Disaster Management

E-NOTES
DISASTER MANAGEMENT
B.A.LL.B. 1st Year
(I semester)
UNIT – 1
INTRODUCTION TO DISASTER
 Disaster is a sudden calamitous event bringing great damages, loss and destruction and
devastation to life and property. The damage caused by disaster is immeasurable and varies with
the geographical location, climate and the type of the earth surface degree of vulnerability. This
influences the mental, socio – economic, political and cultural state of the affected area.
Generally disaster has the following effects.
 It completely disrupts the normal day to day life
 It negatively influences the emergency system
 Normal needs and process like food, shelter, health etc are affected and deteriorate depending on
the intensity and security of the disaster.
It may also be termed as a serious disruption of the functioning of society, causing wide spreads human,
material or environment losses which exceed the ability of the affected society to scope using its own
resources.
Thus a disaster may have the following main features:
• Unpredictability
• Unfamiliarity
• Speed
• Urgency
• Uncertainty
• Threat.
The term “DISASTER” owes its origin to French word “Disastre”, which a combination of two words
“Des” meaning “Bad” and “Aster” meaning “Star” thus the term Disaster refers to “Bad or Evil Star”. In
earlier days disasters were considered to be an outcome or outburst of some unfavourable star.
Ideally, a disaster may be defined or an event concentrated in time and solace which threatens a society or
a relative self sufficient subdivision of a society with major unwanted consequences as a result of the
collapse of precautions which had hitter to been culturally accepted as adequate.
Disaster according to ‘Disaster Management Act 2005’ means a catastrophic, mishap, calamity on grave
occurrences in any area, arising from natural or manmade causes or by accident on negligence which
results in substantial loss a life or human suffering or damage to and destruction of property on damage to
or degradation of environment and is of such a nature or magnitude as to be beyond the coping capacity
of the community of the affected area.
Disasters are extreme events which causes great loss to life and property. They poses a serious threat to
the normal life as well as the process of development and strike with sudden violence, tearing bodies,
destroying lives and structures and throwing apart families. Natural disasters which are both sudden and
powerful, damage national economy and cause hardships to a large section of the population. They are the
single largest concern for most of the nations as they take a heavy toll of human life, destroy belongings
and infrastructure and have for reaching economic and social consequences for communities. Thus the
impact of disasters of human life is multidimensional, affecting it in all aspects domestic, social,
economic etc.
CLASSIFICATION OF DISASTER
Disasters and crises are generally classified as Natural and Man-made. Natural disasters and crises are
caused by such natural calamity like floods, droughts, cyclones, landslides, and so on, where as man-
made disasters are the results of human actions, and include road, rail, and air accidents, industrial
accidents, strikes, civil violence, and wars, new man-made disaster threats that have developed,
particularly since World War II are far more destructive in their potential than the traditional threats.
Increased social violence including trans-border terrorism has drastically affected many nations and
communities. Threats from industrial accidents, such as the Bhopal gas leakage in 1984, production,
transportation and dumping of hazardous materials and substances endanger unprotected and unaware
people.36 Atomic and nuclear sources pose yet another threat. The possibility of use of nuclear weapons
has added a new dimension to the problem of disaster management and mitigation.
For more than a century researches have been studying disasters and for more than forty years disasters
research has been institutionalized through the disasters Research center the studies reflect a common
opinion when they argue that all disasters can be seen as being human made their reasoning being that
human actions before the strike of the hazard can prevent it developing in to a disaster. All disasters are
hence the result of human failure to introduce appropriate disaster management measures. Hazards are
routinely divided in to natural or human made although complex disasters, where there is no single root
cause, are more common in developing countries A specific disaster may spawn the impact. A classic
example is an earthquake that causes a tsunami, resulting in coastal flooding.
Major Natural Disasters.
• Flood
• Cyclone
• Drought
• Earth quake.
2) Minor Natural Disaster.
• Cold wave
• Thunder Storms
• Heat Waves
• Mud slides
• Storm
3) Major Man Made Disasters.
• Setting of fires
• Epidemic
• Deforestation
• Pollution due to Prawn cultivation
• Chemical pollution
• Wars.
Common Casual Factors of Disasters.

Common caused factors play a large role in determining the severity and magnitude of a disaster. The
following usual factors are general in nature and they may be contributes to determining the vulnerability
of a society to disasters.
Poverty:
The single most important factor that increases the vulnerability of people to disaster is poverty. An
impoverished people who lack education usually to cope with the hazard of their surroundings.
Ungoverned Population Growth:
Ungoverned population growth can lead to settlement in hazardous areas susceptibility to disease
competition for scarce resources and civil strife. Disaster losses are significantly reduced when the people
of any given society are organized with effective laws and controls to protect the pollution from
potentially hazardous areas, access to public utilities, medical care education and economic resources
Vulnerability to disaster increases when a nations capacity to govern does not consider the impact and
trends in population growth in potentially hazardous areas. Even in the most climates rapid urbanization
can create slowly evolving time bombs which could lead to disaster vulnerability.
Rapid urbanization and Migration:
Rapid population growth and migration are related to the major phenomenon of rapid urbanization. It is
characterized by the rural poor or civilians in an area of conflict moving to Metro Politian areas in search
of economic opportunities and security. These massive numbers of urban poor increasingly find fewer
options for availability of safe and desirable placed to build their houses. Here again competition for
scarce resources an inevitable consequence of rapid urbanization can lead to manmade disasters. Many
landslides or flooding disasters are closely linked to rapid and unchecked urbanization forcing low
income families to settle on the slopes of steep till sides or ravings or along the banks of flood prone
rivers. Many earthquakes victims in urban areas have been impoverished families where the physical
location vice the structure of their houses were hazardous as evidenced by landslides on to the house or
out from under it.
Transitions in Cultural Practices:
Many of the inevitable changes that occur in all societies leads to an increase in society vulnerability to
disasters obviously, all societies are in a continual state of transition and change. These transitions are
often extremely disruptive and uneven, leaving gap in social coping mechanism and technology. These
transitions include nomadic populations that become centenary rural people who more too urban areas,
and both rural and urban people who more from one economic level to another more broadly, these
examples are typical of a shift from non- industrialized to industrializing societies.
One example of the impact of these transitions is the introduction of new constructions materials and
building design in a society that is accustomed to traditional designs and materials this often results in
new materials being used incorrectly. In disaster prone areas, inadequate use of new constructions
techniques earth quakes or wind storm. Compounding the problem is the formation of post disaster
communities of survivors who find themselves without social support systems or net works to assist relief
and recovery Traditional coping mechanisms may not exist in new settlement and the population becomes
increasing dependent on outside intervention for assistance conflicting cultural practices can also lead to
civil conflict and strife examples include events leading to violence triggered by religious intolerances.
Environmental Degradation:
Many disasters are either caused or exacerbated by environment degradation deforestation leads to rapid
rain runoff which contributes to flooding. The destruction of mangrove swamps decreases the coastlines
ability to resist tropical winds and storm surges the creation of drought conditions and the relatives
severity and length of time the drought lasts is mainly or natural phenomena man – made contribute to
drought conditions include, poor cropping patterns overgrazing the stripping of top soil poor conservation
techniques depletion of both the surface and subsequences water supply and to an extent unchecked
urbanization.
Lack of awareness and information:
Disaster can also occur when people who are vulnerable have not been educated on how to get out of
harm’s way or take protective measures at the inset of a disaster event this ignorance may not necessarily
be a function of poverty but a lack of awareness of what measures can be taken to build safe structures on
safe building sites. People may be unaware of safe evacuation routes and procedures others may be
unaware on where to turn for assistance in times of acute disaster. Nevertheless this point should not be
taken as a justification for ignoring the coping mechanisms of the majority of people affected by disaster.
In most disaster prone societies there is a wealth of understanding about disaster threats and responses this
understanding should be incorporated into external assistance initiatives and planning.
War and Civil Strife:
War and civil strife are regarded as hazards or extreme events that produce disaster war and civil strife
often cause the displacement of the population the causal factors of war and civil strife include
completion for scarce resources religious or ethnic intolerance and ideological differences. Many of these
are also by products causal factors of disasters.
IMPACTS OF DISASTERS
Physical Impacts of Disasters:
The Physical impacts of Disaster include causalities earths and injuries and property damages and both
vary substantially across hazard agents. It is difficult to say that how many of the deaths and injuries
occurs due to a disaster. In some cases it is possible to say how many persons are missing and if so
whether this is due to death or because of not proper maintenance of records. Also are important measures
of physical impacts include damages people, society, and health, to cropland and wood lands.
Social Impacts:
Social impacts, which include psychosocial socio demographic, socio economic and socio political
impacts can develop over a long period of time, can be difficult to assess when they occur. Despite the
difficult in measuring these social impacts it is nonetheless important to minor them because they can
cause significant problems from the long – term functioning of specific types of households and business
in an affected community. A better understanding of disaster is social impacts can provide a basis for pre
impacts predication and the development of contingency plans to prevent adverse consequences from
occurring.
Psychosocial Impacts:
One type of social impacts not measured by certain data consists of psychosocial impacts. Such as fatigue,
gastro intestinal upset and tiles as well as cognitive signs such as confusion, impaired concentration
impacts include emotional signs such as anxiety depression and grief as well as behavioral effects such as
sleep and appetite changes such as sleep and appetite charges ritualistic, behaviour and substance abuse.
Socio Demographic Impacts:
Perhaps the most significant socio demographic impact of a disaster on a stricken community is the
destruction of households dwellings such an event initiates what can be a very long process of disaster
recovery from some population segments The first stage is emergency shelter which consists of
unplanned and spontaneously sought locations that are intended only to provide protection from the
elements. The next steps is temporary shelter, which includes food preparation and sleeping facilities that
usually are sought from friends and relatives or are found in commercial lodging although “Mass Care”
facilities in school gymnasiums or church auditorium. acceptable as a last resort the third step is
temporary housing which allows victims to re-establish house hold reclines is non-preferred locations or
structures. The step is permanent housing which re-establishes household routines in preferred locations
and structures.
Socio economic Impacts:
The property damage caused by disaster impact causes direct economic losses that can be thought of as a
loss in asset value, the Ultimate economic impact of a disaster depends upon the disposition of the
damage assets some of these assets are not replaces and so their loss causes a reduction in consumption
and thus a decrease in quality of life or a reduction in investments and thus a decrease in economic
productivity other assets are replaced either through in kind donations. E.g.: Food and clothing or
commercial purchases. In the latter case, the cost of replacement must come from some source of
recovery funding, which generally can be characterized an either inter temporal transfer to the present
time from part savings or future from one group to another at a given time.45
Political Impacts:
There is substantial evidence that disaster impacts can cause social, economic damages, these activities
resulting in political disruption especially during the period of disaster recovery and rehabilitation. Some
of the catastrophic disasters in recent times have led to changes in disaster management policy and
creation of new organization. Policy changes include the enactment of disaster management Act 2005 and
development of the national disaster management response frame work.
Earthquake
Earthquake Characteristics
• Usually no warning. However, following a major earthquake, secondary shocks may warn of a
further earthquake.
• Speed of onset usually sudden.
• Earthquake-prone areas are generally well identified and well-known.
• Major effects (see also paragraph 4) arise mainly from land movement, fracture, or slippage;
specifically, they include damage (usually very severe) to structures and systems and considerable
casualties due to lack of warning.
General countermeasures
• Developing possible warning indicators,
• Land-use regulations,
• Building regulations,
• Relocating communities, and
• Public awareness and education programs.
Special problem areas for disaster management

• Severe and extensive damage, creating the need for urgent countermeasures, especially search and
rescue, and medical assistance;
• Difficulty of access and movement;
• Widespread loss of or damage to infrastructure, essential services, and life-support systems;
• Recovery requirements (e.g., restoration and rebuilding) may be very extensive and costly; and
• Rarity of occurrence in some areas may cause problems for economies of countermeasures and public
awareness.
Volcanic Eruption
Characteristics
• Volcanoes which are likely to constitute a disaster threat are internationally well documented and, in
many cases, monitored for possible activity. Usually, therefore, major eruptions can be predicted.
• Volcanic blast can destroy structures and environmental surrounds, and also cause fires, possibly
including forest fires.
• Land surface cracking, resulting from volcanic explosion, may affect buildings and other structures.
• Lava flow can bury buildings and crops. It may also cause fires and render land unusable.
• Ash, in its airborne form, can affect aircraft by ingestion into engines.
• Ground deposit of ash may destroy crops and also affect land use and water supplies.
• Ash may also cause respiratory problems.
• Mud flows may arise from associated heavy rain.
• Land-use regulations,
• Lava control systems,
• Developing a monitoring and warning system,
• Evacuation plans and arrangements,
• Relocating the population, and

Special problems areas for disaster management
• Access during eruption.
• Timely and accurate evacuation decision(s).
• Public apathy, especially if there is a history of false alarms or small eruptions. Thus, it may be difficult
to maintain public awareness and also to implement evacuation plans.
• Control of incoming sightseers when evacuation programs are being implemented.
Tsunami (Seismic Sea Wave)
Characteristics
• The velocity of the wave depends on the depth of water where the seismic disturbance occurs. Initial
wave velocity may be as high as
900 kilometer per hour (kph) (560 miles per hour [mph]), slowing to approximately 50 kph (31 mph) as
the wave strikes land.
• Warning time depends on the distance from the point of wave origin.
• Speed of onset varies (see above).
• Impact on a shoreline can be preceded by a marked recession of normal water level prior to the arrival
of a wave. This can result in a massive outgoing tide, followed by the incoming tsunami wave. People
may be trapped when they investigate the phenomenon of the outgoing tide and then be struck by the
incoming wave.
• The tsunami wave can be very destructive; wave heights of 30 meters have been known.
• Impact can cause flooding; saltwater contamination of crops, soil, and water supplies; and destruction of
or damage to buildings, structures, and shoreline vegetation.
• Optimum arrangements for receipt and dissemination of warning;
• Evacuating threatened communities from sea level/low-level areas to high ground, if sufficient warning
is available;
• Land-use regulations (but these are likely to be difficult to implement if the tsunami risk is perceived as
rare); and
• Timely dissemination of warning because of the possible short period between receipt of warning and
the arrival of the tsunami wave;
• Effective evacuation time-scale;
• Search and rescue; and
• Recovery problem may be extensive and costly because of severe destruction and damage.
Tropical Cyclone (Typhoon, Hurricane)
Characteristics
• Usually long warning, derived from systematic international meteorological observation (including
remote sensing);
• Speed of onset gradual;
• Tends to conform to seasonal pattern;
• Major effects arise mainly from destructive force winds, storm surge (producing inundation), and
flooding from intense rainfall. Landslides may follow flooding and heavy rainfall; and
• Destruction and/or severe damage to buildings and other structures, roads, essential services, crops, and
the environment generally. Major loss of life and livestock may occur.
• Effective warning arrangements;
• Precautionary measures during warning period (e.g., boarding up buildings, closing public facilities);
• Moving people to safe shelters;
• General readiness and cleanup measures prior to an expected cyclone season (especially to reduce the
risk of flying objects);
• Building regulations, and

• Public education and awareness.
• Assessing effects and needs may be difficult, especially due to bad weather following the impact of
main disaster and to problems of access and movement caused by high damage levels;
• Widespread destruction or loss of counter-disaster resources (e.g., transport, emergency food and
medical supplies, shelter materials);
• Difficulty of access and movement in carrying out urgent relief operations, especially emergency
feeding, shelter and medical assistance programs;
• Search and rescue;
• Widespread destruction/disruption of essential services;
• Evacuating; and
• Rehabilitating agriculture, especially tree crops.
Flood
Characteristics
• Long, short, or no warning, depending on the type of flood (e.g., flooding within parts of a major river
system may develop over a number of days or even weeks, whereas flashfloods may give no usable
warning);
• Speed of onset may be gradual or sudden;
• There may be seasonal patterns to flooding; and
• Major effects arise mainly from inundation and erosion; specifically, they may include isolation of
communities or areas, and involve the need for large-scale evacuation.
• Flood control (e.g., by walls, gates, dams, dikes, and levees);
• Land-use regulations;
• Building regulations;
• Forecasting, monitoring, and warning system(s);

• Relocating population;
• Planning and arranging evacuation;
• Emergency equipment, facilities, and materials such as special floodboats, sandbags, supplies of sand,
and designated volunteers who will implement emergency measures; and
• Difficulties of access and movement;
• Rescue;
• Medical and health difficulties (e.g., arising from sanitation problems);
• Evacuating;
• Loss of relief supplies; and
• Large-scale relief may be required until next crop harvest.
Landslide
Characteristics
• Warning period may vary. Little or no warning may be available if the cause is an earthquake. However,
some general warning may be assumed in the case of landslide arising from continuous heavy rain. Minor
initial landslips may give warning that heavy landslides are to follow. Natural movement of land surface
can be monitored, thus providing long warning of possibility of landslides.
• Speed of onset is mostly rapid.
• Damage to structures and systems can be severe (buildings may be buried or villages swept away).
• Rivers may be blocked, causing flooding.
• Crops may be affected. Sometimes areas of crop-producing land may be lost altogether (e.g., in the
major slippage of surface soils from a mountainside).
• When landslides are combined with very heavy rain and flooding, the movement of debris (e.g., remains
of buildings, uprooted trees) may cause high levels of damage and destruction.
• Land-use and building regulations;
• Monitoring systems, where applicable;
• Evacuating and/or relocating communities. Relocation has proved successful where crop-growing land
areas have been lost; and
• Public awareness programs.
• Difficulties of access and movement in affected areas;
• Search and rescue;
• Risk of follow-up landslides may hamper response operations;
• Relocation, as distinct from temporary evacuation, may be resisted by indigenous communities;
• Rehabilitation and recovery may be complex and costly; and
• In severe cases, it may not be possible and/or cost-effective to rehabilitate the area for organized human
settlement.
Bushfire (or Wildfire)
Characteristics
• Most bushfire-prone areas are well-known and well defined.
• Bushfire threat tends to be seasonal.
• Speed of onset may vary. It can be rapid under conditions of high temperatures and high wind, when
major fire fronts advance very quickly. Also, fragments of fire from a main front may be carried forward
by the wind, starting new fires further ahead. This is sometimes known as “spotting.”
• Effects can be very destructive, especially in loss of buildings, timber, and livestock (and human life if
counter-disaster arrangements are inadequate).
• Recovery from effects on the environment may take several years.
• Evacuating communities may be difficult and dangerous in the face of a major fire front.
• Accurate risk assessment;

• Effective monitoring and warning systems, including remote sensing to define “curing” or drying out of
vegetation;
• Fire prevention regulations;
• Seasonal mitigation measures (e.g., fuel reduction);
• Building regulations; and
• Public awareness and education programs, especially to ensure that individuals, families, and
communities cooperate in applying measures for prevention and mitigation, and especially that they
maintain adequate standards of preparedness during the high- risk season.
• Maintaining adequate community awareness and preparedness;
• The arsonist problem is difficult to counter;
• Establishing and maintaining adequate firefighting resources, especially if the threat is spasmodic;
• Establishing an adequate warning system, particularly the meaning of signals (e.g., sirens) and their
interpretation by threatened communities;
• Timely dissemination of warning and, if applicable, decision to evacuate;
• Long-term recovery may be prolonged due to high levels of environmental damage and destruction; and
• Evacuation movements, either out of affected areas or to safe havens within such areas.
Drought
Characteristics
• Major areas liable to drought are usually well-known;
• Periods of drought can be prolonged;
• Area(s) affected may be very large;
• Long warning;
• Effects on agriculture, livestock, rural industry production, and human habitation may be severe. This
may lead to prolonged food shortages or famine;
• Long-term effects can be in the form of severe economic loss, erosion which affects future habitation
and production, and sometimes abandonment of large tracts of land;
• Man-made activities may aggravate the possibility and extent of the drought problem (e.g., overgrazing
of agricultural land, destruction of forests or similar areas); and
• The inability and/or unwillingness of the population to move from drought-prone areas may exacerbate
the problem.
• There are few, if any, quick and easy solutions to the drought problem; effective countermeasures tend
to be mostly long term;
• The long-term resolution of drought problems usually rests with national governments and involves
major policy decisions;
• Since these decisions involve human settlement, they are often sensitive and difficult ones;
• International cooperation and assistance usually play an important part in coping with major drought
problems;
• Land management and special plans (e.g., for irrigation);
• Response to drought-caused emergencies usually includes providing food and water supply, medical and
health assistance (including monitoring of sanitation and possibility of epidemic), and emergency
accommodation (may be on an organized camp or similar basis); and
• Information programs, especially to assist aspects such as land management.
• Response requirements (e.g., feeding programs) may be extensive and prolonged, thus involving major
commitment and expenditure of resources.
• Prolonged drought may undermine self-reliance of affected communities, thus making it difficult to
withdraw disaster management assistance.
• Logistic requirements may exceed in-country capability, particularly if large inputs of outside
(international) commodities are involved.
Epidemic
Characteristics
• Disaster-related epidemic arises generally from the disrupted living conditions which follow disaster
impact.
• Epidemic may arise from:
food sources; water sources;
inadequate medical and health facilities/standards; malnutrition; and
vector-borne sources (e.g., mosquitoes).
• Types of disease include:
hepatitis, typhoid, diptheria, malaria, cholera, influenza, enteritis,
diarrhea,
skin diseases, and food poisoning.
• Under post-impact conditions, when personnel and facilities may be limited, outbreaks may prove
difficult to contain and control. This may particularly apply if community health education is substandard.
• Warning (i.e., risk) is self-evident in most post-impact circumstances.
• Speed of onset is mostly rapid.
• An effective medical and health sub-plan within the overall local or area counter-disaster plan. This
medical and health plan needs particularly to cover preparedness measures and the capability to deal with
post-disaster eventualities;
• Close post-disaster monitoring of medical and health aspects;
• Reinforcement of medical resources and supplies in anticipation of epidemic outbreak; and
• Public awareness and education, both before and after disaster impact.
• Loss of medical and health resources (e.g., clinics, medical supplies) during disaster impact (e.g., by a
cyclone) may inhibit response capability;
• In-country shortage of special equipment (e.g., water purifying plant).

• Integrating outside (international) medical and health assistance with local systems; and
• Containing and controlling common diseases (e.g., enteritis and diarrhea) which can have a mass effect,
especially if relevant medical and health resources are severely limited.
Major Accident
Characteristics
• Usually violent in nature (e.g., industrial or other explosion, aircraft crash, major fire, train collision);
• Can have limited or widespread effect (e.g., an aircraft crash may affect only those on board, whereas an
explosion involving hazardous chemicals may affect a wide area of the population);
• Mostly limited or no warning, though there may be longer warning of effects of, say, chemical or oil
spill; and
• Speed of onset usually rapid.
• Good physical planning (e.g., the siting of potentially accident-prone buildings or complexes);
• Special building regulations, if applicable;
• Good in-house safety and management standards/procedures, including evacuation plans and periodic
tests;
• Effective organizational emergency services (e.g., fire services and rescue teams) which are available to
immediately respond prior to the arrival of public emergency services;
• Effective community or area disaster plans so that coordinated response can be achieved; and
• Training in handling the effects of specific hazards.
• Unexpected nature of accidents may pose problems of reaction and response time;
• Response problems may be severe, extensive, and difficult (e.g., rescue from a building collapse, or in
circumstances where a chemical or radiation hazard exists, or where there are multiple casualties such as
in a major rail accident); and
• Identifying victim may be difficult in some cases.

Civil Unrest
Characteristics
• Usually the responsibility of police, paramilitary, and armed forces. However, other emergency services
such as fire services, medical authorities, and welfare agencies become involved;
• Violent and disruptive activities occur (e.g., bombing, armed clashes, mob demonstrations, and
violence);
• Patterns of civil unrest are difficult to predict. Therefore, effective warning may also be difficult;
• In many civil unrest circumstances, especially terrorism, the instigators have the initiative, thus
complicating the task of law enforcement authorities.
• Firmly applying law and order regulations and requirements;
• Imposing special emergency measures and regulations (e.g., restricted movement, curfews, and security
checks); and
• Positive information programs aimed at maintaining majority public support for government action
against disruptive elements/factions.
• Overloading of resource organizations (e.g., medical authorities, welfare agencies, and essential
services) because of demands of civil unrest incidents, in addition to normal commitments; and
• Difficulty of integrating “peacetime” resource organizations (noncombatant in nature) with “military

type” operations which are necessary to deal with violent civil unrest.
The General Effects of Disaster
Generally, typical effects of disasters may be:
• Loss of life,
• Injury,
• Damage to and destruction of property,
• Damage to and destruction of subsistence and cash crops,
• Disruption of production,
• Disruption of lifestyle,
• Loss of livelihood,
• Disruption to essential services,
• Damage to national infrastructure and disruption to governmental systems,
• National economic loss, and
• Sociological and psychological after effects

UNIT – 2
Role and Responsibility of Government and different Agencies
The responsibility of Disaster Management lies with both central and state government. India is disaster
prone country where floods are annual affair in NE stated, West Bengal and central India. While our
entire Northern and NE border is prone to avalanche, landslide and earthquakes.
Following are the role and responsibilities of the govt to reduce the effectiveness of any disaster.
Pre-Disaster measures
Keep a check and monitoring any impending disaster.
Early warning.
Planning and liaison with different DM agencies.
Educating people about DM.
Stocking relief material.
Rehearsing drills.
During Disaster
Launch search and rescue operations as quick as possible.
Provide relief material.
Transport people to safe places.
Provide temp shelter.
Immediately medical and health facilities.
Provide clean water and food.
Shift critically injured people to hospital.
Pool all resources and DM agencies. ( Include Army, Navy and Airforce if required. Though in our
country only defence forces are seen during any disaster or rescue operations as NDRF is almost defunct).
Post Disaster
Analyse the damage
Clean-up of rubble and rebuilding activities to begin.
Preference to rebuild and restart basic amenities
Analyse causes of disaster and future planning to tackle such disaster in future.
These are some the responsibility of our govt to tackle and minimise the damage of the disaster. Our
NDRF and district administration are needed to be better prepared for any contingencies, this reducing the
reaction time ( our reaction time to disaster is very poor as we lack initial preparations).
1. Role of the Union Government:
Although the State Government concerned has the primary responsibility for crisis management, the
Union Government plays a key supportive role in terms of physical and financial resources and providing
complementary measures, such as early warning and co-ordination of efforts of all union ministries,
departments and organisations. At the apex level, a Cabinet Committee on Natural Calamities reviews the
crisis situation.
A high level committee of ministers under the chairmanship of Minister of Agriculture deals with the
issue of financial support to be provided to the State Governments from the National Disaster Response
Fund, if the funds available with the State Governments under State Disaster Response Fund are not
adequate. Matters relating to nuclear, biological and chemical emergencies are looked after by the Cabinet
Committee on Security.
2. National Crisis Management Committee:
The Cabinet Secretary, as the highest executive officer, heads the National Crisis Management
Committee (NCMC). Secretaries of ministries and departments concerned and heads of other
organisations are members of NCMC, which reviews and monitors crisis situations on a regular basis and
gives directions to the Crisis Management Group, as deemed necessary. The NCMC can give directions
to any ministry, department or organisation for specific action needed for meeting the crisis situation.
As disaster management is a multi-disciplinary process, all Central Ministries and Departments have a
key role in the field of disaster management. In view of the highly technical and specific nature of certain
disaster events such as aviation disasters, rail accidents, chemical disasters and biological disasters etc.;
the ministries dealing with that particular subject have the nodal responsibility for handling that particular
type of disaster.
Nodal Ministries/Department for Disaster Management at the National Level:
i. Droughts – Ministry of agriculture
ii. Epidemics and Biological Disasters – Ministry of Health

iii. Chemical or Industrial Chemical Disasters – Ministry of Environment & Forest
iv. Nuclear Accidents – Department of Atomic Energy
v. Railway Accidents – Ministry of Railways
vi. Air Accidents – Ministry of Civil Aviation
vii. Natural Disasters except Drought & Epidemics and Civil Strife – Ministry of Home Affairs
The Secretaries of the Nodal Ministries and Departments of GOI, i.e. the Ministry of Home Affairs
(MHA), Agriculture, Civil Aviation, Environment and Forests, Health, Atomic Energy, Space, Earth
Sciences, Water Resources, Mines, Railways etc. are all members of the NEC and function as nodal
agencies for specific disasters based on their core competencies or as assigned to them.
The coordination between various nodal ministries/departments is done by National Executive Committee
(NEC), which is headed by Home Secretary. The NEC has to prepare the national plan for disaster
management based on the National Disaster Management Policy.
3. Crisis Management Group:

The Crisis Management Group (CMG) consists of nodal officers from various concerned ministries.
Apart from CMG, the National Executive Committee headed by the Home Secretary performs the
statutory coordination and functions as per the DM Act, 2005.
The CMG’s functions are to review annual contingency plans formulated by various ministries,
departments and organisations in their respective sectors, measures required for dealing with natural
disasters, coordinate the activities of the Union Ministries and State Governments in relation to disaster
preparedness and relief, and to obtain information from the nodal officers on all these issues.
In the event of a disaster, the CMG meets frequently to review relief operations and extends all possible
assistance required by the affected states to overcome the situation. The Resident Commissioner of the
affected state is also associated with such meetings.
4. Funding Mechanism:
Each state has a corpus of funds, called State Disaster Response Fund, administered by a state level
committee headed by the Chief Secretary of the State Government. The size of the corpus is determined
with reference to the expenditure normally incurred by the state on relief and rehabilitation over the past
ten years.
In case the funds under State Disaster Response Fund are not sufficient to meet the specific requirements,
State Governments can seek assistance from the National Disaster Response Fund—a fund created at
Central Government level. Both these funds, as the names suggest, are meant for relief and rehabilitation
and do not cover either mitigation or reconstruction works, which have to be funded separately by the
State or Union Government.
5. Role of State Government:

In India, the basic responsibility to undertake rescue, relief and rehabilitation measures in the event of
natural disasters rests with the state government. Since the very beginning, the entire structure of crisis
administration in the state governments had been oriented towards post disaster relief and rehabilitation.
Most of the states have Relief Commissioners who are in charge of the relief and rehabilitation measures.
Most of the states have switched over to a Disaster Management Department with the required linkages
with the various development and regulatory departments concerned with prevention, mitigation and
preparedness.
Every state has a Crisis Management Committee under the chairpersonship of the Chief Secretary,
consisting of secretaries in charge of concerned departments, which reviews crisis situations on a day-to-
day basis at the time of crisis, coordinates the activities of all departments and provides decision support
system to the district administration. At the ministers’ level, a Cabinet Committee on Natural Calamities
under the chairpersonship of the Chief Minister takes stock of situations and is responsible for all
important policy decisions.
6. Role of District Administration:
The District Magistrate/Collector has the responsibility for overall management of disasters in the district.
He has the authority to mobilise the response machinery and has been given financial powers to draw
money under the provisions of the General Financial Rules/Treasury Codes.
All departments of the State Government, including the police, fire services, public works, irrigation etc.,
work in a coordinated manner under the leadership of the Collector during a disaster, except in
metropolitan areas where the municipal body plays a major role. The District Collector also enjoys the
authority to request for assistance from the Armed Forces if circumstances so demand. NGOs have also
been effective in providing relief, rescue and rehabilitation in recent times.
7. Role of Local Self-Governments:

Local self-governments, both rural and urban, have emerged as important tiers of governance, after the
73rd and 74th Amendments to the Constitution. For the people, they are also the nearest units of
administration and are among the first responders to any crisis besides being closely knit with the
communities. These units can thus play an important role in crisis management under the overall
leadership of the District Administration.
8. Role of Public/NGO/Civil Society/Media:
The local community is usually the first responder in case of a disaster. Local community also carries
traditional knowledge and relevant counter measures regarding disaster management. So the role of local
community must be utilised with the help of NGOs and media.
They should be encouraged to play an active role in all three phases of disaster management. District
administration should also focus on capacity building, participation and empowerment of these
stakeholders in disaster management.
Mobilisation of community action supported by local NGOs, along with government machinery is a must
for quick, efficient and effective response. For this, healthy coordination must exist between local
administration and local community/NGOs. Local NGOs and civil society must work on developing a
deep culture of safety and prevention in society.
NGOs, civil society and media also play an active role as pressure groups in a democracy so that any
laxity on part of the government can be traced and fixed. So, the public and the NGOs should keep a close
vigil over the functioning of the government regarding disaster management and render their services as a
watchdog.
What is Needed?
We cannot prevent natural hazards, which are endemic to our geology, geography, climate, social and
cultural settings, but we can certainly strive to manage crisis more efficiently so that hazards do not
degenerate into disasters. With a coherent and meaningful crisis management strategy in place, it is quite
possible to visualize our country, despite its manifold hazards, as a place that will eventually be free of all
disasters.
In the realm of crisis management, announcing a policy, or promulgating a law, or creating an institution
is a relatively easy task; the challenge lies in implementing policies to achieve the desired outcomes.
Crisis management, a governance issue that is both vital and complex, is at the core of India’s
administrative system.
The system requires innovative thinking and fundamental changes in order to quicken the emergency
responses of the administration and increase the effectiveness of the machinery to meet the crisis situation
and enhance crisis preparedness. To that end, it is necessary that the apparatus of crisis management
should perform and deliver. What is needed is ushering in a new paradigm in the quality and efficacy of
our institutional capacity and delivery mechanisms while, at the same time, ensuring that they are
embedded in both the structures of authority and the mechanisms of accountability.
Our aim should not only be having more efficient systems of governance but also innovative ways of
capacity building and empowerment of all stakeholders at all levels, including panchayats and the
community, strategic applications of science and technology, realisation of a sound emergency
communication network, building safe homes and infrastructure, and learning from research and
development, as also from the experiences of handling crisis situations in the past.
Each of these tasks is a challenge and calls for careful strategy of planning and implementation coupled
with coordinated efforts of a variety of players, both within and outside the governmental structure. Our
target should be establishing the synergy and convergence of advances in the technological and
knowledge era with our rich socio-cultural practices and indigenous coping mechanisms. Systematic
preparedness, early warning, quick response and sustainable recovery have been the cornerstones of
approach to disaster management.
Institutional Support of Science and Technology Institutions for Disaster Management:
Disaster management depends heavily upon the inputs from various science and technology institutions.
Indeed, major improvements in disaster management efforts may be attributed to developments in science
and technology. As crisis management is multidisciplinary in nature, the relevant research is carried out in
several sector-wise research and development organisations.
The 2nd Administrative Reforms Committee has recommended that The National Disaster Management
Authority, assisted by NIDM, may facilitate a common platform between the science and technology
organisations and the users of relevant technologies. Such mechanisms may be made operational both at
the Union and State levels.
Professionalisation of Disaster Management:
Institutional development for disaster management in the country has clearly suffered on account of
paucity of professionally qualified personnel. While civil servants and other senior personnel in
organisations like the police, armed forces and municipal bodies have provided a leadership role and their
leadership will continue to be required, it is time that special attention is paid to the long-felt need to
professionalise disaster management in the country.
The best practices in disaster management are the strategies and methods perfected by several developed
countries and India can take advantage from exposure to these practices. It is, therefore, desirable that the
possibility of bilateral agreements with foreign governments for exchange of experiences and learning
from their documentation and research efforts be fully explored.
Use of Mass Media and Social Media:
Mass media plays a very important role in spreading awareness about disasters. Immediately after a major
disaster in any part of the world, the curiosity and apprehension among the communities about their own
risk is at its maximum.
This is an opportune time to carry out public awareness campaigns and use media to focus on generating
awareness about the risk the community is exposed to. This could best be achieved through a healthy
partnership between the media and the disaster management machinery.
An important input in such awareness generation programmes could be the lessons that have been learnt
from disasters in the past or from those in other areas. For this purpose, the details of all such disasters
need to be properly documented and kept in the public domain. The District Disaster Management
Authorities, the State Disaster Management Authorities and the NDMA should have these details along
with the lessons learnt, on their respective websites.
Building Community Resilience:
The community is also a repository of knowledge and skills which have evolved traditionally and these
need to be integrated in the risk reduction process. It is necessary to educate the community about the
entire disaster risk reduction and even to impart skills and assign specific roles to the members of the
community, so that the first response from the community is a well-coordinated one.
Focus on District Disaster Management Plan:
The District Administration should discuss the hazard, risk and vulnerability profile of the district. The
Administration should know the vulnerability map of the district, historical profile of various disasters
that have happened in the past, their impact on the district and how the district was able to cope up. What
is the preparedness of the district now? Would the district be able to handle the disaster if it is hit now?
What is the present capacity of preparedness of the district administration or DDMA for search and
rescue, relief distribution, logistics, ensuring life-line services, providing security and safety to the people,
law and order situation, resource mobilisation, etc.? The administration needs to know the answers for all
these questions. This would give an idea of the capacity, of the district and also give direction to start
planning. The administration or DDMA then consolidates the risks of the district and take the level
forward.
Role and Responsibility of Central, State, District and Local

Administration
In Disaster management act 2005 the, role and responsibility of central state district and local
administration are as following
THE NATIONAL DISASTER MANAGEMENT AUTHORITY
3. Establishment of National Disaster Management Authority.—(1) With effect from such date as
the Central Government may, by notification in the Official Gazette appoint in this behalf, there shall be
established for the purposes of this Act, an authority to be known as the National Disaster Management
Authority.
(2) The National Authority shall consist of the Chairperson and such number of other members, not
exceeding nine, as may be prescribed by the Central Government and, unless the rules otherwise provide,
the National Authority shall consist of the following:—
(a) the Prime Minister of India, who shall be the Chairperson of the National Authority,
ex officio;
(b) other members, not exceeding nine, to be nominated by the Chairperson of the National
Authority.
(3) The Chairperson of the National Authority may designate one of the members nominated under
clause (b) of sub-section (2) to be the Vice-Chairperson of the National Authority.
(4) The term of office and conditions of service of members of the National Authority shall be such
as may be prescribed.
4. Meetings of National Authority.—(1) The National Authority shall meet as and when necessary
and at such time and place as the Chairperson of the National Authority may think fit.
(2) The Chairperson of the National Authority shall preside over the meetings of the National
Authority.
(3) If for any reason the Chairperson of the National Authority is unable to attend any meeting of the
National Authority, the Vice-Chairperson of the National Authority shall preside over the meeting.
5. Appointment of officers and other employees of the National Authority.—The Central

Government shall provide the National Authority with such officers, consultants and employees, as it
considers necessary for carrying out the functions of the National Authority.
6. Powers and functions of National Authority.—(1) Subject to the provisions of this Act, the
National Authority shall have the responsibility for laying down the policies, plans and guidelines for
disaster management for ensuring timely and effective response to disaster.
(2) Without prejudice to generality of the provisions contained in sub-section (1), the National
Authority may —
(a) lay down policies on disaster management;
(b) approve the National Plan;
(c) approve plans prepared by the Ministries or Departments of the Government of India in
accordance with the National Plan;
(d) lay down guidelines to be followed by the State Authorities in drawing up the State Plan;
(e) lay down guidelines to be followed by the different Ministries or Departments of the Government
of India for the purpose of integrating the measures for prevention of disaster or the mitigation of its
effects in their development plans and projects;
(f) coordinate the enforcement and implementation of the policy and plan for disaster management;
(g) recommend provision of funds for the purpose of mitigation;
(h) provide such support to other countries affected by major disasters as may be determined by the
Central Government;
(i) take such other measures for the prevention of disaster, or the mitigation, or preparedness and
capacity building for dealing with the threatening disaster situation or disaster as it may consider
necessary;
(j) lay down broad policies and guidelines for the functioning of the National Institute of Disaster
Management.
(3) The Chairperson of the National Authority shall, in the case of emergency, have power to
exercise all or any of the powers of the National Authority but exercise of such powers shall be subject to
ex post facto ratification by the National Authority.
7. Constitution of advisory committee by National Authority.—(1) The National Authority may

constitute an advisory committee consisting of experts in the field of disaster management and having
practical experience of disaster management at the national, State or district level to make
recommendations on different aspects of disaster management.
(2) The members of the advisory committee shall be paid such allowances as may be prescribed by the
Central Government in consultation with the National Authority.
8. Constitution of National Executive Committee.—(1) The Central Government shall, immediately

after issue of notification under sub-section (1) of section 3, constitute a National Executive Committee to
assist the National Authority in the performance of its functions under this Act.
(2) The National Executive Committee shall consist of the following members, namely:—
(a) the Secretary to the Government of India in charge of the Ministry or Department of the Central
Government having administrative control of the disaster management, who shall be Chairperson, ex
officio;
(b) the Secretaries to the Government of India in the Ministries or Departments having administrative
control of the agriculture, atomic energy, defence, drinking water supply, environment and forests,
finance (expenditure), health, power, rural development, science and technology, space,
telecommunication, urban development, water resources and the Chief of the Integrated Defence Staff of
the Chiefs of Staff Committee, ex officio.
(3) The Chairperson of the National Executive Committee may invite any other officer of the Central
Government or a State Government for taking part in any meeting of the National Executive Committee
and shall exercise such powers and perform such functions as may be prescribed by the Central
Government in consultation with the National Authority.
(4) The procedure to be followed by the National Executive Committee in exercise of its powers and
discharge of its functions shall be such as may be prescribed by the Central Government.
9. Constitution of sub-committees.—(1) The National Executive Committee may, as and when it

considers necessary, constitute one or more sub-committees, for the efficient discharge of its functions.
(2) The National Executive Committee shall, from amongst its members, appoint the Chairperson of
the sub-committee referred to in sub-section (1).
(3) Any person associated as an expert with any sub-committee may be paid such allowances as may
be prescribed by the Central Government.
10. Powers and functions of National Executive Committee.—(1) The National Executive Committee
shall assist the National Authority in the discharge of its functions and have the responsibility for
implementing the policies and plans of the National Authority and ensure the compliance of directions
issued by the Central Government for the purpose of disaster management in the country.
(2) Without prejudice to the generality of the provisions contained in sub-section (1), the National
Executive Committee may—
(a) act as the coordinating and monitoring body for disaster management;
(b) prepare the National Plan to be approved by the National Authority;
(c) coordinate and monitor the implementation of the National Policy;
(d) lay down guidelines for preparing disaster management plans by different Ministries or
Departments of the Government of India and the State Authorities;
(e) provide necessary technical assistance to the State Governments and the State Authorities for
preparing their disaster management plans in accordance with the guidelines laid down by the National
Authority;
(f) monitor the implementation of the National Plan and the plans prepared by the Ministries or
Departments of the Government of India;
(g) monitor the implementation of the guidelines laid down by the National Authority for integrating
of measures for prevention of disasters and mitigation by the Ministries or Departments in their
development plans and projects;
(h) monitor, coordinate and give directions regarding the mitigation and preparedness measures to be
taken by different Ministries or Departments and agencies of the Government;
(i) evaluate the preparedness at all governmental levels for the purpose of responding to any
threatening disaster situation or disaster and give directions, where necessary, for enhancing such
preparedness;
(j) plan and coordinate specialised training programme for disaster management for different levels
of officers, employees and voluntary rescue workers;
(k) coordinate response in the event of any threatening disaster situation or disaster;
(l) lay down guidelines for, or give directions to, the concerned Ministries or Departments of the
Government of India, the State Governments and the State Authorities regarding measures to be taken by
them in response to any threatening disaster situation or disaster;
(m) require any department or agency of the Government to make available to the National Authority
or State Authorities such men or material resources as are available with it for the purposes of emergency
response, rescue and relief;
(n) advise, assist and coordinate the activities of the Ministries or Departments of the Government of
India, State Authorities, statutory bodies, other governmental or non-governmental organisations and
others engaged in disaster management;
(o) provide necessary technical assistance or give advice to the State Authorities and District
Authorities for carrying out their functions under this Act;
(p) promote general education and awareness in relation to disaster management; and
(q) perform such other functions as the National Authority may require it to perform.
11. National Plan.—(1) There shall be drawn up a plan for disaster management for the whole of the
country to be called the National Plan.
(2) The National Plan shall be prepared by the National Executive Committee having regard to the
National Policy and in consultation with the State Governments and expert bodies or organisations in the
field of disaster management to be approved by the National Authority.
(3) The National Plan shall include—
(a) measures to be taken for the prevention of disasters, or the mitigation of their effects;
(b) measures to be taken for the integration of mitigation measures in the development plans;
(c) measures to be taken for preparedness and capacity building to effectively respond to any
threatening disaster situations or disaster;
(d) roles and responsibilities of different Ministries or Departments of the Government of India in
respect of measures specified in clauses (a), (b) and (c).
(4) The National Plan shall be reviewed and updated annually.
(5) Appropriate provisions shall be made by the Central Government for financing the measures to be
carried out under the National Plan.
(6) Copies of the National Plan referred to in sub-sections (2) and (4) shall be made available to the
Ministries or Departments of the Government of India and such Ministries or Departments shall draw up
their own plans in accordance with the National Plan.
12. Guidelines for minimum standards of relief.—The National Authority shall recommend
guidelines for the minimum standards of relief to be provided to persons affected by disaster, which shall
include,—
(i) the minimum requirements to be provided in the relief camps in relation to shelter, food, drinking
water, medical cover and sanitation;
(ii) the special provisions to be made for widows and orphans;
(iii) ex gratia assistance on account of loss of life as also assistance on account of damage to houses
and for restoration of means of livelihood;
(iv) such other relief as may be necessary.

13. Relief in loan repayment, etc.—The National Authority may, in cases of disasters of severe
magnitude, recommend relief in repayment of loans or for grant of fresh loans to the persons affected by
disaster on such concessional terms as may be appropriate.
STATE DISASTER MANAGEMENT AUTHORITIES
14. Establishment of State Disaster Management Authority.—(1) Every State Government shall, as
soon as may be after the issue of the notification under sub-section (1) of section 3, by notification in the
Official Gazette, establish a State Disaster Management Authority for the State with such name as may be
specified in the notification of the State Government.
(2) A State Authority shall consist of the Chairperson and such number of other members, not
exceeding nine, as may be prescribed by the State Government and, unless the rules otherwise provide,
the State Authority shall consist of the following members, namely:—
(a) the Chief Minister of the State, who shall be Chairperson, ex officio;
(b) other members, not exceeding eight, to be nominated by the Chairperson of the State Authority;
(c) the Chairperson of the State Executive Committee, ex officio.
(3) The Chairperson of the State Authority may designate one of the members nominated under
clause (b) of sub-section (2) to be the Vice-Chairperson of the State Authority.
(4) The Chairperson of the State Executive Committee shall be the Chief Executive Officer of the
State Authority, ex officio:
Provided that in the case of a Union territory having Legislative Assembly, except the Union territory of
Delhi, the Chief Minister shall be the Chairperson of the Authority established under this section and in
case of other Union territories, the Lieutenant Governor or the Administrator shall be the Chairperson of
that Authority:
Provided further that the Lieutenant Governor of the Union territory of Delhi shall be the Chairperson and
the Chief Minister thereof shall be the Vice-Chairperson of the State Authority.
(5) The term of office and conditions of service of members of the State Authority shall be such as
may be prescribed.
15. Meetings of the State Authority.—(1) The State Authority shall meet as and when necessary and
at such time and place as the Chairperson of the State Authority may think fit.
(2) The Chairperson of the State Authority shall preside over the meetings of the State Authority.
(3) If for any reason, the Chairperson of the State Authority is unable to attend the meeting of the
State Authority, the Vice-Chairperson of the State Authority shall preside at the meeting.
16. Appointment of officers and other employees of State Authority.—The State Government shall
provide the State Authority with such officers, consultants and employees, as it considers necessary, for
carrying out the functions of the State Authority.
17. Constitution of advisory committee by the State Authority.—(1) A State Authority may, as and
when it considers necessary, constitute an advisory committee, consisting of experts in the field of
disaster management and having practical experience of disaster management to make recommendations
on different aspects of disaster management.
(2) The members of the advisory committee shall be paid such allowances as may be prescribed by the
State Government.
18. Powers and functions of State Authority.—(1) Subject to the provisions of this Act, a State
Authority shall have the responsibility for laying down policies and plans for disaster management in the
State.
(2) Without prejudice to the generality of provisions contained in sub-section (1), the State Authority
may—
(a) lay down the State disaster management policy;
(b) approve the State Plan in accordance with the guidelines laid down by the National Authority;
(c) approve the disaster management plans prepared by the departments of the Government of the
State;
(d) lay down guidelines to be followed by the departments of the Government of the State for the
purposes of integration of measures for prevention of disasters and mitigation in their development plans
and projects and provide necessary technical assistance therefor;
(e) coordinate the implementation of the State Plan;
(f) recommend provision of funds for mitigation and preparedness measures;

(g) review the development plans of the different departments of the State and ensure that prevention
and mitigation measures are integrated therein;
(h) review the measures being taken for mitigation, capacity building and preparedness by the
departments of the Government of the State and issue such guidelines as may be necessary.
(3) The Chairperson of the State Authority shall, in the case of emergency, have power to exercise all
or any of the powers of the State Authority but the exercise of such powers shall be subject to
ex post facto ratification of the State Authority.
19. Guidelines for minimum standard of relief by State Authority.—The State Authority shall lay
down detailed guidelines for providing standards of relief to persons affected by disaster in the State:
Provided that such standards shall in no case be less than the minimum standards in the guidelines laid
down by the National Authority in this regard.
20. Constitution of State Executive Committee.—(1) The State Government shall, immediately after
issue of notification under sub-section (1) of section 14, constitute a State Executive Committee to assist
the State Authority in the performance of its functions and to coordinate action in accordance with the
guidelines laid down by the State Authority and ensure the compliance of directions issued by the State
Government under this Act.
(2) The State Executive Committee shall consist of the following members, namely:—
(a) the Chief Secretary to the State Government, who shall be Chairperson, ex officio;
(b) four Secretaries to the Government of the State of such departments as the State Government may
think fit, ex officio.
(3) The Chairperson of the State Executive Committee shall exercise such powers and perform such
functions as may be prescribed by the State Government and such other powers and functions as may be
delegated to him by the State Authority.
(4) The procedure to be followed by the State Executive Committee in exercise of its powers and
discharge of its functions shall be such as may be prescribed by the State Government.
21. Constitution of sub-committees by State Executive Committee.—(1) The State Executive

Committee may, as and when it considers necessary, constitute one or more sub-committees, for efficient
discharge of its functions.
(2) The State Executive Committee shall, from amongst its members, appoint the Chairperson of the
sub-committee referred to in sub-section (1).
(3) Any person associated as an expert with any sub-committee may be paid such allowances as may
be prescribed by the State Government.
22. Functions of the State Executive Committee.—(1) The State Executive Committee shall have the
responsibility for implementing the National Plan and State Plan and act as the coordinating and
monitoring body for management of disaster in the State.
(2) Without prejudice to the generality of the provisions of sub-section (1), the State Executive
Committee may—
(a) coordinate and monitor the implementation of the National Policy, the National Plan and the State
Plan;
(b) examine the vulnerability of different parts of the State to different forms of disasters and specify
measures to be taken for their prevention or mitigation;
(c) lay down guidelines for preparation of disaster management plans by the departments of the
Government of the State and the District Authorities;
(d) monitor the implementation of disaster management plans prepared by the departments of the
Government of the State and District Authorities;
(e) monitor the implementation of the guidelines laid down by the State Authority for integrating of
measures for prevention of disasters and mitigation by the departments in their development plans and
projects;
(f) evaluate preparedness at all governmental or non-governmental levels to respond to any

threatening disaster situation or disaster and give directions, where necessary, for enhancing such
preparedness;
(g) coordinate response in the event of any threatening disaster situation or disaster;
(h) give directions to any Department of the Government of the State or any other authority or body
in the State regarding actions to be taken in response to any threatening disaster situation or disaster;
(i) promote general education, awareness and community training in regard to the forms of disasters
to which different parts of the State are vulnerable and the measures that may be taken by such
community to prevent the disaster, mitigate and respond to such disaster;
(j) advise, assist and coordinate the activities of the Departments of the Government of the State,
District Authorities, statutory bodies and other governmental and non-governmental organisations
engaged in disaster management;
(k) provide necessary technical assistance or give advice to District Authorities and local authorities
for carrying out their functions effectively;
(l) advise the State Government regarding all financial matters in relation to disaster management;
(m) examine the construction, in any local area in the State and, if it is of the opinion that the
standards laid for such construction for the prevention of disaster is not being or has not been followed,
may direct the District Authority or the local authority, as the case may be, to take such action as may be
necessary to secure compliance of such standards;
(n) provide information to the National Authority relating to different aspects of disaster
management;
(o) lay down, review and update State level response plans and guidelines and ensure that the district
level plans are prepared, reviewed and updated;
(p) ensure that communication systems are in order and the disaster management drills are carried out
periodically;
(q) perform such other functions as may be assigned to it by the State Authority or as it may consider
necessary.
23. State Plan.—(1) There shall be a plan for disaster management for every State to be called the
State Disaster Management Plan.
(2) The State Plan shall be prepared by the State Executive Committee having regard to the
guidelines laid down by the National Authority and after such consultation with local authorities, district
authorities and the people's representatives as the State Executive Committee may deem fit.
(3) The State Plan prepared by the State Executive Committee under sub-section (2) shall be
approved by the State Authority.
(4) The State Plan shall include,—
(a) the vulnerability of different parts of the State to different forms of disasters;
(b) the measures to be adopted for prevention and mitigation of disasters;
(c) the manner in which the mitigation measures shall be integrated with the development plans and
projects;
(d) the capacity-building and preparedness measures to be taken;
(e) the roles and responsibilities of each Department of the Government of the State in relation to the
measures specified in clauses (b), (c) and (d) above;
(f) the roles and responsibilities of different Departments of the Government of the State in
responding to any threatening disaster situation or disaster.
(5) The State Plan shall be reviewed and updated annually.
(6) Appropriate provisions shall be made by the State Government for financing for the measures to
be carried out under the State Plan.
(7) Copies of the State Plan referred to in sub-sections (2) and (5) shall be made available to the
Departments of the Government of the State and such Departments shall draw up their own plans in
accordance with the State Plan.
24. Powers and functions of State Executive Committee in the event of threatening disaster
situation.—For the purpose of, assisting and protecting the community affected by disaster or providing
relief to such community or, preventing or combating disruption or dealing with the effects of any
threatening disaster situation, the State Executive Committee may—
(a) control and restrict, vehicular traffic to, from or within, the vulnerable or affected area;
(b) control and restrict the entry of any person into, his movement within and departure from, a
vulnerable or affected area;
(c) remove debris, conduct search and carry out rescue operations;
(d) provide shelter, food, drinking water, essential provisions, healthcare and services in accordance
with the standards laid down by the National Authority and State Authority;
(e) give direction to the concerned Department of the Government of the State, any District
Authority or other authority, within the local limits of the State to take such measure or steps for rescue,
evacuation or providing immediate relief saving lives or property, as may be necessary in its opinion;
(f) require any department of the Government of the State or any other body or authority or person in
charge of any relevant resources to make available the resources for the purposes of emergency response,
rescue and relief;
(g) require experts and consultants in the field of disasters to provide advice and assistance for rescue
and relief;
(h) procure exclusive or preferential use of amenities from any authority or person as and when
required;
(i) construct temporary bridges or other necessary structures and demolish unsafe structures which
may be hazardous to public;
(j) ensure that non-governmental organisations carry out their activities in an equitable and non-
discriminatory manner;
(k) disseminate information to public to deal with any threatening disaster situation or disaster;
(l) take such steps as the Central Government or the State Government may direct in this regard or
take such other steps as are required or warranted by the form of any threatening disaster situation or
disaster.
DISTRICT DISASTER MANAGEMENT AUTHORITY
25. Constitution of District Disaster Management Authority.—(1) Every State Government shall, as
soon as may be after issue of notification under sub-section (1) of section 14, by notification in the
Official Gazette, establish a District Disaster Management Authority for every district in the State with
such name as may be specified in that notification.
(2) The District Authority shall consist of the Chairperson and such number of other members, not
exceeding seven, as may be prescribed by the State Government, and unless the rules otherwise provide,
it shall consist of the following, namely:—
(a) the Collector or District Magistrate or Deputy Commissioner, as the case may be, of the district
who shall be Chairperson, ex officio;
(b) the elected representative of the local authority who shall be the co-Chairperson, ex officio:
Provided that in the Tribal Areas, as referred to in the Sixth Schedule to the Constitution, the
Chief Executive Member of the district council of autonomous district, shall be the co-Chairperson,
ex officio;
(c) the Chief Executive Officer of the District Authority, ex officio;
(d) the Superintendent of Police, ex officio;
(e) the Chief Medical Officer of the district, ex officio;
(f) not exceeding two other district level officers, to be appointed by the State Government.
(3) In any district where zila parishad exists, the Chairperson thereof shall be the co-Chairperson of
the District Authority.
(4) The State Government shall appoint an officer not below the rank of Additional Collector or
Additional District Magistrate or Additional Deputy Commissioner, as the case may be, of the district to
be the Chief Executive Officer of the District Authority to exercise such powers and perform such
functions as may be prescribed by the State Government and such other powers and functions as may be
delegated to him by the District Authority.
26. Powers of Chairperson of District Authority.—(1) The Chairperson of the District Authority
shall, in addition to presiding over the meetings of the District Authority, exercise and discharge such
powers and functions of the District Authority as the District Authority may delegate to him.
(2) The Chairperson of the District Authority shall, in the case of an emergency, have power to
exercise all or any of the powers of the District Authority but the exercise of such powers shall be subject
to ex post facto ratification of the District Authority.
(3) The District Authority or the Chairperson of the District Authority may, by general or special
order, in writing, delegate such of its or his powers and functions, under sub-section (1) or (2), as the case
may be, to the Chief Executive Officer of the District Authority, subject to such conditions and
limitations, if any, as it or he deems fit.
27. Meetings.—The District Authority shall meet as and when necessary and at such time and place
as the Chairperson may think fit.
28. Constitution of advisory committees and other committees.—(1) The District Authority may, as
and when it considers necessary, constitute one or more advisory committees and other committees for
the efficient discharge of its functions.
(2) The District Authority shall, from amongst its members, appoint the Chairperson of the
Committee referred to in sub-section (1).
(3) Any person associated as an expert with any committee or sub-committee constituted under sub-
section (1) may be paid such allowances as may be prescribed by the State Government.
29. Appointment of officers and other employees of District Authority.—The State Government shall
provide the District Authority with such officers, consultants and other employees as it considers
necessary for carrying out the functions of District Authority.
30. Powers and functions of District Authority.—(1) The District Authority shall act as the district
planning, coordinating and implementing body for disaster management and take all measures for the
purposes of disaster management in the district in accordance with the guidelines laid down by the
National Authority and the State Authority.
(2) Without prejudice to the generality of the provisions of sub-section (1), the District Authority
may—
(i) prepare a disaster management plan including district response plan for the district;
(ii) Coordinate and monitor the implementation of the National Policy, State Policy, National Plan,
State Plan and District Plan;
(iii) 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 undertaken by the departments of the
Government at the district level as well as by the local authorities;
(iv) ensure that the guidelines for prevention of disasters, mitigation of its effects, preparedness and
response measures as laid down by the National Authority and the State Authority are followed by all
departments of the Government at the district level and the local authorities in the district;
(v) give directions to different authorities at the district level and local authorities to take such other
measures for the prevention or mitigation of disasters as may be necessary;
(vi) lay down guidelines for prevention of disaster management plans by the department of the
Government at the districts level and local authorities in the district;
(vii) monitor the implementation of disaster management plans prepared by the Departments of the
Government at the district level;
(viii) lay down guidelines to be followed by the Departments of the Government at the district level for
purposes of integration of measures for prevention of disasters and mitigation in their development plans
and projects and provide necessary technical assistance therefor;
(ix) monitor the implementation of measures referred to in clause (viii);
(x) review the state of capabilities for responding to any disaster or threatening disaster situation in
the district and give directions to the relevant departments or authorities at the district level for their up
gradation as may be necessary;
(xi) review the preparedness measures and 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;
(xii) organise and coordinate specialised training programmes for different levels of officers,
employees and voluntary rescue workers in the district;
(xiii) facilitate community training and awareness programmes for prevention of disaster or mitigation
with the support of local authorities, governmental and non-governmental organisations;
(xiv) set up, maintain, review and upgrade the mechanism for early warnings and dissemination of
proper information to public;
(xv) prepare, review and update district level response plan and guidelines;
(xvi) coordinate response to any threatening disaster situation or disaster;
(xvii) ensure that the Departments of the Government at the district level and the local authorities
prepare their response plans in accordance with the district response plan;
(xviii) lay down guidelines for, or give direction to, the concerned Department of the Government at the
district level or any other authorities within the local limits of the district to take measures to respond
effectively to any threatening disaster situation or disaster;
(xix) advise, assist and coordinate the activities of the Departments of the Government at the district
level, statutory bodies and other governmental and non-governmental organisations in the district engaged
in the disaster management;
(xx) coordinate with, and give guidelines to, local authorities in the district to ensure that measures for
the prevention or mitigation of threatening disaster situation or disaster in the district are carried out
promptly and effectively;
(xxi) provide necessary technical assistance or give advise to the local authorities in the district for
carrying out their functions;
(xxii) review development plans prepared by the Departments of the Government at the district level,
statutory authorities or local authorities with a view to make necessary provisions therein for prevention
of disaster or mitigation;
(xxiii) examine the construction in any area in the district and, if it is of the opinion that the standards for
the prevention of disaster or mitigation laid down for such construction is not being or has not been
followed, may direct the concerned authority to take such action as may be necessary to secure
compliance of such standards;
(xxiv) identify buildings and places which could, in the event of any threatening disaster situation or
disaster, be used as relief centers or camps and make arrangements for water supply and sanitation in such
buildings or places;
(xxv) establish stockpiles of relief and rescue materials or ensure preparedness to make such materials
available at a short notice;
(xxvi) provide information to the State Authority relating to different aspects of disaster management;
(xxvii) encourage the involvement of non-governmental organisations and voluntary social- welfare
institutions working at the grassroots level in the district for disaster management;
(xxviii) ensure communication systems are in order, and disaster management drills are carried out
periodically;
(xxix) perform such other functions as the State Government or State Authority may assign to it or as it
deems necessary for disaster management in the District.
31. District Plan.—(1) There shall be a plan for disaster management for every district of the State.
(2) The District Plan shall be prepared by the District Authority, after consultation with the local
authorities and having regard to the National Plan and the State Plan, to be approved by the State
Authority.
(3) The District Plan shall include—

(a) the areas in the district vulnerable to different forms of disasters;
(b) the measures to be taken, for prevention and mitigation of disaster, by the Departments of the
Government at the district level and local authorities in the district;
(c) the capacity-building and preparedness measures required to be taken by the Departments of the
Government at the district level and the local authorities in the district to respond to any threatening
disaster situation or disaster;
(d) the response plans and procedures, in the event of a disaster, providing for—
(i) allocation of responsibilities to the Departments of the Government at the district level and the
local authorities in the district;
(ii) prompt response to disaster and relief thereof;
(iii) procurement of essential resources;
(iv) establishment of communication links; and
(v) the dissemination of information to the public;
(e) such other matters as may be required by the State Authority.
(4) The District Plan shall be reviewed and updated annually.
(5) The copies of the District Plan referred to in sub-sections (2) and (4) shall be made available to
the Departments of the Government in the district.
(6) The District Authority shall send a copy of the District Plan to the State Authority which shall
forward it to the State Government.
(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.
32. Plans by different authorities at district level and their implementation.—Every office of the
Government of India and of the State Government at the district level and the local authorities shall,
subject to the supervision of the District Authority,—
(a) prepare a disaster management plan setting out the following, namely:—
(i) provisions for prevention and mitigation measures as provided for in the District Plan and as is
assigned to the department or agency concerned;
(ii) provisions for taking measures relating to capacity-building and preparedness as laid down in the
District Plan;
(iii) the response plans and procedures, in the event of, any threatening disaster situation or disaster;
(b) coordinate the preparation and the implementation of its plan with those of the other organisations
at the district level including local authority, communities and other stakeholders;
(c) regularly review and update the plan; and
(d) submit a copy of its disaster management plan, and of any amendment thereto, to the District
Authority.
33. Requisition by the District Authority.—The District Authority may by order require any officer or
any Department at the district level or any local authority to take such measures for the prevention or
mitigation of disaster, or to effectively respond to it, as may be necessary, and such officer or department
shall be bound to carry out such order.
34. Powers and functions of District Authority in the event of any threatening disaster situation or
disaster.—For the purpose of assisting, protecting or providing relief to the community, in response to
any threatening disaster situation or disaster, the District Authority may—
(a) give directions for the release and use of resources available with any Department of the
Government and the local authority in the district;
(b) control and restrict vehicular traffic to, from and within, the vulnerable or affected area;
(c) control and restrict the entry of any person into, his movement within and departure from, a
vulnerable or affected area;
(d) remove debris, conduct search and carry out rescue operations;
(e) provide shelter, food, drinking water and essential provisions, healthcare and services;
(f) establish emergency communication systems in the affected area;
(g) make arrangements for the disposal of the unclaimed dead bodies;
(h) recommend to any Department of the Government of the State or any authority or body under that
Government at the district level to take such measures as are necessary in its opinion;
(i) require experts and consultants in the relevant fields to advise and assist as it may deem
necessary;
(j) procure exclusive or preferential use of amenities from any authority or person;
(k) construct temporary bridges or other necessary structures and demolish structures which may be
hazardous to public or aggravate the effects of the disaster;
(l) ensure that the non-governmental organisations carry out their activities in an equitable and non-
discriminatory manner;
(m) take such other steps as may be required or warranted to be taken in such a situation.
MEASURES BY THE GOVERNMENT FOR DISASTER MANAGEMENT
35. Central Government to take measures.—(1) Subject to the provisions of this Act, the Central
Government shall take all such measures as it deems necessary or expedient for the purpose of disaster
management.
(2) In particular and without prejudice to the generality of the provisions of sub-section (1), the
measures which the Central Government may take under that sub-section include measures with respect
to all or any of the following matters, namely:—
(a) coordination of actions of the Ministries or Departments of the Government of India, State
Governments, National Authority, State Authorities, governmental and non-governmental organisations
in relation to disaster management;
(b) ensure the integration of measures for prevention of disasters and mitigation by Ministries or
Departments of the Government of India into their development plans and projects;
(c) ensure appropriate allocation of funds for prevention of disaster, mitigation, capacity-building
and preparedness by the Ministries or Departments of the Government of India;
(d) ensure that the Ministries or Departments of the Government of India take necessary measures for
preparedness to promptly and effectively respond to any threatening disaster situation or disaster;
(e) cooperation and assistance to State Governments, as requested by them or otherwise deemed
appropriate by it;
(f) deployment of naval, military and air forces, other armed forces of the Union or any other civilian
personnel as may be required for the purposes of this Act;
(g) coordination with the United Nations agencies, international organisations and governments of
foreign countries for the purposes of this Act;
(h) establish institutions for research, training, and developmental programmes in the field of disaster
management;
(i) such other matters as it deems necessary or expedient for the purpose of securing effective
implementation of the provisions of this Act.
(3) The Central Government may extend such support to other countries affected by major disaster as
it may deem appropriate.
36. Responsibilities of Ministries or Departments of Government of India.—It shall be the

responsibility of every Ministry or Department of the Government of India to—
(a) take measures necessary for prevention of disasters, mitigation, preparedness and capacity-
building in accordance with the guidelines laid down by the National Authority;
(b) integrate into its development plans and projects, the measures for prevention or mitigation of
disasters in accordance with the guidelines laid down by the National Authority;
(c) respond effectively and promptly to any threatening disaster situation or disaster in accordance
with the guidelines of the National Authority or the directions of the National Executive Committee in
this behalf;
(d) review the enactments administered by it, its policies, rules and regulations, with a view to
incorporate therein the provisions necessary for prevention of disasters, mitigation or preparedness;
(e) allocate funds for measures for prevention of disaster, mitigation, capacity-building and
preparedness;
(f) provide assistance to the National Authority and State Governments for—
(i) drawing up mitigation, preparedness and response plans, capacity-building, data collection and
identification and training of personnel in relation to disaster management;
(ii) carrying out rescue and relief operations in the affected area;
(iii) assessing the damage from any disaster;
(iv) carrying out rehabilitation and reconstruction;
(g) make available its resources to the National Executive Committee or a State Executive
Committee for the purposes of responding promptly and effectively to any threatening disaster situation
or disaster, including measures for—
(i) providing emergency communication in a vulnerable or affected area;
(ii) transporting personnel and relief goods to and from the affected area;
(iii) providing evacuation, rescue, temporary shelter or other immediate relief;
(iv) setting up temporary bridges, jetties and landing places;
(v) providing, drinking water, essential provisions, healthcare, and services in an affected area;
(h) take such other actions as it may consider necessary for disaster management.
37. Disaster management plans of Ministries or Departments of Government of India.—(1) Every

Ministry or Department of the Government of India shall—
(a) prepare a disaster management plan specifying the following particulars, namely:—
(i) the measures to be taken by it for prevention and mitigation of disasters in accordance with the
National Plan;
(ii) the specifications regarding integration of mitigation measures in its development plans in
accordance with the guidelines of the National Authority and the National Executive Committee;
(iii) its roles and responsibilities in relation to preparedness and capacity-building to deal with any
threatening disaster situation or disaster;
(iv) its roles and responsibilities in regard to promptly and effectively responding to any threatening
disaster situation or disaster;
(v) the present status of its preparedness to perform the roles and responsibilities specified in sub-
clauses (iii) and (iv);
(vi) the measures required to be taken in order to enable it to perform its responsibilities specified in
sub-clauses (iii) and (iv);
(b) review and update annually the plan referred to in clause (a);
(c) forward a copy of the plan referred to in clause (a) or clause (b), as the case may be, to the
Central Government which Government shall forward a copy thereof to the National Authority for its
approval.
(2) Every Ministry or Department of the Government of India shall—
(a) make, while preparing disaster management plan under clause (a) of sub-section (1), provisions
for financing the activities specified therein;
(b) furnish a status report regarding the implementation of the plan referred to in clause (a) of sub-
section (1) to the National Authority, as and when required by it.
38. State Government to take measures.—(1) Subject to the provisions of this Act, each State
Government shall take all measures specified in the guidelines laid down by the National Authority and
such further measures as it deems necessary or expedient, for the purpose of disaster management.
(2) The measures which the State Government may take under sub-section (1) include measures with
respect to all or any of the following matters, namely:—
(a) coordination of actions of different departments of the Government of the State, the State
Authority, District Authorities, local authority and other non-governmental organisations;
(b) cooperation and assistance in the disaster management to the National Authority and National
Executive Committee, the State Authority and the State Executive Committee, and the District
Authorities;
(c) cooperation with, and assistance to, the Ministries or Departments of the Government of India in
disaster management, as requested by them or otherwise deemed appropriate by it;
(d) allocation of funds for measures for prevention of disaster, mitigation, capacity-building and
preparedness by the departments of the Government of the State in accordance with the provisions of the
State Plan and the District Plans;
(e) ensure that the integration of measures for prevention of disaster or mitigation by the departments
of the Government of the State in their development plans and projects;
(f) integrate in the State development plan, measures to reduce or mitigate the vulnerability of
different parts of the State to different disasters;
(g) ensure the preparation of disaster management plans by different departments of the State in
accordance with the guidelines laid down by the National Authority and the State Authority;
(h) establishment of adequate warning systems up to the level of vulnerable communities;
(i) ensure that different departments of the Government of the State and the District Authorities take
appropriate preparedness measures;
(j) ensure that in a threatening disaster situation or disaster, the resources of different departments of
the Government of the State are made available to the National Executive Committee or the State
Executive Committee or the District Authorities, as the case may be, for the purposes of effective
response, rescue and relief in any threatening disaster situation or disaster;
(k) provide rehabilitation and reconstruction assistance to the victims of any disaster; and
(l) such other matters as it deems necessary or expedient for the purpose of securing effective
implementation of provisions of this Act.
39. Responsibilities of departments of the State Government.—It shall be the responsibility of every
department of the Government of a State to—
(a) take measures necessary for prevention of disasters, mitigation, preparedness and capacity-
building in accordance with the guidelines laid down by the National Authority and the State Authority;
(b) integrate into its development plans and projects, the measures for prevention of disaster and
mitigation;
(c) allocate funds for prevention of disaster, mitigation, capacity-building and preparedness;
(d) respond effectively and promptly to any threatening disaster situation or disaster in accordance
with the State Plan, and in accordance with the guidelines or directions of the National Executive
Committee and the State Executive Committee;
(e) review the enactments administered by it, its policies, rules and regulations with a view to
incorporate therein the provisions necessary for prevention of disasters, mitigation or preparedness;
(f) provide assistance, as required, by the National Executive Committee, the State Executive
Committee and District Authorities, for—
(i) drawing up mitigation, preparedness and response plans, capacity-building, data collection and
identification and training of personnel in relation to disaster management;
(ii) assessing the damage from any disaster;
(iii) carrying out rehabilitation and reconstruction;
(g) make provision for resources in consultation with the State Authority for the implementation of
the District Plan by its authorities at the district level;
(h) make available its resources to the National Executive Committee or the State Executive
Committee or the District Authorities for the purposes of responding promptly and effectively to any
disaster in the State, including measures for—
(i) providing emergency communication with a vulnerable or affected area;
(ii) transporting personnel and relief goods to and from the affected area;
(iii) providing evacuation, rescue, temporary shelter or other immediate relief;
(iv) carrying out evacuation of persons or live-stock from an area of any threatening disaster situation
or disaster;
(v) setting up temporary bridges, jetties and landing places;
(vi) providing drinking water, essential provisions, healthcare and services in an affected area;
(i) such other actions as may be necessary for disaster management.
40. Disaster management plan of departments of State.—(1) Every department of the State
Government, in conformity with the guidelines laid down by the State Authority, shall—
(a) prepare a disaster management plan which shall lay down the following :—
(i) the types of disasters to which different parts of the State are vulnerable;
(ii) integration of strategies for the prevention of disaster or the mitigation of its effects or both with
the development plans and programmes by the department;
(iii) the roles and responsibilities of the department of the State in the event of any threatening disaster
situation or disaster and emergency support function it is required to perform;
(iv) present status of its preparedness to perform such roles or responsibilities or emergency support
function under sub-clause (iii);
(v) the capacity-building and preparedness measures proposed to be put into effect in order to enable
the Ministries or Departments of the Government of India to discharge their responsibilities under section
37;
(b) annually review and update the plan referred to in clause (a); and
(c) furnish a copy of the plan referred to in clause (a) or clause (b), as the case may be, to the State
Authority.
(2) Every department of the State Government, while preparing the plan under sub-section (1), shall
make provisions for financing the activities specified therein.
(3) Every department of the State Government shall furnish an implementation status report to the
State Executive Committee regarding the implementation of the disaster management plan referred to in
sub-section (1).
LOCAL AUTHORITIES
41. Functions of the local authority.—(1) Subject to the directions of the District Authority, a local
authority shall—
(a) ensure that its officers and employees are trained for disaster management;
(b) ensure that resources relating to disaster management are so maintained as to be readily available
for use in the event of any threatening disaster situation or disaster;
(c) ensure all construction projects under it or within its jurisdiction conform to the standards and
specifications laid down for prevention of disasters and mitigation by the National Authority, State
Authority and the District Authority;
(d) carry out relief, rehabilitation and reconstruction activities in the affected area in accordance with
the State Plan and the District Plan.
(2) The local authority may take such other measures as may be necessary for the disaster management.
NATIONAL INSTITUTEOF DISASTER MANAGEMENT
42. National Institute of Disaster Management.—(1) With effect from such date as the Central
Government may, by notification in the Official Gazette appoint in this behalf, there shall be constituted
an institute to be called the National Institute of Disaster Management.
(2) The National Institute of Disaster Management shall consist of such number of members as may
be prescribed by the Central Government.
(3) The term of office of, and vacancies among, members of the National Institute of Disaster
Management and manner of filling such vacancies shall be such as may be prescribed.
(4) There shall be a governing body of the National Institute of Disaster Management which shall be
constituted by the Central Government from amongst the members of the National Institute of Disaster
Management in such manner as may be prescribed.
(5) The governing body of the National Institute of Disaster Management shall exercise such powers
and discharge such functions as may be prescribed by regulations.
(6) The procedure to be followed in exercise of its powers and discharge of its functions by the
governing body, and the term of office of, and the manner of filling vacancies among the members of the
governing body, shall be such as may be prescribed by regulations.
(7) Until the regulations are made under this section, the Central Government may make such
regulations; and any regulation so made may be altered or rescinded by the National Institute of Disaster
Management in exercise of its powers
(8) Subject to the provisions of this Act, the National Institute of Disaster Management shall function
within the broad policies and guidelines laid down by the National Authority and be responsible for
planning and promoting training and research in the area of disaster management, documentation and
development of national level information base relating to disaster management policies, prevention
mechanisms and mitigation measures.
(9) Without prejudice to the generality of the provisions contained in sub-section (8), the National
Institute, for the discharge of its functions, may—
(a) develop training modules, undertake research and documentation in disaster management and
organise training programmes;
(b) formulate and implement a comprehensive human resource development plan covering all aspects
of disaster management;
(c) provide assistance in national level policy formulation;
(d) provide required assistance to the training and research institutes for development of training and
research programmes for stakeholders including Government functionaries and undertake training of
faculty members of the State level training institutes;
(e) provide assistance to the State Governments and State training institutes in the formulation of
State level policies, strategies, disaster management framework and any other assistance as may be
required by the State Governments or State training institutes for capacity-building of stakeholders,
Government including its functionaries, civil society members, corporate sector and people's elected
representatives;
(f) develop educational materials for disaster management including academic and professional
courses;
(g) promote awareness among stakeholders including college or school teachers and students,
technical personnel and others associated with multi-hazard mitigation, preparedness and response
measures;
(h) undertake, Organise and facilitate study courses, conferences, lectures, seminars within and
outside the country to promote the aforesaid objects;
(i) undertake and provide for publication of journals, research papers and books and establish and
maintain libraries in furtherance of the aforesaid objects;
(j) do all such other lawful things as are conducive or incidental to the attainment of the above
objects; and
(k) undertake any other function as may be assigned to it by the Central Government.
43. Officers and other employees of the National Institute.—The Central Government shall provide
the National Institute of Disaster Management with such officers, consultants and other employees, as it
considers necessary, for carrying out its functions.
NATIONAL DISASTER RESPONSE FORCE
44. National Disaster Response Force.—(1) There shall be constituted a National Disaster Response
Force for the purpose of specialist response to a threatening disaster situation or disaster.
(2) Subject to the provisions of this Act, the Force shall be constituted in such manner and, the conditions
of service of the members of the Force, including disciplinary provisions therefore, be such as may be
prescribed.
45. Control, direction, etc.—The general superintendence, direction and control of the Force shall be
vested and exercised by the National Authority and the command and supervision of the Force shall vest
in an officer to be appointed by the Central Government as the Director General of the National Disaster
Response Force.
FINANCE, ACCOUNTS AND AUDIT
46. National Disaster Response Fund.—(1) The Central Government may, by notification in the
Official Gazette, constitute a fund to be called the National Disaster Response Fund for meeting any
threatening disaster situation or disaster and there shall be credited thereto—
(a) an amount which the Central Government may, after due appropriation made by Parliament by
law in this behalf provide;
(b) any grants that may be made by any person or institution for the purpose of disaster management.
(2) The National Disaster Response Fund shall be made available to the National Executive Committee to
be applied towards meeting the expenses for emergency response, relief and rehabilitation in accordance
with the guidelines laid down by the Central Government in consultation with the National Authority.
47. National Disaster Mitigation Fund.—(1) The Central Government may, by notification in the
Official Gazette, constitute a Fund to be called the National Disaster Mitigation Fund for projects
exclusively for the purpose of mitigation and there shall be credited thereto such amount which the
Central Government may, after due appropriation made by Parliament by law in this behalf, provide.
(2) The National Disaster Mitigation Fund shall be applied by the National Authority.
48. Establishment of funds by State Government.—(1) The State Government shall, immediately
after notifications issued for constituting the State Authority and the District Authorities, establish for the
purposes of this Act the following funds, namely:—
(a) the fund to be called the State Disaster Response Fund;
(b) the fund to be called the District Disaster Response Fund;
(c) the fund to be called the State Disaster Mitigation Fund;
(d) the fund to be called the District Disaster Mitigation Fund.
(2) The State Government shall ensure that the funds established—
(i) under clause (a) of sub-section (1) is available to the State Executive Committee;
(ii) under sub-clause (c) of sub-section (1) is available to the State Authority;
(iii) under clauses (b) and (d) of sub-section (1) are available to the District Authority.
49. Allocation of funds by Ministries and Departments.—(1) Every Ministry or Department of the
Government of India shall make provisions, in its annual budget, for funds for the purposes of carrying
out the activities and programmes set out in its disaster management plan.
(2) The provisions of sub-section (1) shall, mutatis mutandis, apply to departments of the Government of
the State.
50. Emergency procurement and accounting.—Where by reason of any threatening disaster situation
or disaster, the National Authority or the State Authority or the District Authority is satisfied that
immediate procurement of provisions or materials or the immediate application of resources are necessary
for rescue or relief,—
(a) it may authorise the concerned department or authority to make the emergency procurement and
in such case, the standard procedure requiring inviting of tenders shall be deemed to be waived;
(b) a certificate about utilisation of provisions or materials by the controlling officer authorised by
the National Authority, State Authority or District Authority, as the case may be, shall be deemed to be a
valid document or voucher for the purpose of accounting of emergency, procurement of such provisions
or materials.
Role of Armed Forces in Disaster Management
By armed forces we know the military forces of a country. Armed forces include army, navy and air force
who served as the military force of the nation. Armed forces symbolize the defence of the nation. For this
they trained, equipped and prepared themselves for all operations expected to be carried out during any
unwanted circumstances. With the increasing threat created by terrorism and localized disturbances armed
forces have had to adapt and train themselves in order to carry out operations. Disaster management and
response is one of these activities. The role of armed forces in disaster management is very important.
The Disaster Management Act 2005 is a vital instrument which explains the role and functions of various
agencies. It is also a tool to bring in a sense of accountability and responsibility. This act mentions the
deployment of naval, military and air forces and other armed forces of the Union or any other civilian
personnel as may be required for the purposes of this Act
. Theoretically, the Armed Forces are called upon to assist the civil administration only when the situation
is beyond their coping capability. But, in practice, the armed forces form an
important part of the Government’s response capacity and are immediate responders in all
serious disaster situations. On account of their vast potential to meet any adverse challenge, speed of
operational response and the resources and capabilities at their disposal, the armed forces have
historically played a major role in emergency support functions. These include search and rescue
operations, health and medical facilities, and transportation, especially in the immediate aftermath of a
disaster
. It can be said that armed forces played a vital role in disaster management as part of overall national
strategy to cope with disaster in India. The main role of armed forces is to coordinate the employment of
forces and conduct relief operation in disaster management. Various roles of armed forces are discussed
below:
Rescue operation
as it is the main work for every organization at the time of any disaster. In rescue operation the armed
forces plays an important role as they are well trained and well equipped as compare to the other civil
organizations.
Evacuation of people
as in disaster management one of the most important parts is to safely evacuate the people to a safer place.
Immediate restoration of essential services like electricity, water and telephone lines etc
Set up emergency hospital
Repair of roads and bridges
Challenges faced by Armed Forces in Disaster Management
In India the armed forces have played important role in disaster management as a force of the nation. If
any disaster may be natural or manmade breaks out the Government called them to help and rescue the
people. But, when they are helping the people they are also facing many challenges, some of the main
challenges are follows
Preparedness for disaster response
as most of the disaster comes without any intimation especially manmade disasters.
Conducting relief operations
a huge challenge in case of disaster with grave magnitudes.
Increasingly uneven frequency of disasters
in the recent years in both types; natural as well as manmade.
Always the first respondent
in any disaster is the main challenge for the armed forces as they have to face the unknown situation.
Resource constraint
is also huge challenge for armed forces and in situation of disaster they have to use their limited resources
which even cause them mental distress.
Role of Police in Disaster Management
Police organisation has to see itself as a major player in disaster management. It will continue to have the
first responder role given its proximity to the incident site and relationship with the people. Therefore it
has to bring about change in its approach. It has to adopt disaster management function as a one of its
primary functions. State & district level authorities cannot afford to wait for response specialized forces
such as NDRF all the time. Moreover, on many occasions, it might not be advisable or feasible to
obtain/deploy armed forces and NDRF. Hence state police must be prepared as response force.
The local police must be trained, equipped and supported with legislation and logistics so that they find
themselves capable to support the victim in the ‘golden hour’. Subsequently they can play supporting role
to the specialist forces if and when they come in bigger emergency cases. On many occasions Special
Forces are not required and the local police may retain the primary role to help the needy. The outside
forces are also handicapped in operating in unknown area, among unknown people and here is the key to
critical role of police.
While functions of local police are well defined for internal emergency, same is not true for natural
disasters. But wherever earthquake or flood occurs, the police get involved from beginning. Hence if their
role is designed and documented in police manuals, disaster management acts and policies, it will, to that
extent facilitate immediate effective response, at least in the first few hours which are most crucial. Hence
the need to frame SOPs that can help the police forces in being prepared and respond appropriated
whenever any disaster happens.
Role of Police before disaster-Prevention and Preparedness phase

Superintendent of Police of a district is ex-officio member of District Disaster Management Authority
(DDMA) and in this capacity he could play important role in prevention and preparedness phase.
Emergency Traffic Plan:- Being familiar with the local terrain, Police should prepare emergency traffic
plan including detail mapping with focus on strategic
points, which may used at the time of incident for safe transporting of personnel, resources and relief
goods to and from the affected area.
Detail communication Plan:- Police has a robust and effective Communication system that is also for non
police functions. It can also be used to propagate information and warning of threatening disaster. Thus
police can develop communication protocols for responding during disasters eg designate separate
channels for rescue, relief for example. Chaukidars who are present at village level could play important
role to collect sensitive information and disseminate emergency warning and other information.
Identification of Building:- PS personnel travel in their area frequently. They can be of great help in
identifying buildings and campus which are easy to access and could be used as relief centres/relief camps
and godown for storage of food grains and other rescue and relief materials.
Security Plan:- At the time of any serious incident it becomes inevitable to provide security to victims,
responders and to relief materials at storage point and during transit. Resources deployed too may require
security.
Resource Mapping:- It is very important to locate essential resources at very beginning of search and
rescue works. It has been experienced during the Kosi flood 2008 that in rescue and relief works even
small and tiny elements become very important. So local police could identify, locate and document
general essential elements useful for different kind of disasters. These resources may have to be operated
under the guidance and protection of police as done during operation of boats in Kosi disaster of 2008.
Training:-Men in uniform (Police)
Role of police during disaster-Emergency response phase
The primary role of police is evident during the management of the actual disaster situation. It includes:
(i) Search and Rescue(SAR):- The primary function during a disaster. Policemen must be trained and
equipped to begin rescue at the earliest to take advantage of the “platinum 15”. They would be able to
provide immediate relief to the victims till specialized forces arrive. During such activity, police has to
provide protection to boats that are put in operation during floods. resources eg.
Deployment of policeman on the boat plying in floods helps prevent overcrowding of boats and prevent
capsizing.
Such boats are provided with handheld wireless sets one to keep tracking its movements and provide help
in disasters.
To provide security to resources from unscrupulous elements. eg. During Kosi 2008, boats were captured
by local goons.
During Orissa super cyclone of 1999 the collector’s office at Cuttack was
flooded by mud. Men of the police force rescued the collector on their shoulders.
(ii) Deployment of resources:- Police can help in deployment of resources, provide safety and
security to the resources and the persons manning them. Restoration of communication system/liasoning
with rescue teams:- Telephonic communication breaks down since the telephone towers/offices get
destroyed with the result that landline and mobile phones stop working. Wireless communication might
be the only means left. During floods or any other disaster most of the rescue teams operate in unknown
territories under adverse conditions where landmarks are either washed away or destroyed. During Kosi
disaster 2008, Army & NDRF boats got lost and they had to spend nights outside the camps. The new
course of the river had very fast current as a result of which, they could not reach their locations by end of
the day. Several times, these boats got capsized. The army, navy and the NDRF had their own
communication systems but it needed to be integrated with the district communication setup so that
information of any emergency could be disseminated quickly and support reached at the
earliest. Wireless communication was established on all the boats. Similar communication with
wireless has to be established in operational camps. Wireless can be provided to rescue and relief teams.
Make available police communication resources for other DM task eg. Relief distribution, medical teams.
Standby for emergency communication networks
(iii) Prevention of commission of cognizable offences including all offences against property, human
body and public tranquility:- During disaster situation people abandon their houses with or without
belongings. The safety and security of such houses and belonging is at risk. During such time people are
without jobs hence incidence of crime generally increases. It also provides opportunities for the lumpen
element such as robbers and thieves to commit cognizable offences i.e. looting etc., against property.
Similarly the vulnerable section of society particularly women and children susceptible to crimes against
human body. Police can provide safety to such persons by active patrolling during disasters and by
arresting the suspects beforehand.
Investigation of cases.
(iv) Security during Relief distributions/ Relief management:- Relief distribution is an important
aspect of disaster management.
The designated relief distribution centre is generally located in the interiors. Therefore the security of
personnel engaged in distribution and the material to be distributed (Cash and Kind) requires special
attention.
Similarly many bank branches get closed and therefore cash is sent from far of places for distribution as
relief of maybe mobile ATMs will be used for people requiring cash. Police is required to provide
security of the Cash and or ATMs.
Likewise the security of grains and other relief material eg food packets being transported from different
places to distribution centers is also important. Dedicated escorts are needed from the FCI godowns,
railway stations to temporary storage/ distribution centers. The security of the food godowns, Railways
stations where relief materials are received also require security.
Relief material sent by NGOs etc. is also important and Police can play significant role in this regard.
During the actual distribution of relief large numbers of people gather at the relief centre. The crowd
management becomes important. The regulation of the process of distribution of relief can help in
maintaining law and order.
(vi) Isolate disaster sites and control site access for safety of victims, general public and efficiency of
incident operation
(vii) Camp management:- Security of camp inmates, officials and volunteers engaged in running of
camps including health workers is core function. During Kosi disaster over 400 relief camps had people
from many villages with different religious, political and caste backgrounds and thus had potential for
friction. This requires deployment for law & order maintenance.
Hundreds of government and non government employees/volunteers are engaged in running of kitchens,
medical centers, sanitation units etc. They require protection all the time.
(viii) Emergency transportation and Traffic Regulation:
Police has to facilitate the movement of rescue, medical, fire and other essential services.
During Kosi disaster
Highways roads had to be kept free for movement of rescue teams and relief material.
Check posts were established for ensuring safety of relief material.
Road patrol was arranged for safe passage of army convoys, boats and other resources sent from outside
and vehicles for army was arranged.
Control traffic during and after the incident and maintain access and egress routes
Make available police resources to transport rescue and relief personnel and victims.
Assist in managing huge logistical problems in handling relief supplies

(ix) Coordination with various agencies:-
During disasters various agencies such as NDRF, SDRF, Paramilitary forces such as BSF, CRPF, CISF
etc, Army, IAF, Cost Guard, medical teams from outside the state arrive at the disaster sites. These
external agencies are not informed about the physical terrain, Route Charts etc. The police can coordinate
the activities of these agencies. The coordination among police and other agencies needs to be
standardized in clear procedures.
Police can function as link with external agencies since most are uniformed. NDRF today is the most
visible trained emergency response force made up of personnel of CRP, BSF and CISF. Rescue teams
from Army, Coast Guard, IAF and other states also policemen based.
The coordination among police and other agencies needs to be standardized in clear procedures. Protocols
are needed for deploying resources in case of a disaster in a manner that is well-coordinated between
local, state, and central emergency agencies including armed forces.
Importantly police organizations do not stand alone in doing what is necessary to deal with major
disasters. Instead, police agencies must be integrated and be able to cooperate with other police and
emergency agencies.
(x) Casualty information/ Disposal of dead:- The identification of people involved in

accidents/emergencies is a Police responsibility. All enquiries could be handled by police station staff.
Tracing of missing persons and notification to their next of kin could be another area of work allotted to
police.
Disposal of dead bodies and documentation of dead and the missing for the benefit of next of kin to claim
the compensation and ex-gratia.
(xi) Family Liaison Officers:- The Police could appoint family liaison officers (FLOs) to the families
of those who have died. The FLOs are specially trained police officers who, if requested, will liaise
between the families and the media as a way of minimizing intrusion and distress.
(xii) Media management:- During any disaster situation information flow through the audio-visual as
well as print media. The reports from need to be verified as soon as possible for quick response. The
police can not only verify the facts of the information but also play an important role in briefing the media
regarding the actual situation. This can help in checking the spread of rumours. In certain countries,
Police officers play role of the Police Press Officer at the
scene of any major emergency to co-ordinate the response to all media enquiries.
(xiii) VIP Security:- VIPs visit the affected area and relief camps frequently. Many a times, politically
opposed/ dissatisfied resort to protests thereby posing threat to VIP and law and order. This must be
handled by police.
(xiv) Crowd Management: Both at disaster site as well as at the relief distribution centre a large
number of people gather as on lookers as well as the kith and kin of the victims. Sometimes the
dissatisfied people disrupt the traffic – road and rail. The police can play important role in management of
the crowd.
Role of police After disaster-Restoration Face
(i) In long term operation of evacuation shelters the issues over the shelters would change and if they
are not addressed soon they would create law and order problem. Therefore it is important to find the
causes of the problems as soon as possible, access the situation and reviews the previous ways.
(ii) Accommodation of persons with special meds in evacuation shelters such as small children,
pregnant women and mothers with nursing infants etc. requires utmost care. In a limited shelter space it is
very important to provide special rooms for them. Police can player very important role in this respect.
(iii) At the time of relief distribution and primary accommodation of victims support for the disabled
and issues related to hygiene, infectious disease should be looked after carefully other wise it create
serious problems to restoration face.
(iv) Police can play an important role in selection of beneficiaries of houses and other assets to the
victims to avoid complications and litigation.
(v) Restoration of Critical infrastructure:- Disaster usually affects the critical infrastructure such as
road, telecommunication, health centers, school, electricity supply etc. Police can provide protection to
the agencies which are involved in restoration of such infrastructure because people who are rendered
jobless after disaster may hinder the process.
(vi) Safe exit of the personnel involved in disaster management:- After the disasters due to fatigue
laxity might seep in to the system. Although the overall law and order situation is monitored and
maintained by the police, it becomes very important after the disaster for the safe exit of the personnel
from outside agencies involved in management of the disaster i.e People from NGOs, INGOs, medical
teams etc.
(vii) Feedback/assessment:- Since the police is the key factor in managing the disaster, their feedback/
assessment is very important in updating the plans for the future.
(viii) Contingency planning:- The police familiar with the local terrain and the resources available in
the locality. They can plan the actions taken at the time of the disaster beforehand.
Role of international agencies in disaster management
There are so many International agencies working in disaster management services around the world. The
Pakistan face world natural disaster in October 2008 in which 80,000 people died and 38,000 injured and
3.5 million people become homeless. After the deadliest earthquake many national and international
NGOs in Pakistan working to help the helpless people. Let’s see the role of International agencies role in
disaster management:
1: International Committee for Red Cross:
The International Committee for Red Cross is always on for front to provide humanitarian and medical
relief services around the world. As in 2005 earthquake the ICRC actively participated in humanitarian
and relief services in disaster affected areas and provide them instant relief.
2: Medicines Sans Frontieres:

The Medicines Sans Frontieres is an organizations of doctors without border as it provides humanitarian
and medical relief services in war-zones areas and the countries affected by the endemic diseases. As
recently working for Rohingya refugees.
3: Oxfam International:
The Oxfam International organization committed to provide relief services and eliminations of social
evils like poverty, lack of healthcare facilities, illiteracy as it is a confederation of charitable organizations
which are working for well being of our society.
after as they have to respond to disaster along with maintaining law and order in other parts of the country
which are not affected by the disaster.
The United Nations and its organisations
The Office for the Coordination of Humanitarian Affairs (OCHA) in collaboration with the Inter-Agency
Standing Committee (IASC) is the arm of the United Nations responsible for bringing together national
and international humanitarian providers to ensure a coherent response to emergencies. OCHA also
ensures that a framework is in place within which each provider can contribute to the overall response
effort. It also advocates for people in need, promotes preparedness and prevention and facilitates
sustainable solutions.
The Food and Agriculture Organisation of the UN (FAO) provides early warning of impending food
crises, and assesses global food supply problems.
The International Organisation for Migration (IOM) is an intergovernmental agency which helps transfer
refugees, internally displaced persons and others in need of internal or international migration services.
The Office of United Nations High Commissioner for Human Rights (OHCHR) provides assistance and
advice to governments and other actors on human rights issues, sets standards and monitors rights
violations.
The United Nations Development Programme (UNDP) assists disaster-prone countries in contingency
planning and with disaster mitigation, prevention and preparedness measures.
The United Nations High Commission for Refugees (UNHCR) provides international protection and
assistance for refugees, stateless persons and internally displaced persons, particularly in conflict-related
emergencies.
The United Nations Children’s Emergency Fund (UNICEF) works to uphold children’s rights, survival,
development and protection by intervening in health, education, water, sanitation, hygiene and protection.
Role of community based organisation in disaster management
The community plays a critical role in disaster management in India just as it does in other countries. The
framework for community based disaster management (CBDM) in India is provided by the National
Disaster Management Agency (NDMA). The NDMA recognises the community as the first responder in
the event of a disaster, which means that it has invested significantly in ensuring that communities know
what, where, when, and how they should be planning for, responding to, and recovering from disasters.
This is especially the case with rural communities, who usually are most exposed to disaster risks. The
NDMA decided to produce the National Policy Guidelines on Community-based Disaster Management to
better inform communities and those working with them in this regard. The Sept 2014 draft of these
Guidelines can be downloaded for free here. If you look at pages 40-43 of those Guidelines, you will find
a list of roles that community members should play in disaster planning, response, and recovery (DPRR)
Some examples:
Public Distribution Centres (fair price shops) should set up special mechanisms to ensure that food
supplies are not disrupted and discontinued.
Cattle pounds should provide precautionary veterinary care for animals (for example immunisations) as
well as fodder storage and supply facilities, as well as coordinate animal care actions with veterinary
doctors and para-veterinary workers.
Cultural groups should engage in awareness building for disaster preparedness.
Mason and artisan groups should promote awareness in the community about safe constructions
Women's representatives from Panchayat should assist and advise panchayat members on matters related
to women’s needs, gender justice.
Community based disaster management (CBDM)is anchored in the disaster risk reduction framework.
CBDM covers a broad range of interventions, measures, activities, projects and programs to reduce
disaster risks, which are primarily designed by people in at-risk localities and are based on their urgent
needs and capacities. Simply put, the aim of CBDM is to 1) reduce vulnerabilities and increase capacities
of vulnerable groups and communities to cope with, prevent or minimize loss and damage to life,
property, and the environment, 2) minimize human suffering, and 3) hasten recovery.
Through CBDM vulnerable groups and communities can be transformed to disaster resilient
communities, which can withstand and recover from stresses and shocks from the natural/physical and
socio-economic political environment.
While resilience is a relatively new concept in CBDM, it is easily grasped and appreciated by
communities when illustrated by the example of the bamboo, which sways with the battering of strong
winds but stays rooted and weathers the typhoon. Key indicators are safety, livelihood security and
sustainable economic, social and physical development (general wellbeing, health, education, amenities,
natural and physical environment, etc.)
With the shifting of paradigms from reactive emergency management to disaster risk reduction, there is
more stress on proactive pre-disaster interventions, which are usually categorized as prevention,
mitigation, and preparedness. While natural hazards may not be prevented, human-induced hazards such
as those associated with industries, technological failures, pollution, and civil strife can be prevented.
Prevention covers measures to provide permanent protection from disasters or reduce the
intensity/frequency of a hazardous event so that it does not become a disaster. These include safety
standards in industries, poverty alleviation and assets redistribution schemes, and provision of basic needs
and services such as preventive health care and education.
Preparedness involves measures taken in anticipation of a disaster to ensure that appropriate and effective
actions are taken during the emergency such as setting up the systems for early warning, coordinative and
institutional arrangements, evacuation and emergency operations management, public awareness, disaster
and evacuation drills, and stockpiling. Emergency responses are measures undertaken to ensure survival
and prevent further deterioration of the situation. These include search and rescue, immediate repair and
restoration of critical facilities and utilities, conduct of damage needs and capacity assessment, food and
non-food relief assistance, medical assistance, evacuation center management, and networking. Recovery
covers rehabilitation and reconstruction and can be undertaken within the framework of mitigation and
vulnerability reduction, and not just bringing back the situation to pre-disaster levels.
Importance of Community Based Disaster Management:
“Development is the process through which people increase their capacities for producing things they
need and for managing their political and social lives as they desire, and at the same time (especially in
disaster-prone areas) reduce their immediate and long-term vulnerabilities to events which threaten their
economic and socio-political existence”-- Anderson and Woodrow. This view of development expresses
succinctly the local and community aspirations in participation in disaster mitigation and risk reduction.
The following basic elements and features of CBDM apply as well to the community-based approaches to
mitigation:
• people’s participation:community members are the main actors and propellers; they also directly share
in the benefits of disaster risk reduction and development.
• priority for the most vulnerable groups, families, and people in the community:in the urban areas the
vulnerable sectors are generally the urban poor and informal sector
In recent times, most of the NGOs and organizations working in Disaster Management have shifted their
focus on CBDRR (Community Based Disaster Risk Reduction).
As it is the community who faces the disaster, it is necessary to have the response framework anchored to
the grassroot level.
As stated in above answers, the community knows their surrounding environment better than other
responding personnel. So, making the community aware and preparing them for disaster and making them
able to respond in times of emergency can become a game changing plan.
The effectiveness of CBDRR is very high compared to the conventional version of disaster response.
Although, it is consuming but has been proved very effective.
UNIT – 3
Disaster Preparedness?
Social scientists, emergency managers, and public policy makers generally organize both
research and guidance around four phases of disaster loss reduction: mitigation, preparedness,
response, and recovery. According to a newly-released report by the National Research Council
(NRC 2006), the core topics of hazards and disaster research include: hazards research, which
focuses on pre-disaster hazard vulnerability analysis and mitigation; and disaster research, which
focuses on post-disaster emergency response and recovery. Preparedness intersects with both of
these two areas, serving as a temporal connector between the pre-impact and post-impact phases
of a disaster event. Preparedness is typically understood as consisting of measures that enable
different units of analysis—individuals, households, organizations, communities, and societies—
to respond effectively and recover more quickly when disasters strike. Preparedness efforts also
aim at ensuring that the resources necessary for responding effectively in the event of a disaster
are in place, and that those faced with having to respond know how to use those resources. The
activities that are commonly associated with disaster preparedness include developing planning
processes to ensure readiness; formulating disaster plans; stockpiling resources necessary for
effective response; and developing skills and competencies to ensure effective performance of
disaster-related tasks.
The concept of disaster preparedness encompasses measures aimed at enhancing life safety when
a disaster occurs, such as protective actions during an earthquake, hazardous materials spill, or
terrorist attack. It also includes actions designed to enhance the ability to undertake emergency
actions in order to protect property and contain disaster damage and disruption, as well as the
ability to engage in post-disaster restoration and early recovery activities.
Preparedness is commonly viewed as consisting of activities aimed at improving response

activities and coping capabilities. However, emphasis is increasingly being placed on recovery
preparedness—that is, on planning not only in order to respond effectively during and
immediately after disasters but also in order to successfully navigate challenges associated with
short- and longer-term recovery.
The Capability Assessment for Readiness (CAR), which was developed by FEMA and the
National Emergency Management Association (NEMA) identifies thirteen elements that should
be addresses by states in their preparedness efforts. Those elements are:
• Laws and Authorities
• Hazard Identification and Risk Assessment
• Hazard Mitigation
• Resource Management
• Direction, Control, and Coordination 4
• Communications and Warning
• Operations and Procedures
• Logistics and Facilities
• Training
• Exercises, Evaluations, and Corrective Actions
• Crisis Communications, Public Education, and Information
• Finance and Administration
Mitigation and preparedness are sometimes conflated with one another (as they are in the list
above), in part because they are intertwined in practice. Indeed, definitions contained in key
resource documents reviewed for this project illustrate this conceptual blurring. For instance, the
National Fire Protection Association (NFPA) defines preparedness as:
activities, programs, and systems developed and implemented prior to a disaster/emergency that
are used to support and enhance mitigation of, response to, and recovery from
disaster/emergencies (NFPA 1600).
FEMA defines preparedness as: the leadership, training, readiness and exercise support, and
technical and financial assistance to strengthen citizens, communities, state, local, and tribal
governments, and professional emergency workers as they prepare for disasters, mitigate the
effects of disasters, respond to community needs after a disaster, and launch effective recovery
efforts (www.fema.gov).
Both these definitions make reference to mitigation, but disaster scholars and emergency
management professionals generally define mitigation as actions that are taken well in advance
of disasters that are designed either to avoid or reduce disaster-related damage. Mitigation
measures include appropriate land-use and coastal zone management practices, mandatory and
voluntary building codes, and other long-term loss reduction efforts. In some cases, mitigation
can also include moving neighborhoods and communities to other locations in order to avoid
future losses. Mitigation activities can take the form of specific projects, such as elevating homes
for flood protection, as well as process-related activities, such as hazard and vulnerability
analyses, that are designed to lead to future mitigative actions. However, some discussions, such
as those cited above, also use the term “mitigation” to refer to actions taken after an event occurs
that are designed to contain impacts so that they do not become more severe. In this sense, some
would see efforts to contain an oil spill as a “mitigative” measure, even though spill containment
is commonly thought of as an element in oil spill emergency response.
Providing additional clarification, the National Research Council report states that “hazard
mitigation consists of practices that are implemented before impact and provide passive
protection at the time impact occurs. In contrast, emergency preparedness practices involve the
development of plans and procedures, the recruitment and training of staff, and the acquisition of
facilities, equipment, and materials needed to provide active protection during emergency
response” (NRC 2006, p. 86 emphasis in the original).
Passive mitigation activities can be further separated into categories such as “process mitigation”
or “indirect” activities that lead to policies, practices and projects that reduce risk. Such activities
might also be referred to as “non-structural” mitigation activities. These include: efforts to assess
hazards, vulnerability and risk; conduct planning to identify projects, policies and practices and
set priorities; educate decisionmakers and build constituencies and political will; efforts to
facilitate the selection, design, funding and construction of projects; land-use planning to limit or
prevent development in floodplains, building codes to reduce losses from earthquake and
hurricanes and fires, and designing buildings to facilitate surveillance. (NIBS/MMC; USACE;
Waugh, 2000).
In contrast, “project mitigation” or “structural” mitigation activities include measures to avoid or

reduce damage resulting from hazard events. They include projects to elevate, acquire and/or
relocate buildings, lifelines and structures threatened by floods, strengthen buildings to resist
earthquake or wind forces, and to improve drainage and land conditions and the building of dams
and levees to prevent flooding (NIBS/MMC; Waugh, 2000). (The USACE considers disaster-
proofing buildings and removing buildings from hazard zones non-structural mitigation
activities).
The NRC report highlights the importance of both emergency preparedness and disaster recovery
preparedness and emphasizes that response and recovery preparedness involve distinct sets of
activities. Emergency preparedness provides short-term solutions during an emergency response
that will support the longer term efforts of disaster recovery. Disaster recovery preparedness
practices involve participating in activities and gathering materials needed “to provide rapid and
equitable disaster recovery after an incident no longer poses an imminent threat to health and
safety” (NRC 2006, p. 86). Recognizing that the immediate post-disaster emergency period is not
the time to begin developing disaster recovery strategies, the city of Los Angeles has included a
“recovery and reconstruction” element in its emergency operations plan. One key resource for
disaster recovery preparedness is “hazard insurance, designed to provide financial protection
from economic losses caused by a disaster event” (NRC 2006, p. 19).
There are a few activities discussed in the disaster literature that appear to span both mitigation
and preparedness phases. One example is the development of warning systems, evacuation plans,
disaster communications, and public education, which some sources (USACE; Waugh, 2000)
view as mitigative because such practices must be implemented long before a hazardous event.
As systems or plans, they serve as passive protection to support emergency response and
recovery. At the same time, warning systems and plans can also be seen as a key element in
disaster preparedness, since part of being prepared involves knowing how to respond when
warnings are issued.
Emergency preparedness activities differ according to which social unit, (households, businesses,
communities, public or governmental entities) is involved. For instance, for local emergency
management agencies, disaster preparedness focuses on establishing authorities and
responsibilities for emergency actions and resources to support those actions. Preparing for
disasters includes leadership, training, readiness and exercise support as well as technical and
financial assistance (www.fema.gov). For local emergency management agencies and other
crisis-relevant organizations, preparedness means developing emergency operations plans and
then training, exercising and testing in order to be ready to respond to a disaster, crisis, or other
type of emergency situation (www.fema.gov, Haddow and Bullock 2006). Other aspects of
preparedness include the designing, equipping, and managing emergency operations centers
(EOCs); developing partnerships with various community sectors (e.g., businesses, community-
based organizations); and educating the public on disaster loss reduction.
Disaster preparedness for business organizations often focuses on activities designed to prevent
physical damage and inventory loss, protect critical business records, and avoid downtime.
Common preparedness measures center on information security and continuity of operations
following a hazardous event. Business continuity planners conduct impact analyses to identify
supply chain vulnerabilities and to establish backup resources in order to continue the flow of
products to customers and clients. For households, disaster preparedness includes a range of
measures and activities, including developing household disaster response plans, learning about
evacuation routes and procedures, and knowing how to undertake expedient emergency
measures, such as boarding up windows when a hurricane threatens or shutting off gas lines
when an earthquake strikes.
General Principles of Preparedness
Research on preparedness has resulted in general principles of preparedness that are applicable to
any unit of analysis, including households, businesses, public sector agencies, networks,
communities, and intergovernmental alliances. Importantly, the same general principles apply for
all types of hazards: natural hazards, technological hazards, and intentional attacks. As seen
above, the concept of preparedness is multidimensional and includes elements such as hazard
awareness and analysis, formal plans, mutual aid agreements, enduring social and institutional
relationships, resource acquisition, training and education, drills and exercises, and methods for
institutionalizing lessons learned. The following process-related principles are also fundamental
to our understanding of what it means to be prepared for disaster.
1. Formal plans are only one element in comprehensive preparedness strategies.

Plans can be placed into a notebook and shelved until a disaster occurs and necessitates
their use. “To assume that planning is complete when a written disaster plan is produced
is to court trouble” (Dynes et al., 1972). Unless plans are trained, practiced, and improved
upon, emergency response agencies, businesses, and households will not be ready for an
emergency. Also implicit in this guidance is the notion that households, businesses, and
community agencies must continually find ways of improving their plans. Approaches for
improving plans include identifying lessons learned from disaster events and adjusting
plans accordingly; learning from the experiences of other communities; and seeking other
sources of information, such as government and private sector guidance, that can be used
to refine plans.
2. Plans mean little in the absence of other elements of preparedness.
Plans may be nothing more than “fantasy documents” (Clarke, 1999) designed to provide
assurance that organizations or communities are ready for disasters or “wish lists”
indicating what should happen when a major event occurs. Formal plans mean little
unless resources exist to actually carry out planned activities and unless those assigned
responsibility know what to do—and are able to do it—when disasters strike. One
problem with the “paper plan syndrome” is that those involved may tend to think all
potential problems are solved once the plan is formalized.
3. Preparedness is a process, not a product.
Obtaining a disaster supply kit, retrofitting a building, developing a business plan, or
consulting with experts about potential hazards in the community are only steps in larger
processes associated with preparedness. Effective planning can only take place when
multiple agencies and stakeholders are directly involved on an ongoing basis in
formulating plans and undertaking activities that ensure that plans can actually be carried
out in a coordinated fashion. Effective response is based on prior knowledge of the
capabilities and competencies of all entities designated as having tasks to perform when a
disaster occurs. Such knowledge can only be developed through extensive engagement
among partners. For businesses for example, site-based planning is a key process, but so
is collaborating with supply-chain partners to ensure continuity in operations. One key
objective of the planning process is to broaden and deepen both formal and informal
connections among responding entities. Another is to identify and address gaps in
preparedness and capability within and across partnership networks.
4. Preparedness efforts must be based on realistic assumptions concerning social behavior
during crises
. Plans should be developed based upon what is likely to happen in a disaster, rather than
on myths and misunderstandings about disaster behavior. For instance, based on
research, it is known that public panic is not a problem during disasters, but also that
public information-seeking will greatly increase. Factors associated with the receipt of
warning information and with public warning responses are also well understood. It is
important to plan, educate, train, and focus preparedness activities in ways that have a
positive effect on influencing publics to take protective actions when warnings are given.
Preparedness activities should not aim at controlling behavior, but rather on
understanding and accommodating normal public responses during disasters. The disaster
literature is replete with examples of misguided actions based on incorrect assumptions
about disaster behavior. Officials have avoided issuing warnings for fear of causing panic
and have allocated public safety resources based on erroneous fears of looting. It makes
little sense to develop plans that attempt to discourage members of the public from
volunteering to assist in disaster response activities, because the public will inevitably
seek to be involved. Rather, plans should emphasize how to incorporate volunteers into
the overall response effort. Similarly, rather than planning to deal with unruly and
uncooperative disaster victims, officials should assume that members of the public will
be cooperative and helpful when disasters strike. Episodes of looting such as those that
occurred during Hurricane Katrina, should be recognized as anomalies, rather than
common patterns of public response following disasters.
5. Preparedness requires collaboration, not top-down direction – although clear guidance
does help.
As in any other endeavor that seeks to enhance collaboration and cooperation, the disaster
planning process must be carried out in ways that encourage “ownership” of the planning
process. People are highly unlikely to feel that sense of ownership if plans are developed
without the input of those who are supposed to carry them out. Guidance is essential for
encouraging preparedness, but guidance should be sufficiently flexible that those who
will be responsible for response and recovery activities can plan in ways that reflect their
own distinctive local concerns. Overly specific, top-down directives will likely encourage
a compliance-oriented rather than a collaborative mindset for those with planning
responsibilities. Particularly now, when many preparedness activities are initiated at the
federal government level, there is a strong need for preparedness strategies that are tied to
place-specific hazard and vulnerability analyses and that are consistent with the needs of
local communities, businesses, and households.
6. Planning activities should be guided by those who will actually carry out plans.
For individuals and organizations that are pressed for time and short on resources, there is
a great temptation “borrow” disaster plans from other jurisdictions or hire an individual
or a consulting company to write a plan. This tendency has no doubt increased as
regulations and requirements regarding extreme event planning have become more
stringent. However, understanding planning as a process means also understanding that
there are no short-cuts to effective preparedness. As noted in the section above,
preparedness measures work best when they are collaboratively developed by those who
will actually be involved in responding when disasters occur. Effective planning requires
a sense of ownership of the planning process—something that is unlikely to develop if
outsiders are given major responsibility for developing the plan. This is not to say that
consultants should never be used in developing plans. Rather, this is an argument for
using consultants and other outsiders as facilitators in a process that is owned by those
who will ultimately be responsible for implementing plans.
7. Efforts should be comprehensive and inclusive, and should promote multiorganizational
participation.
Disasters require inter-organizational coordination and cooperation for an effective
response; therefore preparedness efforts should include all of the groups responsible for
the various emergency management functions. Preparedness efforts should include
representation from emergency management, law enforcement, fire, city management,
public health, citizen and voluntary groups, schools, nursing homes, hospitals and health
care organizations, the business community, and other sectors in order to create a
network of organizations to support essential functions in a disaster event. It is important
to devise preparedness strategies that are intentionally broad in part because of the
tendency for preparedness activities to be vertically integrated—or stovepiped—rather
than horizontally integrated, across community organizations and sectors. Sector-based
preparedness efforts are important. Law enforcement agencies, hospitals, and businesses
need to plan extensively. However, effective planning efforts are those that span different
organizations and sectors and that are guided by a common vision of community
resilience in the face of disasters.
8. Preparedness advocates must overcome constraints, limitations, and sometimes outright
opposition.
Emergency planning and preparedness efforts may face apathy from some and resistance
from others (Lindell and Perry 2006). Reasons why support is generally lacking range
from a resistance to thinking about disasters, to reluctance to allocate limited resources,
to conflicts among organizations responsible for planning and preparedness activities. At
a more general level, disaster-related issues must always compete with other concerns
that are considered equally or more important. Household members who live in fear of
crime and struggle daily to get by on low incomes may find it impossible spare time and
resources for disaster preparedness, even if they are aware of its importance. More
affluent community residents may be too busy juggling their varied responsibilities to pay
much attention to a disaster that may or may not happen. Disaster preparedness may rank
low on corporate and community agendas compared to pressing day-to-day problems. An
enterprise that is struggling to stay afloat may not have the luxury of thinking about
future disasters. Expenditures on disaster loss reduction must be weighed in light of other
investments that may bring more immediate return. Planning horizons for both businesses
and local governments may be short. Preparedness efforts are quite often difficult to
sustain over time. Public officials are educated and become advocates for disaster loss
reduction, but then they leave office owing to term limits. If no disasters occur over a
period of time, members of the public, officials, and business owners become less
vigilant. Except in very unusual cases, disaster preparedness is typically “a policy without
a public” (May and Williams, 1986). What this means is that strong advocacy is required
to sustain preparedness efforts. Advocates typically include scientists, engineers,
individual activists and groups that focus specifically on hazards and disasters, and public
officials who have decided to make loss reduction one of their key priorities. Disaster
preparedness must always compete with other issues, including those that enjoy more
widespread public, corporate, and government support.
9. Preparedness should be risk- and vulnerability-based, but should also consider low
probability/high consequence events
. Implicit in many discussions in this section is the idea that preparedness activities
should be geared to local concerns—which include scientifically-based assessments of
what events are likely to occur in a given community, state, or other jurisdictional area.
This perspective stands in contrast with current guidance that emphasizes the need for
every community to prepare for terrorist attack. While it is of course conceivable that any
community may become the target of terrorism—Oklahoma City is a case in point here—
the fact remains that historical disasters to some extent predict future ones. Different
regions of the country are zoned according to the likelihood of earthquakeinduced
damage because the historical record makes that kind of zoning possible. New flood plain
maps should do a better job of indicating where future floods will be most severe. Efforts
to assess long-term vulnerability by taking into account future development patterns may
serve as a basis for mitigation and preparedness efforts. These are examples of the types
of information communities need to take into account when undertaking their own
preparedness efforts and communicating about vulnerability and preparedness with
households and businesses. At the same time, preparedness efforts must address all
potential disaster events. Too many communities center their preparedness activities on
the last disaster, rather than on those that are likely to occur in the future. Limited
resources require communities to prioritize among the events for which they will plan,
but at the same time communities should not neglect to plan for low probability events,
including catastrophic and near-catastrophic disasters.
10. Preparedness efforts must be designed in ways that help responders and victims anticipate
surprise – e.g. through fostering the ability to adapt, improvise, and innovate.
In earlier sections of this report, we emphasized the importance of systematic planning
that recognizes that disasters always contain an element of surprise. Improvisation is one
of the foundations of emergency management (Kreps 1991). The ability to adapt to an
unfolding situation requires both flexibility within plans and broad permission to respond
creatively to the unfolding of events that do not ‘fit’ well within existing planning
frameworks (McEntire 2006). Here again, Hurricane Katrina is a case in point. Many
responding agencies, especially those at the state and federal levels, simply did not
recognize until it was too late that Katrina was a catastrophe, rather than a garden-variety
disaster. Adherence to bureaucratic rules and regulations slowed down response efforts,
as key decision-makers simply refused to see that Katrina was not a disaster that could be
managed through the use of standard emergency measures. Rather than encouraging
creativity and improvisation, the preparedness strategies that were in place at the time
Katrina struck appear to have instead discouraged decision-makers from seeking creative
solutions— even though that was exactly what the situation called for.
11. Preparedness efforts should have an “all hazards” focus, while also incorporating special
considerations associated with individual hazards. Preparedness activities should not be
organized around specific perils.
It is well established in the disaster literature that preparedness efforts should focus on
generic challenges associated with all disasters, rather than on the specific demands of
different kinds of disaster events. The concept of all-hazard preparedness recognizes that,
regardless of the agent causing the disaster, households, businesses, and community
organizations must respond in roughly similar ways. This is not done by
compartmentalizing various disaster agents and addressing each separately. Rather, the
approach is to begin first by assessing what various agents have in common with respect
to response demands, and only later focusing on specific contingencies. For example,
responsibility for management, direction, and control (MDC) must be assumed no matter
what type of disaster agent is involved. For businesses, challenges associated with
business interruption are extremely important regardless of whether the source of
disruption is a hurricane, an earthquake, or a technological disaster. For communities and
crisis-relevant organizations, sheltering, feeding, and providing health care services to
victims, restoring essential services, overcoming transportation system disruption, and
removing debris are critical regardless of what type of disaster is involved. Depending on
where they are located, families may need to develop evacuation plans for multiple
hazards, ranging from floods to fires to nuclear plant accidents. Addressing the need for
appropriate and sufficient resources is a generic preparedness task, even though specific
resources needed to deal with different types of disasters vary. In cases in which hazard
agents require distinctly different responses, hazard-specific planning, training, and
resources are required (Perry and Lindell 2006). For example, while hurricane
preparedness stresses evacuation over all other self-protective measures, preparedness for
some types of hazardous materials releases may emphasize sheltering in place. Similarly,
exotic disaster agents such as dirty bombs and blister agents, which are addressed in
some DHS planning scenarios, present challenges that are common to other extreme
events but also require special training and equipment. Communities and organizations
typically address this two-fold challenge by dividing disaster plans into generic sections
that are applicable to all disasters and hazard specific annexes. Criteria for judging
preparedness efforts apply both to generic and specific preparedness activities.
DISASTER MANAGEMENT
Introduction
The scope of disaster management can include all disaster-related activities. These activities are
categorized as disaster preparedness, disaster response, disaster recovery, post disaster
epidemiological surveillance, environmental management and disaster mitigation.
Aims of disaster management are to:
Reduce (avoid, if possible) the potential losses from hazards; ƒ
Assure prompt and appropriate assistance to victims when necessary;
ƒ Achieve rapid and durable recovery.
Prevention
It is defined as those activities taken to prevent a natural phenomenon or potential hazard from
having harmful effects on either people or economic assets. Delayed actions drain the economy
and the resources for emergency response within a region. For developing nations, prevention is
perhaps the most critical components in managing disasters, however, it is clearly one of the most
difficult to promote. Prevention planning is based on two issues: hazard identification (identifying
the actual threats facing a community) and vulnerability assessment (evaluating the risk and
capacity of a community to handle the consequences of the disaster). Once these issues put in
order of priority, emergency managers can determine the appropriate prevention strategies.
Disaster prevention refers to measures taken to eliminate the rootcauses that make people
vulnerable to disaster
In accordance with the guiding principles of the Act, preventative measures reduce the
likelihood of a disaster event occurring or the severity of an event should it eventuate.
Prevention is defined as regulatory and physical measures to ensure that emergencies are
prevented, or their effects mitigated and mitigation is defined as measures taken in advance of
a disaster aimed at decreasing or eliminating its impact on society and environment.
The implementation of proactive, targeted prevention and mitigation strategies designed to

address likely risk factors, the vulnerability of the population and reduce or eliminate the
possible impact of disasters ultimately ensures safer, more resilient and sustainable
communities.
The preparedness and resilience of communities involves all individuals sharing

responsibility. Disaster resilience is significantly increased by proactive planning and
preparation for the protection of life, property and the environment through an awareness of
hazards, associated risks and local disaster management arrangements.
Disaster preparedness
Preparedness:
Are the measures that ensure the organized mobilization of personnel, funds, equipments, and
supplies within a safe environment for effective relief. Disaster preparedness is building up of
capacities before a disaster situation prevails in order to reduce impacts. Its measures include
inter alia, availability of food reserve, emergency reserve fund, seed reserve, health facilities,
warning systems, logistical infrastructure, relief manual, and shelves of projects
Disaster preparedness is defined as a state of readiness to respond to a disaster, crisis, or any
other type of emergency situation. More broadly it is stated as the leadership, training, readiness
and exercise support, and technical and financial assistance to strengthen citizens, communities,
state, local and tribal governments professional emergency workers as they prepare for disaster,
mitigate the effects of disaster, respond to community needs after a disaster, and launch effective
recovery efforts (www.fema.gov).
All measures and policies taken before an event occurs that allow for prevention, mitigation, and
readiness constitutes disaster preparedness. Preparedness includes designing warning systems,
planning for evacuation, and reallocation, storing food and water, building temporary shelters,
devising management strategies, and holding disaster drills and exercises,. Contingency planning
is also included in preparedness as well as planning for post-impact response and recovery.
The aim of disaster preparation is to be able to reduce the immediate mortality and morbidity with
a better prepared, well equipped service. The preparation includes early warning systems for
seasonal changes in climate, and risk of flood or drought, such as electronic information systems
and satellites that can provide information over large regions and continents. Separate systems are
needed to cater for the agricultural sector, cities and people in rural or remote communities. The
public health infrastructure is particularly important for the immediate measures needed and for
public information on reducing the health risks.
The most important challenge is to change from concentrating solely on post-disaster relief and to
focus on pre-disaster preparedness. Thanks to disaster-preparedness schemes, particularly to an
increasingly sophisticated early warning system, the comparative losses of life due to weather-
related disasters are declining. All the evidence shows that, for every dollar spent on prevention
and preparedness, about $100 or more is needed for relief efforts after the disaster has taken
place.
Where such forecasting and warning systems are installed as part of disaster-management
programs, evidence shows that more lives can be saved and damage is drastically reduced
Being prepared also means having thorough disaster contingency plans comprising of:
• Covering emergency housing, repairs, replacement of essential equipment and protection of the
most vulnerable people in the community: the sick, the very young and the old.
• Improvement of water supply and sanitation systems
• Logistics of the predicted need for health and social services need to be laid down in advance,
including early warning systems to detect health effects.
• Planning for climate change: as global warming and its effects on water will increase the
frequency of water related disasters.
• Public information and education: to ensure early warnings to communities at risk; and give
information about how to conserve water and keep it safe from contamination.
Preparedness consists of three basic steps:
preparing a plan,
training to the plan, and
exercising the plan.
Preparedness deals with the functional aspects of emergency management such as the response to
and recovery from a disaster, whereas mitigation attempts to lessen these effects through pre-
disaster actions as simple as striving to create “disaster-resistant” communities.
Mitigation:
is permanent reduction of the risk of a disaster. Primary mitigation refers to reducing the
resistance of the hazard and reducing vulnerability. Secondary mitigation refers to reducing the
effects of the hazard (preparedness). Mitigation includes recognizing that disasters will occur;
attempts are made to reduce the harmful effects of a disaster, and to limit their impact on human
suffering and economic assets.
Preparedeness Planning for various disasters:

Two strategies for disaster planning include the agent-specific and the all-hazards
approaches. In agent-specific planning, communities only plan for threats most likely to
occur in their region. Since many disasters pose similar problems and similar tasks, an
all-hazards approach involves planning for the common problems and tasks that arise in
the majority of disasters.
The following are some of the means to plan for disastrous situations:
• Escape routes
• Family communications
• Utility shut-off and safety
• Insurance and vital records
• Special needs
• Safety Skills
Escape Routes
Identify and prepare escape routes such as alternative doors, windows, and path ways.
Family Communications
It is important to contact police departments, Red-Cross, radio/Television (media)
stations to find family members. Pick also a friend or relative who lives out-of- woredas,
zone, and region for household members to notify that they are safe.
Utility Shut-off and Safety
In the event of a disaster, you may be instructed to shut off the utility service at your
home. Below is some general guidance for shutting off utility service:
Natural Gas:
Natural gas leaks and explosions are responsible for a significant number of fires
following disasters. It is vital that all household members (who have natural gas) know
how to shut off natural gas
Water: Water quickly becomes a precious resource following many disasters. It is vital
that all household members (who have water pipe lie) learn how to shut off the water at
the main house valve.
• Cracked lines may pollute the water supply to your house. It is wise to shut off your
water until you hear from authorities that it is safe for drinking.
Electricity: Electrical sparks have the potential of igniting natural gas if it is leaking. It
is wise to teach all responsible household members where and how to shut off the
electricity.
Preparing to Shut Off Electricity

• Locate your electricity circuit box.
• Teach all responsible household members how to shut off the electricity to the entire
house.
For Your Safety: always shut off all the individual circuits before shutting off the main
circuit breaker.
Insurance and vital records:
Households should be encouraged to have insurance for property, health and life. Such
vital records, including insurance, bank… books need to be kept in safe place.
Planning for Special Needs
If you have special needs, find out about special assistance that may be available in your
community.
• Create a network of neighbors, relatives, friends, and coworkers to aid you in an
emergency. Discuss your needs and make sure everyone knows how to operate necessary
equipment.
• Discuss your needs with your employer.
• If you are mobility impaired and live or work in a high-rise building, have an escape
chair.
• If you live in an apartment building, ask the management to mark accessible exits
clearly and to make arrangements to help you leave the building.
• Keep specialized items ready, including extra wheelchair batteries, oxygen, catheters,
medication, food for service animals, and any other items you might need.
• Be sure to make provisions for medications that require refrigeration.
• Keep a list of the type and model numbers of the medical devices you require.
Additionally, under each specific disaster, the necessary preparedness to be made is

discussed accordingly and readers are advised to refer to chapter two for more
information regarding specific disaster.
CONCEPT OF CBDP & ITS PROCESS.
WHAT IS COMMUNITY BASED DISASTER PREPAREDNESS?

Preparedness to face disasters is required at all levels right from the household to the
State Government to minimize the impact of disasters. The Government cannot reach out
immediately to each and every household/village at the time of disaster.
The community is the first responder of any disaster and develops some traditional
coping mechanisms to reduce their vulnerabilities. Such communities living in a common
territory comprise of women, men, elders, students, teachers and children. There can be
recognized as RWAs, resettlement colonies, BPL houses, villages, wards, slums, juggle
etc. where people of different social and economic background live together. These
people are also responsible for their peace, prosperity, and protection. The involvement
of the community is the key factor in any disaster preparedness. The participation of the
community is vital to sustain the activities of rebuilding the shattered community life.
CommunityBased Disaster Preparedness is
 A response mechanism to save life, livelihood, livestock, and assets with available
resources within the community, which should
 Lead to multi-pronged development interventions to address the root cause of
vulnerability, and to a selfreliant disaster proof community.
In order to generate preparedness and response within the people, Community

Based Disaster Preparedness Plans (CBDP) has to be developed in all the
vulnerable areas of Gujarat. A CBDP is a list of activities a community decides to
follow to prevent loss of life, livelihoods, and property in case of a disaster. It also
identifies well in advance, actions to be taken by individuals in the community so
that each one is aware of his/ her responsibilities when an emergency warning is
received. The plans involve training to the community to make them aware of
disaster preparedness and make them responsible to protect themselves during and
post disasters
The process of CBDP aims at the following:

1. The community should be made well aware of the risk they are living with.
2. Communities in high risk areas have been developing their own coping mechanisms
and strategies to reduce and deal with the impact of disasters. CBDP recognizes the
imperativeness of local knowledge and resources, and strengthen them in order to
improve the capacity of people to withstand the impact of disasters.
3. Ownership of disaster reduction should not be stripped from local people who should
be left even more powerless in case external intervention does not occur.
4. Disaster reduction activities should be based on participatory approaches involving
local communities as much as possible, considering them as a proactive and not passive
target for intervention.
5. Involvement and participation of communities will ensure a collective and coordinated
action during emergencies.
6. Building community leadership and a chain of trained community cadres through
participatory approaches can help harness the resilience and resourcefulness of the
community to cope.
7. Solution is sustainable if it comes from people themselves rather than trusting upon
them.
8. It is not only the big disasters that destroy life and livelihoods. Accumulated losses
from small floods, droughts and landslides can exceed the losses from big disasters
contribute significantly to increased vulnerability at local level. These disasters attract
little media attention and communities are often left their own to cope with the
destruction. This provides another reason to invest in community based disaster
preparedness.
Importance of CBDP-
 It is at the community level where effects of disasters are felt the most and also
where the physical social and economic risks can be most adequately assessed
and managed.
 Nobody is more interested in understanding and improving local affairs and
conditions than the community residents themselves
 Nobody can understand local opportunities and constraints better than the local
residents themselves.
 The first and quickest response to a disaster in any community will always come
from the community members themselves.
 For disaster risk reduction initiatives to be more effective generation and analysis
of hazard and disaster related data and information should be in a manner and
language that is understood by the community.
 Because the community is involved in the whole process, their felt and real needs
as well as inherent needs are considered. There is more likelihood that problems
will be addressed with appropriate interventions.
UNIT – 4
Technology for disaster management and disaster mitigation
Technological innovation is bringing digital solutions to sectors that have previously lacked
access to technology, including the non-profit community. The rapid pace of this change
suggests that one of technology’s most meaningful benefits for society may lie in the
humanitarian sector, which must reach large numbers of people, in remote and dangerous
locations, to provide critical resources fast and efficiently.
From aerial robotics to big data analytics, technology presents the opportunity to expedite and
magnify the impact of humanitarian relief efforts through greater efficiency and responsiveness;
reaching more people, sooner, more cost-effectively, and saving more lives. For example
Technology can go where people cannot and where rescue efforts puts the
lives of responders at risk
Aerial robotics, including unmanned aerial vehicles (UAVs), aka drones, show tremendous
potential to transform humanitarian aid. Using this technology, organizations can map terrain
more effectively, assess damage in real time, increase situational awareness through high-
resolution mapping and deliver items faster, cheaper and more efficiently. Lower in cost, lighter
in weight (as little as three pounds) and quieter than helicopters or planes, with pre-programmed
routes that enable them to fly in life-threatening conditions, these “digital responders” provide
access to otherwise unreachable areas. In addition, infrared cameras and advanced listening
systems enable UAVs to uncover survivors from rubble or among flames and live-stream night
footage, increasing the success of critical rescue efforts.
For example, global non-profit WeRobotics’ programme, AidRobotics, identifies local

humanitarian needs and incubates robotics solutions via regional Flying Labs™. Following
extensive flooding in 2017, its Peru Flying Labs formed the Mision PIURA multistakeholder
consortium to create high-resolution aerial images of more than 7,000 hectares (nearly 17,300
acres) in just three days. These maps provided humanitarian agencies with a detailed
understanding of the region including infrastructure damage, locations of stranded communities,
safe areas for resettlement, and efficient routes for aid delivery. Digital elevation models enabled
the government to continually monitor water level changes throughout the region.
Technology breaks down barriers to enable connectivity when we need it most
In times of disaster, basic connectivity is a form of aid that connects people to the resources
critical for survival and enables humanitarian organizations to quickly deliver life-saving
information.
Cisco’s Tactical Operations (TacOps), for example, takes advantage of the latest mobile
networking technology, including cloud-controlled Meraki technology, to establish connectivity
when disaster strikes, often faster than government or local providers can. The TacOps team,
comprised of highly-skilled internet infrastructure specialists and supported by a global network
of volunteers, can be ready to assist anywhere within a few days. From the refugee crisis in
Uganda or Nepal’s 7.8 earthquake to Puerto Rico’s Hurricane Maria, since 2005, TacOps has
responded to 45 disasters on six continents
In response to the refugee crisis alone, more than 600,000 devices have connected to TacOps’
networks in refugee camps across Europe. Additionally, in Puerto Rico, TacOps has brought
efficiencies and speed to relief efforts with more than 66,500 unique clients (relief organizations
and the public) and nearly 46 terabytes of data transferred within two months of installation.
Mobile solutions, social media and digital communities provide a new way for
organizations and their beneficiaries to communicate
Today, through the proliferation of mobile and social media solutions, relief communications
have evolved to the benefit of all. This includes the development of a feedback loop through
which information collected is applied to develop a deeper and more real-time understanding of
both sector and service user needs, leading to faster, more efficient responses which ultimately
supports beneficiaries.
For example, the World Food Programme (WFP) is challenged to assist 80 million people across
80 countries worldwide each year, moving three million tons of food. WFP’s Mobile
Vulnerability Analysis and Mapping (mVAM) uses mobile technology to address the barrier of
aggregate and manual data collection, that often leads to outdated and inefficient data collection.
Deployed in more than 30 countries, mVAM delivers 20,000 surveys per month for an annual
cost saving of $5 million and a 75% reduction in the time spent collecting surveys.
The WFP and Cisco partnered to explore the use of SMS and voice response technology (IVR) to
collect data directly from beneficiaries, making it possible to gather responses from some of the
world’s most vulnerable communities rapidly and in an affordable way. This year, the
partnership will pilot the use of chatbots for even deeper interaction between beneficiaries and
organizations.
“We’re receiving information in near real-time and, for a humanitarian organization, that helps
us save lives,” says Jean Martin-Bauer, Food Security Analyst for the WFP.
Through mVAM, WFP now has a detailed view of the food security situation on the ground,
enabling them to respond quickly – and save lives.
Big data analytics creates a new era of intelligence for disaster response
Vast amounts of data are created during times of disaster including personal and medical data,
the geolocation of roads, the tracking of survivors, and more. Managing this data presents
challenges, but when effectively employed, it provides crucial information on which to act,
prioritizes and optimizes response efforts and, via crowdsourcing, enhances situational
awareness.
Ushahidi, for example, is an open-source crisis-mapping software that creates a database of
geotagged and time-stamped reports gathered via email, SMS, or tweets. From this information,
it builds a comprehensive, real-time picture of what is happening on the ground. Today, Ushahidi
V3, or “Ushahidi in the Cloud”, can be accessed by anyone, even non-developers. The platform
has been used in 140 countries, reaching more than 20 million people through more than 100,000
deployments.
Additionally, the American Red Cross’ RC View, built on the ESRI data visualization platform,
informs situational awareness by providing crucial data on water levels, shelter mapping
(locations, number of available beds), road closures and more. Via RC View, Red Cross can
respond faster, with fewer resources, and provide aid and financial assistance while evacuation is
still taking place. In many cases, it allows an area to be surveyed without ever having to step foot
there. In less than two months, the Red Cross responded to more disasters than they have in the
last four years combined.
In Puerto Rico, global non-profit NetHope has partnered with Facebook to provide enhanced
disaster response by effectively targeting social media audiences. Complex data analytics enable
the organization to target the right messages to the right audiences, including information from
third parties such as FEMA, Doctors without Borders, and local non-profits.
In many cases, technology is the easiest part. The challenge is to create a long-term, digital
foundation for humanitarian organizations that enables them to invest in, test and scale
technology solutions prior to disasters so they are prepared when they need it the most. For
example, Cisco is entering a five-year, $10 million dollar partnership with MercyCorps that will
reach 11 million people and fill critical gaps, transforming how the already tech-savvy
organization applies digital solutions to humanitarian aid.
While technology cannot replace the vital resources people need in disaster – food, water,
shelter, or comfort from loved ones - it is transforming disaster relief efforts and paving the way
for an evolving approach to international aid: one that can reach more people, faster, and help
communities to develop resilience for when the next disaster
Role of Information and Communication Technology in Natural
Disaster Management
Information Technology is changing every aspect of human life. It enhances the quality and
effectiveness of trade, manufacturing, services, other aspects of human life such as education,
research, culture, entertainment, communication, national security, etc. Disaster management
needs drastic improvements in its sources to decrease damage and save the life of people. To
achieve this main object, disaster management has to face challenges for data collection, data
management, translation integration and communication. IT pays crucial role in this respect. The
advanced techniques of information technology such as remote sensing, satellite communication,
GIS, etc. can help in planning and implementation of disaster management.
With an increase in the perception towards spreading a culture of prevention in the disaster
management scenario, considerable emphasis is now being placed on research and development
activities in the area of information technology for disaster preparedness and prevention. This
has brought in a significant positive change even though the multitude and frequency of disasters
in the country has increased [4]. In most critical phases of some major disasters like earthquakes
in Kobe, Japan; Northridge, California and turkey role of electronic communication has provided
the most effective, and in some instances perhaps the only means of communication with the
outside world. The changing trends have opened up a large number of scientific and
technological resources and skills to reduce disaster risk. The Information and Communication
Technology tools are discussed below:
1. Internet
In the present era of electronic communication, the Internet provides a useful platform for
disaster mitigation communications. The role of Internet is becoming increasingly important
because of the following reasons:
a. It facilitates, the opportunities to enhance the capabilities of addressing hazard awareness

and risk management practices before, during, and following emergency events.
b. Internet sites providing an increasing array of information related to various hazards. .
Internet Sites also provide more information about the growing number of organizations and
professional disciplines addressing them.
c. It provides a new and potentially revolutionary option for the rapid, automatic, and global
dissemination of disaster information. A number of individuals and groups, including several
national meteorological services, are experimenting with the Internet for real-time dissemination
of weather observation, forecasts, satellite and other data.
d. Network equally provides the means of access to more reference and resource material to
more people, in more ways.
e. The compilation, retrieval and redistribution of information by centers of interest, of the use
by alternative forms of media can expand the utility of the information at the local, national,
regional and international levels of interest.
GIS and Remote Sensing
Geographic information technology tools like Geographic Information Systems (GIS) and
Remote sensing (RS) support all aspects of disaster management. GIS and RS are essential as
effective preparedness, communication and training tool for disaster management. Disaster
planning can be very powerful when modeling is incorporated into GIS. Most potential disasters
can be modeled. Modeling allows disaster managers to view the scope of a disaster, where the
damage may be the greatest, what lives and property at highest risk, and what response resources
are required and where GIS can play a very important role in this exercise. The specific GIS
applications in the field of Risk the assessment are:
– HazardMapping
– ThreatMaps
– DisasterManagement
– Records Management
Nevertheless satellites have several limitations in their application for response operations. The
most obvious is that a number of satellites cannot see through clouds. Many large scale disasters
such as cyclones and floods are generally associated with periods of heavy cloud cover, and
consequently the ability to image the ground is greatly restricted. In addition a disaster event
must coincide with the overpass of the satellite if it is to be imaged [5].
Some application of GIS and Remote Sensing in various disasters are as follows:-
Drought
GIS and Remote Sensing can be used in drought relief management such as early warnings of
drought conditions will help to plan out the strategies to organise relief work. Satellite data may
be used for to target potential ground water sites for taking up well-digging programmes.
Earthquake
GIS and Remote Sensing can be used for preparing seismic hazards maps in order to assess the
exact nature of risks.
Floods
Satellite data can be effectively used for mapping and monitoring the flood inundated areas,
flood damage assessment, flood hazard zoning and post-flood survey of rivers configuration and
protection works.
Cyclone
A cyclone is a storm accompanied by high speed whistling and howling winds. It brings
torrential rains. A cyclone causes heavy floods. It uproots electricity supply and
telecommunication lines. Road and rail movements come to halt. Ships overturn Winds bends
and plucks out trees and plants.‰ Houses collapse. There can be outbreak of diseases like
Cholera, Jaundice or Viral fever. Advanced techniques like, GIS, remote sensing tools can be
used to identify the vulnerable population with the single hazard component. These tools can be
used to calculate state level population affected by different type of storms. But, calculating
vulnerability by GIS with multiple hazards and coping capacity is not easy job for decision
makers.
Landslides
Landslide zonation map comprise a map demarcating the stretches or area of varying degree of
anticipated slope stability or instability. The map has an inbuilt element of forecasting and is
hence of probabilistic nature. Depending upon the methodology adopted and the
comprehensiveness of the input data used, a landslide hazard zonation map able to provide help
concerning some or all of the following:-
– Location
– Extent of the slope area likely to be affected and
– Rate of mass movement of the slope mass
Search and Rescue
GIS cab be used in carrying out search and rescue operations in a more effective manner by
identifying areas that are disasters prone and zoning them accordingly to risk magnitudes.
Warning and Forecasting System
An advance system of forecasting, monitoring and issuing early warnings plays the most
significant part in determining whether a natural hazard will assume disastrous proportions or not
The country has the following forecasting systems:
Indian Meteorological Department (IMD)
Indian Meteorological Department provides cyclone warnings from the Area Cyclone Warning
Centres (ACWCs) It has developed the necessary infrastructure to originate and disseminate the
cyclone warnings at appropriate levels. It has made operational a satellite based communication
system called Cyclone Warning Dissemination System for direct dissemination of cyclone
warnings to the cyclone prone coastal areas. IMD runs operationally a Limitedarea Analysis and
Forecast System (LAFS), based on an Optimal Interpretation (OI) analysis and a limited area
Primitive Equation (PE) model, to provide numerical guidance.
National Remote Sensing Agency (NRSA)
Long-term drought proofing programmes on the natural resources of the district have been
greatly helped by the use of satellite data obtained by NRSA. Satellite data can be used very
effectively for mapping and monitoring the flood-inundated areas, flood damage assessment,
flood hazard zoning and past flood survey of river configuration and protection works.
Seismological Observations
Seismological observations in the country are made through national network of 36 seismic
stations operated by the IMD, which is the nodal agency. These stations have collected data over
long periods of time.
Warning System for Drought
The National Agricultural Drought Assessment and Management System (NADAMS) has been
developed by the Department of Space for the Department of Agriculture and Cooperation, and
is primarily based on monitoring of vegetation status through National Oceanic and Atmospheric
Administration (NOAA) Advanced Very High Resolution (AVHR) data. The drought
assessment is based on a comparative evaluation of satellite observed green vegetation cover
(both area and greenness) of a district in any specific time period, with that of any similar period
in previous years.
Flood Forecasting
The Central Water Commission (CWC), Ministry of Water Resources, issues floods forecasts
and warnings. These are used for alerting the public and for taking appropriate measures by
concerned administrative and state engineering agencies in the flood hazard mitigation.
Information is gathered from the CWC’s vast network of Forecasting Stations on various rivers
in the country.
Cyclone Tracking
Information on cyclone warnings is furnished on a real-time basis to the control room set up in
the Ministry of Agriculture, Government of India. High power Cyclone Detection Radars
(CDRs) that are installed along the coastal belt of India have proved to be a very useful tool to
the cyclone warning work. These radars can locate and track approaching Tropical Cyclones
within a range of 400 km. Satellite imagery received from weather satellite is extensively used in
detecting the development and movement of Tropical Cyclones over oceanic regions,
particularly when they are beyond the range of the coastal radars. The existing mode of
dissemination of cyclone warnings to various government officials is through high priority
telegrams, telephones, telex and fax.
Disaster alert through cell phones
The Ministry of Science and Technology of India has developed the world’s first of its kind
multilingual disaster alert system – National Disaster Information System (NDIS) – that will
transmit Tsunami and cyclone warning through mobile phones in the form of SMS, within 30
seconds of a weather satellite or an earthquake observatory giving alert signals. The SMS alerts
will be made in over 100 languages including 14 regional languages like Tamil, Kannada, Telugu,
Bengali, Malayalam, Hindi and Oriya. The SMS alerts will be followed by voice alerts on the mobile phones
as well as fixed phones. The NDIS server first receives the warning from the meteorological department alert
system before converting it into an SMS in two seconds. In the next 19 seconds, the software translates the
alert into multiple languages. The SMS reaches the user in 30 seconds.
Satellite Radio Application
Satellite radio can play a key role during both the disaster warning and disaster recovery phases. Its key
advantage is the ability to work even outside of areas not covered by normal radio channels. Satellite radio can
also be of help when the transmission towers of the normal radio channels are damaged in a disaster [
Application of Modern Technology for the Emergency
Communication
In what seems like a constant string of natural disasters, information and the dissemination of
information are key. Rapid technological advancements in a number of fields mean both
emergency response crews and survivors are better equipped at tackling the immediate
challenges faced during a natural disaster.
The use of social media, drones, satellite imagery through GIS, real-time disaster modeling, and
widespread connectedness means more efficient and necessary information flow. Immediate
information on the most damaged areas of a city or locations of where people remain stranded
saves lives. Real-time data allows emergency management to develop more targeted response
plans, a technological leap from search and rescue strategies decades ago.
Emergency Response Technologies For Survivors
Practically everyone has a smartphone on them at all times, meaning one of the most useful tools
when it comes to responding to a natural disaster is your phone. There are numerous apps
targeted toward saving your life during an emergency: everything from providing your medical
ID to medical professionals to the official FEMA app.
However, potentially the most powerful tool in disaster response for the survivor is social media.
Facebook, Twitter, WhatsApp, etc. have been widespread in disseminating information about a
stranded person in a collapsed house or a lost pet. Social media allows emergency response
crews to immediately connect with survivors and direct their attention accordingly.
Emergency Response Technologies For Emergency Management
The other side of the equation is technological advancement from the point of view of
emergency managers and response personnel. Today, emergency managers can pinpoint areas of
greatest damage and direct their assistance in a smart and efficient manner.
Advanced modeling of a city's infrastructure, vulnerabilities, real-time data, and human variables
allows companies such as One Concern to provide minute by minute information following
earthquakes in southern California.
One Concern uses the built environment (public and private infrastructure datasets), the natural
environment (local geology, vegetation, climate, etc.), and live data (real-time monitoring, social
media, etc.) to construct a model predicting damage and loss of life.
Emergency response managers are also using drones to conduct search and rescue operations
to provide information on hard to access locations. The use of both flying and underwater drones
allows rescue workers to safety analyze a situation before proceeding with their operations.
Lastly, the best emergency response plan is a good emergency preparedness and monitoring
plan. As weather models, seismic sensor arrays, and GIS systems advance and with it
the modeling of natural disasters, we know earlier and with better precision the next major
disaster. These systems provide local, state, and federal officials the ability to prepare for the
next natural disaster better than ever before. The outcome of it all, more lives saved.
https://www.forbes.com/sites/trevornace/2017/12/15/how-technology-is-advancing-emergency-r
Disaster mitigation
Mitigation is defined as a sustained action to reduce or eliminate risk to people and property
from hazards (disasters) and their effects. The function of mitigation differs from other
emergency management disciplines since it looks at long-term solutions to reduce risk as
opposed to preparedness for hazards, the immediate response to hazards, or the short-term
recovery from a hazard event.
Disaster mitigation includes those activities designed to prevent or reduce losses from disaster. It
is usually considered the initial phase of emergency management, although it may be a
component in the other phases. Examples include land-use planning, to limit or prevent
development in floodplains, building codes to reduce losses from earthquakes and fires, dam and
levees to prevent flooding.
The mitigation efforts must include:
• Emergency housing, especially after floods, but also if drought has caused mass population
movement in an attempt to find better water and food supplies.
• Provision of emergency supplies of safe drinking water
. • Emergency repairs to homes, drains and water supply and sanitation infrastructure.
• Early warning systems to identify health effects and to detect rise in mosquito borne diseases,
such as malaria, and diarrheal diseases, such as cholera.
Both disaster preparedness and its mitigation require multisectoral cooperation and joint
planning. Both need evaluation after a disaster to reduce the ill effects of later crises. The goal of
mitigation is to create economically secure, socially stable, better built, and more
environmentally sound communities that are out of harm’s ways. The following widely accepted
tools are used to reduce risks:
 Hazard identification and mapping,

 Design and construction applications
 Land-use planning,
 Finical incentives,
 Insurance,
 Structural controls.
In certain cases, some of the devastating effects of disasters can be reduced before the
actual event. For example, evacuations may be orchestrated before hurricanes or floods.
Early warning allows residents to seek shelter from tornadoes.
Disaster Mitigation Strategies
Risk Identification
To reduce the threat of droughts and to lessen their impact should they occur, a number
of measures can be taken. The first step in disaster mitigation is to identify areas that are
at risk to drought. Once the priority zones have been identified, comprehensive and
integrated rural development programs should be initiated. Among the usual activities
are:
• Agricultural improvements including modifying cropping patterns and introduction of
drought-resistant varieties of crops;
• Rangeland management including improvement of grazing lands, and grazing patterns,
introduction of feedlots, and protection of shrubs and trees.
• Water resource development including improved irrigation, and water storage facilities,
protection of surface water from evaporation, introduction of drip irrigation systems, and
water containment methods such as retention dams and subsurface dams.
Prevention and mitigation strategies should be based on the risk assessment and can be
considered in relation to:
 land use planning and building codes
 essential infrastructure
 structural works
 landscape and environment.
Examples of mitigation strategies include:

 hazard specific control activities such as flood levees or bushfire mitigation strategies
 design improvements to infrastructure or services
 land use planning and design decisions that avoid developments and community
infrastructure in areas prone to hazards
 community awareness campaigns to increase knowledge of how to prepare for disaster

events
 community education programs to build knowledge of the appropriate actions to prepare

for and respond to a disaster event
 capital works such as levee bank construction to reduce the impacts of flooding
 resilience activities including partnership building and engagement between sectors
 annual programs (e.g. vegetation management around essential services and essential
infrastructure such as power lines).
The concept of betterment, often considered predominantly within post-disaster recovery and
reconstruction, should also form a key consideration pre-disaster through proactive mitigation
strategies which aim to enhance and harden infrastructure to a more disaster resilient
Land-Use Planning
Another approach to reduce the impact of droughts on human settlements (including
nomadic communities) is to employ land-use planning techniques. Land-use controls
similar to zoning regulations could be created and adopted by governing bodies.
These controls can include:
• numbers of livestock per unit area;
• maximum population density;
• limits on amounts of water taken from public water supplies for agricultural or
industrial use; • authority to declare a state of emergency during which time animal herds
are required to be depleted or transported to non-emergency areas, more stringent water
usage allowances are imposed, etc. Impediments to Mitigations There are several factors,
including denial of the risk, political will, cost and lack of funding.
Land use planning and building codes
Land use planning can be an effective method to reduce the impact of natural hazards and,
where possible, avoid risk to life, property and environmental systems from natural hazards.
The State Planning Policy (SPP) is a key component of Queensland’s planning system. The
SPP expresses the state’s interests in land use planning and development, including the
avoidance or mitigation of the risks associated with natural hazards. Promoting this avoidance
or mitigation through plan making and development decisions of state and local government
can significantly reduce the likelihood and severity of impacts of certain natural hazards
including flood, bushfire, landslide, storm tide inundation and coastal erosion.
Regulatory frameworks for buildings (e.g. Acts, Regulations, Codes) ensure buildings and
infrastructure are designed and constructed to standards that minimise the likelihood of injury
during a disaster event.
Most levels of government implement requirements that control land use planning and
building design and construction and reduce risks from natural hazards.
Planning Act 2016
Building Act 1975
National Construction Code
Queensland Development Code
State Planning Policy 2017
Local Government Planning Instruments
Planning Safer Communities Land Use Planning for Natural Hazards – Manual 7
Essential Infrastructure
A community's social and economic wellbeing relies upon the continuity of essential services
provided by critical infrastructure. This critical infrastructure supports the most basic needs:
safe drinking water, food, reliable transport, accessible public health services, energy for
homes and industry, access to banking, finance and government services, and communications
networks to connect us socially and in business.
Critical infrastructure includes those physical facilities, supply chains, systems, assets,
information technologies and communication networks which, if destroyed, degraded or
rendered unavailable for an extended period, would significantly affect the social or economic
wellbeing of the community.
The importance of the reliability of this infrastructure highlights the need to build and
strengthen its resilience. The United Nations Office for Disaster Risk Reduction (UNISDR)
describes resilience as 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.
Mitigating the effects of disaster events and ensuring the reliability of essential services and
infrastructure requires a variety of strategies including compliance with building planning
regulations, land use planning and an all hazards approach to risk identification and
management.
Strong networks between infrastructure owner/operators, local and state government agencies
and communities are key for critical infrastructure resilience.
Planning Safer Communities Land Use Planning for Natural Hazards – Manual 7
Critical Infrastructure Resilience Strategy Plan
Critical Infrastructure Emergency Risk Management and Assurance Handbook

Structural Works
Structural disaster mitigation strategies involve the application of engineered solutions as

disaster mitigation strategies including physical structures which are constructed or modified
to reduce or eliminate disaster impacts.
Structural works to mitigate natural hazards can include but are not limited to levees, rock
walls, drainage works, improved road infrastructure and flood mitigation dams. Where
structural mitigation strategies are implemented, asset owners need to consider funding to
support ongoing operation and maintenance. The community should also be educated on the
limits of structural mitigation works and the appropriate action required should breaches
occur.
The application of structural works as a form of mitigation is not necessarily the most cost-
effective approach and may transfer the problem. Therefore structural works form one option
in a suite of mitigation strategies including natural landscape and environmental approaches.
State Disaster Management Plan 2017
Queensland Flood Mapping Program, Flood mapping implementation kit
Natural assets for flood and cyclone resilience
Strategic Policy Framework for Riverine Flood Risk Management and Community
Resilience
Landscape and environment
The appropriate management and protection of landscapes and the environment is important.
All organisations, including governments at all levels, must consider the effects of
development relative to the landscape and environment.
Climate change predictions should be considered when planning for mitigation of natural
hazards. Climate change is predicted to influence the magnitude, frequency and severity of
natural disaster events including increasing sea levels, intensity of cyclones and storms and
other changes to weather patterns. In Queensland, low lying coastal areas and associated
coastal environments and landscapes will be most vulnerable to the impacts of these hazards.
Assessment of coastal based development is undertaken to ensure development protects and

conserves coastal resources. This also enhances the resilience of coastal communities.
State Planning Policy 2017
State Disaster Management Plan 2017
Natural assets for flood and cyclone resilience
Planning Act 2016
Roles and Responsibilities Disaster Planning Team

The planning team should include representatives from departments that will be most heavily
involved in policy development and the planning process. These include representatives from:
 Administration: Policies, procedures, resources
 IT: Business continuity, connectivity, information security issues
 Human Resources: Staff contacts, training,
 Communication: Internal and external, immediate and over time response
 Facilities: Anything to do with the building and services to it
 Content Managers: Print and digital, depending on the organization's records/assets
 Other: Any additional mission-critical units within organization

Disaster Response Team
The response team will conduct the initial evaluation of facilities and systems following a
disaster. When a disaster is identified, an appropriate team will be formed to assess and respond
to the situation.
For any emergency situation, the response team should consist of representatives from:
 Administration (or designated Disaster Assessment Team Leader): To make decisions

involving required personnel and closure of facilities (once notification occurs)
 Human Resources (and/or designated Crisis Communication Coordinator): To initiate

call trees or other communication procedures to general staff and contact staff necessary
to fully evaluate disaster, to frame necessary internal and external communications
For emergency situations that affect the organization's facilities (e.g., people, space,
institutional records, work schedules):
 Facilities: To help ensure building is safe and aid in any required work to building and to
help coordinate a sustained recovery effort (e.g., Perry Building, ISR, University, Ann
Arbor)
For emergency situations that affect the organization's technology and/or online
presence (e.g., work stations, servers, telecommunications, services provided over the Internet,
digital content), the ICPSR Response Team might include staff from the following departments:
 IT: If the servers or computer equipment are affected
 Web support: If external Web content and services are affected
 Content Managers: If the servers or offline media of the organization and storage
partners are affected (e.g., curators, organizational records creators)
Coordination
Coordination can be defined as combined efforts of various related organizations and agencies to
achieve the goal/target of a task and is therefore very essential. In fact, there is always scope for
improvement in coordination between various agencies/organisations working for relief and
rehabilitation. There are three main bodies involved is disaster management.
PRINCIPLES AND TECHNIQUES OF COORDINATION
In Disaster Management, all the concerned organizations, agencies, and the public have common
goals as discussed below. Pre-Disaster Situation- for disaster prevention, mitigation and
preparedness to minimize loss of life and property from natural disasters. Disaster Situation- to
provide effective relief, rehabilitation of affected people and recovery of the community. There
are no set principles or rigid techniques for coordination in disaster situation because each
disaster situation is unique in its own way. But, coordination is more effective if we follow the
basic principles of coordination given below:
1) Clear Role Allocation:

There should be clarity in roles of different participant organizations. They should know their
authority and limitations. There should not be duplication of roles.
2) Networking:
All concerned organizations should have proper networking. This will provide them better
understanding of strengths and weaknesses of each other and will also ensure proper
coordination of efforts besides avoiding duplication.
A proper networking of NGOs will give them the idea about the capacity and capabilities of each
other. This knowledge is very essential for coordination among NGOs.
3) Practicing coordination during exercises.
4) Knowledge of professional competence of individual organization

5) Knowledge of available resources including financial resources
6) Transparency in the action of various organizations involved in management.

ROLE OF LEADER AND COORDINATOR:
A good leader or coordinator can make the task simple and more effective. He can serve the
affected people within limited resources and be cost-effective. Role of a leader starts from pre-
disaster situation. He has a very important role during and after the disaster. Roles of
leader/coordinator are almost same and are given below:
Identification of safe places or protected areas, when disaster impact occurs. He should be able to
convince the community that they should reach these safer places at the time of pre-warning.
Normally, people do not want to leave their houses and belongings even after several warning
and even police intervention. But a good leader can persuade them to move to safe places. In
cyclones and floods, such evacuation of people can save a lots of human lives and catties.
Leaders take decision concerning post-impact priorities for rescue, temporary evacuation,
shelter, immediate needs of the community crucial to the lines and livelihood of the affected
people. Leaders implement self-help measures and induce spirit of cooperation. They take
decisions to organize external assistance which can significantly defer or alleviate potential
hardship for those who have lost their home and means of livelihood. Involving people and
community in the decision making, implementation of plans and their participation at every step
of relief or rehabilitation process by keeping complete transparency.

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E-NOTES

B.A.LL.B. 1st Year

 It negatively influences the emergency system

Thus a disaster may have the following main features:

Major Natural Disasters.

2) Minor Natural Disaster.

3) Major Man Made Disasters.

• Pollution due to Prawn cultivation

Common Casual Factors of Disasters.

Ungoverned Population Growth:

Rapid urbanization and Migration:

Transitions in Cultural Practices:

Lack of awareness and information:

War and Civil Strife:

Physical Impacts of Disasters:

Socio Demographic Impacts:

Socio economic Impacts:

• Developing possible warning indicators,

• Relocating communities, and

• Public awareness and education programs.

Special problem areas for disaster management

• Difﬁculty of access and movement;

• Widespread loss of or damage to infrastructure, essential services, and life-support systems;

• Ash may also cause respiratory problems.

• Mud ﬂows may arise from associated heavy rain.

• Lava control systems,

• Developing a monitoring and warning system,

• Evacuation plans and arrangements,

• Relocating the population, and

Special problems areas for disaster management

• Access during eruption.

• Timely and accurate evacuation decision(s).

• Control of incoming sightseers when evacuation programs are being implemented.

Tsunami (Seismic Sea Wave)

• Speed of onset varies (see above).

• Optimum arrangements for receipt and dissemination of warning;

• Public awareness and education programs.

Special problem areas for disaster management

• Effective evacuation time-scale;

• Search and rescue; and

Tropical Cyclone (Typhoon, Hurricane)

• Speed of onset gradual;

• Tends to conform to seasonal pattern;

• Effective warning arrangements;

• Moving people to safe shelters;

• Building regulations, and

Special problem areas for disaster management

• Search and rescue;

• Widespread destruction/disruption of essential services;

• Rehabilitating agriculture, especially tree crops.

• Speed of onset may be gradual or sudden;

• There may be seasonal patterns to ﬂooding; and

• Flood control (e.g., by walls, gates, dams, dikes, and levees);

• Forecasting, monitoring, and warning system(s);

• Planning and arranging evacuation;

• Public awareness and education programs.

Special problem areas for disaster management

• Difﬁculties of access and movement;

• Medical and health difﬁculties (e.g., arising from sanitation problems);