disaster-
related information.
• Update and feed information to key government agencies.
• Provide accurate information through print and electronic media as well as its
website for easy availability and appropriate access to the members of the public.
• Provide situation updates to all television and radio networks at regular intervals.
• Keep the public updated and well informed about the status of the disaster.
• Develop appropriate graphics and pictures to disseminate useful information
among all participating agencies as well as the people.
• Provide ready formats to collate information on different aspects of the disaster
from the concerned state/district to facilitate accurate communication
• Document all response/relief and recovery measures
• Prepare situation reports every 3-4 hours during the initial response phase of a
disaster and thereafter twice or once daily
12. 10. VIP Visit Management
Actions Responsibility
Receive information about VIP visits Dy Commissioner /
Protocol Officer
Make arrangements for receiving VIPs Dy Commissioner /
Protocol Officer
Prepare a detailed plan and minute to minute schedule for VIP Dy Commissioner /
visit Protocol Officer
Prepare latest detailed folder containing detailed information Dy Commissioner /
and submit the same to the visiting VIP District Information
Officer
Designate nodal officials for each location of VIP visit such as Dy Commissioner /
Hospital, Disaster-affected communities, Relief camps etc Protocol Officer
Organise adequate security Superintendent of Police
Activate VIP visit protocols such as Ambulance, Fire tender, Dy Commissioner /
Security & Escort Protocol Officer
Hold liaison meetings with Intelligence Department, SPG and Superintendent of Police
NSG based on requirement
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Make appropriate arrangement for rest and stay of visiting VIP Dy Commissioner /
and her / his entourage Protocol Officer
Arrange visits to disaster sites along with necessary security Dy Commissioner /
arrangement Protocol Officer
Ensure availability of helipad if required Dy Commissioner /
Protocol Officer
Make arrangements for holding press conference Protocol Officer / DPRO
12.11. Relief Camps Set-up
Background: Relief camp management is dynamic in nature and strives for promoting a holistic
approach to the physical, psychological, cultural, social and emotional well-being of camp
inhabitants by establishing and maintaining an inclusive overview of many aspects and
stakeholders involved in the life of a camp.
Situation Assumptions:
1. The assemblage of affected people and their well-being within the camp. 2. There might be conflicts/riots, space issues. 3. Non-availability of life line resources.
Nodal Agency: Department of Revenue
Support Agencies: PWD, IPH, Food and Civil Services Deptt.
Setting up of a Relief Camp:
• On receipt of report from Revenue officials, the DC/SDO(C) will order to set up a relief camp
at pre-decided location as per District/ Sub-divisional disaster management plan.
• In case new location is to be selected for the camp due to unavoidable circumstances,
following points should be considered for arriving at a decision.
• Camp should preferably be set up in an existing built up accommodation like a community
hall.
• It should be located at a safe place which is not vulnerable to landslides, flood etc.
• It should be accessible by motor vehicles, if possible.
• Adequate space for roads, parking’s, drainage, should also be there.
• The area should not be prone to endemic disease like malaria.
• Wide publicity should be given about the location of the camp and affected people should be
evacuated and brought to the camp directly.
• Emergency relief materials which include drinking water, food, bedding (mattress, sheets &
blankets), baby food, mosquito repellents etc. should be arranged as early as possible.
• Control room/ help desk should be setup in the relief camp immediately.
Shelter
• The shelter should be such that people have sufficient space for protection from adverse
effects of the climate.
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• Ensure sufficient warmth, fresh air, security and privacy for their health and wellbeing.
• Tents should not be constructed too closely together and reasonable distance should be kept
between the camps to provide some form of privacy.
• Priority should be given to widows and women headed households, disabled and elderly
people in tent/room distribution.
General Administration of the Camp
• One responsible officer preferably CO/ASO should be designated as Camp Officer by the
DC/SDO(C) who will ultimately be responsible for general management of the Relief Camp.
He/she will co-ordinate & supervise the works of other officers in the camp. The
administrative structure of the camp should be as follows:
• One help desk/ control room/ officer room should be designated where inhabitants can
register their complaints
Basic Facilities
Lighting Arrangement and Generator Set
• A technical person, preferably from electricity or PWD (E) department should be detailed to
supervise the proper lighting arrangement in and around the camp and operation and
maintenance of the generator set. • One big candle and one match box should be provided in every room/tent.
• Petromax or emergency light should be arranged in sufficient numbers in the camp.
• Approach to toilet and water source should properly be illuminated.
Water Facilities
• Total requirement of drinking water, water for toilets, bath & washing of clothes and
Utensils should be assessed and proper arrangement should be made accordingly.
• One Sr. Officer of PHE Deptt. Should be detailed for maintaining water supply in the camp.
• Separate bathing units must be constructed for male & female
Sanitation, Food- Storage & Distribution, Clothing
• Toilet should be minimum 10 mtrs and maximum 50 mtrs away from shelter/tent/room
• Sufficient stock of bleaching powder, toilet cleaner and others item should be maintained.
Food- Storage & Distribution
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• As for as practicable and as per available space cooked food may be served in the hall or at
one place for convenience of cleaning, hygiene, disposal of waste and smooth arrangement.
• Food should be culture specific and as per food habits of the community. People of rural area
may not like bread & butter.
• Packed food like biscuit, tinned food, ready to eat meals, noodles etc. should be properly
checked that they are not expired before distribution.
• Separate queue may be allowed for women infirm & elderly people to collect relief aid.
Clothing
• People in the camp should be provided sufficient clothing to protect themselves from the
adverse effects of the climate.
• Culturally appropriate clothing should be made available.
• Women and girls should be provided necessary sanitary protection.
Medical Facilities & Psycho-social Support
• One Doctor along with team of paramedical staff should be detailed on roster system around
the clock in the camp.
• A separate room or tent should be made available for the medical team.
• A rapid health assessment of all the inhabitants of the camp should be done on weekly basis.
• Cases of snake bites are also reported from relief camp. The necessary arrangement should
be made in nearest health institution for adequate stock of anti-venom injection.
• Psychological support is best obtained from the family. Therefore, even in abnormal
conditions, family should be kept together.
Special Arrangement for women, Children, and Physically Challenged and Elderly persons
• Since women are more vulnerable during disaster, their specific needs must be identified and
taken care of.
• Female gynaecologist and obstetrician should be available at hand to take care of maternity
and child related health concern.
• Ensure that children inoculated against childhood disease within the stipulated time period.
• For safety and security of the women and children vigilance committees should be formed
consisting of women.
• Women Police Officer should be stationed at the camp to record and redress any complaints
made by women.
• Security measures should be taken in the camps to prevent the abduction of women, girls and
children.
Vermin control
• Insect and rodents are the unavoidable pests in the relief camp. They spread diseases, spoil
foods and other material
• Fogging may be arranged to prevent mosquitoes and other flying insects.
• Waste segregation should be promoted and collected on daily basis.
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Security
• Security, peace and order must be maintained in the relief camp. The youths in the camp may
be involved in providing better security environment.
• Police personnel should be detailed on a roster basis.
• Adequate employment of force should be ensured on the boundary and gate of the camp.
Entertainment, Recreation & IEC Programme
• Literary clubs/ Organizations may be promoted to arrange books & magazines for camp
populations.
• The camp population may be kept engaged by providing entertainment & recreational
facilities to them.
• Temporary Anganwadi centres may be opened in the camp with the help of ICDS project
officers for small children.
• Temporary schools may be setup in the camp involving volunteers from the camp
inhabitants. SSA may provide a free textbook, stationary, Siksha-Mitra etc.
• Reputed NGOs may also be allowed to run temporary schools in the camp.
.
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ANNEXURES
Annexure - A
Flow Chart for Disposal of Dead Bodies at District Level
1. Activate the DM Plan 2. Nodal Officer in the incident Response System will activate all other stake-holders
associated with Disposal of the Dead. 3. Establish an information Centre at the site of Disaster/District HQ. 4. Inform all other Stake-holders, both in government and Non-Governmental sector,
including the elected, Panchayati Raj functionaries and the community. 5. Activate search and Rescue teams of Fire & Emergency Services, Police, SDRF,
Civil Defence, NDRF and NGOs for the retrieval of the injured and the dead. 6. The injured will get the priority for First Aid and evacuation to hospital. 7. Prepare a record of details of the bodies retrieved in the Dead Body Inventory
Record Register, allocated individual Identification Number, photographed, and
then Dead Body Identification Form initiated. 8. Associate relatives and community members for the identification of the bodies. 9. Hand over the identified bodies to the relatives or the community, and if necessary
after cross-matching Dead Body Identification Form with that of the Missing
Person Form, for the last rites as per local, cultural and religious denomination.
10. Unidentified or unclaimed dead bodies/body parts shall be transported to the
mortuaries for proper preservation and storage at the designated sites. 11. Consult relatives, legal and forensic experts for positive identification. 12. Final disposal of unidentified bodies/body parts shall be done by District authorities
after applying all the possible means of identification as per the legal provisions.
13. The bodies of foreign nationals shall be properly preserved either by embalming or
chemical methods and then placed in body bags or in coffins with proper labelling.
Handing over and transportation of such bodies shall take place through the
Ministry of Extern Affairs, in consultation with the Consular offices of the
concerned countries and other actors such as International Committee of the Red
Cross, if necessary and possible.
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Annexure - B
Guidelines for Disposal of Animal Carcasses
1. Guidelines for Burial
1.1. Burial shall be performed in the most remote area possible.
1.2. Burial areas shall be located a minimum of 300 feet down gradient from wells,
springs and other water sources.
1.3. Burial shall not be made within 300 feet of streams or ponds, or in soils identified
in the country soil survey as being frequently flooded.
1.4. The bottom of the pit or trench should be minimum 4 to 6 feet above the water
table.
1.5. Pits or trenches shall approximately be 4 to 6 feet deep. They should have stable
slopes not steeper than 1 foot vertical to 1 foot horizontal.
1.6. Animal Carcasses shall be uniformly placed in the pit or trench so that they do
not exceed a maximum thickness of 2 feet. The cover over and surrounding shall
be a minimum of 3 feet. The cover shall be shaped so as to drain the runoff away
from the pit or trench.
1.7. The bottom of trenches left open shall be sloped to drain and shall have an outlet.
All surface runoff shall be diverted from entering the trench.
1.8. Burial areas shall be inspected regularly and any subsidence or cavities filled.
2. Guidelines for Composting
2.1 Select site that is well drained, at least 300 feet from water sources, sinkholes,
seasonal seeps or other landscape features that indicate hydrological sensitivity in
the area.
2.2 Lay 24-inch bed of bulky, absorbent organic material containing sizeable pieces 4
to 6 inches long. Wood chips or hay straw work well. Ensure the base is large
enough to allow for 2-foot clearance around the carcass.
133
2.3 Lay animal in the centre of the bed. Lance the rumen to avoid bloating and
possible explosion. Explosive release of gases can result in odour problems and it
will blow the cover material off the compositing carcass.
2.4 When disposing large amounts of blood or body fluid, make sure there is plenty
of material to absorb the liquid. Make a depression so blood can be absorbed and
then cover, if a blood spill occurs, scrape it up and put back in pile.
2.5 Cover carcass with dry, high-carbon material, old silage, sawdust or dry stall
bedding (some semi-solid manure will expedite the process). Make sure all
residuals are well covered to keep odours down, generate heat or keep vermin or
other unwanted animals out of the window.
2.6 Let it sit for 4 to 6 months, then check to see if carcass is fully degraded.
2.7 Reuse the composted material for carcass compost pile, or remove large bones
and land apply.
2.8 Site cleanliness is the most important aspect of composting; it deters scavengers,
and helps control odours and keeps good neighbourly relations.
Note: Animals that show signs of a neurological disease, animals that die under
quarantine and those with anthrax should not be composted.
Reference: USDA Natural Resource Conservation Service, Arkansas Livestock and
Poultry Commission, University of Arkansas.
Flow Chart for Disposal of Animal Carcasses at District Level
a. Activate the DM Plan.
b. Nodal Officer in the Incident Response System will activate all other
stakeholders associated with the disposal of Animal Carcasses.
c. Establish an Information Centre at the site of Disaster/District HQ.
d. Inform all other Stake-holders, both in government and Non-Governmental
sector, including the elected, Panchayati Raj functionaries and the community.
e. Activate Animal Carcass Retrieval teams for the recovery and retrieval of the
injured livestock and the animal carcasses.
f. Injured livestock will get the priority for First Aid and evacuation to hospital.
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g. Prepare a record of details of the animal carcasses retrieved.
h. Associate owners of the livestock, or their relatives and community members for
the identification of the animal carcasses.
i. Hand over the identified animal carcasses to the owners for disposal at the
selected site.
j. All unidentified animal carcasses will be photographed preferably before
transportation for disposal.
k. Unidentified or unclaimed animal carcasses shall be transported to the designated
site for disposal by District authorities as per the Disaster Plan.
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Annexure – C
DISTRICT DISASTER MANAGEMENT AUTHORITY CHAMBA, HP.
Emergency Support Functions (ESFs) Plan at District Level
In the aftermath of an emergency situation wherein District Administration’s overall
coordination is needed the command, control and coordination will be carried out under the
ESFs Plan. District EOC shall activate the ESFs and the concerned Department/Agency of
each ESFs shall identify requirements in consultation with their counterparts in affected
districts, mobilize and deploy resources to the affected areas of the district. The District EOC
shall maintain a close link with the State EOC.
ESFs shall be responsible for the following:
1. The designated authorities for each of ESF shall constitute quick response teams
and assign the specific task to each of the member. 2. The designated authorities for each of the ESF shall identify and earmark the
resources i.e. Manpower and materials to be mobilized during the crisis. 3. An inventory of all the resources with details shall be maintained by each of the
designated authority for each of the ESF. 4. The designated authority for each of the ESF will also enter into pre-contracts for
supply of resources, both goods and services to meet the emergency requirements.
5. The designated authority for each of the ESF will be delegated with adequate
administrative, legal and financial powers for undertaking the tasks assigned to
them.
6. Primary and Secondary Agencies The designated primary agency, acting as the State agency shall be assisted by one
or more support agencies (secondary agencies) and shall be responsible for
managing the activities of the ESF and assisting the district in the rescue and relief
activities and ensuring that the mission is accomplished. The primary and
secondary agencies have the authority to execute response operations to directly
support the needs of the affected districts.
Agency for each Emergency Support Functions & Roles to be performed
ESF ESF Primary Secondary Responsibilities of Activities for Response Role of Secondary Agency
No. Agency Agency Primary Agency 1. Communication BSNL Police Coordination of national Responsible for coordination of Make available police wireless
actions to assure the provision national actions to assure the network at the affected locations;
Units of Armed of telecommunication support provision of telecommunication
Forces in the area the state and district; support the state and district Coordinate for the other networks
response elements; available such as Ham Radios or
Coordinate the requirement of HPSEB network etc.;
temporary telecommunication Coordinate the requirement of
in the affected areas. temporary telecommunication in The units of armed forces in the
the affected areas. area would provide
communication network on the
request of the competent authority.
2 Public Health Department of Departmentof To coordinate, direct and Provide systematic approach to To perform the same functions as
Health and Ayurveda integrate State level response; patient care; assigned to the primary agency;
Family (DAMO)
Welfare Direct activation of medical Perform medical evaluation and Provide manpower to the primary
(CMO/MS personnel, supplies and treatment as needed; agency wherever available and
ZH) equipment; needed;
Coordinate the evacuation of Maintain patient tracking
patients; system to keep record of all Make available its resources to the
Provide human services under patients treated; primary agency wherever needed
and available.
the Deptt. of health;
Mobilization of the private
To prepare and keep ready
health services providers for
Mobile Hospitals and stock;
emergency response.
To network with private health In the event of CNBR disaster to
service providers;
provide for mass
decontamination of the affected
To provide for mass population;
decontamination;
Maintain record of dead and
Check stocks of equipment and arrange for their post mortem.
drugs.
3. Sanitation/ Urban Irrigation and Make arrangement for proposal Ensure cleanliness and hygiene Repair thesewer leakages
Sewerage Development Public Health disposal of waste in their in their respective areas; immediately;
Disposal and Rural respective areas;
Development To arrange for the disposal of Provide bleaching powder to the
Arrange adequate material and unclaimed bodies and keeping primary agencies to check
manpower to maintain record thereof; maintain sanitation.
cleanliness and hygiene.
Hygiene promotion with the
availability of mobile toilets;
To dispose of the carcass.
4. Power HPSEB Ltd. Himurja Provide and coordinate State Support to Local Make arrangement for and to
(SE/XEN) support until the local Administration; provide the alternative sources of
authorities are prepared to lighting and heating to the affected
handle all power related Review the total extent of populations and for the relief
problems; damage to the power supply camps.
installations by a reconnaissance
Identify requirements of survey;
external equipment required
such as DG sets etc; To provide alternative means of
power supply for emergency
purposes;
138
Assess damage for national
assistance. Dispatch emergency repair
teams equipped with tools, tents
and food;
Hire casual labour for the
clearing of damaged poles etc.
5. Transport Department of HRTC, Civil Overall coordination of the Coordinate arrangement of Make available its fleet for the
Transport Aviation. requirement of transport; vehicles for transportation of purpose of SAR, transportation of
relief supplies from supplies, victims etc;
(RTO) (RM, HRTC, Make an inventory of vehicles helipads/airports to the
DTDO) available for various purposes; designated places; Act as stocking place for fuel for
emergency operations;
Coordinate and implement Coordinate arrangement of
emergency related response vehicles for transportation of Making available cranes to the
and recovery functions, search SAR related activities. Distt. Administration;
and rescue and damage
assessment. To coordinate for helicopter
services etc. required for
transportation of injured, SAR
team, relief and emergency
supplies.
6. Search and Civil Defence, SDRF, Armed Establish, maintain and GIS is used to make an estimate 108 and Red Cross to make
Rescue Home Guards, and Para military manage state search and rescue of the damage area and the available ambulances as per
Fire and forces, response system; deployment of the SAR team in requirement;
Emergency Police, Red the area according to the
Services Cross, VOs, Coordinate search and rescue priority; SDRF, VOs and Volunteers to
Volunteers and logistics during field assist the primary agency in SAR;
(Commandant 108. operations; Discharge all ambulatory
HG) patients for the first aid which
139
Provide status reports of SAR has the least danger to health and Armed and para military forces to
updates throughout the affected others transported to safer areas. provide assistance to civil
areas. authorities on demand;
Police to arrange for the
transportation and post-mortem of
the dead.
7. Public Works HP PWD CPWD, National Emergency clearing of debris Establish a priority list of roads Making machinery and manpower
and Highways to enable reconnaissance; which will be opened first; available to the PWD and to keep
Engineering (SE/XEN) Authority of national highways and other
India, MES, Clearing of roads; Constructing major temporary facilities in functional state.
BRO shelters;
Assemble casual labour;
Connecting locations of
Provide a work team carrying transit/relief camps;
emergency tool kits, depending
on the nature of disaster, Adequate road signs should be
essential equipment such as installed to guide and assist the
relief work;
• Towing vehicles
• Earth moving Clearing the roads connecting
equipment helipads and airports;
• Cranes etc. Restoring the helipads and
Construct temporary roads; making them functional;
Keep national and other main Rope in the services of private
highways clear from disaster service providers and secondary
effects such as debris etc.; services if the department is unable to bear the load of work.
140
Networking with private services providers for supply of earth moving equipment etc.
8. Information and District Department of Operate a Disaster Welfare Documentation of response/ Render necessary assistance in
Communication Collectorate IT/NIC Information (DWI) System to relief and recovery measures; terms of resources, expertise to the
(AC/ADM) collect, receive, and report and primary agency in performing the
(DIO, NIC) status of victims and assist Situation reports to be prepared assigned task.
family reunification; and completed every 3-4 hours.
Apply GIS to speed other
facilities of relief and search
and rescue;
Enable local authorities to
establish contact with the state
authorities;
Coordinate planning
procedures between district,
the state and the centre;
Provide ready formats for all
reporting procedures as a
standby.
9. Relief Supplies Collectorate Department of To collect, process and Support to Local To assist the primary agency in
(AC/ADM) Food and Civil disseminate information about Administration; arranging and supplying relief
Supplies an actual or potential disaster supplies;
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situation to facilitate the overall Allocate and specify type of
(DFSC, AM activities of all responders in requirements depending on To assist the primary agency in
CSC) providing assistance to an need; running the relief camps.
affected area in consultation;
Organize donation (material) for
Coordinate activities involved easy distribution before entering
with the emergency provisions; disaster site.
Temporary shelters;
Emergency mass feeding;
To coordinate bulk distribution
of emergency supplies;
To provide logistical and
resource support to local
entities;
In some instances, services also
may be provided to disaster
workers;
To coordinate damage
assessment and post disaster
needs assessment.
10. Food & Department of Department of Requirement of food and Make emergency food and Ensuring the distribution of food
Supplies Food and Cooperation clothing for affected clothing supplies available to supplies to the affected population
Public population; population; through the PDS network etc.
Distribution (ARCS)
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Control the quality and Ensure the provision of specific
(DFSC) quantity of food, clothing and nutrients and supplementary diet
basic medicines; for the lactating, pregnant
women and infants.
Ensure the timely distribution
of food and clothing to the
people;
Ensure that all food that is
distributed is fit for human
consumption.
11. Drinking water Department of Department of Procurement of clean drinking Support to local Administration; To assist the primary agency
I & PH Urban water; wherever ULB is associated in the
Development Water purification installation distribution of potable water.
(SE/XEN) Transportation of water with with halogen tablets etc.
(Secretary minimum wastage;
SADA)
Special care for women with
infants and pregnant women;
Ensure that sewer pipes and
drainage are kept separate from
drinking water facilities.
12. Shelter Collectorate HIMUDA, HP Provide adequate and Support to Local HIMUDA and HP PWD would
(AC/ADM) PWD, UD and appropriate shelter to all Administration; assist the primary agency in
Panchayati Raj population; establishing temporary shelters of
Locate adequate relief camps larger dimensions;
Quick assessment and based on survey of damaged
identifying the area for the houses; Department of Panchayati Raj
through local Panchayats would
143
establishment of the relief Develop alternative assist the primary agency in
camps; arrangements for population establishing shelters of smaller
living in structures that might be dimensions.
Identification of public affected even after the disaster.
buildings as possible shelters;
Identifying the population
which can be provided with
support in their own place and
need not be shifted reallocated;
Locate relief camps close to
open traffic and transport links.
13. Media Department of Local DD and To Provide and collect reliable Use and place geographical To assist the primary agency in
Public AIR information on the status of the Information to guide people discharge of its role.
Relations disaster and disaster victims for towards relief operation;
effective coordination of relief
(DPRO) work at state level; Use appropriate means of
disseminating information to
Not to intrude on the privacy of victims of affected area;
individuals and families while
collecting information; Curb the spread of rumours;
Coordinate with DOCs at the Disseminate instructions to all
airport and railways for stakeholders.
required information for
international and national relief
workers;
144
Acquire accurate scientific
information from the ministry
of Science and Technology;
Coordinate with all TV and
radio networks to send news
flashes for specific needs of
Donation;
Respect the socio-cultural and
emotional state of the disaster
victims while collecting
information for dissemination.
14. Help lines Collectorate Department of To receive distress calls from One of the most critical needs To assist the primary agency in
(AC/ADM) Public Relations the affected people and will be having a simplified way performing its job effectively and
coordinate with the control of identifying and tracking provideitsmanpowerand
room; victims and providing resources for the purpose.
assistance;
To facilitate the optimization of
donations received in kind; Identify locations for setting up
transit and relief camps, feeding
Co-ordinate, collect, process, centres and setting up of the
report and display essential Help lines at the nodal points in
elements of information and to the state and providing the
facilitate support for planning people the information about the
efforts in response operations; numbers.
Co-ordinate pre-planned and event-specific aerial reconnaissance operations to
145
assess the overall disaster
situation;
Pre-positioning assessment
teams headed by the State
coordinating officer and
deployment of other advance
elements;
Emergency clearing of debris
to enable reconnaissance of the
damaged areas and passage of
emergency personnel and
equipment for life saving
property protection and health
and safety.
15. Animal Care Department of Departmentof Treatment of animals; To arrange for timely care and To assist the primary agency in
Animal Panchayati Raj treatment of animals in distress; performing its role.
Husbandry Provision of vaccination;
(DPO) Removal of dead animals to
(AD AH) Disposal of dead animals. avoid outbreak of epidemics.
16. Law and Order Police Home Guards Having sound communication To maintain law and order; To assist the primary agency by
(Commandant and security plan in place to making available manpower.
(SP) Home Guards) coordinate law and order To take measure against looting
issues; and rioting;
To ensure the safety and security
of relief workers and material;
146
Training to security personnel To take specific measure for the
in handling disaster situations protection of weaker and
and issues related to them. vulnerable sections of the
society;
To provide safety and security at
relief camps and temporary
shelters.
17. Removal of Forest Forest Removal of fallen trees; Arrange for timely removal of To support and supplement the
trees and fuel Corporation trees obstructing the movement efforts of the primary agency.
wood (DFO) To provide fuel wood for the of traffic;
(AM FC) relief camps and public; Arrange for timely removal of
tress which have become
Have adequate storage of fuel dangerous;
wood and make arrangement
for distribution thereof; Make arrangement for fuel
wood for the relief camps and
To provide fuel wood for for general public;
cremation.
Provide fuel wood for mass
cremation etc.
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Annexure – D
STANDARD OPERATING
PROCEDURES
FOR PERFORMING ESF
BY
VARIOUS DEPARTMENTS
OPERATING PROCEDURE GUIDELINES FOR
FOREST DEPARTMENT
Planning Assumptions
• There is no substitute for maintaining standards of services and regular maintenance during
normal times. This affects the response of the department to any disaster situation.
• The department is required adopt appropriate measures to ensure that community
participates substantially.
• For effective preparedness, the department must have a disaster response plan or disaster
response procedures clearly defined in order to avoid confusion, improve efficiency in cost
and time.
• Orientation and training for disaster response plan and procedures accompanied by simulated
exercise will keep the department prepared for such eventualities. Special skills required
during emergency operations need to be imparted to the officials and the staff. Select
personnel can be deputed for training as “NODAL OFFICER – FOREST” at district level.
Action Plan Objective in a Disaster Situation
• Forest protection
Activities on Receipt of Warning or Activation of District DMP (DDMP)
• Within the affected district all available personnel will be made available to the District
Disaster Manager. If more personnel are required, then out of station officer or those on
leave may be recalled.
• All personnel required for Disaster Management should work under the overall supervision
and guidance of District Disaster Manager.
• Establish communications with District control room and your departmental offices within
the division.
• Appoint one officer as “NODAL OFFICER – Forest” at district level.
• Review and update precautionary measures and procedures and review with staff the
precautions that have been taken to protect equipment and the post-disaster procedures to be
followed.
• Fill departmental vehicles with fuel and park them in a protected area.
• Check available stocks of equipment and materials which are likely to be most needed after
disaster.
• Provide information to all concerned, about disasters, likely damages, and information about
ways to protect the same.
• All valuable equipment and instruments should be packed in protective covering and stored
in room the most damage-proof.
• Establish work schedules to ensure that the adequate staff are available.
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Relief and Rehabilitation • Assess the extent of damage to forests, nurseries and storage facilities and the requirements to
salvage or replantation.
• Establish contact with remote sensing department to assess damage.
• Afforestation measures should be coordinated with DRDA to ensure employment assurance
to disaster hit people, with Soil Conservation Officer to ensure stabilization of slopes and
district control room.
• Ensure that the adequate conditions through cleaning operations are maintained to avoid
water-logging and salinity in low lying areas.
• A pests and disease monitoring system should be developed to ensure that a full picture of
risks is maintained.
• Plan for emergency accommodations for forest staff from outside the area.
• Information formats and monitoring checklists should be used for programme monitoring and
development and for reporting to DCR. This is in addition to existing reporting system in the
department.
• Establishment of a public information centre with a means of communication, to assist in
providing an organized source of information. The department is responsible for keeping the
community informed of its potential and limitations in disaster situations.
• The NGOs and other relief organizations should be aware of the resources of the department.
• Ensure availability of fuel and fodder for disaster effected people.
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OPERATING PROCEDURE GUIDELINES
FOR POLICE DEPARTMENT
Planning Assumptions • For effective preparedness the need is for the disaster response procedures to be clearly
defined.
• Orientation and training for disaster response plan and procedures accompanied by simulated
exercises will keep the department prepared for such eventualities. Special skills required
during emergency operations need to be imparted to the officials and the staff. Select
personnel can be deputed for training as “NODAL OFFICER – Police” at the district level.
NORMAL TIME ACTIVITY
• Assess preparedness level and report the same as per the format to District Control Room
every six months.
• Maintain a list of disaster prone areas in the district.
• Organise training on hazardous chemicals for police officers to facilitate handling of road
accidents involving hazardous materials.
• Designate an area, within police station to be used as public information centre.
Action Plan Objective in a Disaster Situation
• Maintain Law and order
Activities on Receipt of Warning or Activation of DDMP
• Within the district, all available personnel will be made available to the District Disaster
Manager. If more personnel are required, then out of station officers or those on leave may be
recalled.
• All personnel required for disaster management should work under the overall supervision
and guidance of District Disaster Manager.
• Establish radio communications (and assist in precautionary evacuation activities) with
o State Emergency Operations Centre
o District control room o Departmental offices
• All district level officials of the department would be asked to report to the DDM.
• Appoint one officer as “Officer–in-Charge – Police” at the district level
• The DDM shall provide “Officer-in-Charge - Police” or the field staff as the need be, with all
needed authorizations with respect to
o Recruiting casual labourers.
o Procuring locally needed emergency tools and equipment and needed
materials. o Expending funds for emergency needs.
• The “Officer-in-Charge - Police” will ensure that all field staff and other officers submit the
necessary reports and statement of expenditure in a format as required by DDMA.
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• Provide guards as needed for supply depots such as cooperative food stores and distribution
centres.
• Identify anti-social elements and take necessary precautionary measures for confidence
building.
Evacuation
• All evacuations will be ordered only by the DC, SP, and Fire Brigade.
• For appropriate security and law and order, evacuation should be undertaken with assistance
from community leaders.
• All evacuations should be reported to DC or District Superintendent of Police immediately.
Relief and Rehabilitation
• Immediately after the disaster, dispatch officers to systematically identify and assist people
and communities in life threatening situations.
• Help identify the seriously injured people, and assist the community in organizing emergency
transport of seriously injured to medical treatment centres.
• Ensure that the police stations are functioning immediately after the disaster at all required
locations, as may be requested by the district control room, and that staff are available for the
variety of needs that will be presented.
• Assist and encourage the community in road-clearing operations.
• Identify roads to be made one-way, to be blocked, alternate routes, overall traffic
management and patrolling on all highways, and other access roads to disaster site.
• Provide Security in transit and relief camps, affected villages, hospitals and medical centres
and identify areas to be cordoned off.
• Transport carrying transit passengers (that is, passengers traveling through buses and passing
through the district), should be diverted away from the disaster area.
• Provide security arrangements for visiting VVIPs and VIPs.
• Assist district authorities to take necessary action against hoarders, black marketers and those
found manipulating relief material.
• In conjunction with other government offices, activate a public information centre to:
o Respond to personal inquiries about the safety of relatives in the affected areas.
o Compile statistics about affected communities, deaths, complaints and needs.
o Respond to the many specific needs that will be presented.
o Serve as a rumour control centre.
o Reassure the public.
• Make officers available to inquire into and record deaths, as there is not likely to be time nor
personnel available, to carry out standard post-mortem procedures.
• Monitor the needs and welfare of people sheltered in relief camps.
• Coordinate with military service personnel in the area.
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OPERATING PROCEDURE GUIDELINES
FOR HEALTH DEPARTMENT
• There is no substitute for maintaining standards of services and regular maintenance during
normal times. This affects the response of the department to any disaster situation.
• For effective preparedness, the department must have disaster response procedures clearly
defined in order to avoid confusion, improve efficiency in cost and time.
• Orientation and training for disaster response plan and procedures, accompanied by simulated
exercises, will keep the department prepared for such eventualities. Special skills required
during disaster situations need to be imparted to the officials and the staff.
• Select personnel can be deputed for training as “NODAL OFFICER”.
ACTION PLAN OBJECTIVE IN A DISASTER SITUATION • Providing efficient and quick treatment.
• Preventing outbreak of epidemics. ACTIVITIES ON RECEIPT OF WARNING OR ACTIVATION OF DDMP
• Within the affected district all available personnel will be made available to the District
Disaster Manager. If more personnel are required, then out of station officers or those on
leave may be recalled.
• All personnel required for disaster management should work under the overall supervision
and guidance of District Disaster Manager.
• Ensure that personnel working within the district come under the direction and control of the
DDM.
• Appoint one person as “NODAL OFFICER”.
• Review and update precautionary measures and procedures, and review with staff, the
precautions that have been taken to protect equipment and the post-disaster procedures to be
followed.
• Stock emergency medical equipment which may be required after a disaster.
• Determine type of injuries/illnesses expected and drugs and other medical items required, and
accordingly ensure that extra supplies of medical items be obtained quickly.
• Provide information to all hospital staff about the disasters, likely damages and effects, and
information about ways to protect life, equipment and property.
• Discharge all ambulatory patients whose release does not pose a health risk to them. If
possible, they should be transported to their home areas.
• Non–ambulatory patients should be relocated to the safest areas within the hospital. The
safest rooms are likely to be:
o On Ground Floor
o Rooms in the centre of the building away from windows
o Rooms with concrete ceilings.
• Equipment supplies such as candles, matches, lanterns and extra clothing should be provide
for the comfort of the patients.
• Surgical packs should be assembled and sterilized. A large enough number should be sterilized to
last four to five days. The sterilized surgical packs must be stored in protective cabinets to ensure
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they do not get wet. Covering the stock with polythene is recommended as an added safety
measure. • All valuable instruments, such as surgical tools, ophthalmoscopes, portable sterilizers, CGS,
dental equipment, etc., should be packed in protective coverings and store rooms considered
to be the most damage-proof.
• Protect all immovable equipment, such as x-ray machines, by covering them with tarpaulins
or polythene.
• All electrical equipment should be unplugged when disaster warning is received.
• Check the emergency electrical generator to ensure that it is operational and that a buffer
stock of fuel exists. If an emergency generator is not available at the hospital, arrange for one
on loan.
• All fracture equipment should be readied.
• If surgery is to be performed following the disaster, arrange for emergency supplies of
anaesthetic gases.
• Check stocks of equipment and drugs which are likely to be most needed after the disaster.
These can be categorized generally as:
o Drug used in treatment of cuts and fractures, such as tetanus toxoid, analgesics and
antibiotics.
o Drugs used for the treatment of diarrhoea, water-borne diseases and flu (including oral
rehydrating supplies). o Drugs required to treat burns and fight infections.
o Drugs needed for de-toxication including breathing equipment.
• Assess the level of medical supplies in stock, including : o Fissure materials
o Surgical dressings
o Splints
o Plaster rolls
o Disposable needles and syringes
o Local antiseptics.
• Prepare an area of the hospital for receiving large number of casualties.
• Develop emergency admission procedures (With adequate record keeping).
• Orient field staff with DDMAP, standards of services, procedures including tagging.
• Hospital administrators should
o Establish work schedules to ensure that adequate staff are available for in-patient needs.
o Organise in-house emergency medical teams to ensure that adequate staff are
available at all times to handle emergency casualties.
o Set up teams of doctors, nurses and dressers for visiting disaster sites.
RELIEF AND REHABILITATION • Transport should be arranged for the transfer of seriously injured patients from villages and
peripheral hospitals to general hospitals. If roads are blocked, a method should be established
to request helicopter transport.
• Establish health facility and treatment centres at disaster sites.
• The provision of medical services should be coordinated by the CMO with district control
room.
• Procedures should be clarified between
o Peripheral hospitals
o Private hospitals
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o Blood banks o General hospitals and o Health services established at transit camps, relief camps and affected villages.
• Maintain check posts and surveillance at Transport depots and all entry and exit points from
the affected area, especially during the threat or existence of an epidemic.
• An injury and disease monitoring system should be developed to ensure that a full picture of
health risks is maintained.
• Monitoring should be carried out for epidemics, water and food quality and disposal of waste
in transit and relief camps, feedings centres and affected villages.
• Plan for emergency accommodations for auxiliary staff from outside the area.
• Information formats and monitoring checklists should be used for programme monitoring and
development and for reporting to Emergency Operations Center. This is in addition to existing
reporting system in the department.
• Seek security arrangements from district police authorities to keep curious persons from
entering hospital area and to protect staff from hostile actions.
• Establishment of a public information centre with a means of communication to assist in
providing an organized source of information. The hospital is responsible for keeping the
community informed of its potential and limitations in disaster situations.
• The Local Police, rescue groups, and ambulance teams should be aware of the resources of
each hospital. STANDARDS OF SERVICE
Tagging Tagging is the process of prioritizing transfer of injured, based on first hand assessment of the medical
officer on the disaster site. It is based on the medical criterion of chance of survival. Decision is made
regarding cases which can wait for treatment, these which should be taken to more appropriate medical
units, and these which have no chances of surviving. The grouping is based on the benefit that the
casualties can expect to derive from medical care, not on the seriousness of the injuries.
Whenever possible, the identification of patients should be accomplished concurrently with triage.
This is done by attaching a tag to each patient, usually color-coded to indicate a given degree of injury
and the priority for evacuation.
Red Tag This tag signifies that the patient has a first priority for evacuation. Red-tagged patients need
immediate care and fall into one of the following categories:
1 Breathing problems that cannot be treated at the site. 2 Cardiac arrest (witnessed). 3 Appreciable loss of blood (more than a litre). 4 Loss of consciousness. 5 Thoracic perforations or deep abdominal injuries. 6 Certain serious fractures:
a. Pelvis b. Thorax c. Fractures of cervical vertebrae d. Fractures or dislocations in which no pulse can be detected below the
site of the fracture or dislocation
155
e. Severe concussion. f. Burns (Complicated by injury to the air passages)
Green Tag This tag identifies those patients who receive second priority for evacuation. Such patients need care,
but the injuries are not life-threatening. They fall into the following categories:
1. Second-degree burns covering more than 30 per cent of the body. 2. Third-degree burns covering 10 percent of the body. 3. Burns complicated by major lesions to soft tissue or minor fractures. 4. Third –degree burns involving such critical areas as hands, factor face but with
no breathing problems present. 5. Moderate loss of blood *(500-1000cc) 6. Dorsal lesions, with or without injury to the spinal column. 7. Conscious patients with significant craniocerebral damage (serious enough to
cause a subdural hematoma or mental confusion). Such patients will show one
of the following signs: a. Secretion of spinal fluid through ear or nose b. Rapid increase in systolic pressure c. Projective vomiting d. Change in respiratory frequency e. Pulse below 60ppm f. Swelling or bruising beneath the eyes g. Anisocoric pupils h. Collapse i. Weak or no motor response j. Weak reaction to sensory stimulation (Profound stupor)
Yellow Tag Used on patients who are given third priority for evacuation and who fall into the following categories:
1. Minor Lesions 2. Minor fractures (fingers, teeth, etc). 3. Other minor lesions, abrasions, contusions. 4. Minor burns:
• Second-degree burns covering less than 15% of the body • Third degree burns covering less than 2% of the body surface • First-degree burns covering less than 20% of the body, excluding hands, feet, and face.
5. Fatal Injuries
• Second and third-degree with burns over more than 40 percent of the body with death
seeming reasonably certain.
• Second and third-degree burns over more than 40% of the body with other major
lesions, as well as major craniocerebral lesions etc.
• Cranial lesions with brain tissue exposed and the patient unconscious.
o Cranio-cerebral lesions where the patient unconscious and has major fractures.
o Lesions of the spinal column with absence of sensitivity and movement.
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o Patients over 60 years old with major lesions.
It should be noted that the line separating these patients from red-tag casualties is very
tenuous. If there are any red-tag patients, this system will have to be followed. If there are none, the
yellow-tag patients with apparently fatal injuries become red-tag candidates. The reason is simple: If
there are many red-tag patients who apparently cannot be saved because of their injuries, the time
spent on the dying wounded could be better spent on the patients with chance to survive.
Black Tag Black tags are placed on the dead, i.e. casualties without a pulse or respiration who have remained
in that condition for over 20 minutes, or whose injuries render resuscitation procedures impossible.
Evacuation Procedure under the following conditions
1) Casualties not trapped or buried. Evacuate in the following order: a. Red-tag casualties. b. Green-Tag casualties. c. Yellow-Tag casualties.
2) Casualties not trapped or buried. Evacuate in the following order: a. Red-tag casualties. b. Green-Tag casualties. c. Yellow-Tag casualties. d. Black-tag casualties not trapped or buried. e. Trapped black-tag casualties.
Vector Control Standards Vector control programmes should be planned so as to cope with two distinct situations:
• The initial phase immediately following the disaster, when control work should
concentrate on the destruction, by a physical or chemical process, of vermin on
persons, their clothing, bedding and other belongings and on domestic animals. An
emergency sanitation team should be available from the beginning for carrying out
these disinfestations.
• The period after the disaster subsided, control work should be directed towards proper
food, sanitation, safe disposals of wastes, including drainage, and general personal
cleanliness.
Suggested Vector Surveillance Equipment and Supplies � Collecting Bags
� Collecting forms
� Mouth or battery powered aspirations
� Tea strainer
� Flashlight and spare batteries
� Grease pencil
� Memo pad
� Sweep net
� Pencil
� Tweezers
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• White enameled dipper
• Keys and other references
• Labels
• CDC light traps (Optional)
• Collecting vials
• Aedes aegypti Ovitrap (Optional)
• Bulb syringe or medicine dropper
• Fly grill
• Mirror
Suggested Rodent Surveillance Equipment and Supplies • Teaching aids
• Transfer bags
• Plastic bags
• Vials
• Plastic cups
• Alcohol
• Rubber bands
• Forceps
• Scissors
• Insecticide dusting pan
• Snap traps
• Formaldehyde
• Live Traps
• Acute rodenticides
• Gloves
• Anti Coagulant rodenticides
• Flashlights and batteries.
Materials and equipment
In the absence of clear indication from field, a minimum kit comprising of the following
materials and equipment should be carried by the advance party to the disaster site.
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1. Equipment for paediatric intravenous use 36
2. Tensiometers for children and adults 12
3. Assorted ferrules Boxes 2
4. Tracheal cannulae 36
5. Set of laryngoscopes for infants, children
And adults 1 each
6. Endotracheal tubes, No. 7 Murphy 36
7. Endotracheal tubes, No. 8 36
8. Nasogastric probes 36
9. Oxygen masks, for adults and children 2
10. Large scissors for cutting bandages 3
11. Plastic linings 60
12. Phonendoscopes 15
Sterilization Unit Supplies
1. Tracheotomy set 6
2. Thorachotomy set 6
3. Venous dissection set 6
4. Set for small sutures 12
5. Bottles for drainage of thorax 10
6. Hand scissors No. 4 6
7. Syringes (disposables) x 2cc 60
8. Syringes (disposables) x 10cc 90
9. Syringes (disposables) x 50cc 60
Ambulance Fleet The ambulances will carry the following equipment: 1. Oxygen, Oxygen Mask, and manometer. 2. Stretchers and blankets 3. Emergency first aid kit 4. Suction equipment 5. Supplies for immobilizing fractures 6. Venoclysis equipment 7. Drugs for emergency use 8. Minimal equipment for resuscitation maneuvers
Each ambulance should be staffed by at least a physician, a nurse, a stretcher-bearer
and a driver. The medical and paramedical personnel should be experienced in procedures for
the management of patients in intensive care units.
Equipments and Supplies required for Vermin control for a population of 10,000
Power sprayers 2
Hand-pressured sprayers, capacity 20-30 litres 50
Dusters (hand-operated, plunger type) 50
Dusters (power-operated) 2
Space sprayer 1
Adequate supply of accessories and spare parts for the above equipment
o Insecticides:
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DDT, technical powder 0.5 tons
DDT, 75% water wettable 1-2 tons
DDT, 10% powder 1 ton
Dieldrin, 0.625 – 1.25% emulsifiable concentrate
or wettable power 100 Kg
Lindane, 0.5% emulsifiable concentrate
or wettable power 100 Kg
Chlordane, 2% emulsifiable concentrate
or wettable power 100 Kg
Malathion, 1% emulsifiable concentrate
or wettable power 100 Kg
Dichlorvos emulsion 100 litres
Rodenticides, anticoagulant type (warfarin, etc.) 1-2 Kg
Rodent traps 100
Screen for fly control 10 rolls
Garbage cans, capacity 50-100 litres 300-500
* Quantity depends on availability and on distribution points
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OPERATING PROCEDURE GUIDELINES FOR IRRIGATION AND PUBLIC HEALTH
DEPARTMENT
Planning Assumptions
• There is no substitute for maintaining standards of services and regular maintenance
during normal times. This affects the response of the department to any disaster
situation.
• Operating procedures for mobilizing community participation during various stages of
disaster management. The department is required to adopt appropriate measures to
ensure that community participates substantially.
• For effective preparedness, the department must have a disaster response plan or
disaster response procedures clearly defined in order to avoid confusion, improve
efficiency in cost and time.
• Orientation and training for disaster response plan and procedures accompanied by
simulated exercise will keep the department prepared for such eventualities. Special skills
required during emergency operations need to be imparted to the officials and the staff.
Select personnel can be deputed for training as “NODAL OFFICER – Water supply” and
“Officer-in-Charge – Water supply” at state and district level respectively.
• To the extent possible, preventive measures as recommended in the preparedness and
mitigation document of DDMAP should be undertaken to improve departmental
capacity to respond to a disaster.
Normal Time Activity � Assess preparedness level and report the same as per the format to the District Control
Room every six months.
� Identify flood prone rivers and areas and activate flood monitoring mechanisms.
Mark water level gauges on rivers, dams, and reservoirs.
� Establish disaster management tool kits with at sub-divisional levels consisting of
ropes, pulley blocks, jungle knives, shovels, cement in bags, concrete pans, gunny
bags, cane baskets.
Action Plan Objective in a Disaster Situation � Restoration of water supply to the affected area.
� Monitor flood situation
� Monitor and protect irrigation infrastructure.
� Restore damaged infrastructure
Activities on Receipt of Warning or Activation of DDMP • Within the affected district/sub-division all available personnel will be made available
to the District Disaster Manager. If more personnel are required, then out of station
officer or those on leave may be recalled.
• All personnel required for Disaster Management should work under the overall
supervision and guidance of District Disaster Manager.
• Establish communications with Emergency operations Centre at State HQ, District
Control Room and your departmental and field offices within the division.
• Appoint one officer as “Officer-in-Charge – Water Supply and Irrigation” at district
level.
• Review and update precautionary measures and procedures and review with staff the
precautions that have been taken to protect equipment and the post-disaster procedures to
be followed.
• Fill departmental vehicles with fuel and park them in protected area.
• Make sure that the hospital storage tank is full and hospital is conserving water.
• Inform people to store an emergency supply of drinking water.
• Organize on the receipt of disaster warning continuous monitoring of � Wells
� Intake structures
� Pumping stations
� Buildings above ground
� Pumping mains
� The treatment plant
� Bunds of Dams
� Irrigation Channels
• The inlet and outlet to tanks should be inspected to ensure that waterways are
unobstructed by trees and vegetation.
• Any repairs/under construction activity should be well secured with sandbags, rock falls,
etc.
Relief and Rehabilitation • Carry out emergency repair of all damages to water supply system.
• Assist health authorities to identify appropriate source of potable water.
• Identify unacceptable water sources and take necessary precautions to ensure that no
water is accessed from such sources, either by sealing such arrangements or by posting
department guards.
• Arrange for alternate water supply and storage in all transit camps, feeding centres, relief
camps, cattle camps, and also the affected areas, till normal water supply is restored.
• Ensure that potable water supply is restored as per the standards and procedures laid
down in “Standards of Potable Water”.
• Continue round the clock inspection and repair of bunds of dams, irrigation channels,
control gates and overflow channels.
• Continue round the clock inspection and repair of pumps, generators, motor equipment
and station building.
• Plan for emergency accommodations from staff from outside the area.
• Report all activities to the head office.
On the recommendations of “NODAL OFFICER – “Water Supply”/ Deputy Commissioner / District
Control Room
• Provide for sending additional support along with food, bedding, tents
• Send vehicles and any additional tools and equipment needed.
• Standby diesel pumps or generators should be installed in damage proof buildings.
• A standby water supply should be available in the event of damage.
• Establish procedures for emergency distribution of water if existing supply is disrupted.
• Make provisions to acquire tankers and establish other temporary means of distributing
water on and emergency basis.
• Make provisions to acquire containers and storage tanks required for storing water on an
emergency basis.
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• Prepare plan for water distribution to all transit and relief camps, affected villages and
cattle camps and ensure proper execution of these plans.
• A minimum level of stock should be maintained for emergencies, and should include
extra lengths of pipe, connections, joints, hydrants and bleaching powder. Adequate
tools should be on hand to carry out emergency repair.
• Make sure auxiliary generators and standby engines are in good working
order.
• Acquire a buffer stock of fuel for the motors and store in a protected place.
• Establish emergency work gangs for immediate post-disaster repair.
Standards of Services Water Supply
Piped Water • After any repair on the distribution system, the repaired main should be flushed and
disinfected with a chlorine solution of 50 mg/litre for contact period of 24 hours, after which
the main is emptied and flushed again with potable water.
• If the demand for water is urgent, or the repaid main cannot be isolated, the concentration of
the disinfecting solution may be increased to 100mg/litre and the contact period reduced to 1
hour.
• At the end of disinfection operations, but before the main is put back into service, samples
should be taken for bacteriological analysis and determination of chlorine residue.
• When a water treatment plant, pumping station, or distribution system is so badly damaged
that operation cannot be restored for some time, other methods described in the following
paragraphs must be used.
Private System (open well or tube) • Water from these sources, with adequate chlorination as necessary, can be connected to a
distribution system or hauled to points of consumption.
Springs and wells (non-private) • Ground water originating from deep aquifers (such as is obtained from deep wells and certain
springs) will be free from contamination if certain simple protective measures are taken.
• When springs are used as a source of water supply for disaster area, careful attention must be
paid to geological formations. Limestone and certain rocks are liable to have holes and
cracks, especially after earthquake that may lead to the contamination of ground water.
• A sanitary survey of the area surrounding a well site or spring is of utmost importance. This
survey, which should be carried out by a qualified professional environmental health worker,
should provide information on source of contamination, geological structures (with particular
reference to overlying soil and rock formations) quality and quantity of ground water,
direction of flow etc.
• The well selected as a source of water, should be at least 30m away from any potential source
of contamination, and should be located higher than all such sources. The upper portion of the
well must be protected by an external impervious casing, extending at least 3m below and
30cm above ground level. The casing should be surrounded by a concrete platform at least 1m
wide, that slope to allow drainage away from the well; it should connect to the drain that will
carry the spilled water away. The opening for drop pipes should be sealed to prevent outside
water from entering the well. The rim of manholes should project at least 8cm above the
surrounding surface, and the manhole cover must overlap this rim.
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• Immediately after construction or repair, the well should be disinfected. First the casing and
lining should be washed, and scrubbed with strong chlorine solution containing, 100mg of
available chlorine per litre. A strong solution is then added to produce concentration of 50-
100 mg/litre in the water stored in the well. After adequate agitation, the well water is left to
stand for at least hours, and then pumped out. The well is then allowed to refill. When the
residual chlorine of the water drops below 1 mg/litre the water may be used.
• Most of water is stated above applies also to the location and protection of springs. The
following points may be added:
� The collection installation should be so built as to prevent the entrance of light.
� The overflow should be so located as to prevent the entrance of surface water at times
of heavy rainfall.
� The manhole cover and gates should be locked.
� Before using the water, the collection chamber should be disinfected with a chlorine
solution.
� An area within a radius of 50m around the spring should be fenced off to prevent
ground surface contamination.
Surface water • Surface water should be used as source of water supply only as a last resort.
• Measures should be taken to protect the watershed from pollution by animals and people. As
it is usually difficult to enforce control regulations, the point of intake for water supply should
be located above any tributary carrying grossly contaminated water. The pump intake should
be screened and placed so that it will not take in mud from the stream bed or floating debris.
The device can be something extremely simple, such as perforated drum fixed in the middle
of the stream.
Treatment • Water should be tested for the presence of Escherichia coli and unsafe concentrations of
nitrate as soon as possible. Detection of E. coil indicates contamination by human waste and
therefore requires immediate protective and corrective measures.
• Monitoring of water quality should be restored or initiated immediately. During the disaster,
daily determination of the chlorine residual in public water supply is sufficient.
Disinfection (Quarantine) • Chlorine and chlorine-liberating compounds are the most common disinfectants. Chlorine
compounds for water disinfection are usually available in three forms:
o Chlorinated lime or bleaching powder, which has 20% by weight of available chlorine
when fresh. Its strength should always be checked before use.
o Calcium hypochlorite, a more stable compound sold under various proprietary names.
This compound contains 70% by weight of available chlorine. If properly stored in
tight container and in dark cool place, it preserves its chlorine contents for
considerable period.
o Sodium hypochlorite, usually sold as solution of approximately 5% strength under a
variety of proprietary names. Its use in water disinfection is limited to small quantities
and special circumstances.
Methods of chlorination Gas chlorinator
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• These machines draw chlorine gas from a cylinder containing liquid chlorine, mix it in water
and inject into supply pipe. Mobile gas chlorinators are made for field use.
Hypochlorinators
• These are less heavy than gas chlorinator and more adaptable to emergency disinfection.
Generally, they use a solution of calcium hypochlorite or chlorinated lime in water and
discharge it into a water pipe or reservoir. They can be driven by electric motors or petrol
engines and their output can be adjusted.
• Hypochlorinators are small and easy to install. They consists usually of a diaphragm pump
and standard accessories, including one or more rubber-lined, solution tanks and a chlorine
residual testing set. The usual strength of solution is 0.1% and it seldom rises above 0.5%
The Batch Method • In the absence of the chlorinators, water is disinfected by batch method. This method is more
likely to be used in emergencies. It involves applying a predetermined volume of chlorine
solution of known strength to a fixed volume of water by means of some gravity
arrangements. The strength of the batch solution should not be more than 0.65% of chlorine
by weight as this is about the limit of solubility of chlorine at ordinary temperatures. For
example 10g of ordinary bleaching powder (25% strength) dissolved in 5 litres of water gives
a stock solution of 500mg/litre. For disinfection of drinking water, one volume of the stock
solution added to 100 volumes of water gives a concentration of 5mg/litre. If after 30 minutes
contact the chlorine residual is more than 0.5mg/litre this dosages could be reduced.
• After the necessary contact period, excess chlorine can removed to improve the taste by such
chemicals as sulphur dioxide, activated carbon, or sodium thiosulphate. The first two are
suitable for permanent installations, whereas sodium thiosulphate is more suitable for use in
emergency chlorination. One tablet containing 0.5g of anhydrous sodium thiosulphate will
remove 1mg/litre of chlorine from 500 litres of water.
Continuous Chlorination • This method, in which porous containers of calcium hypochlorite or bleaching powder are
immersed in water, in use mainly for wells and springs but is also applicable to other types of
water supply. A free residual chlorine level of 0.7 mg/litre should be maintained in water,
treated for emergency distribution. A slight taste and odour of chlorine after half an hour
gives an indication that chlorination is adequate. In flooded areas where the water distribution
system is still operating, higher chlorine residual should be maintained. Occasionally, an
unpleasant taste develops from the reaction of chlorine with phenolic or the other organic
compounds. This taste should be accepted, as it is an indication of safe disinfection.
Filtration-Disinfection • In this method water is mixed with diatomaceous earth, then passed through the filter unit in
which filtering partitions (septa) are installed. Mobile purification units using this process
have been produced with capacities up to 50,000 litres per hour. They consist essentially of : � A centrifugal pump driven by a rope-started gasoline engine.
� A filter (diatomic)
� A hypochlorinator
� A slurry feeder and an air compressor.
� A pre-coat and recirculation tank.
� A chlorine solution tank.
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� Hose adapters
� Valves (pump suction, inlet, drain, outlet, flow control air release, etc) and
� A tool box. Instructions in the manuals supplied with such units must be followed.
Physical Protection • In disaster situation, physical protection of water supplies for use, is a major consideration. In
addition to such barriers as walls and fences, guards may be necessary to prevent mobs from
overrunning and damaging treatment units, pumping stations, tankers, distribution stations,
and temporary collection facilities. Intake structures, wells and springs should also protected
against misuse. The character and extent of such protection will depend on the local situation.
Ice Supply • Required ice should be supplied from a commercial manufacturing plant where it is made
from safe water and where sanitary regulations are observed.
• It should be distributed in trucks designed for the purpose, equipped with tools for the safe
handling of ice.
• After drinking water is secured within stricken areas, making water available for domestic use
(such as leaning and washing) should be considered.
Coagulation-Disinfectation
• Removal of the organic matter greatly lessens the amount of chlorine needed for disinfection.
There are many factors that govern the coagulation process. These include:
1. Hydrogen-ion concentration. The optimum pH value for coagulation is the value that the
best floe formation and setting. The pH value of water changes when coagulants are used
and has to be adjusted to its optimum value by addition of alkali or acids.
2. Mixing. Coagulants must be thoroughly mixed with the water to give satisfactory results.
This may be accomplished by (a) pump action, whereby the coagulant solution is added
to the suction pipe of the pump and pump does the mixing; (b) the drip bottle method i.e.
hanging a drip-bottle over the discharge pipe or hose of raw water that feeds the tank and
letting the coagulant solution drip on to the water jet; or (c) dissolution, i.e. allowing the
discharge of raw water to splash on to a basket containing solid coagulant.
3. Coagulant dosage. The amount of the coagulant and chemicals required to adjust the pH
value of water may be calculated when the pH and the type of alkalinity are known.
However the optimum dosage for given water may be determined approximately using
the jar test.
Coagulation-Filtration-Disinfection • In this method filtration is added to the procedures described above. If temporary reservoir
can be arranged, it is preferable to let the water settle before filtering it. In mobile purification
units, however the water is filtered through a pressure filter without setting. They usually
have a capacity of 4000-7000 litres per hour, and consist essentially of: � A centrifugal pump directly coupled to a gasoline engine.
� A filter (pressure, rapid and filter)
� A hypochlorinator
� A chemical solution tank
(One for alum and one for soda ash) � A chlorine solution tank.
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� Hose adapters
� Valves (pump suction, inlet, drain, outlet, flow control air release, etc) and
� A tool box. Instructions in the manuals supplied with such units must be followed.
OPERATING PROCEDURE GUIDELINES FOR ANIMAL HUSBANDRY DEPARTMENT
Planning Assumptions
• There is no substitute for maintaining standards of services and regular maintenance during
normal times. This affects the response of the department to any disaster situation.
• Operating procedures for mobilizing community participation during various stages of
disaster management have been given in section on “Areas of Community Participation”. The
department is required to study these and adopt appropriate measures to ensure that
community participates substantially.
• For effective preparedness, the department must have a disaster response plan or disaster
response procedures clearly defined in order to avoid confusion, improve efficiency in cost
and time.
• Orientation and training for disaster response plan and procedures accompanied by simulated
exercise will keep the department prepared for such eventualities. Special skills required
during emergency operations need to be imparted to the officials and the staff. Select
personnel can be deputed for training as “NODAL OFFICER – Veterinary Services” at
district level respectively.
• To the extent possible, preventive measures as recommended in the preparedness and
mitigation document of DDMAP should be undertaken to improve departmental capacity to
respond to a disaster.
• Hospital staff be aware of damage – proof hospital rooms/buildings.
• A standby generator be made available for every hospital.
• At least one kerosene – powered refrigeration unit be made available for storage of drugs.
• Orientation and training for disaster response plan and procedures, accompanied by simulated
exercise will keep the department prepared for such eventualities. Special skills required during
disaster situation need to be imparted to the officials and the staff.
• To the extent possible, preventive measures as recommended in the preparedness and
mitigation document of DMAP should be communicated to the community to prevent
extensive loss of livestock.
Action Plan Objective in a Disaster Situation • Treatment of injured cattle.
• Protection and care of abandoned/lost cattle.
Activities on Receipt of Warning or Activation of DDMP
• Within the affected district all available personnel will be made available to the District
Disaster Manager. If more personnel are required, then out of station officer or those on leave
may be recalled.
• All personnel required for Disaster Management should work under the overall supervision
and guidance of District Disaster Manager.
• Establish communications with
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� District control room
� Veterinary aid centres and hospitals (including private practitioners) within the district.
• The Deputy Director, Veterinary Dept. will act as “Nodal Officer – Veterinary Services”.
• Review and update precautionary measures and procedures and review with staff the
precautions that have been taken to protect equipment and the post-disaster procedures to be
followed.
• Fill departmental vehicles with fuel and park them in protected area.
• Stock emergency medical equipment, which may require after disaster.
• Determine what injuries/illnesses may be expected, and what drugs and other medical items
will be required, in addition to the requirements of setting up cattle camps, and accordingly
ensure that extra supplies of medical items and materials be obtained quickly.
• Provide information to all staff of veterinary hospitals and centres about the disasters, likely
damages and effects, and information about ways to protect life, equipment and property.
• Surgical packs should be assembled and sterilized.
• Arrange for emergency supply of anaesthetic drugs.
• Prepare an area of the hospital for receiving large number of injured livestock.
• Establish work schedules to ensure adequate staff are available round the clock.
• Set up teams for visiting disaster site.
Relief and Rehabilitation
• Organise transfer of injured livestock from village to veterinary aid centres wherever possible
• The provision of medical services should be coordinated by Nodal Officer-Veterinary
Services with District Control Room, and cattle camps.
• Establish cattle camps and additional veterinary aid centres at disaster sites and designate an
Officer-in-Charge for the camp.
• Estimate the requirement of water, fodder and animal feed, for cattle camps and organise the
same.
• Ensure the adequate sanitary conditions though cleaning operations are maintained in order to
avoid outbreak of any epidemic.
• An injury and disease monitoring system should be developed, to ensure that a full picture of
risks is maintained.
• Plan for emergency accommodations for veterinary staff from outside the area.
• Information formats and monitoring checklists as given in Annexure should be used for
programme monitoring and development and for reporting to Emergency Operations Centre.
This is in addition to existing reporting system in the department.
• Establishment of public information centre with a means of communication, to assist in
providing an organized source of information. The hospital is responsible for keeping the
community informed of its potential and limitations, in disaster situations.
• The local police and rescue group should be aware of the resources of each veterinary aid
centre and hospital.
• Provide information to all staff of veterinary hospital and centres about the disaster likely
damages and effects, and information about ways to protect life, equipment and property.
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• Surgical packs should be assembled and sterilized.
• Enough stock of surgical packs should be sterilized to last for four to five days.
• The sterilized packs must be stored be stored in protective cabinets to ensure that they do
not get wet. Covering the stock with polythene is recommended as an added safety measure. • All valuable equipment and instruments should be packed in protective coverings and stored
in room the most damage-proof.
• Check the emergency electrical generators, to ensure that it is operational, and that a buffer
stock of fuel exists. If an emergency generator is not available at the hospital, arrange for one
on loan.
• Arrange for emergency supplies anaesthetic drugs.
• Check stocks of equipment and drugs, which are likely to be most needed after disaster.
• Fill hospital storage tanks and encourage water savings. If no storage tank exists, water for
drinking should be drawn in clean container and protected.
• Prepare an area of hospital for receiving large number of injured livestock.
• Develop emergency admission procedure (with adequate record keeping).
• Cattle camps and hospital administrator should: � Establish work schedules to ensure that adequate staff are available
� Set up teams of veterinary doctors, and assistants for visiting disaster sites.
Standards for Cattle Camps 1. The minimum number of cattle in the cattle camp should be about 100 and the maximum 500.
2. The cattle camp should be located at suitable sites, bearing in mind, the adequate supply of
water and shade are most essential for wellbeing of the cattle. 3. Cattle sheds constructed should not exceed 20 sq. feet per animal. Suitable arrangements for
water trough and manger(s) should be made. 4. The feeding centres for cattle should be located in such a manner that
� There is adequate supply of drinking water
� There is sufficient shade for cattle to rest during the afternoon
� They are located as near the rail head as possible
� They are conveniently located, not beyond a radius of 8 Km from the affected villages. The cattle will require 6 Kg per cattle head per day of fodder, and 1 to 1½ Kg per cattle head per day, of the concentrate like Bago molasses.
Each cattle camp will have a minimum of one camp manager, two labourers and two
sweepers.
Operating procedure guidelines for PWD department
Planning Assumptions • There is no substitute for maintaining standards of services and regular maintenance during
normal times. This affects the response of the department to any disaster situation.
• The department is required to adopt appropriate measures to ensure that the community
participates substantially.
• For effective preparedness, the department must have a disaster response plan or disaster
response procedures clearly defined in order to avoid confusion, improve efficiency in cost
and time.
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• Orientation and training for disaster response plan and procedures accompanied by simulated
exercise will keep the department prepared for such eventualities. Special skills required
during emergency operations need to be imparted to the officials and the staff. Select
personnel can be deputed for training as “NODAL OFFICER – PWD” at district level
respectively.
• To the extent possible, preventive measures as recommended in the preparedness and
mitigation document of DDMAP should be undertaken to improve departmental capacity to
respond to a disaster.
Action Plan Objective in a Disaster Situation • Restoration of roads to their normal condition.
• Repair/reconstruction of public utilities and buildings.
Activities on Receipt of Warning or Activation of DDMP • Within the affected district all available personnel will be made available to the District
Disaster Manager. If more personnel are required, then out of station officer or those on leave
may be recalled.
• All personnel required for Disaster Management should work under the overall supervision
and guidance of District Disaster Manager.
• Establish communications with District control room and your departmental offices within
the division.
• All district level officials of the department would be asked to report to the Deputy
Commissioner/DDM.
• Appoint one officer as “Nodal Officer - PWD” at district level.
• The “Nodal Officer - PWD” will be responsible for mobilizing staff and volunteers to clear
the roads in his section, should a disaster strike.
• The “NODAL OFFICER – PWD” should be familiar with pre-disaster precautions and post
disaster procedures for road clearing and for defining safe evacuation routes where necessary.
• All officers3 should be notified and should meet the staff to review emergency procedures.
• Review and update precautionary measures and procedures and review with staff the
precautions that have been taken to protect equipment and the post-disaster procedures to be
followed.
• Vehicles should be inspected, fuel tanks filled and batteries and electrical wiring covered as
necessary.
• Extra transport vehicles should be dispatched from HQ and stationed at safe and strategic
spots along routes likely to be effected.
• Heavy vehicles should be moved to areas likely to be damaged and secured in a safe place.
• Inspection of all roads, bridges, government buildings and structures must be done and
structures which are endangered by the impending disaster identified.
• Emergency tool kits must be made available and should include
o Crosscut saws
o Axes
o Power chain saw
o Sharpening Files
o Chains and tightening wrenches
o Pulley block with chain and rope
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• The designation of routes strategic to evacuation and relief should be identified and marked in
close coordination with the DCR.
• Establish a priority listing of roads which will be opened first, the most important being roads
to hospitals and main trunk routes.
• Give priority attention to urgent repair works in disaster affected areas.
• Identify locations for setting up transit and relief camps, feeding centres and quantity of
construction materials required and inform the DCR accordingly.
Relief and Rehabilitation • All works teams should be issued two-way communication link.
• Provide a work team carrying emergency tool kits, depending on the nature of the disaster,
essential equipment such as � Towing vehicles
� Earth moving equipment
� Cranes etc.
• Each unit should mobilize a farm tractor with chain, cables and a buffer stock of fuel.
Adequate road signs should be installed to guide and assists the drivers.
• Begin clearing roads. Assemble casual labour to work with experienced staff and divide into
work gangs.
• Mobilise community assistance for road clearing by contacting community organizations.
• Undertake clearing of ditches, grass cutting, burning, removal of debris and the cutting of
dangerous trees along the roadside in the affected area through maintenance engineer’s staff.
• Undertake repair of all paved and unpaved road surfaces including edge metalling, potholes
patching and any failure of surface, foundations in the affected areas by maintenance
engineer’s staff and keep monitoring their conditions.
• Undertake construction of temporary roads to serve as access to temporary transit and relief
camps and medical facilities for disaster victims.
• As per the decision of the district control room, undertake construction of relief camps,
feeding centres, medical facilities, cattle camps.
• An up-to-date report of all damages and repairs should be kept in the district office report
book and communicate the same to the district control room.
• If possible, review of the extent of damage (by helicopter) should be arranged for the field
Officer-in-Charge, in order to dispatch most efficiently road clearing crews, and determine
the equipment needed.
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STANDARDS FOR RELIEF CAMPS Tent Camps
• The layout of the site should meet the following specifications.
1. 3-4 hectares of land/1000 peoples 2. Roads of 10 meters width 3. Minimum distance between edge of roads and tents of 2 mts. 4. Minimum distance between tents of 8 mts. 5. Minimum floor area/tent of 3 square meters per person.
• Water distribution in camp sites consists of
1. Minimum capacity of tanks of 200 litres 2. Minimum capacity per capita of 15 litres/day 3. Maximum distance of tanks from farthest tent of 100 meters.
• Solid waste disposal containers in tent camps should be
1. Waterproof 2. Insect-proof and 3. Rodent-proof 4. The waste should be covered tightly with a plastic or metallic lid 5. The final disposal should be by incineration or by burial.
• The capacities of solid waste units should be, 1 litre/4-8 tents; or 50-100 litres/25-50 persons.
• Excreta and liquid waste should be disposed in bore-holed or deep trench latrines in tent camps.
Specifications for these are: 1. 30-50 meters from tents. 2. 1 seat provided/10 persons 3. Modified soakage pits should be used for waste water by replacing layers of
earth and small pebbles with layers of straw, grass or small twigs. These needs to
be removed on a daily basis and burned.
Buildings Buildings used for accommodating disaster victims should provide the following:
1. Minimum floor area of 3.5 sq. meters/person 2. Minimum air space of 10 sq. meters/person 3. Minimum air space circulation of 30 cubic meters/person/hour and 4. There should be separate washing blocks for men and women. 5. Washing facilities to be provided are:
� 1 hand basin/10 persons.
� 1 wash bench of 4-5 meters/100 persons and 1 shower head/50 persons in temperate
climates
6. Toilet accommodation in buildings housing displaced persons, should meet these requirements:
� 1 seat/25 women.
� 1 seat plus 1 urinal/35 men
� Maximum distance from building of 50 meters.
7. Refuse containers are to be plastic or metallic and should have closed lids. To be provided are:
� 1 container of 50-100 litres capacity/25-50 persons.
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Operating procedure guidelines for HPSEB
Planning Assumptions • There is no substitute for maintaining standards of services and regular maintenance during
normal times. This affects the response of the department to any disaster situation.
• The department is required to adopt appropriate measures to ensure that community
participates substantially.
• For effective preparedness, the department must have a disaster response plan or disaster
response procedures clearly defined in order to avoid confusion, improve efficiency in cost
and time.
• Orientation and training for disaster response plan and procedures accompanied by simulated
exercise will keep the department prepared for such eventualities. Special skills required
during emergency operations need to be imparted to the officials and the staff. Select
personnel can be deputed for training as “NODAL OFFICER – Power Supply” at district
level.
• To the extent possible, preventive measures as recommended in the preparedness and
mitigation document of DDMAP, should be undertaken to improve departmental capacity to
respond to a disaster.
Normal Time Activities • Assess preparedness level and report the same as per format to District Control Room every
six months.
• Establish at each sub-station a disaster management tool kit comprising cable cutters, pulley
blocks, jungle knives, axes, crowbars, ropes, hacksaws and spanners. Tents for work crews
should also be storage.
Action Plan Objective in a Disaster Situation
• Restore the power supply and ensure uninterrupted power to all vital installation, facilities
and site.
Activities on Receipt of Warning or Activation of DDMP
• Within the affected district all available personnel will be made available to the District
Disaster Manager. If more personnel are required, then out of station officer or those on leave
may be recalled.
• All personnel required for Disaster Management should work under the overall supervision
and guidance of District Disaster Manager.
• Establish communications with District control room and your departmental offices within
the division.
• All district level officials of the department would be asked to report to the Deputy
Commissioner/DDM.
• Appoint one officer as “NODAL OFFICER – Power Supply” at district level.
• Review and update precautionary measures and procedures and review with staff the
precautions that have been taken to protect equipment and the post-disaster procedures to be
followed.
• Assist the state authorities to make arrangements for standby generators in the following
public service offices from the time of receipt of alert warning
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o Hospitals o Water Supply Stations
o Collectorate
o Police stations
o Telecommunications buildings
• Fill departmental vehicles with fuel and park them in a protected area.
• Check emergency tool kits, assembling any additional equipment needed.
• Immediately undertake inspection from the time of receipt of alert warning of
o High tension lines o Towers
o Substations
o Transformers
o Insulators
o Poles and
o Other equipment
• Review the total extent of the damage to power supply installations by reconnaissance flight,
if possible.
• On the recommendations of the Deputy Commissioner/District Control Room/ “Nodal
Officer– Power Supply” of the department in the district
o Instruct district staff to disconnect the main electricity supply for the affected area.
o Dispatch emergency repair gangs equipped with food, bedding, tents, and tools.
Relief and Rehabilitation • Hire casual labourers on an emergency basis for clearing of damaged poles and salvage of
conductors and insulators.
• Begin repair/reconstruction.
• Assist hospital in establishing emergency supply by assembling generators and other
emergency equipment, if necessary.
• Establish temporary electricity supplies for other key public facilities, public water systems,
etc.
• Establish temporary electricity supplies for transit camps, feeding centres, relief camps,
district control room and on access roads to the same.
• Establish temporary electricity supplies for relief material godowns.
• Compile an itemized assessment of damage, from reports made by various electrical receiving
centres and sub-centres.
• Report all activities to the head office.
• Plan for emergency accommodations for staff from outside the area.
• On the recommendation of the Nodal Officer – Power Supply/Deputy Commissioner/District
Control Room, at state level, HPSEB shall
o Send cables, poles, transformers and other needed equipment
o Send vehicles and any additional tools needed.
o Provide additional support as required.
174
OPERATING PROCEDURE GUIDELINES
FOR AGRICULTURE DEPARTMENT
Planning Assumptions • There is no substitute for maintaining standards of services and regular maintenance during
normal times. This affects the response of the department to any disaster situation.
• The department is required to adopt appropriate measures to ensure that community
participates substantially.
• For effective preparedness, the department must have a disaster response plan or disaster
response procedures clearly defined in order to avoid confusion, improve efficiency in cost
and time.
• Orientation and training for disaster response plan and procedures accompanied by simulated
exercise will keep the department prepared for such eventualities. Special skills required
during emergency operations need to be imparted to the officials and the staff. Select
personnel can be deputed for training as “NODAL OFFICER – Agriculture” at district level.
• To the extent possible, preventive measures as recommended in the preparedness and
mitigation document of DDMAP should be communicated to the community to prevent
extensive loss of crops and plantations.
Action Plan Objective in a Disaster Situation • Restore the agricultural operations (including soil conditions)
• Crop protection.
• Restore agriculture produce market.
Activities on Receipt of Warning or Activation of DDMP • Within the affected district all available personnel will be made available to the District
Disaster Manager. If more personnel are required, then out of station officer or those on leave
may be recalled.
• All personnel required for Disaster Management should work under the overall supervision
and guidance of District Disaster Manager.
• Establish communications with District control room and your departmental offices within
the division.
• Appoint one officer as “NODAL OFFICER – Agriculture” at district level.
• Review and update precautionary measures and procedures and review with staff the
precautions that have been taken to protect equipment and the post-disaster procedures to be
followed.
• Fill departmental vehicles with fuel and park them in a protected area.
• Check available stocks of equipment and materials which are likely to be most needed after
disaster.
• Stock agricultural equipment which may be required after disaster
• Determine what damage, pests of diseases may be expected, and what drugs and other
insecticides items will be required, in addition to requirement of setting up extension terms
for crop protection, and accordingly ensure that extra supplies and materials, be obtained
quickly.
• Provide information to all concerned, about disasters, likely damages to crops and plantations,
and information about ways to protect the same.
175
• All valuable equipment and instruments should be packed in protective covering and stored in
room the most damage-proof.
• All electrical equipment should be unplugged when disaster warning is received.
• Extension officers should be assisted to
o Establish work schedules to ensure that the adequate staff are available o Set up the teams of extension personnel and assistants for disaster sites.
Relief and Rehabilitation • Assess the extent of damage to soil, crop, plantation, micro-irrigation systems and storage
facilities and the requirements for replantation or salvaging
• Make extensive use of soil and water testing laboratories
• Provision of agricultural services should be coordinated with irrigation department, DRDA,
District Control Room
• Estimate the requirement of
1. Seeds 2. Fertilizers 3. Pesticides and labour
• Organise transport, storage and distribution of the above with adequate record keeping
procedures
• Ensure that the adequate conditions through cleaning operations are maintained to avoid
water-logging and salinity in the low lying areas.
• A pests and disease monitoring system should be developed to ensure that a full picture of
risks is maintained. • Plan for emergency accommodations for agriculture staff from outside the area.
• Information formats and monitoring checklists as given in section on “Information and
Monitoring Tools” should be used for programme monitoring and development and for reporting
to DCR. This is in addition to existing reporting system in the department.
• Establishment of a public information centre with a means of communication, to assist in
providing an organized source of information. The department is responsible for keeping the
community informed of its potential and limitations in disaster situations.
• The NGOs and other relief organizations should be aware of the resources of the department.
• Assist farmers to re-establish their contacts with agriculture produce market and ensure that
appropriate prices to offer to them.
176
Annexure - E
First Information Report
Name of the District
Date of Report
1. Nature of Calamity 2. Date and Time of Occurrence 3. Number and Names of the areas affected 4. Population Affected 5. Number of Persons
a) Died b) Missing c) Injured
6. Animals
a) Affected b) Lost
7. Crops Affected 8. Number of houses damaged 9. Damage to Public Property
177
ANNEXURE F
TELEPHONE DIRECTORY & MAIL IDs DISTRICT CHAMBA
Sr. No. District Name Name Designation Phone (O) Phone (R) Mobile No. Email ID
1 Chamba Sh. Duni Chand Rana IAS, 01899- 225380 94181-84700 [email protected]
DC Chamba
224847 [email protected]
2 Chamba
Sh. Chaman Lal Sharma RC Pangi 01897- 242220 94180-48600
242221
3 Chamba
Sh. Prithipal Singh, HPAS ADM Bharmour 01895- 225505 94180-63303
225506
4 Chamba
Sh.Mukesh Repaswal,IAS ADC/ADM 01899- 220488
88007-37704 94013-88852 [email protected]
Chamba
222540
5 Chamba Sh. Ramparsad, HPAS AC to DC Chamba 222408 220172
94180-52771 [email protected]
6 Chamba Sh.Suneel Kumar DRO CHAMBA 222518 222518 94180-37361
FAX(225767)
7 Chamba Sh. TR Vashisht SUPDT,D.C CHAMBA 222272 - 88948-19001
SDM’S
1 Chamba
Sh.Shivam Partap
Singh,IAS SDM Chamba 222278 222281 91491-97387 [email protected]
2 Chamba
Sh. Jagan Nath Thakur HPAS SDM Dalhousie 242122 242195 94596-16335 [email protected]
3 Chamba Smt.Kiran Bhadana IAS SDM Salooni 01896- - 76300-62419 [email protected]
233122
4 Chamba Sh. Manish Soni SDM Bharmour 01895- 225527 70181-16367 [email protected]
225027
5 Chamba Sh. Manish Chowdhary, HPAS SDM Churah at Tissa 01896- 209819 98164-98193 [email protected]
227034
6 Chamba Sh. Bachan Singh, HPAS SDM Bhattiyat 266455 266477
94183-16790 98828-43887 [email protected]
7 Chamba Sh.Vishrut Bharti SDM Pangi 01897- 242401 82190-35950 [email protected]
242222
Tehsildar’s
1 Chamba Sh. Roshan Lal Sharma Tehsildar Chamba 222268 222268 94189 91466
2 Chamba Sh. Rajesh Jaryal Tehsildar Dalhousie 240516 240516 94180 31831
3 Chamba Vecant Post Tehsildar, Tissa 01896- 227026
227026
4 Chamba Sh. Bal Krishan Tehsildar Salooni. 01896- 233232 94187 12072
233232
5 Chamba Sh. Gian Chand Tehsildar Bharmour 01895- 225055 94591 86066
225055
6 Chamba Sh. Sartaj Singh Tehsildar, Bhatiyat 266322 266322 82196 76939
7 Chamba Sh. Parveen Sharma Tehsildar Pangi 01897- 242244 94183 54389
242244
N. Tehsildar’s
1 Chamba
Sh. Vinod Kumar Tandon NT Salooni - - 94180 00689
2 Chamba Sh. Parshotam Singh NT Bhalei 01896- - 98059 29707
236500
3 Chamba Vacant NT Chowari -
4 Chamba Sh. Thanthu Ram N.T. Holi 01895- 232253 98057 43632
232253
5 Chamba Vacant NT Bharmour - -
6 Chamba Sh. Bhupinder Kashyap NT Sihunta 01899- 265582
98055 93331 70181 61020
265582
7 Chamba Sh. Latif Mohd. NT Tissa - -
94181 34993 86288 34993
8 Chamba Sh. Sandeep Kumar NT, Chamba - - 94180 70552
9 Chamba Sh. Ajay Singh N.T. Dalhousie - -
94180 08257 62300 58773
10 Chamba vacant N.T. RRO Chamba - - 94180-04785
11 Chamba Sh. Hans Raj Rawat N.T. Dharwala 88941-54676 - 85809 22144
12 Chamba Sh. Sanjay Kumar N.T.Election 222761 - 98164-81873
180
BDO’S
1 Chamba Sh. O.P Thakur BDO,Chamba 222267 94189-83984
2 Chamba Anil Gurada BDO Mehla 238052 238052 82198-26647 [email protected]
3 Chamba Sh. Basheer Khan BDO Bhattiyat 266324 266324 94182-01084 [email protected]
4 Chamba Smt. Indu Bala BDO Salooni 01896- 233224 98056-80842 [email protected]
233224
5 Chamba Sh. Bhuvnesh Kumar BDO Tissa 01896- 70187-68023 [email protected]
227022
6 Chamba Sh. Mahinder Singh BDO Bharmour 01895- 94594-57633 [email protected]
225039
7 Chamba Sh. Saparsh BDO Pangi 01897- 94189-55506 [email protected]
242224
DISTT. KANUNGO’S CONTACTS
1 Chamba Sh. Parbhat Kumar Kanungo Chamba 222278 222281 98053-48639
2 Chamba
Sh. Ghindro Ram Sharma Kanungo Bhatiyat 266455 266477 98164-87396
3 Chamba Sh. Rajender Kumar Kanungo Bharmour 01895-225055 225527 94592-33225
4 Chamba
Sh. Ramesh kumar Kanungo Dalhousie 242122 242195 86270-95736
181
5 Chamba Sh. Negi Ram Kanungo Churah 01896-227034 209819
98056-21966
6 Chamba
Sh. Desi Ram Rana (SDK) Kanungo Salooni 01896-233122 88943-08009
7 Chamba Mr. Rajneesh Sr.Astt.JAO 01897-242222 242401
86289-29139
76499-56100 -
182
NAME OF HEAD OFFICER
Sr. No. District Name Designation Phone Phone Mobile No. Email ID
Name (O) (R)
1 Chamba Arul kumar IPS S.P. 222242 222741 99997-97780 [email protected]
2 Chamba Sh. O.P. Solanki C. F. 222237 222312 94184-85544
3 Chamba D.S Pathanina S.E. PWD 240606 240630 94184-79387
4 Chamba Er. Rohit Dubey
S.E. IPH 222581 222582 94180-12076
90380-00076
5 Chamba Rumel Singh S.E. Electricity 240628/240611
240935 94180-40827
6 Chamba Sh. Narinder Sen AETC 222332 222563 96251-23878
7 Chamba Nishant Mandotra
DFO 222239 222261 94186-44195
8 Chamba Rajeev Kumar HPFS DFO(WL) 222639 224767 70185-30107
9 Chamba Jeet Singh Thakur XEN, PWD 222229 222731 94184-54001
10 Chamba Dinesh Kapoor XEN, IPH 222410 222413 9418158231
11 Chamba Smt.Ramya Chauhan Land Acquisition Officer 220163 - 94180-77786
12 Chamba Vijay Kumar Distt. Tourism Dev. 224002 - 98164-42637
Office.
13 Chamba Sh.Yoginder Kumar
PROJECT OFFICER,DRDA 222516 225296 94180-22253
14 Chamba Dr Rajesh Guleri
CMO CHAMBA 222325/224495
223010 94184-79613 [email protected]
183
15 Chamba Dr. Anil Kumar Garg Distt.Ayurvedic Officer 222669 - 82196-45257
16 Chamba Sh. Tej Singh Khanna Distt. Treasury Officer 222282 223147 94184-54054 [email protected]
17 Chamba Arvind Sharma DFSC CHAMBA 222401 - 70189-72272
94185-20232
18 Chamba Narender Sigh jaryal DWO CHAMBA 222295 - 94181-42964
19 Chamba Sh. Ravi Verma DPRO 224743 224280 94185-21112 [email protected]
20 Chamba Chander Bhushan GM, DIC 222257 222341 94180-88642
21 Chamba Mr. Pardeep Chand DYSO 224403 98160-38115
22 Chamba Sh. Des Raj Rana
CDPO (ICDS) 220307 - 98163-59629 dpochamba1
@gmail.com
23 Chamba Arvind Chowdhry Commandant Home 222280 222456 98053-03534 [email protected]
Gaurd
24 Chamba Sh. Rijinder Kumar Chowdhary
Addl. Charge Station 222290 225115 82194-37990
Fire Officer
25 Chamba Sh Arvind Singh Chauhan Distt. Employment 222209 - 80917-66672
Officer
26 Chamba Sh. Ramparsad, HPAS
DD Sainik Board 222357 220112 94180-52771
27 Chamba Sh. Ravi Krishan Meena DIO,Nic Chamba 224189 - 96436-47576 [email protected]
28 Chamba Tukesh kumar Sharma DLO 222752 - 98175-75279
184
29 Chamba Dr.Suresh Sharma Dy. Director Agr. 222206 - 94181-21914
30 Chamba Sh. Dharam Chand Dogra DD ATMA 224140 - 94181-55902
31 Chamba Sh.Avasthi D.D. Horti. 222339 220549 94181-21840
32 Chamba Sh. Goutam Sharma DPO (Planning.) 226166 - 8265062630
33 Chamba Sh. Prittam Chand SDO Housing Board 226153 - 9418785055
34 Chamba Sh. Vivek Kumar Coordinator NYK 222329 - 70181-96438 [email protected]
35 Chamba Sh. Roshan Lal Sharma (Charge to Tehsildar Chamba)
DPO EO, MC 222422 224500 94189-91466
36 Chamba Rajesh Singh D.D. Animal Husbandry 222317 - 94184-80757
37 Chamba Sh. Vikram Ram Addl. DM, ST/SC Corp. 222473 - 94184-61262
38 Chamba R.K. Nadda AE Env./ Pollution Board 220326 - 94184-81425
39 Chamba Sh. Kul Bhushan Sharma AM Civil Supply 220572 220570 94184-71039
40 Chamba Sh. Suresh Kumar Curator Museum 222590 - 9418466339
41 Chamba Sh. Jaram singh ARCS 222238 - 98162-29813
42 Chamba Sh. Mahesh Chand Addl. Charge District 222204 94183-25045
Panchayat Officer
(Panc.)
43 Chamba Sh. Kapil mehta PO Himurja 225349 - 94184-85525
44 Chamba Neena Sehgal Secy. Red Cross 226967 94180-43330
86288-4333
45 Chamba Sh. Onkar Singh
RTO Chamba 224131 - 82196-83709
46 Chamba Sh. Raj Pathak Dy.DM-cum-RM, HRTC 222250 222215
94180-00535
47 Chamba Sh. Fauza Singh DY.DIRECTOR E.EDU 222231 98164-84230
48 Chamba Sh.Devender Pal DY. DIRECTOR SEC.EDU 222211 98172-02465 [email protected]
49 Chamba Sh. Hari singh AE HPSEBL 222429 222430 94189-79397
50 Chamba Sh.Rampal Sharma HPSF DFO Mid Himalayan 266424 266521 82191-20432
Chowari
51 Chamba Sh. O.P. Solanki C F Chamba
222237
-
94184-85544
52 Chamba Er. Rajeev Sharma XEN, PWD, Bharmour 225003 225007 94180-66271
53 Chamba Sudhir Mittal XEN PWD Dalhousie 240618 240601 94180-65522
54 Chamba Er. Amit Dogra XEN IPH Dalhousie 240644 240645
94184-83388 70182-23959
55 Chamba PC Sharma XEN PWD Salooni/Tissa 233287 70186-72175
56 Chamba Dr. Pooja Sharma Ayurvedic Officer, Kidi --- - 93521-32915
57 Chamba Sh.Bhola Singh Secy. Marketing Ballu 225708 - 9418064645
58 Chamba Jyoti Puri Mining Officer, Chamba 223943 94180-17154
Line Busy
59 Chamba Sh Bhupinder Kumar Asstt.Director Fisheries 223801 94189-68634
60 Chamba Sh. Harjinder Singh Asstt. Town Planner 224775/22 98575715 09990383439
2531 59
186
61 Chamba Sh. Sant Ram PD Watershed (DWDA) 224036 - 9418306092
62 Chamba Sh. Ravi Dass Distt.Development - - 9418061652
manager.NAWARD
63 Chamba Sh. Anurag Sharma Labour Officer 223233 - 94180-64851
64 Chamba Dr.Suresh Sharma Dy. Director Agriculture - - 94181-21914
Chamba
65 Chamba Dr. Rajiv Rana Incharge, Krishi V. K. 232144 - 9418409504
Saru
66 Chamba Sh. Prem Prakash Distt. Stastical Officer 222301 88943-51180
67 Chamba Smt. Rakhi Kaushal EO MC Dalhousie 242121 9418316362
68 Chamba Sh. Vijay Kumar Dupty Distt. Attorney 222469/ 224788 70187-46672
223348
69 Chamba Sh. Rupaik Jain Executive Director 254058 95608-93701
NHPC
70 Chamba Sh.Mukesh Repaswal,IAS Disaster Man. Authority 226950
88007-37704
94013-88852
(ADM cum Nodal Officer)
71 Chamba Er. Sh.kanav Badotra SDO National Highway 94182-80349
72 Chamba Vijay Kumar SUPTD.Post Office 222640 222440 70187-46672
73 Chamba Sh.Kashmrari lal Income Tax 254458 --- 95307-03737
Office,Banikhet
Electricity Board
74 Chamba Sh.Rajeev Kumar HPSEB XEN Dalhousie 240612 242702 94184-73666 [email protected]
187
75 Chamba Sh. Rajeswar singh HPSEB XEN HID/ SD 222304 --- 94184-52252
Irrigation & Public Health
76 Chamba Er. Rohit Dubey
SE Chamba
222581 94180-12076
77 Chamba Sh.Kewal Sharma AE IPH CHAMBA 222310 9418064134
Judiciary
78 Chamba Sh.Rajesh Tomar Distt. Session judge 222728 222728 94181-11011
79 Chamba Sh. Abhay Mandyal SR. SUB JUDGE-CJM 222259 222438 70183-78341
Directorate of Field Publicity
80 Chamba Sh.Ravi Verma DPRO 222188 94185-21112 [email protected]
Police Chamba
81 Chamba Sh. Adharsh Rajindran ASP Chamba 224158 224159 8714430850
82 Chamba Sh Ajay Kumar D.S.P Chamba 222380 224842 94180-79222
83 Chamba Sh. Sakini Kapoor
SHO CITY, CHAMBA 222736 --- 98170-38809
84 Chamba Sh. Najinder Singh PCP SULTANPUR 222213 70180-97618
188
85 Chamba Sh.TesaringTopogyal INTELLIGENCE BUREAU 222505 92199-07027
EDUCATION DEPTT.
86 Chamba Smt.Suman Bedi PRINCIPAL Govt College 222207 9418166719
CBA
30
87 Chamba Sh.Naresh Thakur PRINCIPAL GSSS(Boys) 222732 82195-02313
88 Chamba Smt. Manju Jaryal PRINCIPAL (Girls) 222382 94184-84250
89 Chamba Sh.Rahul Rathore PRINCIPAL ITI 222285 9882177927
90 Chamba Sh.Bhuvan Sharma PRINCIPAL BPS 222406 9418413854
91 Chamba Dr.Archana Mishra PRINCIPAL JNV SAROL 222378 9816676957
92 Chamba Ashok kumar Guleria PRINCIPAL DAV 224412 9418078168
93 Chamba Dr Rajesh Guleri C.M.O Regional hospital 222392 224252 94184-79613
Chamba
189
94 Chamba Sh. Ashok Kumar INCHARGE BUS STAND 222210
94590-84298
STD Codes
Location Code Location Code location Code Location Code
D/SHALA 01892 BHARMOUR 01895 Dalhousie 01899 Salooni 01896
TISSA 01896 PANGI 01897 Chowari 01899 Chamba 01899
190
Community Health Centres
District S.No. Particulars of HI CD Block Health Constituenc Urban/Rural Sanctioned IP beds
CHC Block y Beds
Chamba 1 CHC Sahoo Chamba Pukhri Chamba Rural 6 5
2 CHC Kihar Salooni Kihar Banikhet Rural 20 6
3 CHC Salooni Salooni Kihar Banikhet Rural 20 3 :
4 CHC Choori Mehla Choori Bharmour Rural 30 12
5 CHC Bharmour Bharmour Bharmour Bharmour Rural 30 30
6 CHC Holi Bharmour Bharmour Bharmour Rural 6 6
7 CHC Killar Killar Killar Bharmour Rural 10 30
Pangi
8 CHC Bathree Bhattiyat Samote Dalhousie Rural 6 6
98
List of Hospitals (Specialized hospitals)
District S.No. Particulars of HI ZH/RH CD Block Health constituency Area Sanctioned IP beds
etc. Block Urban/Rural Beds
Chamba 1 RH Chamba Chamba Chamba Chamba Urban 200 200
2 General Hospital Chowari Bhattiyat Samote Bhattiyat Urban 50 50
3 CH Dalhousie Bhattiyat Samote Dalhousie Urban 20 20
4 CH Tissa Tissa Tissa Churah Rural 50 50
5 T.B. Hospital Chamba Chamba Chamba Urban 50 50
6 Leprosy Hospital Chamba Chamba Chamba Rural 30 30
400
List of Hospitals in Chamba District (all)
S.No.
Particulars of CD B Health constituency
Urban/Rural
Sanctio- IP Beds
HI
lock
Block
ned
1 PHC Pukhri Chamba Pukhri Churah Rural 6 4
2 PHC Chaned Chamba Pukhri Chamba Rural 6 6
3 PHC Rajnagar Chamba Pukhri Churah Rural 6 4
4 PHC Jadera Chamba Pukhri Chamba Rural - -
5
PHC Sakti Chamba
Pukhri
Churah
Rural -
-
Debra
6 PHC Kohlari Chamba Pukhri Chamba Rural - -
7 PHC Dradha Chamba Pukhri Chamba Rural - -
16(10 8 PI IC Samote Bhattiyat Samote Bhattiyat Rural 6 Bed
donated)
9 PHC Sihunta Bhattiyat Samote Bhattiyat Rural 6 3
10 PI IC Kakira Bhattiyat San1ote Bhattiyat Rural 6 6
11 PHC Bagdhar Bhattiyat Samote Dalhousie Rural - -
12
PHC Bhattiyat
Samote
Bhattiyat
Rural -
-
Challari(Sadal)
13 PHC Hunera Bhattiyat Samote Bhattiyat Rural - -
14 PHC Morthu Bhattiyat Samote Bhattiyat Rural - -
15 PHCTikari Bhattiyat Samote Bhattiyat Rural - -
16 PHC Manuhta Bhattiyat Samote Bhattiyat Rural - -
17 PHC Motla Bhattiyat Samote Bhattiyat Rural - -
18 PHC Banikhet Bhattiyat Samote Dalhousie Rural 6 3
19
PHC Tissa
Tissa
Churah
Rural 6
-
Jassourgarh
20
PI-IC Jhajha Tissa
Tissa
Churah
Rural 6
6
Kothi
21 PHC Boondcri Tissa Tissa Churah Rural 6 -
22 PHC Kalhel Tissa Tissa Churah Rural 6 0
23 PHC Nakror Tissa Tissa Churah Rural 6 0
24 PHC Tungala Kihar Kihar Churah Rural Newly Notified
25 PI-IC Tissa Tissa Churah Rural - -
26 PHC Salwan Salooni Kihar Dalhousie Rural - 0
27 PHC Brangal Salooni Kihar Dalhousie Rural - 0
28 PHC Sundla Salooni Kihar Dalhousie Rural - 0
29 PHC Diur Salooni Kihar Dalhousie Rural 6 6
30 PHC Bhanad Salooni Kihar Dalhousie Rural - -
31 PHC Dandi Salooni Kihar Dalhousie Rural - -
32 PHC Wangal Salooni Kihar Dalhousie Rural - -
33 PHC Baggi Salooni Kihar Dalhousie Rural - -
34 PHC Mehla Mehla Choori Bharmour Rural 6 3
35 PHC Chattrari Mehla Choori Bharmour Rural - -
36 PHC Dhulara Mehla Choori Bharmour Rural - -
37 PHC Garola Bharmour Bharmour Bharmour Rural 6 6
38 PHC Mandha Bharmour Bharmour Bharmour Rural - -
193
Annexure H
IMPORTANT CONTACT DETAILS FOR DISASTER RESPONSE DISASTER
MANAGEMENT DIVISION, MINISTRY OF HOME AFFAIRS (For reporting of
grave disaster and for requisitioning of Army, Air force and NDRF)
Ministry of Home Affairs (as on 29 April 2015)
NATIONAL DISASTER MANAGEMENT AUTHORITY (For reporting of grave emergencies and request for specialized response as on 29 April 2015)
MEMBER SECRETARY
Name Office Fax Mob. E.mail id Shri R K Jain, IAS, 011-26701710 011-26701716 [email protected]
Member Secretary
Sh. S K Gulati, PPS 011-26701711, 011-26701716
011-26701713
MEMBERS
Name Office Fax Mob. E.mail id
Syed Ata Hasnain, 011-26701775 011-26701783 PVSM, [email protected]
AVSM, Member Sh. Umesh, 011-26701721 011-26701783 [email protected]
PS to Member
Sh. Rajinder Singh, 011-26701738 011-26701767
Member
Sh. Sanjay Kukreja 011-26701761 011-26701767
PA to Member
Shri Kamal Kishore, 011-26701740 011-26701754
Member
Shri P.R Meena 011-26701751 011-26701754 09711498606
PS to Member
JOINT SECRETARIES
Name Office Fax Mob. E.mail id Smt. Ramesh Kumar, 011-26701817 011-26701717 [email protected]
IAS,
JS (Admin &
Capacity Building
and Training) & JS
(Policy & Plans)
Sh. Rajinder Singh, PPS 011-26701867
Sh. Sandeep Poundrik, ITS 011-26701718 011-26701864 [email protected]
JS (Mitigation)
Smt. Nirmala, PPS 011-26701720
Ajay Gangwar, 011-26701886 011-26701742 8527892258 [email protected]
Advisor (Ops &
Comn)
195
National Disaster Response Force (NDRF) as on 29 April 2015
Name Designation Address Telephone Fax Email
Shri R.K Directorate General , 011-24369278, 011- Pachnanada(IPS) Director General NDRF , Sector-1 R K [email protected]
011-24369280
24363261
Puram,New Delhi -66
Shri Sandeep Rai Inspector General
-- Do --
011-24363268
011- [email protected]
Rathore (IPS)
24363261
Shri Venugopal V.
FA NDRF & CD
-- Do --
011-26160366 011- [email protected] 24363261
Shri.J.K.S.Rawat Deputy Inspector General (ADM)
-- Do --
011-24363267
011- [email protected] 24363261
Deputy Inspector General (Ops & 011-
Shri. S.S Guleria Trg), Deputy Inspector General
--Do--
011-24611518
[email protected] 24611519
(East /North East Sector)
Shri Randeep Kumar Deputy Inspector General (Proc & 011-24363266 011- [email protected] Comn), Deputy Inspector General --Do--
Rana
24363261
[email protected] ( Central Sector)
Shri. S.P. Selvan
Deputy Inspector General (South --Do--
044-26420027
044- [email protected] Sector) 26420017
Sh. Ravi Kumar Commandant
7th Bn NDRF, Bibiwala Road, 0164- 0164- 09417802032
[email protected], Pandita Bhatinda (Punjab) Pin 151001 2246193 2246570 [email protected]
Sh.
8th Bn NDRF, Kamla Nehru 0120-
0120-
Commandant Nagar, Ghaziabad (UP) Pin -
09968610014 P.K.Srivastava 2766013 2766618 [email protected] 201002
SNOW & AVALANCHE STUDY ESTABLISHMENT (CHANDIGARH) (DRDO) (0172)
(For snow avalanche early warning and related issues)
Name of Officer/Designation and Tel(Office) Tel(Residence) Mobile No. Email id
Location of Deployment
Jt. Dir. 2699804- 2705990 09872083177 2699802
806
T.O(B) 09417049754
GEOLOGICAL SURVEY OF INDIA (For landslide related issues)
Name of Officer/Designation and Tel(Office) Tel(Residence) Mobile No. Email id
Location of Deployment
Director 0172- 2622529 0172-2661002 gsichd@sanch
Geological Survey of India Plot No 0172- 2621945 arnet.in
3 Dakshin Marg Sector 33B (Fax)
Chandigarh - 160020
INDIAN METEOROLOGICAL DEPARTMENT (SHIMLA)
(For weather related early warning and data)
Name of Tel(Office) Tel(Residence Mobile No. Email id
Officer/Designation )
and Location of
Deployment Director 0177-2626211 0177-2626490 9816127668 [email protected]
Asstt Meteorologist 0177-2624976 0177-2652408 9418277093
Caretaker (VOR) 0177-2624976 9418119123 [email protected]
n
CENTRAL WATER COMMISSION (SHIMLA) (For floods/flash floods and early warning thereof)
Name of Officer/Designation and Location of Tel(Office) Tel(Resid Mobile
Deployment ence) No.
Director (M&A) 0177-2624036 0177-
CWC, Block 10, First Floor 0177-2624224 2625307
Commercial Complex, Kasumpti (Fax)
Shimla 171009
Ex, Engineer, Snow Hydrology Divn 0177-26230260 0177-
CWC, Block 9, First Floor 0177-2623026 2628247
Commercial Complex, Kasumpti Shimla (Fax)
171009
197
ARMY HQR (EXCHANGE NOS-23010131/23018197)
(For requisition of army during disasters)
Name of Tel(Office) Tel(Residence) Mobile No. Email id
Officer/Designation
and Location of
Deployment DGMO 23011506 23011506
E-33170 E-33172
Fax 23011506
ADGMO (A) 23011611 24615208
E-33174 E-35251
Fax 23011617
ADGMO (B) 23014891 26142269
E-33176 E-39124
Fax 23011617
Dir MO – 6 23018034 9818106439
E-33220
Fax 23011617
GSO-I MO - 6 23019739 E-39823
E-33221 9810431696
Fax 23011617
DirOL – 2 23335218 23339055
23018530
E-35221
ARMY TRAINING COMMAND, SHIMLA
(For Army assistance)
Name Designation Contact No. Address
Army Exchange 0177 2804590 to 2804592 Shimla - 3
198
AIR HQR (EXCHANGE NO-23010231)
(For requisition of Air force in disasters)
Name of Tel(Office) Tel(Residence) Mobile No. Email id
Officer/Designation
and Location of
Deployment ACAS (Ops) SK Indoria 23013004 24672974 9871213393
Fax 23017627
PD Ops (Off) (T&H) M Chaudhary 23015945/ 24642195 9871097909
23015950
Fax 23016354
Dir Ops (T) 23010231/7545 23098030
2305857
Dir Ops (H) 23010231/7551 25674906
Fax 23016354
JD Ops (LS) 23010231/7546 9818220586
Fax 23016354
JD Ops (H) 13010231/7552 9868468583
Fax 23792973
CENTRAL CRISIS GROUP
(National Level)
(For industrial and chemical disasters)
Name of Officer/Designation and Tel(Office) Tel(Reside Mobile No. Email id
Location of Deployment nce)
Secretary, 011-24361896 011- Vijay.sharma@ni
Ministry of Environment & Forests, 011-24360721 26883988 c.in
Paryavaran Bhavan, CGO Complex, 011-24360721
Lodi Road, New Delhi-110003. (Fax)
Joint Secretary, Ministry of 011-24360634 0177- 098713746
Environment & Forests, Paryavaran 011-24363577 26192110 60
Bhavan, CGO Complex, Lodi Road, (Fax)
New Delhi-110003.
199
All India Radio
(For broadcasting services)
Designation Contact No. Address
Station Director 0177 2801899 (Office); Residence - 2831281 Ambedkar Chowk,
Fax 0177 2801899; email – Shimla - 4
Programme 0177 2563038 – O; As Above
Executive 0177 2831748
HQ, CE (P) DEEPAK,
(For Boarder Roads)
Designation Contact No. Address
Chief Engineer 0177 2830991 (Office); Residence – Minto Court, Shimla - 4
2832990
- 0177 2633602 – O; As Above
0177 2831748
INDO-TIBETAN BOARDER POLICE, TARADEVI, SHIMLA - 10
(For Requisition and Deployment in Disasters)
Designation Contact No. Address
DIG 0177 2830601 (O); 2830602 (Res) Taradevi, Shimla - 10
Email – [email protected]
Staff Officer ADM to 0177 2831010 (O), 2830604 As Above
DIG
BHARAT SANCHAR NIGAM LIMITED, HP CIRCLE SHIMLA - 10
(For communication related issues)
Designation Contact No. Address
Chief General Manager 0177 2620220 (O); 2625325 (Fax) SDA Complex,
Kasumpti
General Manager, Mobiles 0177 2673999 (O), 2673923 (Fax) As Above
General Manager, Telecom 0177 2800666 (O); 2800777 (Fax)
200
INDIAN OIL CORPORATION
(For POL and LPG)
Designation Contact No. Address
Divisional Manager 0177 2625768 (O); 2621706 Block No. 21, SDA Sales, Anil Kumar Singh
94140-85609
2623158 (Fax) Complex, Shimla.
Manager, LPG, Vineet Seth
0177 2623133 (O), 2671350 (R) 94250-11546 As Above
Deputy Manager Sales, Ajay Partap 0177 2625363 (O), 94140-40027 As Above Harish Assistant Manager, Cust 81999-46907
CENTRAL PUBLIC WORKS DEPARTMENT
(For road clearance, machinery and manpower)
Designation Contact No. Address
SE 0177 2657531 (O); 2804696 (R), Cell - CPWD, Kennedy Cottage,
81266-47333 Shimla - 4
2652476 (Fax); email –
XEN Planning 0177 2658131 (O), Cell – 094129-97222 As Above
XEN 0177 2652830 (O), 2652412 (R) As Above
Equipment/ Machinery with (Home Guards)
The Himachal Pradesh home guards too have been putting their concentrated efforts to fights any
eventuality in the form of disaster, They too have submitted their inventory list with the
administration, which includes searchlights, extension ladders, first aid boxes, crowbars, blankets
etc.,
In the event of Disaster, it is to be ascertained that to lives and properties could be kept at minimum
by administering the feasible measures and for the very purpose is this Disaster management plan.
201
Annexure - I
Rapid Assessment Format for Disaster Management Team
[Aim to determine immediate response of the locality]
Type of Disaster______________________________; Date______________; Time__________;
Team Member_________________________________________________________________
1. Name of the location
2. Administrative Unit and Division
3. Geographical location
4. Local Authorities interview(with name,
address, designation)
5. Estimated total population
6. Worst affected areas/population
- No of Blocks
- G.P
- Village
7. Areas currently inaccessible
8. Type of areas affected
9. Distance from the District Head
Quarters(Km)
Accessibility of the areas
10. Effect on population
(a) Primary affected population Number
- Children below 1 year
- Children between 1 and 5 years old
- Women
- Pregnant and lactating women
- Elderly (above 60)
- Disabled
(b) Death/Reports of starvation
202
(c) Orphans
(d) Injured
(e) Missing
(f) Homeless
- Number of people
- Number of families
(g) Displaced/Migrated
(h) Evacuated
(i) Destitute
(j) Need of counselling for traumatized Yes/No
population
11. Building
(a) Building collapsed/wasted away Number
(b) Building partially collapsed/wasted away
(c) Buildings with minor damages (buildings
that can be retrofitted)
(d) Number of schools affected
- Gravity of the damages
(e) Number of hospitals and Health Centres
affected
- Gravity of the damages
(f) Number of Government buildings
affected Scale 1 to 5 where 1 is no damages and 5 is
- Gravity of the damages completely destroyed
(g) Any other building affected
- Gravity of the damages
12. Infrastructure Scale 1 to 5 where 1 is normal and 5 is completely
destroyed/washed away
(a) Road Damaged/destroyed
- Scale of the damage
- Location
- Km
(b) Railways damaged
- Location Yes/No
- Km
- Is the railway still working Yes/No
(c) Bridges damaged/collapsed
- Locality
- Villages isolated
(d) Damages to the Communication Network Yes/No and scale of the damages
(e) Damages to the Electricity Network Scale 1 to 5 where 1 is no damages and 5 is
(f) Damages to the Telecommunication completely destroyed
Network
13. Health Facilities Number
203
Scale 1 to 5 where 1 is no damages and 5 is
(a) Infrastructure damaged completely destroyed
- Hospitals
- Health Centers Number
- Vaccination Centers
(b) Availability of Doctors
- In the area
- In the district Number
(c) Availability of Paramedical staff - In the area
- In the district Number
(d) Local Staff affected
- Doctors Scale 1 to 5 where 1 is no damages and 5 is
- Paramedical Staff completely destroyed
(e) Conditions of equipment
Specify which equipment
(f) Availability of medicines/drugs Yes/No
- Typology
(g) Availability of Vaccinations Yes/No - Typology
(h) Any immunization campaign was Yes/No
undertaken before the disaster
(i) Possibility of diseases outbreak Yes/No
(j) Other health problems List
14. Water Sanitation
(a) Availability of safe drinking water Yes/No
(b) Availability of sanitation facilities Yes/No
(c) Availability of Disinfectant Yes/No
- Typology
(d) Damages to the Water/Sewage systems Scale 1 to 5 where 1 is no damages and 5 is
(e) Damages to the water supply system completely destroyed
(f) Availability of portable water system
(g) Agencies participating in WATSAN Yes/No
List
15. Crops/Agriculture Damage
(a) Crop Damaged
- Typology
- % Of Hectare damaged
- In Upland/medium/low
- Paddy or Non paddy Mm
- Irrigated or non-irrigated
204
(b) Normal and actual rainfall assessment Number
(c) Livestock loss Yes/No
(d) Availability of Health services for livestock Number
(e) Cattle feed/folder availability
Tonnes
(f) Damage to agriculture infrastructure
Scale 1 to 5 where 1 is no damages and 5 is
completely destroyed
16. Food/Nutrition
(a) Availability of food/stocks Yes/No
(1) Family Kg
(2) Relief Tonnes
(3) PDS Tonnes
(4) Community Kitchen Kg
(b) Expected duration of the food stock Days
(c) Most affected groups To be ticked
- Infant
- Children
- Pregnant and lactating mothers
- Elderly
(d) Where are the different groups located? Days
(e) Levels of malnutrition? To be ticked
(f) Type of food required
(g) Total quantity/ration levels required
(h) How is the food supply and nutrition
situation likely to evolve in coming
weeks/months?
1. 15.Secondary Threats
(a) Potentially hazardous sites List
(b) Existence of epidemics
(c) Scarcity of Food
(d) Scarcity of Water
(e) Scarcity of Shelter
(f) Scarcity of Clothes
(g) Any other problem
16. Response
205
(a) Local: Govt./NGOs/CSOs/Individuals To be ticked
Type of assistance Description
(b) National: Govt./NGOs/CSOs
Type of assistance To be ticked
Description
(c) International: Govt./NGOs/CSOs
Type of assistance To be ticked
Description
17. Logistic and Distribution system
(a) Availability of Storage facilities Yes/No
(b) Means of transport available List
(c) Availability of Fuel Yes/No
(d) Are there any distribution criteria Yes/No
already in place
Availability of Manpower Yes/No
18. Priority of Needs
Yes/No Search and Rescue: (a) Need of Search and Rescue
- Locally available - Needed for neighbouring districts -
Needed for neighbouring states (indicate from where)
(b) Need of transportation and equipment: - Boats - Any other transportation(specify - Special equipment(specify) - Heavy equipment(specify) (c) Need of shelter - Temporary - Permanents
Clothing:
(a) Children Clothing
(b) Adult Clothing Estimated Quantity (c) Winter Clothing (d) Blankets (e) Bed Sheets
1.1 Food item: (a) Pulses
206
(b) Grain (c) Baby Food (d) Specialised food (e) Cattle feeds/fodder
Water /sanitation: (a) Portable water (b) Chlorine powder and disinfectant (c) Latrine (d) Soap (e) Detergent (f) Insecticides (g) Disinfestations of water body (h) Manpower for carcass disposal
1.2 Health: (a) Medical staff (b) Medicines(specify) (c) IV fluid (d) ORS (e) Vitamin A (f) Vaccines (g) Mobile units(quantity to be specified) (h) Cold chain system
1.3 Education:
(a) Infrastructure temporary / permanent (b) Teachers (c) Teachers kits (d) Reading materials (e) Availability of mid-day meal
Crop/Agriculture
(a) Need of seeds List (b) Fertilizer , Pesticide (c) Type of Seed required (d) Availability of local variety (e) Availability of resources
Yes/No and specify location Yes/No and specify location
Infrastructure: (a) Repair of roads (b) Repair of railways and bridges (c) Power Supply (d) Telecommunication List
(e) Equipments required for restoration
(f) Manpower required Number of Man days
207
Observation:
Source of information:
Site Visit:
Interaction with affected population:
Assessment Carried By:
208
Annexure – J
Guidelines for Requisitioning of Armed Forces
in Aid of Civil Administration
Procedure for Provision of Aid
1. The Armed Forces are conscious of not only their constitutional responsibility in-aid to civil
authority, but also, more importantly, the aspirations and the hopes of the people. Although such
assistance is part of their secondary role, once the Army steps in, personnel in uniform
wholeheartedly immerse themselves in the tasks in accordance with the Army’s credo - SERVICE BEFORE SELF.
2. Assistance during a disaster situation is to be provided by the Defence Services with the approval and
on orders of the central government. In case, the request for aid is of an emergency nature, where
government sanctions for assistance is not practicable, local military authorities when approached for
assistance should provide the same. This will be reported immediately to respective Services
Headquarters (Operations Directorate) and normal channels taken recourse to, as early as possible.
Requisition Procedure 3. Any state unable to cope with a major disaster situation on its own and having deployed all its
resources will request Government of India for additional assistance. Ministry of Defence will
direct respective service headquarters to take executive action on approved requests. The chief
secretary of state may initiate a direct request for emergency assistance, for example, helicopter for
aerial reconnaissance, or formation of local headquarter (Command/Area Headquarters) or naval
base or air force station.
Coordination
4. The responsibility for coordination of disaster relief operations at various levels is as follows: a) Inter-service Coordination at Central Level: Cabinet secretariat (Military Wing). A case
for co-opting a Tri Service RRF to cater for emergency situations within India and in the
region is under consideration of COSC. This JCC would be responsible for coordination
and directing all rescue/relief operations to ensure synergy of efforts of all three services
in management of disasters.
b) Service Headquarters
(i) Military Operations Directorate (MI-6) at Army Headquarters
(ii) Director of Naval operations at Naval headquarters
(iii) Directorate of Operations (Transport and Maritime) at Air Headquarters
c) Command and Lower Formation Headquarters: Senior General Staff Officers
(Operations)
209
d) State Level: Service liaison officer deputed to form a part of Joint Control Centre. e) Local Level: Nominated Commander of troops and senior civil administrator in-charge
of relief.
5. The Armed Forces may be called upon to provide the following types of assistance: a) Infrastructure for command and control for providing relief. This would entail provision
of communications and technical manpower. b) Search rescue and relief operations at disaster sites. c) Provision of medical care at the incident site and evacuation of casualties. d) Logistics support for transportation of relief materials e) Setting up and running of relief camps f) Construction and repair of roads and bridges to enable relief teams/ material to reach
affected areas. g) Repair, maintenance and running of essential services especially in the initial stages of
disaster relief. h) Assist in evacuation of people to safer places before and after the disaster i) Coordinate provisioning of escorts for men, material and security of installations, j) Stage management and handling of International relief, if requested by the civil
administration.
Disaster Relief Operation 6. Important aspects of policy for providing disaster relief are as under:
a) Disaster relief tasks can be undertaken by local commanders. However, HQ Sub Area is
to be informed at the first opportunity and then flow of information to be maintained till
completion of the task. b) Effective and efficient disaster relief by the army while at task. c) Disaster relief tasks will be controlled and coordinated through Commanders of Static
Headquarters while field units Commanders may move to disaster site for gaining first-
hand knowledge and ensuring effective assistance.
d) Once situation is under control of the civil administration, army aid should be promptly
de-requisitioned. e) Adequate communication, both line and radio, will be ensured from Field Force to
Command Headquarters.
210
Procedure to Requisition Army, and Air Force
7. It will be ensured by the local administration that all local resources including Home Guards,
Police and others are fully utilised before assistance is sought from outside. The District
Collector will assess the situation and project his requirements to the State Government. District
Control Room will ensure that updated information is regularly communicated to the State
Control Room, Defence Service establishments and other concerned agencies.
8. District Collector will apprise the State Government of additional requirements through
State Control Room and Relief Commissioner of the State. 9. Additional assistance required for relief operations will be released to the District Collector
from the state resources. If it is felt that the situation is beyond the control of state
administration, the Relief commissioner will approach the Chief Secretary to get the aid
from the Defence Services. Based on the final assessment, the Chief Secretary will project
the requirement as under while approaching the Ministry of Defence, Government of India
simultaneously for clearance of the aid:
Aid from Army: Headquarters Sub Area Commander, and Headquarters of Western
Command Chandimandir.
Aid from Air Force: Sector Commander Sarsawa, Saharanpur (Contact Person: Wg.
Cdr. Vineet Sharma – 07599342240; Fax No. 01331 – 244822), and Western Air
Command Headquarters, Delhi.
Army authorities to be contacted for disaster relief are as under:
10. Co-Ordination between Civil and Army: For deployment of the Army along with civil
agencies on disaster relief, co-ordination should be carried out by the district civil
authorities and not by the departmental heads of the line departments like Police, Health &
Family Welfare, PWD and PHED etc.
11. Overall Responsibility When Navy and Air Force are also being Employed: When Navy and
Air Force are also involved in disaster relief along with the Army, the Army will remain
overall responsible for the tasks unless specified otherwise.
13. Principles of Employment of Armed Forces
a) Judicious Use of Armed Forces: Assistance by Armed Forces should be requisitioned
only when it becomes absolutely necessary and when the situation cannot be handled by
the civil administration from within its resources. However, this does not imply that the
response must be graduated. If the scale of disaster so dictates, all available resources
must be requisitioned simultaneously.
b) Immediate Response: When natural and other calamities occur, the speed for rendering
aid is of paramount importance. It is clear that, under such circumstances, prior sanction
for assistance may not always be forthcoming. In such cases, when approached for
assistance, the Army should provide the same without delay. No separate Government
approval for aid rendered in connection with assistance during natural disasters and
other calamities is necessary.
211
c) Command of Troops: Army units while operating under these circumstances continue
to be under command of their own commanders, and assistance rendered is based on
task basis.
d) No Menial Tasks: While assigning tasks to troops, it must be rendered that they are not
employed for menial tasks e.g. troops must not be utilised for disposal of dead bodies.
e) Requisition of Aid on Task Basis: While requisitioning the Army, the assistance
should not be asked for in terms of number of columns, engineers and medical teams.
Instead, the- civil administration should spell out tasks, and leave it to army authorities
to decide on the force level, equipment and methodologies to tackle the situation.
f) Regular Liaison and Co-ordination: In order to ensure that optimum benefit is derived
out of Armed Forces employment, regular liaison and coordination needs to be done at
all levels and contingency plans made and disseminated to the lowest level of civil
administration and the Army.
g) Advance Planning and Training: Army formations located in areas prone to disaster
must have detailed plans worked out to cater for all possible contingencies. Troops
should be well briefed and kept ready to meet any contingency. Use of the Vulnerability
Atlas where available must be made.
h) Integration of all Available Resources: All available resources, equipment,
accommodation and medical resources with civil administration, civil firms and NGOs
need to be taken into account while evolving disaster relief plans. All the resources
should be integrated to achieve optimum results. Assistance from outside agencies can
be superimposed on the available resources.
i) Early De-requisitioning: Soon after the situation in a disaster-affected area has been
brought under control of the civil administration, Armed Forces should be de-
requisitioned.
212
REQUISITION FOR ARMY AID BY CIVIL AUTHORITIES (NATURAL CALAMITIES)
Reference No. : Calamities
1. From :
2. To :
3. For Information - 4. Date and time origination of demand - 5. Situation as at area _____________________________ an
Heavyfloodinarea___________________________duerisingofrigor _____________________________ civilians marooned. Own evacuation resources insufficient meet
requirement. In view continuous heavy, rains in upper regions, more areas may be affected
marooning another _______________ civilians of _______________ region.
6. Type of extent of aid required for (i) Equipment and personal, to evacuate marooned civil. (ii) Medical assistance for approximately ________ civilians. (iii) Tentage for ______________________ families if available.
7. Likely duration and period of aid required for _______________________ days with effect from __________________ (Present situation permitting)
8. Officer in charge Army aid to contact.
9. Name of civil Liaison Officer detailed. Mr. ________________________________ (Telephone No.) _____________
10. Arrangement made by civil authorities to guide Army aid to place of operations. Mr. ________________________ will meet Army aid part at ___________ on receipt of
information from Army authorities)
11. Special Instructions. (i) School building at _____________________________ being made available to house
personnel and also for medical arrangements. (ii) Sufficient stocks of required medicines in the present contingency being made available to
treat effected civilians population. (iii) Road Bridge at ___________________________ is unserviceable.
12. Please acknowledge. Signature Office Seal
213
DE-REQUISITION OF ARMY AID (NATURAL CALAMITIES)
1. Reference No. Date:
2. From -
3. To -
4. Information -
5. ArmyaidrequisitionedvideourreferenceNo._____________________of
__________________________ is hereby de-requisitioned with effect from ___________________
hrs on _________________.
6. Please acknowledge.
Signature
Office Seal
Appointment
214
Annexure K
UNISDR Terminologies for Disaster Management
Acceptable risk
The level of potential losses that a society or community considers acceptable given existing social,
economic, political, cultural, technical and environmental conditions.
Adaptation
The adjustment in natural or human systems in response to actual or expected climatic stimuli or their
effects, which moderates harm or exploits beneficial opportunities.
Biological hazard
Process or phenomenon of organic origin or conveyed by biological vectors, including exposure to
pathogenic micro-organisms, toxins and bioactive substances that may cause loss of life, injury, illness or
other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or
environmental damage.
Comment: Examples of biological hazards include outbreaks of epidemic diseases, plant or animal
contagion, insect or other animal plagues and infestations.
Building code
A set of ordinances or regulations and associated standards intended to control aspects of the design,
construction, materials, alteration and occupancy of structures that are necessary to ensure human safety and
welfare, including resistance to collapse and damage.
Capacity
The combination of all the strengths, attributes and resources available within a community, society or
organization that can be used to achieve agreed goals.
Capacity Development
The process by which people, organizations and society systematically stimulate and develop their capacities
over time to achieve social and economic goals, including through improvement of knowledge, skills,
systems, and institutions.
Contingency planning
A management process that analyses specific potential events or emerging situations that might threaten
society or the environment and establishes arrangements in advance to enable timely, effective and
appropriate responses to such events and situations.
Coping capacity
The ability of people, organizations and systems, using available skills and resources, to face and manage
adverse conditions, emergencies or disasters.
215
Critical facilities
The primary physical structures, technical facilities and systems which are socially, economically or
operationally essential to the functioning of a society or community, both in routine circumstances and in the
extreme circumstances of an emergency.
Disaster
A serious disruption of the functioning of a community or a society involving widespread human, material,
economic or environmental losses and impacts, which exceeds the ability of the affected community or
society to cope using its own resources.
Disaster risk
The potential disaster losses, in lives, health status, livelihoods, assets and services, which could occur to a
particular community or a society over some specified future time period.
Disaster risk management
The systematic process of using administrative directives, organizations, and operational skills and capacities
to implement strategies, policies and improved coping capacities in order to lessen the adverse impacts of
hazards and the possibility of disaster.
Disaster risk reduction
The concept and practice of reducing disaster risks through systematic efforts to analyse and manage the
causal factors of disasters, including through reduced exposure to hazards, lessened vulnerability of people
and property, wise management of land and the environment, and improved preparedness for adverse events.
Disaster risk reduction plan
A document prepared by an authority, sector, organization or enterprise that sets out goals and specific
objectives for reducing disaster risks together with related actions to accomplish these objectives.
Early warning system
The set of capacities needed to generate and disseminate timely and meaningful warning information to
enable individuals, communities and organizations threatened by a hazard to prepare and to act appropriately
and in sufficient time to reduce the possibility of harm or loss.
El Niño-Southern Oscillation phenomenon
A complex interaction of the tropical Pacific Ocean and the global atmosphere that results in irregularly
occurring episodes of changed ocean and weather patterns in many parts of the world, often with significant
impacts over many months, such as altered marine habitats, rainfall changes, floods, droughts, and changes
in storm patterns.
Emergency management
The organization and management of resources and responsibilities for addressing all aspects of
emergencies, in particular preparedness, response and initial recovery steps.
Emergency services
216
The set of specialized agencies that have specific responsibilities and objectives in serving and protecting
people and property in emergency situations.
Exposure
People, property, systems, or other elements present in hazard zones that are thereby subject to potential losses.
Geological hazard
Geological process or phenomenon that may cause loss of life, injury or other health impacts, property
damage, loss of livelihoods and services, social and economic disruption, or environmental damage.
Greenhouse gases
Gaseous constituents of the atmosphere, both natural and anthropogenic, that absorb and emit radiation of
thermal infrared radiation emitted by the Earth’s surface, the atmosphere itself, and by clouds.
Hazard
A dangerous phenomenon, substance, human activity or condition that may cause loss of life, injury or other
health impacts, property damage, loss of livelihoods and services, social and economic disruption, or
environmental damage.
Land-use planning
The process undertaken by public authorities to identify, evaluate and decide on different options for the use
of land, including consideration of long term economic, social and environmental objectives and the
implications for different communities and interest groups, and the subsequent formulation and
promulgation of plans that describe the permitted or acceptable uses.
Mitigation
The lessening or limitation of the adverse impacts of hazards and related disasters.
Natural hazard
Natural process or phenomenon that may cause loss of life, injury or other health impacts, property damage,
loss of livelihoods and services, social and economic disruption, or environmental damage.
Preparedness
The knowledge and capacities developed by governments, professional response and recovery organizations,
communities and individuals to effectively anticipate, respond to, and recover from, the impacts of likely,
imminent or current hazard events or conditions.
Prevention
The outright avoidance of adverse impacts of hazards and related disasters.
Comment: Prevention (i.e. disaster prevention) expresses the concept and intention to completely avoid
potential adverse impacts through action taken in advance. Examples include dams or embankments that
eliminate flood risks, land-use regulations that do not permit any settlement in high risk zones, and seismic
engineering designs that ensure the survival and function of a critical building in any likely earthquake. Very
often the complete avoidance of losses is not feasible and the task transforms to that of mitigation. Partly for
this reason, the terms prevention and mitigation are sometimes used interchangeably in casual use.
217
Public awareness
The extent of common knowledge about disaster risks, the factors that lead to disasters and the actions that
can be taken individually and collectively to reduce exposure and vulnerability to hazards.
Recovery
The restoration, and improvement where appropriate, of facilities, livelihoods and living conditions of
disaster-affected communities, including efforts to reduce disaster risk factors.
Resilience
The ability of a system, community or society exposed to hazards to resist, absorb, accommodate to and
recover from the effects of a hazard in a timely and efficient manner, including through the preservation and
restoration of its essential basic structures and functions.
Response
The provision of emergency services and public assistance during or immediately after a disaster in order to
save lives, reduce health impacts, ensure public safety and meet the basic subsistence needs of the people
affected.
Retrofitting
Reinforcement or upgrading of existing structures to become more resistant and resilient to the damaging
effects of hazards.
Comment: Retrofitting requires consideration of the design and function of the structure, the stresses that the
structure may be subject to from particular hazards or hazard scenarios, and the practicality and costs of
different retrofitting options. Examples of retrofitting include adding bracing to stiffen walls, reinforcing
pillars, adding steel ties between walls and roofs, installing shutters on windows, and improving the
protection of important facilities and equipment.
Risk
The combination of the probability of an event and its negative consequences.
Comment: This definition closely follows the definition of the ISO/IEC Guide 73. The word “risk” has two distinctive connotations: in popular usage the emphasis is usually placed on the concept of chance or
possibility, such as in “the risk of an accident”; whereas in technical settings the emphasis is usually placed
on the consequences, in terms of “potential losses” for some particular cause, place and period. It can be
noted that people do not necessarily share the same perceptions of the significance and underlying causes of
different risks.
Risk assessment
A methodology to determine the nature and extent of risk by analysing potential hazards and evaluating
existing conditions of vulnerability that together could potentially harm exposed people, property, services,
livelihoods and the environment on which they depend.
Sustainable development
Development that meets the needs of the present without compromising the ability of future generations to
meet their own needs.
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Comment: This definition coined by the 1987 Brundtland Commission is very succinct but it leaves
unanswered many questions regarding the meaning of the word development and the social, economic and
environmental processes involved. Disaster risk is associated with unsustainable elements of development
such as environmental degradation, while conversely disaster risk reduction can contribute to the
achievement of sustainable development, through reduced losses and improved development practices.
Vulnerability
The characteristics and circumstances of a community, system or asset that make it susceptible to the
damaging effects of a hazard.
Comment: There are many aspects of vulnerability, arising from various physical, social, economic, and
environmental factors. Examples may include poor design and construction of buildings, inadequate
protection of assets, lack of public information and awareness, limited official recognition of risks and
preparedness measures, and disregard for wise environmental management. Vulnerability varies significantly
within a community and over time. This definition identifies vulnerability as a characteristic of the element
of interest (community, system or asset) which is independent of its exposure. However, in common use the
word is often used more broadly to include the element’s exposure.
219
ANNEXURE –L
VILLAGE DISASTER MANAGEMENT PLANS-DISTRICT CHAMBA
Minutes of Workshop on Village Disaster Management Plan (VDMP)
At Sarahan Village, Chamba
Dated- 03rd
to 05th
November, 2016
As per the NIDM (National Institute of Disaster Management) Guidelines and VDMP framework,
Three days of workshop was organized at Sarahan Village of Chamba District. During the
workshop, various types of activities were planned and exercised including field based practices.
The aim of the workshop was to prepare the village disaster management plan of Sarahan village.
For that matter, representatives from all the departments and agencies were invited likewise;
Pradhan, Up-Pradhan, Secretary, Ward members (PRI members) Patwari, ANM workers, ASHA
workers, SHG members, Teachers, Religious leaders, reputed personalities of the community etc.
Purpose of the training was served fully as maximum number of representatives participated and
contributed for VDMP preparation process. Before preparing VDMP, they were sensitized about
the entire concept of Disaster Management and importance and actual need of Disaster management
plan at village level. On other days, participation of community members (villagers) was also
insured in order to strengthen the VDMP.
With support of the Himachal Pradesh government, workshop sessions were facilitated by field
training coordinator Mr. Rajendra Beniwal, an individual consultant of UNDP. All three days of
workshop was a complete package of interactive sessions to ensure the active participation of every
single individual.
Day 1:
The day began with the round of introduction to familiarize with each other as resource person and
participants never met before. Venue of the first day training was Panchyat Bhawan itself, where
everybody gathered on time. Initially basics of disaster management were discussed. Before that an
open discussion was held wherein everyone shared their views and understanding about disaster
management and purpose of the entire three day workshop was conveyed to all. On day 1, concept
and process of the VDMP were explained by that facilitator could convey the need and importance
of the VDMP to the participants. The major objective of overall disaster management process and
VDMP preparation was to reduce the risk of life loss and property loss caused by disasters almost
every year. Everybody agreed to the same and participated enthusiastically to make things better.
As most of the participants were representing various governing bodies, it was necessary to discuss
technical terminologies and concepts of disaster management in depth. Complete cycle of disaster
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management was also explained followed by session of discussing various tools of Hazard, Risk,
Vulnerabilities and Capacity assessment. Difference and importance of all these concepts were
explained with the help of diagrams and day to day examples.
After understanding the importance of HRVC assessment, major Hazards of Sarahan Village were
identified followed by identification of vulnerable areas and section of vulnerable people within the
village. Before all that, importance and role of Participatory Rural Appraisal (PRA) was practiced
with the help of videos and diagrams. In order to process with HRVC assessment Situational
analysis and past disastrous events were reviewed. After building basic understanding of the
concepts, hazard mapping, vulnerability mapping and matrix, seasonal calendar, chapatti diagram,
resources mapping and matrix were prepared with the help active participation. At the end of the
day, in an open ended discussion, participants shared their own views with regard to the entire
process of preparing VDMP and summarised the whole discussion carried out till now. Image-1) Participants having discussion over HRVC Image-2) Hazard Mapping practiced by the participants
Day 2:
At the beginning of the day, previous day’s important points and concepts were refreshed in short.
To continue with the training program, introduction of various concepts likewise mitigation,
preparedness, response and relief etc. before covering all these topics, DM cycle was presented to
the audience. Today’s session was also involved with practical examples of past disaster
experience. Facilitator could observe that audience was more comfortable and shown their interest
into practical examples to understand the entire disaster management system. On 2nd
day, an
inspiring documentary (150 seconds duration) ‘Lead India-The Tree’ was screened for the
participants which gives a message of taking initiative and strength of the unity as in disaster like
situations, it requires the most.
To process with, concepts of DMC and DMTs were explained. Before constituting DMC and DMT,
its importance and need at village level were clearly conveyed and understood. Today, overall
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responsibilities and SOPs’ were discussed team wise as in Warning team, Evacuation & Response
team, first aid team, relief distribution team and so on. In DMT, discussion about roles and
responsibilities and needs of all ten teams were carried out as it is quite necessary to understand the
importance before constituting teams. Meantime related examples of Uttarakhand flood, Bhuj and
Nepal Earthquake were also provided to emphasise the roles of various teams. At the end of the
day, participants could clearly understand the essence of DMC, DMTs’ and DMC was formed by
the participants themselves.
At last, an open ended discussion carried out wherein participants shared their views on what they
could learn so far and also shared existing response system of disaster management in the village.
Today’s proceedings get closed after the decision of meeting at the primary school of the village for
next and last day.
Image-3) Identification of various disasters in Sarahan Image-4) Seasonal Calendar of the disasters
Day 3:
Last day of the workshop began right from the field visit. All the participants gathered at decided
place besides primary school of the village. From that point, everybody started walking towards the
village after putting the glass of disaster management professional on. Transact walk carried out
and community was mobilized simultaneously. Meantime all the participants took the note of
vulnerable section of the community, safe places, evacuation routes and many more things which
were discussed earlier. At middle point of the village, everyone including community members
gathered and started discussing. Community members were told about the need of the VDMP and
its importance again. Facilitator realized the need of the community’s’ involvement and active
participation as VDMP cannot be prepared without their engagement.
Villagers and trained participants discussed more over Disaster Management Teams and their
responsibilities. SOP for the same was also designed. Apart from that, discussion related to existing
major hazards in the village was also come up by the community. With keeping all these things in
mind, mitigation and preparedness strategies were explained and planning for the same was carried
out over there itself. For that matter, mitigation plan was prepared by the community based on
experience they have. For today, Training and Capacity Building Coordinator Ms Apoorva and
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Information Technology Coordinator Mr. Sumit Gupta of District Chamba DEOC (Disaster
Emergency Operation Centre) joined for this session and added their valuable inputs while
interacting with the community. They shared their experience and mechanism of District Disaster
Management Authority (DDMA) with villagers.
At the end of the day, mock drill was carried out in primary school at the scheduled time wherein
students were explained the ‘measures to be adopted in case of earthquake’. Do’s and Don’ts’ were
discussed and mock drill took place. At that time, DMT members were also available and they
practiced their role.
The workshop ended with vote of thanks to all the participants for participating enthusiastically
throughout the workshop. Image-5) Community based DMP preparation activities at Sarahan Image-6) During the Quake Mock Exercise at govt. School
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Minutes of Workshop on Village Disaster ManagemeMinutes of Workshop on Village Disaster ManagemeMinutes of Workshop on Village Disaster ManagemeMinutes of Workshop on Village Disaster Management Plan (VDMP) nt Plan (VDMP) nt Plan (VDMP) nt Plan (VDMP)
Revenue VillageRevenue VillageRevenue VillageRevenue Village---- Rajindu, Gram PanchayatRajindu, Gram PanchayatRajindu, Gram PanchayatRajindu, Gram Panchayat---- Rajindu DatedRajindu DatedRajindu DatedRajindu Dated---- 06060606thththth to 08to 08to 08to 08thththth November, 2016November, 2016November, 2016November, 2016
Three days of workshop on preparing Village Disaster Management Plan was organized at Gram
Panchayat Rajindu. To prepare the VDMP, document of NIDM was followed and sessions were
carried out accordingly. The purpose of the workshop was to prepare disaster management plan of
Rajindu revenue village. To prepare the plan, all representatives of various agencies and groups
participated actively. Almost everyone including Pradhan, Up-Pradhan, Secretary, Patwari, Health
workers, Anganwadi wotkers, teachers, SHG members and youth club leader etc contributed their
level best to prepare the village level DM plan.
The training sessions were facilitated by Mr. Rajendra Beniwal, consultant of UNDP, India. He tried to
keep the sessions more interactive and practical. In order to prepare VDMP of Rajindu village,
participants were sensitized about the disaster management’s importance and need of the hour.
Day 1:
At the beginning of the workshop, round of introduction helped to familiarize with each other
followed by discussion related to disaster management concepts. The workshop was organized at
Rajindu Gram Panchayat Bhawan. To begin with the workshop, basics of disaster management
were understood and participants shared their point of view of disasters and its management.
Alongside schedule of the workshop and mainly purpose of this three days program was conveyed
to all the participants. To do that, need and importance of the VDMP was discussed with
participants in an open session, wherein participants showed their interest and its requirement. They
could understand that to an extent, planning can reduce the risk of disastrous events
Image-1) Vulnerability Map of Rajindu Village Image-2) Risk Analysis (Map) of the Village
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To continue with the workshop, participants were told the technical terminologies of disaster
management and DM cycle. After that, concepts of Hazard, Risk and Vulnerability were discussed
and HRVC analysis of revenue village Rajindu was carried out on the basis of situational analysis,
identifying vulnerable people and houses, previous disaster events (historical analysis) etc. to
conduct the HRVC analysis, Participatory Rural Appraisal (PRA) approach was adopted wherein
participant’s knowledge was taken into consideration. Most of the villager’s livelihood is based on
agricultural activities and they’ve been getting affected by flood and landslides almost every year.
Image-3) Participants at Rajindu Gram Panchayat Image-4) Hazard Mapping of the Village
Day 2:
Day 2 began with recapitulation of yesterdays’ learning in short. Later on discussion over
constituting Disaster Management Committee (DMC) and Disaster Management Teams (DMTs)
brought in. before forming DMC and DMTs’ needs of these teams and their functioning was shared
with the help of multiple examples of past disaster events occurred at national and state level. On
second half the day, field visit was scheduled. Before moving to the village, participants had a clear
understanding of Village level committee and need of Disaster management teams at village level.
While meeting the community, participants conveyed the need and importance of the VDMP to
everyone in their local language. Later on facilitator took over the session in which community
shared the local hazards and past disaster events and their impacts over the community. Community
shared that flood and landslides are the major events occur constantly. Due to landslides and floods,
agricultural land gat damage and farmers face the problem of soil erosion almost every year. Apart
from that villagers are also fed up with monkeys as they destroy their standing crops in filed.
Events of fire accidents and light earthquake tremors also discussed. On the basis of previous
events and villagers coping capacity to these specific hazards, capacity analysis was carried out.
While visiting the field, transact walk mapping and vulnerable houses and people were identified
and marked. While doing the same, safe evacuation routes were also figured out by the participants.
At the same time, analysis of locally available resources to deal with any mishaps was done by the
community. Day closed with the sharing of next day’s schedule.
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Image-5) Disaster Management Teams of Rajindu village, along with their Roles and Responsibilities...
Day 3:
The day began with a recapitulation of the session of Day 1 and Day 2. To start with the day 3,
mock drill was organized at middle school of the village wherein students were practiced the steps
to follow in case of earthquake. Later on all the workshop participants gathered at panchayat
bhawan where overview of filling the format of Village Disaster Management Plan was discussed.
On the basis of last two days’ exercises and discussions, roles and responsibilities of DMC and
DMTs’ were defined and SOP for the same was prepared.
To continue with, mitigation measures and preparedness strategies were discussed to deal with
existing risks. For that participants drew the road map to build their capacities further to reduce the
risk of disasters. Simultaneously short term and long terms measures to be adopted were discussed
and kept in the VDMP. Roles and responsibilities of DMC and DMT’s were revised and the day
closed with the vote of thanks to all the participants for participating actively and contributing for
preparing VDMP, by the facilitator.
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Image-6) Govt. School of Rajindu Village
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Proceedings of Workshop on Village Disaster Management Plan
(VDMP)
Revenue Village- Sillagharat,
Gram Panchayat- Sillagharat
District- Chamba (H.P.)
Dated- 09th
to 11th
November, 2016
Three days Panchayat Level workshop was organized on Preparing Village Disaster Management
Plan (VDMP) of Sillagharat Revenue village at Sillaghrat Panchayat Samiti from November 9th
to
11th
, 2016. The aim of the training programme was to prepare Disaster Management Plan at village
level and also to spread the awareness about the aspects of disaster management across the panchayat members and other responsible representatives from multiple departments at village and panchayat level.
Participants from this Panchayat were very keen to understand the disaster management and unfold
new learning. There were about 25 participants throughout the workshop who participated actively.
The workshop was facilitated by field training coordinator Mr. Rajendra Beniwal and he was very
happy to find people taking interest in workshop keenly to understand the disaster management.
In the list of participants, all PRI members were invited as they are the crucial asset of any G.P. at
grass root level. Representatives from all the departments confined to G.P. participated likewise;
Pradhan, Up-Pradhan, Sceretary, Ward members, Aanganwadi workers, ANM, Teachers, ASHA,
religious leaders, Ayurvedic doctor, veterinary specialist etc.
Day 1:
The very first day of training began with welcoming words for all the participants and the facilitator
by secretary of the G.P. followed by introduction and ice breaking session as usual. Before getting
into the concepts and detailed discussions, aim of the workshop and need of the VDMP was
conveyed to all. To continue with the workshop, basic concepts of disaster management were
explained by the facilitator. At the same time, even before reaching to HRVC discussion, G.P.
pradhan shared previous flood incident occurred in Sillagharat caused mass scale damage in terms
of infrastructural loss, houses and agricultural land damage back in July this year. Later on
complete DM cycle and pre, during and post disaster phases and needs were discussed. Technical
terms and concepts like Hazard, Risk and Vulnerability were explained with the help of day to day
examples and past incidents of state & national level. To continue the exercise, hazard mapping and
matrix was prepared on the basis of discussions about history of disasters and situational analysis of
the area. Vulnerable people and areas were identified according to the existing identified hazards.
On that basis, capacity analysis of the area was carried out along with the resource mapping.
228
I
mage- 1&2) Participants attending the VDMP workshop at G.P. Bhawan, Sillagharat
At the end of the day, an open session of random discussions related to disaster management was
carried out in which participants expressed the importance of this workshop and showed keen
interest towards it.
Day 2:
The day started with a recapitulation of the previous days’ learning and discussions. Some concepts
were revised again as it was very important to have clear understanding of basics before moving further.
As per the schedule, concepts of disaster management planning like preparedness, response, relief and
mitigation parts were discussed and importance of DMC amd DMTs’ were conveyed followed by
constituting DMC and DMTs’. For that matter, SOP for DMTs’ was prepared by the participants and
discussion with community was carried out. Transact walk mapping was also drawn by the participants
during the field visit. At the same time, functioning of all the teams was conveyed with their roles and
responsibilities in all phases of disaster management as per the DM cycle.
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Image-3) Participants were captured at the time of Transact walk Image-4) Landslide affected zone alongside the vulnerable houses
Day 3:
Last day of the workshop began with an overview of the Village Disaster Management Plan format.
Importance of the each and every detail was explained to the participants. Team wise mitigation and
preparedness plan was discussed and strategies were drawn to deal with disaster events in future. For
that road map was created by suggesting scope of improvement in building disaster resilient community
wherein participants demanded more trainings to the DMT members in future like first aid training,
warning dissemination training, search and rescue operation etc. short term and long term plans and
policies were also discussed at panchayat level to reduce the risk of disasters in future.
Image-5) All the participants assembled for a group photo at the end of the workshop
In the workshop, family level disaster management strategies were also discussed to ensure
individual and household level preparedness. At the end of the workshop, Pradhan and secretary
extended their vote of thanks to H.P. Govt. & UNDP for organizing this workshop over VDMP as
they said it was really needed to strengthen the community, by that risk of the disasters can be
reduced to an extent with their combined efforts.
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Proceedings of Workshop on Village Disaster Management Plan
(VDMP)
Revenue Village- Khundel
Gram Panchayat- Khundel
District- Chamba
Dated- 12th to 14th
November, 2016
Three days of workshop was organized at Khundel Gram Panchayat to prepare Village Disaster
Management Plan of Khundel Revenue village from 13th
of November, 2016 to 15th
November,
2016. The objective of the workshop was to prepare VDMP of Khundel village by conducting
various activities and discussion as per the NIDM document. Also this workshop helps to discover
village’s coping capacity to bare the risk of any unforeseen events and provides a chance to
strengthen it against any kind of disastrous situation. To prepare the VDMP, all PRI members of
Khundel G.P. along with one representative from each concerned department like health, revenue,
education, youth club, SHG head, forest guard etc were invited for the same. The reason after
inviting representatives from every department was to strengthen the coordination amongst all.
The workshop was facilitated by Mr. Rajendra Beniwal, Field Training Coordinator, UNDP India.
Workshop was conducted in GramPanchyat Khundel only to prepare the plan of Khundel revenue
village (Muhaal).
Day 1:
The workshop started with the ice breaking session followed by introduction of all the participants.
To initiate the workshop, general discussion was carried out to understand the basic concepts of
Disaster and its management. In this session, causes and stages of disasters were understood. For
that matter, concepts of hazard, risk and vulnerability were explained to the participants and to
relate with the concepts, participants shared their past experiences of disasters. Before continuing
further, disaster management bodies and authorities were explained right from national, state and
district level. At the same time, importance and relevance of the VDMP was understood to convey
the main objective of the workshop.
Post lunch, concept of Participatory Rural Appraisal (PRA) was explained and with the help of
PRA, HRVC analysis was carried out by the participants. For that matter, situational analysis,
resource mapping, hazard mapping and seasonal maps were prepared by the participants. At the end
of the day, participants decided to assemble at forest rest house to ensure the participation of more
community members for the workshop.
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Image-1) Participants of Khundel G.P. discussing Disaster Management Concepts
Day-2
In the very beginning of the day, previous day’s learning and concepts were reviewed in short. To
continue with the workshop, disaster cycle was shared with the participants in order to distinguish
the roles and responsibilities in various phases. For that matter, concepts like mitigation,
preparedness, response and relief were covered and discussed. Villages in this Gram Panchayat are
scattered. As the villages are located interiorly, people of Khundel GP are more vulnerable in terms
of disasters due to inaccessibility of basic amenities and connectivity. To reach one of the village of
this panchayat, one has to walk around 4-5 kms which takes almost 3hrs to reach the destination.
Keeping these factors in mind, roles and need of DMC and DMT were discussed and defined by the
participants themselves. One of the ward member said that in case of any unforeseen event, it may
takes more than a day to reach the incident spot for fire fighters, medical team or any other response
team. In such topography, results of any disaster could be pathetic, he added.
At the end of the day, participants could understand and explain the actual need of DMC and
DMTs. Further they were in the position to answer and define the roles and responsibilities of DM
Teams as well. Due to the poor connectivity, the area seems less developed and hence lack of
awareness noticed. In such cases, it requires more attention towards empowering lives. Day ended
with discussion over VDMP format.
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Image-2) Defining roles & Responsibilities of DMC and DMTs at Khundel G.P. Bhawan
Day-3
Last day of the workshop begin with summarized discussion of previous days learning. Participants
shared the experience of family disaster management plan activity conducted with their family
members, as per the plan. To continue with the workshop, preparedness and mitigation plan was
carried out with the help of participants. People of this village are more prone to landslide and flood
events as experienced in past also. Apart from that fire extends threat to these people as most of the
houses are wooden structure and far away from the roads. Wild animals such as monkeys destroy
their crops almost every single year causes huge loss in agriculture to the farmers. Warning
dissemination itself becomes a challenging task in such interior areas. Participants tried to plan out
the information dissemination plan by that communication gaps can be reduced specially in
emergencies.
In order to build further understanding about roles of DMTs, experience of Uttrakhand flood, Nepal
Earthquake, J&K flood etc were shared with participants, through which shelter management,
sanitation, rescue and relief operations were elaborated thoroughly. Still this village needs more and
more training and awareness programs to maximize the participation and enhance the capacity of
villagers to bring them on a single platform. Workshop ended with vote of thanks for all.
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Image-3) Discussion over Mitigation and Preparedness Plan
234
Proceedings of Workshop on Village Disaster Management Plan
(VDMP)
Revenue Village- Piuhara
Gram Panchayat- Piuhara
District- Chamba
Dated- 15th to 17th
November, 2016 Three days Village/Gram Panchayat level Village Disaster Management Plan (VDMP) workshop
was being organized at Pihura Gram Panchayat, located in Chamba district of Himachal Pradesh.
The workshop was conducted from 15th
November 2016 to 17th
November 2016, at Gram
Panchayat Bhawan and Forest Rest House. The purpose of the workshop was to prepare village
disaster management plan of Piuhara village and also to capacitate the PRI members including
representatives from various departments, regarding disaster management and its concepts.
To make the workshop successful, participants played crucial role by participating actively. There
were about 20 participants in which Pradhan, Up-Pradhan, Secretary, Patwari, Ward members,
Mahila Mandal representative, Youth club member, ASHA, AWW, Teacher and Health
representative etc witnessed this workshop and participated enthusiastically.
The workshop was facilitated by Mr. Rajendra Beniwal, Field Training Coordinator, UNDP, India
who welcomed the participants for coming together in order to prepare the VDMP. Initially
approach and need of the VDMP was conveyed by the trainer and the whole purpose of the
workshop was shared with the participants. Building disaster resilient communities was one of the
major objectives of this workshop, through which community based discussions and strategies were
carried out in order to cope up with disasters.
Day 1:
The day began with the introductory session of all participants to know each other and build the
scenario. Right after the brief introduction, purpose and need of the workshop was shared with the
participants and consent of all the participants was taken by the facilitator. Further the concepts of
disaster management were understood with the help of various examples and visual presentation.
Participants were motivated to share their level of understanding of disasters. Before moving further,
HRVC analysis was conducted with the help of smooth examples and active participation of the
participants to understand the concepts. Situational analysis and past disastrous events were covered. To
continue with, participants were asked to share their past experience related to disaster events, in which
participants reported 3-4 domestic and fire incidents, cloud burst and snowfall incidents occurred in last
decade. Due to the interior remote locations and houses constructed with old wooden structure are more
vulnerable to fire and accessibility is also an issue for such villages. Participants decided to prepare the
disaster management plan of Piuhara village itself. Presence of monkeys was
235
considered the most threatening as monkeys destroy farmer’s crop almost every year and still farmers
are not in position to deal with the situation. On that basis, hazard and vulnerability identification
happened followed by drawing the maps of hazard, vulnerability and seasonal matrix of Piuhara village.
Resource mapping and capacity of the villagers to deal with disasters, was indentified and needs were
understood post lunch. With the help of PRA, better understanding and need of the VDMP conveyed
with the help of various examples of past events right from national to state level.
I
mage-1) Participant were explained the concepts of VDMP Image-2) Resource Map prepared by the participants
Day 2:
To start with second day of the workshop, important points of day 1 were briefed. Afterwards a
small documentary, duration of 170 seconds, titled ‘Lead India- the tree’ was screened to the
participants which gave a message of initiative and unity. This video helped them to understand and
analyse their own capacity to deal with disaster event or any unforeseen situation. The session
preceded further with the introduction to disaster management committee (DMC) and their
importance in the context of village disaster management plan. To understand the functioning of
DMC and DMTs, existing disaster management authorities and structure at national, state and
district level, was explained by the trainer right from NDMA, SDMA, DDMA along with
introduction to concerned response teams as well. The idea after detailing the existing structure was
to connect VDMC with the existing setup of disaster management.
For that matter, Disaster Management Committee was constituted after discussing their roles and
functioning. In DMC, membership of representatives from all the departments including PRI
members was registered with their consent. After successful formation of DMC, roles and
importance of Disaster Management Teams (DMTs) was explained and relation of DMC and DMT
was understood. SOP’s for the both DMC and DMTs was defined with required action.
Today, a ‘Jan-Sabha’ was organized at the training venue itself as Member of Legislative assembly
of Bharmour constituency, Mr. Thakkar singh bharmori visited the venue to interact with the
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community. On this event, about 150 villagers marked their presence and attended the meet. Participants left for their houses after attending the same.
Image-3) Defining SOPs for DMC and DMTs of Piuhara village. Image-4) Hazard Mapping of the village
Day 3
Last day of the workshop began with recapitulation of the previous learning and specially the need and
importance of DMC and DMTs was reviewed. Various teams including warning, search & rescue, first
aid, shelter management, relief distribution team etc were constituted and their functioning were briefed
again. Further, Mitigation and Preparedness plan was discussed and explained. To do that, participants
prepared their strategy to deal with the disaster situation and reduce the risk of disasters in future. After
that, information dissemination, shelter management, relief distribution, communication and
coordination plans were exercised. On the basis of identified hazards of the village, participants
prioritised the needs including strengthening DMC and DMTs by providing them adequate trainings and
instruments. Apart from that, to mitigate the risk of disasters, participants were suggested to link their
developmental activities and many more other schemes with disaster management perspective to build
the disaster resilient community by and large. The workshop ended with the vote of thanks to all the
participants for coming together for such cause.
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ANNEXURE M- EVACUATION PLAN OF D.C OFFICE
1. INTRODUCTION;
Emergency and evacuation plan meaning: Emergency evacuation is the immediate and
urgent movement of people away from the threat or actual occurrence of a hazard. Examples
range from the small scale evacuation of a building due to a storm or fire to the large scale
evacuation of a district because of a flood, bombardment or approaching weather system.
Why implementing an emergency evacuation plan is important?
An emergency situation can happen at any time. Being prepared is more than just knowing
emergency routes or contacting the relevant services. To protect your business, an
evacuation plan is vital and for some companies, it’s mandatory. There is a lot involved in
preparing for an emergency and professional help can ensure it is done right and within the
legal guidelines.
What does an emergency and evacuation plan consist of?
An emergency evacuation plan consists of:
A layout of the building or area of interest.
Maps depicting emergency routes.
Existing capacity of the office/building to deal with an emergency/disaster.
Evacuation in charge( Members of DEOC)
Threats to the D.C office building:
Earthquake
Fire
Short circuits
Stampede
Existing resources: Fire extinguishers: Fire extinguishers are installed on each floor of all the buildings
and can be used in case of an emergency:
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Emergency alarm: An emergency alarm is installed and functional inside the
office campus and can come in handy when the buildings need to be evacuated.
Emergency exit: The D.C office building has two set of staircase at the back which can be used as emergency exit.
239
2. EMERGENCY AND EVACUATION PLAN OF D.C OFFICE CHAMBA
A comprehensive emergency and evacuation plan for D.C office building was prepared
after assessing the possible threats to the D.C office campus. The plan includes maps
depicting the building layout, exit routes and existing resources used during an emergency.
The plan broadly aims at evacuating all the buildings of the office campus in case of an
emergency and assembling at a common assembly point.
D.C office campus comprises of three buildings, namely, D.C office building, D.R.O office
building and N.I.C building. Maps depicting the evacuation of all three buildings are
presented below.
D.C office building
240
241
242
Emergency and evacuation plan of D.R.O office building
243
244
245
Emergency and evacuation plan of NIC Building
246
247
248
249
Assembly point: An assembly point is required during an event of emergency. It
should be an open space where people can assemble after evacuating the buildings. The
lawn area of the D.C office campus is identified as an assembly point owing to its
approachability and ample space.
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SUGGESTIONS:
Evacuation routes and evacuation plan (displayed on each floor) should be followed
by the office employees as well as the visitors in case of an emergency.
All the three buildings, D.C office main building, D.R.O office building and N.I.C
office building should be reinforced so as to withstand earthquake tremors.
Fire extinguishers should be refilled and replaced if expired.
Sand buckets should be installed in every building.
Electronics, almirahs and other items which are liable to fall down in case of an
earthquake, should be clamped to the wall.
Fire escapes should be made at the back of all the buildings.
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