DMANOVERVIEW.ppt

8/10/2019 DMANOVERVIEW.ppt

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PRESENTATION ON

DISASTER MANAGEMENT:

BY

BRIG (Dr) B.K. KHANNA,

SENIOR SPECIALIST (LCD)NATIONAL DISASTER

MANAGEMENT AUTHORITY


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PREVIEW

1. Disturbing Trends of Disasters and their Impact on India.2. Factors Responsible for Increasing Number of Disasters.

3. Lessons Learnt from Recent Disasters.

4. Disaster Management Cycle.

5. Hazard Vulnerability of India.

6. Disaster Management Act, 2005.

7. Charter and Vision of NDMA.

8. Organisation of NDMA.9. National Disaster Response Force.

10. Role of Armed Forces in Disaster Management.

11. Conclusion.


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DISTURBING TRENDS OFDISASTERS

AND

THEIR IMPACT ON INDIA


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INDIA

ALASKA

USA

CHINA

AREA-WISE EVENTS (1975-2001)

DISTRIBUTION OF NATURAL DISASTERS

INDONESIA

JAPAN


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DISTRIBUTION OF PEOPLE AFFECTED BY DISASTER (1975-2001)

INDIA

ALASKA

USACHINA

INDONESIA

JAPAN

IMPACT OF MITIGATION & PREPAREDNESS MEASURES


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GLOBAL ECONOMIC LOSSES DUE TO DISASTERS

1960s 1970s 1980s 1990s

Note : 1. UN Declared the decade of 1990-1999 as International Decadefor Natural Disaster Reduction.

2. Losses 1995-1999 - Developed World 2.5% of GDP.- Developing World13.4% of GDP.

*Source www.em-dat.net

Losses

in US $Billion

PERIOD


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LOSSES DUE TO MAJOR EARTHQUAKES

(>6 ON RICHTER SCALE) IN JAPAN & USA

(2003 - 2005)

No ofEarthquakes

Killed Injured Houses

Destroyed Damaged

JAPAN

Ten 34 1048 > 496 >3553

USASeven 02 59 >55 >235


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MAJOR DISASTERS IN INDIA : 1990 - 2005YEAR PLACES & DISASTER LOSS OF LIVES

(APPROX)LOSS OF PROPERTY

( Rs Crore) (APPROX)

1991 Uttarkashi Earthquake 2000 2000

1993 Latur Earthquake 9500 6000

1997 Jabalpur Earthquake 200 5000

1999 Chamoli Earthquake 2000 2000

1999 Orissa S Cyclone 9887 10000

2001 Bhuj Earthquake 14000 13400

2004 SE India Tsunami 15000 10000

2004 Assam & Bihar Floods 700 5000

2005 J&K Avalanche 350 100

2005 Mah, Guj, HP,

Karnataka, TNadu

Floods 1569 10300

2005 J&K Earthquakes 1336 1000

Total Losses of Major Disasters only 56542 64800

1. If Average Annual Lives Lost are Added, Figure Will go to More than

2. Adding Average Annual Losses, the Figure Will be More than


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INDIAECONOMIC LOSSES DUE TO DISASTERS

PERIOD

Annual- Impact on People1. Losses in lives - 4334.2. People affected - 30 Million.

3. Houses lost - 2.34 Million.

50 % 139 %

Losses inThousand

Crores

Annual- Financial LossesPercentage of Central Revenue(for relief) 12%.


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FACTORS RESPONSIBLE FOR

INCREASING NUMBER OF

DISASTERS

Population Growth and Urban

Development

Development Practices

Climatic changes

Effect of Environmental degradation


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POLAR ICE CAPSARE MELTING

FASTER THANEVER

MORE AND MORE

LAND IS BEINGDEVASTATED BYDROUGHT

RISING WATERS AREDROWNING LOW-LYING

COMMUNITIES


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VICIOUS CYCLE

GLOBALWARMING

INUNDATING LOWCOASTAL AREAS

BURNING FOSSILFUELS

AND BURNINGFORESTS RELEASE

CARBON

REDUCES OXYGENAND INCREASES

DROUGHT

MELTING POLARICE RAISES SEA

LEVELS

NOW IT IS VERY MUCH EVIDENT THATCLIMATEDISRUPTIONS FEED OFF ONEANOTHER IN

ACCELERATING SPIRALS OF DESTRUCTION.


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LESSONS LEARNT

FROM THE RECENTDISASTERS


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DIVISION OF RESPONSIBILITYThe countrys Emergency Operations awesome in their potential, are also

frighteningly inter dependent. Locals are in charge till they getoverwhelmed. Then they cede control to Feds but not entirely. The Scarierthings get, the fuzzier the lines of Authority become-------Uncertaintydevelops at crucial moments-------Leaders are afraid to actually Lead.---

TIME, 19 September 2005

HurricaneImpact(Law & Order)Loss ofProperty andLives

State

Overwhelmed

Federal

CHAOS

48 7224 96

Early warning

PreparednessFed + State Response (Fed + State )

Response

IN HURRICANE RITA THE FEDERAL GOVT GOT INVOLVED FROM THE WARNING STAGE.

HURRICANE KATRINA (US)


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BANGLADESH - A SUCCESS STORY

IN PREPAREDNESS & RESPONSE

Losses

ofLives

Remarks1. Losses of lives shown for Cyclones with equal Intensity.

2. Success as a result of well defined Responsibilities and Coordinated & Efficient ResponseMechanism.

CYCLONESAREACOX BAZAAR

138,000

127111

500,000

1970 1991 1994 1997

Even whenPopulationhad doubled


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Existed on Paper But

Enforcement Lacking.

Most Crucial Responder -

NOT Formally Part of

Response Plan.

Technological Shortfall -

Many Lives Could have

Been Saved.


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1. Mitigation Systems Require Manifold Improvement & should

be Technology Driven.2. Weakness in Early Warning Systemsand Dissemination

of Information to Far Flung Areas.

3. Decision to Provide Aid :-

(a) Slow because of Procedures.

(b) Request from States not backed by ProperAssessment.

4. States OrganizationsNot Geared to Guide & Receive Aid.5. Disaster Response Resources at State Level

Very Inadequate.

NATURAL DISASTERS LESSONS LEARNT


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6. Non Availability of Specialist Equipment,

(Incl Mobile Field Hospitals).

7. Assistance from NGOs NOT Coordinated & Optimised.

8. People - Principal Actors -- Focused Public AwarenessCampaign a Must.

9. Post Disaster Relief & Reconstruction - Lot of GAPS.

10. Positive Lesson -- Role of the Armed Forces

NATURAL DISASTERS LESSONS LEARNT


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DISASTER MANAGEMENT CYCLE

Emergency Response

Post-disaster: recovery

Preparedness

Prevention/Mitigation

Reconstruction

Rehabilitation

Response/Relief

Pre-disaster: risk reduction

Disaster

Emergency Response

Post-disaster: recovery

Preparedness

Prevention/Mitigation

Reconstruction

Rehabilitation

Response/Relief

Pre-disaster: risk reduction

Disaster


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DISASTER is an event which is

-generally unpredictable,

-happens instantly or without giving enough time to react

-affecting a large number of people,

-disrupting normal life and leading to a large scale

devastation in terms of loss of life and property

-always finding the administration and affected people

struggling to respond in the desired manner and

-leaving deep socio-psychological, political and economic

after effects which ersist for a lon time to come.

WHAT IS A DISASTER?


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CLASSIFICATION OF DISASTERS

Natural, Man-made & Human-

induced

Disasters occur in varied forms

Some are predictable in advance Some are annual or seasonal

Some are sudden and unpredictable

Factors leading to a Disaster

Meteorological, Geological, Ecological or

Environmental, Technological Etc.


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NATURAL DISASTERS

Floods

Earthquakes

Cyclones Droughts

Landslides, Pest Attacks, ForestFires, Avalanches etc


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TIME DURATION OF NATURAL

DISASTERS

Earthquakes -> Seconds/minutes

Cyclones -> Days

Floods -> Days

Droughts -> Months


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PreventionRescue

StructuralMeasures

Warning andEvacuation

Non-StructuralMeasures

Planning ofDisaster

Response

Reconstruct.

&Recovery

Risk Analysis

DISASTER MANAGEMENT

MITIGATION RESPONSE

Risk

Assessment

Preparedness

HazardAssessment

VulnerabilityAnalysis Relief

Rehab

LONG TERMMEASURES

Being done efficiently

Needs better Planning

No Substantial Workdone so far

Note

DISASTER MANAGEMENT CONTINUUM


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HAZARDVULNERABILITY

OF INDIA

EARTHQUAKE HAZARD ZONES 2002


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EARTHQUAKE HAZARD ZONES 2002

Zone V MM IX or more

IV MM VIII III MM VII

Zone II MM VI

I MM V or less

together now makeZone II MM VI or less

Area under the zones

V 12%

IV 18%

III ~27%

Total damageable

~ 57%

V

V

III

V

III

IV

V

IV


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FLOODHAZARD

PRONE

AREAS

OF

INDIA


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LANDSLIDES

ZONATIONMAP

OF

INDIA

Severe Risk Area

High Risk Area

Moderate Risk Area

Unlikely Occurrence


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*Types: Earthquake,Cyclone,Tsunami,Flood,Drought &Landslide.

1

4

1

17

*Even though affected only by Drought but suffers heavy

Financial Losses averaging Rs. 3 to 8 Thousand Crores,Annually.

3

DISASTER MANAGEMENT ACT 2005


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In order to Coordinate Central Govt efforts inPreparedness, Prevention, Response, Mitigation, Reliefand Rehabilitation and for adoption of a Holistic

Pro-active Approach to Disaster Management, aNATIONAL DISASTER MANAGEMENT AUTHORITY hascome into being by an Act of Parliament in December2005 under the Chairmanship of Prime Minister as the

NODAL AGENCY for Disaster Management in theCountry.

DISASTER MANAGEMENT ACT, 2005


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CHARTERNDMA

AND

VISION


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The National Vision is, to build a Safer and DisasterResilient India,by developing a Holistic, Proactive,Multi-hazard and Technology-Driven Strategyfor DM.This will be achieved through a Culture of Prevention,

Mitigation and Preparedness to generate, a prompt andefficient Response at the time of Disasters. The entireprocess will Centre-Stage the Community and will be

provided Momentum and Sustenance through Collective

efforts of all Government Agencies and Non-Governmental Organisations.

VISION


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NATIONAL DISASTER MANAGEMENT AUTHORITY


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NATIONAL DISASTER MANAGEMENT AUTHORITY

CHAIRMAN

(PRIME MINISTER)

VICE CHAIRMAN

CABINET COMMITTEE

ON SECURITY

CABINET COMMITTEE ON MANAGEMENT OF

NATURAL CALAMITIES

POLICIES,PREVENTION,MITIGATION& PREPAREDNESS

MR. K.M.

SINGH

MEMBER

Mr B

BHATTACHARJEE

MEMBER

LT. GEN.

JRB

MEMBER

MR. M.K.

MEMBER

MR. M. S. REDDY

MEMBER

MR. NVC MENON

MEMBER

SECRETARY NDMA

CAPACITY BUILDING,COMMUNICATIONS & NEOC WING DISASTER MANAGEMENT WING

NATIONAL DISASTER MITIGATION RESOURCE CENTRES

NATIONAL EXECUTIVECOMMITTEE

NATIONAL DISASTER RESPONSE FORCE

NATIONALINSTITUTE OF

DISASTERMANAGEMENT

Mrs. P.J RAO

MEMBER


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DISASTER MANAGEMENT WING

FinancialAdvisor

InternationalCooperation

Mitigation &Preparedness

Policies &Plans

Media & PublicPreparedness

PlansPoliciesAccounts& Audits

FinanceProject

Formulation &

Preparedness

ProjectMonitoring

Media &Information

CommunityPreparedness


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CAPACITY BUILDING, COMMUNICATIONS& NEOC

NEOC & CAPACITY BUILDING COMMUNICATIONS,SYS & KM

Operations & Logistics Systems & KMCommunicationsCapacity Building

ControlRoom

LogisticsCoordina

tion

StrategicPlanning

& Policy

ScenarioBuilding

OperationalCommns

LogisticsNetwork

IT &Systems

KnowledgeManagement

& IDRN

Network


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NATIONAL DISASTERRESPONSE FORCE


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NATIONAL DISASTER RESPONSE FORCE NDRF consists of 8 battalions, with 144 self sustaining teams for rendering

effective response to any threatening disaster situation or disaster.

Four battalions are for natural disasters and four for NBC.

NBC battalions will also be trained in combating natural disasters.

The force will be equipped with State of the Art equipment and will be

deployed in anticipatory manner to provide instantaneous response. It will work under NDMA and will be located at nine vulnerable locations.

They will maintain close liaison with the State Governments and will beavailable to them automatically, thus, avoiding long procedural delays.

Four Training Centres have been set up by PMF to train their respective NDRFBattalions.

They will also meet the requirement of States/ UTs.

NDRF Battalions will impart basic training to State Disaster Response Force in

their respective locations.

NDRF BNS REGIONAL MITIGATION RESOURCE CENTRES


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NDRF BNS REGIONAL MITIGATION RESOURCE CENTRES(RMRCS) & TRAINING CENTRES

NDRF BNs/ RMRCs

TRAINING CENTRES

APEX TRAINING CENTRE

LEGEND

CHANDIGARH

GR. NOIDA

Bn

Each

GANDHINAGAR

PUNE

BHUBANESHWAR

KOLKATA

GUWAHATIPATNA (SSB)

Bn

NAGPUR

LATUR

CHENNAI

HYDERABAD

CONSTITUTION OF SPECIALISED SEARCH


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CONSTITUTION OF SPECIALISED SEARCH

AND RESCUE TEAM

Team Commander

(Inspector)

Tech.Support

(6)

Adm. Support Team(7)

2 IC/ Ops Officer(Sub Inspector)

Team B(6)

Team C(6)

Team D(6)

Dog Squad(3)

MedicalSupport

Team(3)

Team A(6)

Total45 Personnel

CONSTITUTION OF SEARCH AND RESCUE TEAM FOR


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CONSTITUTION OF SEARCH AND RESCUE TEAM FORNBC EMERGENCIES

Team Commander

(Inspector)

InformationOfficer

(Sub Inspector)

SafetyOfficer

(Sub Inspector)

Dy TeamLeader

(Sub Inspector)

Tech.Support

(4)

Detection &Assessment

CumEvacuation

Team (6)

RescueAnd

EvacuationTeam (6)

Rescueand

EvacuationTeam (6)

Deconta-mination

Team(6)

Medical Unit

(6)

Adm. Support Team (7)

Total45 Personnel


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For Development to be

Sustainable,

Disaster Mitigation Must beBuilt Into

The Planning Process


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EVERY DISASTER

MUST BE TREATED

AS

AN OPPORTUNITY

TO BUILD BACK BETTER


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ONT

P SS IT

ON

T KE IT

ON

T KE IT

ON

T KE IT

ON


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A A


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HAZARD

A dangerous condition or events that threaten or have the potential for

causing injury to life or damage to property or the environment.Hazards are basically grouped in two broad headings:

Natural Hazards(hazards with meteorological, geological or biological

origin)

Unnatural Hazards(hazards with human-caused or technologicalorigin)

Natural phenomena are extreme climatological, hydrological, or

geological, processes. A massive earthquake in an unpopulated area, is

a natural phenomenon, not a hazard. But when these natural

phenomena interact with the man made habitat, they may cause wide

spread damage. Then, they become hazard

VULNERABILITY


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VULNERABILITY

Vulnerability is defined as "The extent to which a

community, structure, service, or geographic area is

likely to be damaged or disrupted by the impact of

particular hazard, on account of their nature,

constructionand

proximity to hazardous terrainor adisaster prone area.

Physical vulnerabilityweak buildings, bridges, service

lines, lifeline structures, production units etc.

Social & Economic vulnerability

Human losses in disasters in developing countries are

seen to be higher when compared to developed countries.


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RISK

Risk is a measure of the expected losses (deaths, injuries,

property, economic activity etc) due to a hazardof aparticular magnitude or Intensityoccurring in a given area

over a specific time period.

Exposure:the value and importance of the various types ofstructures and lifeline systems (such as water-supply,

communication network, transportation network etc in the

community serving the population)


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HAZARD

VULNERABILITY-

RISK

DISASTER


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6. Training and Equipping of Central Response Force duly backed by trained teams


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g q pp g p y y

from Armed Forces

7. Safe Houses . Identify shelters, for accommodating evacuees, both in Govt and

Private Sector, during Emergencies.

8. Establishment of a Homeland Security University. On the lines of National

Defence University, for General Awareness, Training and Research.

9. Use of Experts to find solutions to disaster related issues.

Communications

10. Failure within the DHS and in Communicating Relevant Information to Public, for

Early Warning, resulting in all available Federal Assets not being utilised.Need

to develop a more ComprehensiveEmergency Communication System,to

ensure Survivability, Operability, Inter-Operability and Redundancy.

Response

11. Disaster Response Groupat Central level to resolve disagreements

on Employment of Resources. This Group should also act as Single

Window Assistance Accessfor public.

12. Security of Assets by employing Local Law Enforcing Force for Law and Order.

13 C di ti b t


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13. Coordination,between:

(a) Search & Rescue and Medical Teams.

(b) State and Central Response Teams

(c) Local (Distt), State and Central Response Teams, to have inter-operable

Communication Network.

(d) At State level, Volunteer Coordinators in` State Emergency Operation

Centre,for coordinating Volunteer Efforts, like Debris Clearance, etc.

(e) Integrated Commandat field level local Response Units (National

Guards) and Active Duty Forces (ex Armed Forces) to work in tandem.

Mobile Command Field Centrenear disaster site (not 80 km away

in Baton Rouge like during Katrina).

14. Need for National Emergency Operation Centre at DHS.DHS to have

a National Emergency Operations Centre, in addition to White HouseSituation Room, regardless of whether President & the Secretary DHS are

in same place, to maintain flow of information from one agency.

15. Integrated Response.Civil and military assets to be combined and

employed as one resource and NOT in a graduated manner.


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STRATEGIES FOR DISASTER MANAGEMENT


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STRATEGIES FOR DISASTER MANAGEMENT

7. Supporting and Enabling Mechanisms for the Districtsand States.

8. Failsafe Early Warning & Communication Systems.

9. Coordinated, Timely and Effective Response.10. Involvement of NGOs & Corporate Sectors.

11. Time Bound Action Plan for Earthquakes, Floods &

Cyclones.12. Pro-active Participation at the Regional and

International Level.

POLICY FORMULATION


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1. Concerned Member of Authority.2. Concerned Ministry Representative.3. Lead/Nodal Organisations/Departments -

Representatives.

4. Project Team (When Study ordered on theSubject).

5. Advisors/Experts.6. Leading National (Academic IITs) Institutions.

Secretarial Support7. Additional Secretary.8. Joint Secretary Planning.

9 DDG Strategic Planning

POLICY FORMULATION

TEAM COMPOSTION

DMANOVERVIEW.ppt

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