DISASTER

MANAGEMENT
MBA-2NDSEM BY
Mr Abhishek
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Unit
Introduction 1
Disaster management means that all such measures should be taken so that hazard cannot take the
form of disaster. Since we cannot prevent the coming of many natural hazards, but can reduce
their harmful effects by proper management, so that the loss of life and property can be
minimized. In fact, the current danger is not from the natural disasters, but the greater the danger
we have from human disasters. Disasters are the consequences of natural or human hazards
.Therefore, through disaster management, we can prevent hazards from being turned into disaster.

Disaster Management can be defined as the organization and management of resources and
responsibilities for dealing with all humanitarian aspects of emergencies, in particular
preparedness, response and recovery in order to lessen the impact of disasters.

The Internationally accepted definition of “disaster” is: A serious disruption of the

functioning of society which poses a significant, widespread threat to human life, health,
property or the environment, whether arising from accident, nature or human activity, whether
developing suddenly or as the result of long term processes, but excluding armed conflict.”
[International Federation of Red Cross/Red Crescent Societies (IFRC), 2007]

The United Nations defines a disaster as a serious disruption of the functioning of a community
or a society. Disasters involve widespread human, material, economic or environmental impacts,
which exceed the ability of the affected community or society to cope using its own resources.
The Red Cross and Red Crescent societies define disaster management as the organisation and
management of resources and responsibilities for dealing with all humanitarian aspects of
emergencies, in particular preparedness, response and recovery in order to lessen the impact of
disasters.

Types of Disaster Natural

Seismic: Earthquake, Volcanic eruption, Tsunami, Celestial collision.

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Climatic: High winds (Storm, Cyclones, Tornado) ,Precipitation (Rain, snow, Ice), Lightning
(fire) ,Temperature extremes (Hot and cold) , Erosion ,Drought , Desertification , Floods ,
Avalanches

Man-made: Technological, Release of substances (Chemicals, Biological, Nuclear) , Transport

, Structural failure , Explosions , Fire ,Environmental interference .

Conflict: Conventional war, armed conflict/Civil conflict, Complex human emergency,

Terrorism, Unarmed conflict (Sanctions, embargos).

DISASTERS CAN BE CLASSIFIED BY TIMING.

Immediate
Onset is immediate, without warning, such as earthquakes or explosions. It is generally
unpredictable.: Christchurch Earthquake

Rapid
Onset comes with little warning, such as hurricanes. It is relatively predictable. Example:
Hurricane Katrina
Slow
Onset is longer, allowing more time to foresee, such as drought or flooding. It is generally
predictable. Example: Haitian Flooding 2012

How a disaster affects a society are a function of the hazard, vulnerability,

and exposure.
Hazards:
Natural:
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 Famine
 Displaced populations
 Industrial accidents and transport accidents
Vulnerability
The ability or resiliency of society to withstand a disaster.

ETHICAL PRINCIPLES ON DISASTER MANAGEMENT

This document deals with the ethical principles of the whole disaster cycle: from prevention to
reconstruction via the emergency phase, irrespective of the duration of the disaster (sudden or
progressive) or its context (simple or complex emergency). It concerns both natural and technological
disasters.

General principles:
(i) Solidarity
(ii) Joint responsibility
(iii) Non-discrimination
(iv) Humanity
(v) Impartiality
(vi) Neutrality
(vii) Co-operation
(viii) Territorial sovereignty
(ix) Prevention
(x) Role of the media.

Ethical principles applied prior to disasters:

(i) Introduction of prevention measures

(ii) The importance of a good quality healthy environment
(iii) Education, training and awareness-raising about resilience to disasters
(iv) Prior information
(v) Participation
(vi) Freedom of expression
(vii) Access to justice
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(viii) Disaster prevention at the workplace
(ix) Disaster prevention in recreation and tourist areas
(x) Disaster prevention in public places, particularly schools and hospitals
(xi) Special prevention measures for the most vulnerable groups
(xii) Organisation of and participation in emergency drills
(xiii) Preventive evacuation of populations.

The ethical principles applied during disasters:

(i) Humanitarian assistance;

(ii) Information and participation during disasters;
(iii) Compulsory evacuation of populations;
(iv) Respect of dignity;
(v) Respect of persons;
(vi) Emergency assistance for the most vulnerable persons;
(vii) The importance of rescue workers;
(viii) Measures to safeguard and rehabilitate the environment; and
(ix) Necessary measures to safeguard and restore social ties.

The ethical principles applied after disasters:

(xiv)Strengthening resilience to the effects of disasters;

(xv)Necessary measures;
(xvi)Protection of economic, social and cultural rights; and
(xvii)Protection of civil and political rights.

The Objectives of Disaster Management

1. Reduce Damages and Deaths
2. Reduce Personal Suffering
3. Speed Recovery
4. Protect Victims

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1. Reduce Damages and Deaths.

Effective disaster management reduces or avoids morbidity, mortality, and economic and
physical damages from a hazard. The methods used to achieve this include hazard and
vulnerability analysis, preparedness, mitigation and prevention measures, and the use of
predictive and warning systems. Examples of effective disaster managem ent techniques
include completing risk assessments, building community storm shelters and installing
community outdoor siren systems.
2. Reduce Personal Suffering.
Disaster management reduces personal suffering, such as morbidity and emotional stress
following a hazard. The methods used to prevent suffering include hazard and
vulnerability analysis, preparedness, and mitigation and prevention measures. Examples
of efforts to reduce personal suffering include providing safe food supplies and potable
drinking water when water supplies become contaminated .
3. Speed Recovery.
The third objective is to speed recovery. The methods to accomplish this objective include
effective response mechanisms and the institution of recovery programs and assistance.
Examples of efforts to speed recovery include providing paperwork assistance for
insurance claims, and grant or loan applications.
4. Protect Victims.
Disaster management provides protection to victims and/or displaced persons. Facilities
utilize preparedness, response mechanisms, recovery programs and assistance to address
shelter needs and provide protective services.

Other General Objectives of a Disaster or Contingency Plan

The following is a list of general objectives departments should consider when creating an
Information Disaster Prevention and Recovery Plan:
 Ensure the safety of all employees and visitors at the site/facility
 Protect vital information and records
 Secure business sites and facilities
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 Safeguard and make available vital materials, supplies and equipment to ensure the safety and
recovery of records from predictable disasters
 Reduce the risk of disasters caused by human error, deliberate destruction, and building or
equipment failures
 Be better prepared to recover from a major natural catastrophe
 Ensure the organization's ability to continue operating after a disaster
 Recover lost or damaged records or information after a disaster

DISASTERS SCALE AND SCOPE

Since any major disaster will affect virtually every sector of a society, it is imperative that any
training course is carefully balanced to reflect this broad scope in its coverage.
As noted a common failing of many disaster management courses is their bias, and selective
scope that relates to the experience or professional field of their leaders and teachers, which can
result in a distorted view of reality.
Certain dramatic, well publicised major disasters can also result in the sudden influx of a
resources on a vast scale. However, there is also the opposite problem, often associated with
long-onset disasters such as droughts, where national and international response is pitifully small
in relation to the scale of the problem and late in arrival.
1. Establish a Broad Framework for the Training
The workshop content and the choice of leaders and contributors must relate to their breadth of
interest and knowledge across a wide spectrum of social, cultural, political, economic,
technological and environmental dimensions. Recognising the complexity of the subject and the
inevitable limitations of any single person’s knowledge or professional discipline, it is clear that
one implication will be to develop team teaching as well as group work to encourage a wide view
of a complex subject.
Much will depend on the skill and commitment of workshop leaders or moderators in
maintaining a balanced and broad perspective. Their role, when confronted with any narrowly
focused presentation, will be to restore a balance by introducing the social or political
implications of a technical issue or vice-versa.

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[Link] Managers in the Assessment of Needs

The foundation of any successful period of emergency management is likely to be an accurate,
rapid assessment of survivors’ needs, whether these be social, medical, psychological or
economic concerns. This key role will certainly need to figure largely within an effective training
course. In addition to the assessment of needs, there is the necessity of securing the agreement of
other interested bodies on the validity of these assessments and communicating
recommendations to potential donors. A further management skill that will need to be developed
will be the capacity to monitor the changing patterns of needs of the surviving community as
assistance is provided.

[Link] Managers to Make Decisions in Crisis Conditions with a Shortage of

Information
In normal conditions it is possible to make decisions in a highly systematic manner, but disaster
management does not offer this opportunity. Despite all efforts to set up detailed preparedness
plans and to assess situations and needs as precisely as possible

Approach
Disaster Management involves planning what to do before, during and after a disaster or
emergency occurs. Through further understanding these hazards, and assessing a structure’s
behaviour to them, we can better prepare for disasters.
A risk-informed, performance-based approach exists offering opportunities to better understand
objectives, identify credible hazards and develop alternatives that allow stakeholders (owners,
government, etc.) to make risk-informed decisions as to how best protect heritage and meet
disaster mitigation objectives
This approach provides tremendous value including:
 Preserving our heritage
 Embrace local heritage, resources, and methodologies
 Limit damage and aesthetic impact
 Cost-effective solutions
 Maintain functionality of sites
 Enhance life safety

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Planning for disasters in advance significantly reduces damage to tangible and intangible
heritage, including historic sites, structures and their collections.

Services and Deliverables

Services
 Establish Objectives
 Hazard Assessments
 Risk Assessments
 Disaster Prevention Planning
 Disaster Mitigation Planning
 Emergency Access Assessments
 Emergency Egress Assessments
 Emergency Drills
 Emergency Response Equipment Planning
 Disaster Preparedness Planning
 Disaster Response Planning
 Disaster Recovery Planning
 Capacity Building
Deliverables
 Hazard & Risk Assessments
 Disaster Prevention & Mitigation Plans
 Disaster Preparedness Plans
 Disaster Response Plans
 Disaster Recovery Plans
 Emergency Evacuation Plans
 Emergency Access Plans
 Emergency Management Plans
 Training Programs

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ELEMENTS OF DISASTER MANAGEMENT

 Disaster preparedness planning
 Vulnerability and risk assessment
 Disaster response
 Disaster assessment
 Rehabilitation & reconstruction
 Disaster mitigation

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Unit 2
DISASTER MITIGATION
What is Hazard Mitigation?
Hazard mitigation describes actions taken to help reduce or eliminate long-term risks caused by
hazards or disasters, such as flooding, earthquakes, wildfires, landslides, or dam failure. As the
costs of disasters continue to rise, governments and citizens must find ways to reduce hazard
risks to our communities. As communities plan for new development and improvements to
existing infrastructure, mitigation can and should be an important component of the planning
effort.
While mitigation activities can and should be taken before a disaster occurs, hazard mitigation is
essential after a disaster. Oftentimes after disasters, repairs and reconstruction are completed in
such a way as to simply restore damaged property to pre-disaster conditions. The implementation
of such hazard mitigation actions leads to building stronger, safer and smarter communities that
are better able to reduce future injuries and future damage.

Types of Mitigation Techniques

Prevention - Government, administrative, or regulatory actions that influence the way land
and buildings are developed to reduce hazard losses. Includes planning and zoning, floodplain
laws, capital improvement programs, open space preservation, and stormwater management
regulations.
Property Protection - Modification of buildings or structures to protect them from a hazard
or removal of structures from a hazard area. Includes acquisition, elevation, relocation, structural
retrofit, storm shutters, and shatter-resistant glass.
Public Education and Awareness - Actions to inform citizens and elected officials about
hazards and ways to mitigate them. Includes outreach projects, real estate disclosure, hazard
information centers, and school-age and adult education.
Natural Resource Protection - Actions that minimize hazard loss and preserve or restore the
functions of natural systems. Includes sediment and erosion control, stream corridor restoration,

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watershed management, forest and vegetation management, and wetland restoration and
preservation.
Emergency Services - Actions that protect people and property during and immediately after a
hazard event. Includes warning systems, emergency response services, and the protection of
essential facilities
Structural Projects - Actions that involve the construction of structures to reduce the impact of
a hazard. Includes dams, setback levees, floodwalls, retaining walls, and safe rooms.

Common Mitigation Actions

 Enforcement of building codes, floodplain management codes and
environmental regulations.
 Public safety measures such as continual maintenance of roadways, culverts and dams.
 Acquisition of relocation of structures, such as purchasing buildings located in a floodplain.
 Acquisition of undeveloped hazard prone lands to ensure no future construction occurs
there.
 Retrofitting of structures and design of new construction, such as elevating a home or
building.
 Protecting critical facilities and infrastructure from future hazard events.
 Planning for hazard mitigation, emergency operations, disaster recovery, and continuity of
operations.
 Development and distribution of outreach materials related to hazard mitigation.
 Deployment of warning systems to alert and notify the public.

Hazard Mitigation Plan Revision Process

This hazard mitigation planning process has six steps:
STEP 1: Organize Resources & Build the Planning Team
Relevant studies, plans, and reports are collected along with communications resources that
allow the public to be involved throughout the planning process. A planning team is assembled
consisting of municipal representatives, and local and regional stakeholders.

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STEP 2: Develop the Plan’s Risk Assessment

The risk assessment includes the identification of the location and geographic extent of natural
and human-caused hazards that can affect the City. The hazard impacts and future probability of
occurrence is also determined. Scientific and historical evidence of past events is collected and
evaluated. All of these factors, along with the information on damage and losses sustained by the
City, enables the hazards to be ranked from highest threat to lowest threat.

STEP 3: Assess Capabilities

Local capabilities through emergency management, the National Flood Insurance Program,
planning and regulatory authorities, administrative, technical, financial, and political capacities
are assessed for the plan revision.
STEP 4: Develop the Mitigation Strategy
Goals, objectives, and past mitigation actions are evaluated and revised as needed by the
planning team. The planning team will also define appropriate new mitigation techniques, and
prioritize mitigation actions and projects in the revised mitigation strategy.
STEP 5: Determine Plan Maintenance Process
The HMP is a living document that must be regularly reviewed, updated, and maintained. A
schedule is prepared to include responsible departments involved with monitoring, evaluating,
and updating the plan during its five-year cycle. A process for integrating the updated Mitigation
Strategy into existing plans and reports should be outlined and a plan for continued public
outreach and participation must also be developed.
STEP 6: Obtain Mitigation Plan Approval and Adoption
The draft plan is made available for public comment then submitted to the State of California
Office of Emergency Services (Cal OES) and FEMA for review and approval. Once a Plan has
been determined to meet all state and federal requirements and receives official approval it

VULNERABILITY ASSESSMENT
Vulnerability describes the characteristics and circumstances of a community, system or asset
that make it susceptible to the damaging effects of a hazard. There are many aspects of
vulnerability, arising from various physical, social, economic, and environmental factors.
Examples may include:
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 poor design and construction of buildings,
 inadequate protection of assets,
 lack of public information and awareness,
 limited official recognition of risks and preparedness measures, and
 disregard for wise environmental management.
Vulnerability varies significantly within a community and over time. This definition identifies
vulnerability as a characteristic of the element of interest (community, system or asset) which is
independent of its exposure. However, in common use the word is often used more broadly to
include the element’s exposure.
The above explanation was taken from the United Nations (UN) International Strategy for
Disaster Reduction (ISDR) Terminology on Disaster Risk Reduction. Follow the link to look up
other terminologies.
There are four (4) main types of vulnerability:
[Link] Vulnerability may be determined by aspects such as population density levels,
remoteness of a settlement, the site, design and materials used for critical infrastructure and for
housing (UNISDR). Example: Wooden homes are less likely to collapse in an earthquake, but are
more vulnerable to fire.
2. Social Vulnerability refers to the inability of people, organizations and societies to withstand
adverse impacts to hazards due to characteristics inherent in social interactions, institutions and
systems of cultural values. It is linked to the level of well being of individuals, communities and
society. It includes aspects related to levels of literacy and education, the existence of peace and
security, access to basic human rights, systems of good governance, social equity, positive
traditional values, customs and ideological beliefs and overall collective organizational systems
(UNISDR). Example: When flooding occurs some citizens, such as children, elderly and
differently-able, may be unable to protect themselves or evacuate if necessary.
3. Economic Vulnerability. The level of vulnerability is highly dependent upon the economic
status of individuals, communities and nations The poor are usually more vulnerable to disasters
because they lack the resources to build sturdy structures and put other engineering measures in
place to protect themselves from being negatively impacted by disasters. Example: Poorer
families may live in squatter settlements because they cannot afford to live in safer (more
expensive) areas.
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[Link] Vulnerability. Natural resource depletion and resource degradation are key
aspects of environmental vulnerability. Example: Wetlands, such as the Caroni Swamp, are
sensitive to increasing salinity from sea water, and pollution from storm water runoff containing
agricultural chemicals, eroded soils, etc.

RISK ASSESSMENT
Risk assessment is a term used to describe the overall process or method where you:
 Identify hazards and risk factors that have the potential to cause harm (hazard
identification).
 Analyze and evaluate the risk associated with that hazard (risk analysis, and risk
evaluation).
 Determine appropriate ways to eliminate the hazard, or control the risk when the hazard
cannot be eliminated (risk control).
A risk assessment is a thorough look at your workplace to identify those things, situations,
processes, etc. that may cause harm, particularly to people. After identification is made, you
analyze and evaluate how likely and severe the risk is. When this determination is made, you can
next, decide what measures should be in place to effectively eliminate or control the harm from
happening.
The Canadian Standards Association (CSA) Z1002 Standard "Occupational health and safety -
Hazard identification and elimination and risk assessment and control" uses the following terms:
Risk assessment - the overall process of hazard identification, risk analysis, and risk evaluation.
Hazard identification - the process of finding, listing, and characterizing hazards.
Risk analysis - a process for comprehending the nature of hazards and determining the level of
risk.
Notes:
(1)Risk analysis provides a basis for risk evaluation and decisions about risk control.
(2)Information can include current and historical data, theoretical analysis, informed opinions,
and the concerns of stakeholders.
(3)Risk analysis includes risk estimation.

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Risk evaluation - the process of comparing an estimated risk against given risk criteria to
determine the significance of the risk.
Risk control - actions implementing risk evaluation decisions.
Note: Risk control can involve monitoring, re-evaluation, and compliance with decisions.
For definitions and more information about what hazards and risks are, please see the OSH

Why is risk assessment important?

Risk assessments are very important as they form an integral part of an occupational health and
safety management plan. They help to:
 Create awareness of hazards and risk.
 Identify who may be at risk (e.g., employees, cleaners, visitors, contractors, the public,
etc.).
 Determine whether a control program is required for a particular hazard.
 Determine if existing control measures are adequate or if more should be done.
 Prevent injuries or illnesses, especially when done at the design or planning stage.
 Prioritize hazards and control measures.
 Meet legal requirements where applicable.

What is the goal of risk assessment?

The aim of the risk assessment process is to evaluate hazards, then remove that hazard or
minimize the level of its risk by adding control measures, as necessary. By doing so, you have
created a safer and healthier workplace.
The goal is to try to answer the following questions:
(a) What can happen and under what circumstances?
(b) What are the possible consequences?
(c) How likely are the possible consequences to occur?
(d) Is the risk controlled effectively, or is further action required?

When should a risk assessment be done?

There may be many reasons a risk assessment is needed, including:
 before new processes or activities are introduced,

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 before changes are introduced to existing processes or activities, including when
products, machinery, tools, equipment change or new information concerning harm
becomes available, or
 When hazards are identified.

How do you plan for a risk assessment?

In general, determine:
 what the scope of your risk assessment will be (e.g., be specific about what you are
assessing such as the lifetime of the product, the physical area where the work activity
takes place, or the types of hazards)
 the resources needed (e.g., train a team of individuals to carry out the assessment, the
types of information sources, etc.)
 what type of risk analysis measures will be used (e.g., how exact the scale or parameters
need to be in order to provide the most relevant evaluation)
 who are the stakeholders involved (e.g., manager, supervisors, workers, worker
representatives, suppliers, etc.)
 what relevant laws, regulations, codes, or standards may apply in your jurisdiction, as
well as organizational policies and procedures

DISASTER PREPAREDNESS MEASURES

1. HAZARD, RISK AND VULNERABILITY ASSESSMENTS

2. RESPONSE MECHANISMS AND STRATEGIES.
3. PREPAREDNESS PLANNING
4. COORDINATION
5. INFORMATION MANAGEMENT
6. EARLY WARNING SYSTEMS
7. RESOURCE MOBILIZATION.
8. PUBLIC EDUCATION, TRAINING AND REHEARSALS

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Preparedness Plan
A) Short term Plan:

Preparedness
Capacity development

i. Sensitizing and training (Basic and advance) on PSSMHS across identified departments,
sectors and levels.
ii. Strengthening of the national, regional and nodal capacity building institutions and
resource centers at district and state level.
iii. Developing PSSMHS needs assessment indicators and templates.
iv. Strengthening of District Counseling Centers under Dept of Social welfare/ Women and
Child Development (WCD).
v. Map vulnerable groups and accord priority in preparedness activities.
vi. Strengthening the resource base and data management/documentation in PSSMHS.

Education & Training

I. Inclusion of Disaster PSSMHS in Post-Graduate Curriculum of Psychiatry, Psychology,
Social Work, Disaster Management, Emergency Medicine and Health Education.
II. Inclusion of PSSMHS in Under Graduate medical studies.
III. Integrating with all training programmes in the area of Psychology, Social Work, Mental
Health, Emergency Medical Response, Hospital Administration,
Nursing and Paramedics.
IV. Involve and train local community volunteers in basic psychosocial support.
V. Mobilize trained psychosocial response teams national and state level.
VI. Map vulnerable groups and accord priority in preparedness activities.

Community Based Disaster Management

i. Inclusion in the CBDM Plan and training of Panchat Raj (PRI) team members.
ii. Developing awareness materials for the community.
Evolve a mechanism for community outreach education programmes on PSSMHS

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Networking, Awareness other Measures

i. Enhance the network of institutions working in the field of mental health, give focus for
creating PPP to augment the community resources.
ii. Take measures to increase public awareness about psychosocial care in disasters.
iii. Integrating with all training programmes in the area of Psychology, Social Work, Mental
Health, Emergency Medical Response, Hospital Administration, Nursing and
Paramedics.
iv. Involve and train local community volunteers in basic psychosocial support.
v. Mobilize trained psychosocial response teams national and state level.
vi. Map vulnerable groups and accord priority in preparedness activities.

B) Midterm Plan:

i. Creation of core group of master trainers at district level

ii. Strengthening public-private partnership in research & development
iii. Formation of National PSSMHS resource Inventory under national Health Resource
Inventory Initiation of distance learning courses for sensitization across various
categories of disaster management stakeholders.
iv. Development and standardization of uniform training packages for different designated
target groups.
v. Initiation of distance learning courses for sensitization across different categories of
disaster management stakeholders.
vi. Incorporation of PSSMHS trainings in DMHP, district health and hospital plans.

C) Long term Plan:

a. Intensive Post Graduate / Post Graduate Diploma courses in PSSMHS.

b. Streamlining of institutions and their activities

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DISASTER FORECASTING ,WARNING AND PREDICTION

A program for enhancing the nation's capability to predict atmospheric, hydrologic, and
geological hazards should include:

1. Modernization of the weather prediction system.

New observation and information technologies can improve the prediction of severe weather,
floods, wildfire potential, and other weather-related hazards. NWS is currently deploying several
new systems that will improve detection and prediction of severe weather and flooding.

2. Research to improve the prediction of atmospheric and hydrologic

hazards.
Research is needed to increase understanding of the physical processes associated with the
generation of severe storms and to develop advanced numerical models to predict their
characteristics. With the NWS modernization, such a research program is scientifically and
economically feasible. The effort would increase prediction accuracy and the lead time for flash
floods, landslides, tornadoes, microburst, and intense winter storms.
3. Research on the impacts of disasters on natural resources.
Disasters can have major impacts on natural resources. They may obliterate threatened and
endangered species, inflict heavy damage on aquatic resources, flatten what might have been
billions of board feet of timber, harm watersheds that supply major metropolitan areas, and
damage air quality. Secondary impacts of natural disasters such as broken pipelines, streams
blocked by debris, and emergency action to remove landslides can substantially increase damage
to economically and environmentally important natural resources.
4. Expanded earthquake monitoring and research.
Reliable predictions and seismic zonation would permit individuals and communities to take
actions that would reduce the devastation of ground shaking, landslides, and other physical
effects.
5. Monitoring of volcanoes.
The unique record of each volcano's activity makes prediction of impending eruptions difficult
without research and extensive monitoring. In the United States, the Hawaiian Volcano

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Observatory has for years monitored volcanic seismicity, swelling and rifting, outgasing, and
changes in local electrical and magnetic fields as precursors of eruptions

WARNING
A program for enhancing the nation's capabilities for the dissemination of warnings should
include:

[Link]-private partnerships for dissemination of warnings. Because of their universality,

radio and television broadcasts are particularly effective in issuing warnings. Recognizing this
potential, the broadcast media have arranged to disseminate NWS severe weather and flood
warnings. The Emergency Broadcast System can be activated in virtually any emergency.
Meteorologists at most television stations and some radio stations ensure the quality and
timeliness of predictions. The 24-hour cable-television weather channels provide continuous
national and local weather coverage. NOAA Weather Radio broadcasts continuous weather and
flood information across the country.
2. New technologies for dissemination of warnings. The ideal warning system would
ensure that all potential victims are alerted to an incipient disaster as quickly as possible,
irrespective of the time or their location. Present systems often alert people unnecessarily and
generally do not reach those who are asleep or out of range of the electronic media.
3. Research on behavioral response to warnings. When individuals and organizations
respond to warnings, their behavior stems from the interaction of the type of message they
receive, their confidence in the source, their knowledge of the risks they face, their fears for the
safety of loved ones and possessions, and other factors. People may feel, for example, that the
possibility of looters is more threatening than an approaching flood, although research shows that
looting seldom occurs in community disasters.
4. Research on appropriate responses to warnings. What should individuals and
organizations do to protect themselves and their property? Although considerable research has
been conducted in this area, further study is needed. Is it always safer to evacuate than to stay at
home when a hurricane threatens? How should the tourist population be considered in disaster
planning? Should all businesses simultaneously release their employees, even when a massive
increase in traffic will result? What are the special problems of warning and evacuating

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hospitals, prisons, nursing homes, dormitories, zoos, arenas and other places of public assembly,
wilderness and other remote areas, large demonstrations, parades, and other holiday celebrations?
The development of educational campaigns, models of organizational response, and warning
message content would all be improved by a systematic study of these and related questions.
5. Improving the transmission of warning messages. Communication follows many
complex paths from the first monitoring of a threat to transmitting the warning to acting on that
warning at homes, work, and schools. A better understanding of the multiple communication
networks, which involve a variety of public and private organizations, is needed. How do they
work? What affects the information flow? Which entities are given more credence and
legitimacy? Where are the blocking or distorting points?

Coordination and control

Any complex operation requires a system for management. In most societies, disaster
management is the responsibility of the government. Coordination and control is a system that
provides the oversight for all of the disaster management functions. The roles and

responsibilities of a coordination and control centre include:

(1) Planning;
(2) Maintenance of inventories;
(3) Activation of the disaster response plan;
(4) Application of indicators of function;
(5) Surveillance;
(6) Information management;
(7) Coordination of activities of the BSFs;
(8) Decision-making;
(9) Priority setting;
(10) Defining overarching goal and objectives for interventions;
(11) Applying indicators of effectiveness;
(12) Applying indicators of benefit and impact;
(13) Exercising authority;

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(14) Managing resources;
15) Initiating actions;
(16) Preventing influx of unneeded resources;
(17) Defining progress;
(18) Providing information;
(19) Liaising with responding organizations;
(20) Providing quality assurance.

1. Planning
The activities and responsibilities of CCCs are not related solely to relief and recovery responses
once an event has occurred. Planning and preparedness to modify a hazard when possible,
attenuate or eliminate the risk for a catastrophic event, or augment the society’s absorbing,
buffering, and response capacities also are essential tasks for coordination and control. A DRP is
first and foremost a strategic plan to meet a crisis.
2. Maintain inventory of available resources (goods and services)
It is not possible to balance resources with needs unless an accurate inventory of all of the
available resources is maintained. Thus, an inventory of available resources is an essential part of
the pre-event strategy and the strategic DRP. This inventory must be kept current before a crisis
occurs and dynamically maintained during a crisis. With an accurate inventory, it becomes
possible to match the available resources with the defined needs, assign priorities, and if
necessary, seek additional resources to meet the defined needs.
3. Activation of the disaster response plan
One of the most difficult decisions that a coordination and control entity must make, regardless
of the level of government in which it is nested (i.e. local or national) is when to activate the
DRP. This decision is based upon the type and magnitude of the event, its potential to create
damage, and/or the information obtained from initial assessments of damage and of the functional
status of each of the BSFs. Such decisions have important political, resource, and cost
implications, and generally, are done in conjunction with the leadership of the affected
community. In situations in which there is early warning for a possible/probable event, DRPs can
be activated based on expectations/forecasts of a possible event/disaster.

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5. Apply most appropriate indicators of function
As previously described, it is not possible to determine damage, functional deficits, and/or
increased needs without a baseline inventory of the pre-event functional status of a society
impacted by a catastrophic event. The definition of the functional status of each BSF requires
selection of appropriate indicators. Indicators may be selected that can be used to assess the
overall functional status of a BSF or any of its components.
6. Surveillance
A disaster changes from moment to moment and requires that each CCC continuously monitor
the functional status of each BSF and their respective functional packages. In the continuously
changing state that is characteristic of a disaster, ongoing surveillance is the only method
available to detect new problems or deficits and to identify the effectiveness of strategies in
meeting defined needs.
7. Data and information management
Good decision-making requires accurate information. The data accumulated and the information
derived from the data at the CCC may be voluminous. Various personnel staffing the centre must
have access to specific parts of this information. This requires a system for the management of
the data that facilitates its conversion into information that is useful for decision-making.
Information management systems must use the same language and definitions and be available,
tested, and refined before a catastrophic event occurs (see Chapter 16 on information).
8. Coordinate the overall activities of each of the BSFs
The functions of coordination and control have been defined. The need for coordination is
reflected in the most appropriate CCC. Coordination and control establishes the priorities for
actions and arranges for the supplies of goods and services so that the BSFs work together to
meet the goals necessary for the recovery of the functional status of each of the BSFs. It does not
manage the individual BSFs and it is not the responsibility of the CCC to micromanage any of
the BSFs, but to delineate the overall goals to be reached by that BSF.
9. Decision-making
Decisions in coordination and control operations are based not only on information derived from
data that have been accumulated, processed, and interpreted, but also on the insight and
competence of the persons brought together to staff the centre. The latter component is a key
element in the “unified command” structure described below. Decision-making at this level also
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mandates that one person bears the responsibility for all of the team’s decisions. This one person
is designated as the only one individual “in-charge” of the operation, regardless of the level of
operation.
10. Setting priorities
As noted in the preceding chapter, priorities during a disaster must be determined in concert with
those of each of the BSFs. Information management, setting priorities, and decision-making are
so closely linked that one cannot function without the other. Only the respective CCC has
available all of the data and information required to be able to make informed decisions. Thus, a
role for coordination and control is to assimilate all of the available information regarding the
status of each of the BSFs, combine it with the overall resources available, and set or readjust
priorities so as to obtain the greatest benefit to the affected society from the limited resources
available; and then, to identify and procure the additional resources required in order to cope with
the identified needs.
11. Define goals and objectives of responses and interventions
As pointed out in the conceptual framework], no interventions should be allowed to be
implemented without specific, clearly defined goal(s) and objectives. These must be approved
(dictated) by coordination and control, as they must meet some defined needs in the context of
the big picture. Defined goals are especially important as the effectiveness of any intervention
can be judged only on the basis of achieving its objectives and contributing to attaining the
goal(s) as defined by the CCC.
12. Apply appropriate indicators of effectiveness and efficiency
Coordination and control cannot identify changes in the state of a society or population or judge
the effectiveness of interventions without an established and agreed upon set of indicators.
Indicators of effectiveness tend to be quantitative (measures), but also may be qualitative or a
combination of both. Implementation of interventions should not be allowed without an
appropriate set of indicators to define the outputs (effects). All indicators should be established as
part of the DRP.
13. Apply appropriate indicators of outcome/benefit/impact
Identification of indicators of outcome/benefit/impact may be more difficult and complex. These
indicators will reveal if any action, regardless of how efficient, really helped the people in need.
As such, the indicators inform about the appropriateness of the assessments and identification of
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needs, the plan, and the intervention. If the indicator of benefit/impact does not reveal any
progress or improvement as to be expected from the measured indicators of effectiveness, either
the assessments may have been inaccurate or the intervention may have produced a negative
impact on other BSFs (e.g. opportunity costs). Indicators of benefit/impact differ from the
indicators chosen to assess the technical and operational effectiveness of the intervention (see
chapter 6 in conceptual framework,
14. Exercise authority
A CCC must have the mandate and power (authority) to control all aspects of disaster
management. It must demonstrate that it has the authority to enforce its dictates and directions,
including the use of security forces, limitations of access to the site, or revocation of visas. Power
to enforce the decisions taken must be delegated formally to the CCC by legislation.
Designation of authority before the occurrence of an event may include written agreements
(memoranda of understanding) between civil and military authorities, between governments and
nongovernmental organizations (NGOs), and/or between NGOs This can be achieved when a
CCC can evidence its authority through the establishment of policies and procedures,
implementation of measures to mitigate damage through up-to-date maintenance of manuals and
plans, and periodic exercises using table-top and/or partial- and/or full-scale exercises.
15. Resource management
Resource management includes addressing logistical concerns, initiating or establishing
processes for the procurement of additional goods and services, as well as the receipt, recording,
control, monitoring, storage, transport, distribution, and handling of such goods and services
16. Prevent influx of unneeded resources
A principal responsibility of coordination and control is to prevent the influx of goods and
services that likely will not meet the needs of the affected society. Thus, the CCC must limit the
delivery of goods and services that are not requested by the CCC. Only those goods and services
that most likely will help to provide relief and/or improve/restore the functional status of the
society (recovery) will be requested by the CCC. This requires resolute decisions by coordination
and control, along with the power to exclude the influx of goods and services that are not
requested. Such actions may require the assistance from the security BSF. The CCC must have
the required mandate, power, and control of resources essential for this process.

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17. Define progress
The progression of a disaster or disaster management is defined through monitoring and
surveillance using the defined indicators. Accurate progress reports must be provided to the
general public, stakeholders, and operational entities at frequent intervals. Indicators inform about
the appropriateness of the assessments and identification of needs, the plan, and the
intervention. If the indicator of benefit/impact does not reveal any progress or improvement as to
be expected from the measured indicators of effectiveness, either the assessments may have been
inaccurate or the intervention may have produced a negative impact on other BSFs (e.g.
opportunity costs). Indicators of benefit/impact differ from the indicators chosen to assess the
technical and operational effectiveness of the intervention (see chapter 6 in conceptual
framework,
18. Exercise authority
A CCC must have the mandate and power (authority) to control all aspects of disaster
management. It must demonstrate that it has the authority to enforce its dictates and directions,
including the use of security forces, limitations of access to the site, or revocation of visas. Power
to enforce the decisions taken must be delegated formally to the CCC by legislation. Designation
of authority before the occurrence of an event may include written agreements (memoranda of
understanding) between civil and military authorities, between governments and
nongovernmental organizations (NGOs), and/or between NGOs This can be achieved when a
CCC can evidence its authority through the establishment of policies and procedures,
implementation of measures to mitigate damage through up-to-date maintenance of manuals and
plans, and periodic exercises using table-top and/or partial- and/or full-scale exercises.
19. Resource management
Resource management includes addressing logistical concerns, initiating or establishing
processes for the procurement of additional goods and services, as well as the receipt, recording,
control, monitoring, storage, transport, distribution, and handling of such goods and services
20. Prevent influx of unneeded resources
A principal responsibility of coordination and control is to prevent the influx of goods and
services that likely will not meet the needs of the affected society. Thus, the CCC must limit the
delivery of goods and services that are not requested by the CCC. Only those goods and services
that most likely will help to provide relief and/or improve/restore the functional status of the
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 DISASTER MANAGEMENT
society (recovery) will be requested by the CCC. This requires resolute decisions by coordination
and control, along with the power to exclude the influx of goods and services that are not
requested. Such actions may require the assistance from the security BSF. The CCC must have
the required mandate, power, and control of resources essential for this process.

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Unit 3
DISASTER RELIEF
The benefits accrued by social media can be enumerated as:
 Helps in fast broadcasting the information/ ground realities to wider audience without
waiting for news or government agencies
 Enable 2-way interaction between various victims and rescuing team or
 The tracking of affected people become easy and quick due to tracking facility available
to social media tools
 Helps raising relief material and money by easy collaboration with
 Make relief operations more effective and timely
 Helps in alerting authorities during onset of calamity thus aiding in taking
preventive measures
 Data collection and updating alerts and notifications become easy

Emergency Supplies to Take to a Shelter

In the case of an evacuation, families should prepare to take care of themselves without outside
help for several days. The average amount of time for an evacuation is three days. Check your
Grab and Go Kit for to be sure these basic items are included for each person.

 Identification
 A change of clothes, rain gear, and good walking shoes, extra socks and underwear.
 A sleeping bag (or two blankets), extra blanket, and small pillow per person. Most shelters
will be located in schools and other public buildings. While they will have a limited amount
of supplies, you and your family will be much more comfortable if you bring your own
supplies.
 Prescription and over-the-counter medicines. A first-aid kit, including adhesive bandages.
 Cash, checkbooks, and credit cards (during a power outage, cash may be your only option)
 Flashlight and spare batteries
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 Toiletries such as toothpaste/toothbrush, contact lens solution, toilet paper (they may run
out) and hand sanitizer and feminine supplies.
 Important papers such as birth certificates, social security cards, insurance papers, titles and
deeds, bank certificates, etc. (store them in a plastic envelope or binder to help protect them)
 important phone numbers for contacting family, insurance companies, and banks
 Special items for infants (clothes, diapers, food/formula, bottles and nipples, food, small
toys, blankets, portable crib, etc.)
 Water, stored in plastic bottles with screw caps; one gallon per person per day. Water
services may be disrupted at the shelter as well in the early hours of an emergency.
 Board games for entertainment.
 Non-perishable canned or packaged food and drinks (corned beef, tuna fish, apple sauce,
cookies, juice, etc.), preferably that requires no cooking and a non-electric can opener. It
may take a day or more to set up a regular meal schedule at a shelter.
 Reading and writing materials.
 Extra pair of glasses or contacts and contact lens case and solution.

Additional Items to Include:

 Pillows.
 Pens or pencils.
 Sewing kit.
 Emergency cooking equipment, such as a camp stove.
 Plastic cups, plates and utensils. The shelter may not have utensils in the early hours of
an emergency.
 Special items for elderly or disabled family members.
 Emergency preparation guides. Get these now. They contain valuable information not
only on the immediate emergency, but what you need to do and know to recover – such
as what aid is available and signs of stress in family members.

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Unit 4
RECONSTRUCTION PLANNING

SOCIAL AND ECONOMIC ASPECTS OF REHABILITATION

National Societies should concentrate upon the following social aspects of rehabilitation:
o Ensuring the follow-up of victims, assessing their needs and resources and giving
support, encouragement and guidance.
o Keeping in contact with concerned authorities and community agencies for co-ordination
purposes, through a specially designated person.
o Helping arrange for the resumption of children schooling, in co-operation with the proper
authorities, if there is a prolonged shelter operation.
o Planning or continuing activities that will contribute to the rehabilitation effort, such as:
recreational programmes, special programmes for the elderly and the disabled (e.g. day
centres).
In general National Societies will only play a peripheral role in economic rehabilitation. Where
they do play a role, their programmes should aim to:
Target those individuals and families whose economic security has been most threatened by the
disaster

o Replace household economic assets lost in the disaster, such as tools, seeds, agricultural
animals.
o Where old economic activities cannot be restored National Societies should consider
programmes to stimulate the growth of new activities which will be directly accessible
by the most vulnerable.
Just as every disaster is different, every rehabilitation programme will take place in a unique set
of circumstances. Nevertheless, experience in past disasters suggests that the National Societies
should use the following principles.
 Many victims do not need help in making future plans only the resources to implement
them.
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 Economic and social planning should meet the needs of the victims, not the planners.
 Disasters bring out latent problems; economic, social and emotional.
 Disaster victims need to have confidence in National Society personnel in order to accept
counselling or assistance in community organisation programmes. As far as possible,
National Society personnel should be appointed with the expectation of remaining over
the emergency period and into the rehabilitation period.
 There is a need to maintain contact between the National Society personnel and the
victims. This is very important because after the first emotional public reaction, disaster
victims are usually left alone to cope with their problems.
 Communities as well as individuals need help during this phase. National Society
personnel skilled in community work (community development, community
organisation) can play a key role in helping the community to: focus on the problems,
mobilise resources, get organised

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THANKYOU