B.

com Sem 4
Subject : Disaster management
Unit: Unit 2 Management of Disaster
Prepared By: Rozbin Saeeda (RAS)

Unit: 2 Management of Disaster

An Introduction to Disaster Management

Concept and Meaning

A disaster is a consequence of a sudden disastrous event which seriously disrupts the normal
function of the society or the community to the extent that it cannot subsist without outside help.

A disaster is not just the occurrence of an event such as an earthquake, flood, conflict, health
epidemic or an industrial accident; a disaster occurs if that event/process negatively impacts
human populations. Disasters combine two elements: hazard, and the vulnerability of affected
people. “A disaster occurs when a hazard exposes the vulnerability of individuals and
communities in such a way that their lives are directly threatened or sufficient harm has been
done to their community’s economic and social structure to undermine their ability to survive .A
disaster can be defined as any tragic event stemming from events such as in earthquakes, floods,
catastrophic accidents, fires, or explosions. It is a phenomenon that disasters can cause damage
to life, property and destroy the economic, social and cultural life of people. Disaster is the
exposure of a group of people to a hazard, leading to a serious disruption of the functioning of a
society and causing human, material, economic environmental losses which exceed the ability of
the affected community or society to cope. A disaster results from a combination of hazards and
vulnerability that exceeds the capacity of a society to reduce the potential negative consequences
of risk. Hazard is an extreme event, natural or man-made, with a destructive potential to social,
economic and human assets. These may include future threats, and may be
“Natural” (Geological, hydro meteorological and biological) or“Man Made” (Conflict, environmental
degradation and technological hazards).Disasters are often described as a result of the
combination of: the exposure to a hazard; the conditions of vulnerability that are present; and
insufficient capacity or measures to reduce or cope with the potential negative consequences.
Disaster impacts may include loss of life, injury, disease and other negative effects on human
physical, mental and social well-being, together with damage to property, destruction of assets,
loss of services, social and economic disruption and environmental degradation. A disaster is a
calamitous, distressing, or ruinous effect of a disastrous event which seriously affects or disrupts
(or threaten to disrupt) the critical functions of a community, society or system, for a period long
enough to significantly harm it or cause its failure. It is beyond the capapabilty of the local
community to overcome it. The stricken community needs extraordinary efforts to cope with it,
often with outside help or international aid.
SIGNIFICANCE OF DISASTER MANAGEMENT

1. To avert a disaster: Disaster management teams can help to avert a disaster

Before it occurs. The Disaster management team may examine the possible causes of
Disaster, and may take appropriate measures to avert a disaster. For instance, forest
Fires, or even terrorists bombings can be averted through effective planning and pre-
Emptive action.

2. Το undertake rescue operations: Disaster management personnel can

Undertake rescue operations effectively. Trained disaster management personnel can
Rescue people effectively at the time of floods, major fires, building collapses, and so
On.
3. To provide relief measures: Disaster management team is responsible to
provideRelief measures to the victims. For instance, the team can make
arrangement for food,Clothing, and relicf camps, medicines and so on. Such
measures would reduce the Misery of the disaster victims.

4. To undertake rehabilitation programmes. – Disaster management team can

workEffectively to undertake rehabilitation programmes in the affected areas. For
instance,In the earthquake affected areas, rehabilitation programmes include:
a. Construction of dwellings
b. Schools and other infrastructure..

5. To undertake liaison work: The disaster management team undertakes liaison

Work relating to the disaster. The liaison work is required with various agencies-
Private and government (including hospitals) in order to obtain funds and donations,
And other resources or services so as to manage and overcome the disaster.

6. To reduce trauma and tension: The Disaster management team can help to
Reduce the trauma and tension before and after the disaster. For instance, before a
Disaster, the team can properly guide the people to face or handle the disaster such as
Floods. Also, after the disaster, the team can provide not only material or financial
Support, but also psychological support to overcome the traumatic effect of disaster.

7. To protect the Environment: Disaster management team can help to protect

And preserve the environment. For example, a disaster management team can plan
Pre emptive action to avert forest fires. Etc.

8. To minimize losses: - Disaster management teams can help to minimize loss of

Life and property. This is because; the Disaster management team can take pre-
Emptive actions to avert a Disaster.
Disaster management planning

A disaster preparedness ‘plan’ can take several forms, ranging from a broad mitigation and
preparedness strategy to a detailed contingency plan for responding to a particular hazard. In
most plans, the operational priorities will be to save human life, meet people’s emergency needs
(principally medical care, food, shelter and clothing) and restore facilities that are essential for
health, safety and welfare (e.g. hospitals, water and sanitation, power and transport).
Rehabilitation and reconstruction are likely to be included in more strategic plans, although in
practice they tend to be poorly integrated with emergency response (see Chapter 17).2 Whatever
the contents of the plan, it should have the following characteristics:

1. The objectives and activities must be set out clearly, logically and systematically.
2. It should be realistic, based on existing structures and systems and recognising their
strengths and weaknesses. A high level of adaptability will be required during disasters. Plan for
likely problems within response organisations as well as on the ground. Creating a
preparedness/response system that can deal with the full range of disasters a society is likely to
face will take a long time, depending on the resources available. Planning
should reflect this.
3. Many preparedness plans include mitigation and recovery, but this may be only for form’s
sake. In practice, emergency systems’ capacity to undertake these complex, long-term tasks is
usually lacking (though it is essential to integrate preparedness plans with those for longer-term
development and disaster management). Where there are weaknesses, strengthen existing
structures rather than create new ones. The latter approach adds to the bureaucracy and will
create confusion between organisations with similar mandates (see point 4 below and Case
Study 16.1). The arrival of international relief teams after a major disaster often leads to creation
of ad hoc parallel structures that confuse the situation even further, overwhelming local
agencies and their systems.
4. Roles and responsibilities must be defined clearly. This is often done through provisions in
the legislation setting up disaster management structures, or through administrative order. But
as official mandates may be too generalised, there is usually a need for separate agreements
between agencies. Existing arrangements can soon become outdated, so partners will need to
monitor them regularly and adapt them if required. For organisations working at local level, it is
particularly important to establish the extent of decentralisation in the plan and the
corresponding extent to which they will be allowed to make operational decisions on their own.
5. The plan must be well informed – based upon reliable and comprehensive information
covering all relevant aspects: hazards, risks, vulnerabilities and capacities. Analysis of past
events and how they were managed will form a central part of this information base, but it is
also important to anticipate the kinds of event that are likely to happen in the future, which
may be different from those that have occurred in the past.
6. It must prepare for extreme events and chaotic situations. These will require a different scale
and type of response from routine emergencies. In the conventional definition, a disaster is an
event that overwhelms a society’s capacity to cope. Although smaller events may well be
disastrous at local level, major disasters are quite different in their scale and often in the nature
of their impact.
7. It must reflect the needs of the community, especially the most vulnerable. This means that
some kind of socio-economic vulnerability analysis is essential in advance. Preparedness plans
are usually much more aware of the vulnerability of critical facilities and infrastructure (e.g.
emergency command centres, hospitals, power and water supplies, roads and bridges) than of
the vulnerability of the human beings who live within their remit. When a disaster strikes, needs
assessments need to be as quick and accurate as possible, and should take the most
vulnerable into account (see Chapter 6).
8. The aim should be to provide effective and timely response. This is a question not just of
speed, but also of providing what is most needed, when it is needed. In the aftermath of a
disaster, the affected communities’ needs and priorities may change rapidly. Disaster managers
must be able to identify and react to this.
9. Governments usually take the lead in disaster preparedness planning, but as in any other
aspect of risk reduction the plan should integrate the skills and capacities of a wide variety of
agencies – official and non-governmental, including community groups (see Chapter 5). This is
likely to include many groups and organisations not normally involved in disaster management.
In implementation, the plan should be flexible enough to incorporate the variety of ‘emergent
groups’ that are likely to spring into action after disasters (see Chapter 8.3.1, page 119). Local
people are the main responders in the immediate post-disaster period, and disaster workers
should support their efforts, not duplicate or undermine them.
10. Good coordination is vital – vertical (between local and higher authorities) and horizontal
(between different agencies operating at the same level). Disaster preparedness planning does
not have to be centralised. There will have to be some centre to coordinate emergency
operations, but disasters cannot be controlled in a ‘top-down’ manner from a single point, and
decision-making should be delegated where possible. Decentralisation of responsibilities is
generally desirable because it allows disaster responses that are more rapid and better
informed about local needs. Organisations operating locally may need to develop their own
preparedness plans, especially in places where there is little chance of support from
government or external agencies: this might be because government is ineffective or the area is
very remote. But in most cases, some degree of coordination with official agencies is vital to
make the most of what may be limited capacities, as well as to avoid duplication of effort. In
many cases, plans (or parts of them) will have to be translated into local languages in order to
engage local people and their organisations.
11. It should be ‘owned’ by all parties involved. For the plan to work, people must believe in it
and be committed to it. At government level, enabling legislation and adequate resources
(especially funding) are key indicators of commitment; so too is support from a senior figure
such as a president or prime minister. Some of the indicators set out in Chapter 3 may be
helpful in assessing the commitment of other agencies.
12. Regular review and updating is essential.
Above all, one should focus on the planning process, rather than the production of plans. A
written disaster preparedness plan must not be seen as an end in itself. It is ‘a product, but not
the main goal, of the planning process’.3 Its purpose is to stimulate action and make that action
effective. Constant review and dialogue between partners will be required.

Leadership has a prominent and powerful role in society and influences all aspects of life in
normal as well as crisis situations. Leaders can emerge from within a group and can also be
formally appointed or elected. There are many qualities that a leader should have such as
intelligence, quick comprehension, decisiveness, courage, strength, confidence, education,
knowledge, personality, charisma and above all integrity. There may be a long list of leadership
traits but the following five attributes have strong correlation with the leadership. There are: 1.
Dominance (Personality) 2. Intelligence 3. Self-confidence 4. High energy level and 5. Task
related knowledge (political or organizational).

LEADERSHIP IN DISASTER SITUATIONS:

Leadership is defined as ability to influence or motivate a group or community towards
achievement of certain goals. In normal circumstances, leadership is entirely different as all
decisions are taken after enough thinking, after a process of consideration and reconsideration
as well as with the thoughtful advice of experts in the area. There is a framework of legislation to
provide formalized support and confirmation. On the other hand in crisis situations or under
unstable and disruptive conditions or in disasters, tasks of leaders usually becomes difficult. The
leadership from local level, district level, state level and up to national level is affected by a
number of factors such as the following:

Many of the designated local leaders are themselves affected by the disaster. They could get
isolated due to sudden breakdown of communications or become ineffective under traumatic
condition due to the suddenness and severity of the situation.
During disaster, many of the relatives and friends of the leaders could be., affected. Their
attention could get diverted to them instead of taking decision or action for relief and recovery of
the community.
Lack of information and disruption of communication become serious factors hampering
decision making.

Loss or delayed availability of human resources, equipment, transport and other relief
commodities delays action and creates a sense of helplessness.
In the resulting confusion, community feels insecure and could lose confidence in the
leadership. There may be many other factors depending on the type of disaster and the affected
people. In a crisis situation requiring relief and rehabilitation of disaster affected people,
administration and political leadership could have different goals.

LEADERSHIP STYLES :
Before dealing with the leadership styles, it is important to know the attributes and desirable
qualities of a leader. Leadership qualities can not be learnt from a book; for example, ‘courage’
cannot be learnt from anywhere except perhaps from worthy role models. Secondly, no leader
can be an allrounder or ideal in all aspects. There are some good qualities that every person
has in some measure, such as sense of humour, endurance, cheerfulness, dedication,
enthusiasm, courage, quick decision, identification of problem, etc. But combinations of a large
number of these desirable qualities in a person can make him or her a better leader. Some of
the more desirable qualities of leadership in disaster management are briefly discussed below:

1) Personal qualities and self-confidence :

As mentioned above, every person has some leadership qualities. One should identify them and
try to develop and upgrade them to the best capability. Self-confidence is an important
characteristic of a leader which can be developed by increasing his own professional
competence and inter-personal abilities.

2) Professional competence :
This competence means knowing what to do and how to do it. This can be developed by
acquiring a high standard of knowledge, skill and ability appropriate to the task and
circumstances. Higher the professional competence, more is the respect and trust that the
leader would receive.

3) Sound judgement and appropriate decision making:

There are very much related to the professional competence and experience of a person. A
leader with these two qualities will emerge successful with his team of co-workers in any
disaster situation.

4) Ability to communicate :
Clear and concise communication with people working with the leader is very much essential for
proper functioning. In fact, this is an essential ingredient in developing good interpersonal
relations that generate goodwill and loyalty to the leader leading to a high level of discipline in
the team.
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.

DISASTER MANAGEMENT CYCLE:

Disaster management aims to reduce, or avoid, the potential losses from Hazards, assure
prompt and appropriate assistance to victims of disaster, and Achieve rapid and effective
recovery. Disaster Risk Management includes sum Total of all activities, programmes and
measures which can be taken up before, During and after a disaster with the purpose to avoid a
disaster, reduce its Impact or recover from its losses.

The four disaster management phases illustrated here do not always, or even Generally, occur
in isolation or in this precise order. Often phases of the cycle Overlap and the length of each
phase greatly depends on the severity of the Disaster. The cyclical nature of disaster
management process focuses on the Ongoing and continual actions to prevent and manage the
disasters.

O Mitigation – Minimizing the effects of disaster.

Examples: building codes and zoning; vulnerability analyses; public Education.

O Preparedness – Planning how to respond.

Examples: preparedness plans; emergency exercises/training; warning Systems.

O Response – Efforts to minimize the hazards created by a disaster.

Examples: search and rescue; emergency relief .

O Recovery – Returning the community to normal.
Examples: temporary housing; grants; medical care.

1. Mitigation; the action of reducing the severity, seriousness, or painfulness Of something.

Mitigation activities actually eliminate or reduce the probability of disaster Occurrence, or reduce
the effects of unavoidable disasters through proactive Measures taken before an emergency or
disaster occurs The mitigation phase, and indeed the whole disaster management cycle, Includes
the shaping of public policies and plans that either modify the causes Of disasters or mitigate their
effects on people, property, and infrastructure.

Mitigation measures may include but not restricted to:

➢ Enforcement of building codes, floodplain management codes and Environmental regulations.

➢ Public safety measures such as continual maintenance of roadways And dams.

➢ Land-use planning (zoning) and controlling human activities in hazard Prone areas

➢ Earthquake resistant construction, permanent houses

➢ Community health and sanitation (improving nutrition, keeping the Community clean,
immunization, herbal gardens, training of Community health workers)

➢ Deployment of warning systems to alert and notify the public.

2. Preparedness: Getting ready to cope Disaster preparedness refers to measures taken to

prepare for and reduce the Effects of disasters. These measures can be described as
logistical readiness to deal with disasters Disaster preparedness has the potential to save the
maximum number of lives and property during a disaster.

Preparedness phase coves a wide range of activities;

➢ Individual, family and community preparedness measures: knowing what to do

➢ before, during and after a disaster for earthquake, drought, epidemic.Preparedness can also
take the form of ensuring that strategic reserves of food, Equipment, water, medicines huand
otheressentials are maintained in cases of Emergencies and disasters.

➢ Public awareness activities – public awareness campaigns such as community Meetings and
house-to-house information dissemination, posters and Pamphlets, media coverage, disaster
consciousness day/ week/month.

➢ Formulation of community counter disaster plan or disaster management plan

3. Response; When disaster strikes. The assistance and intervention during or immediately after
a disaster. Focus is on Saving lives and protecting community assets (buildings, roads, animals,
crops, Infrastructure). Usually measured in hours, days or weeks. Humanitarian Organizations
are often strongly present in this phase of the disaster management Cycle.

➢ Evacuation and evacuation center management

➢ Search and rescue

➢ First Aid and Medical Assistance

➢ Damage Needs Capacity Assessment

➢ Relief delivery (food and drinking water; non-food items such as clothing, Blankets, kitchen
utensils…)

➢ Psycho-social counseling (comforting, critical stress debriefing)

3. Recovery; Getting back to normal After the disaster – recovery: rehabilitation and
reconstruction Disaster recovery has three distinct but interrelated meanings. First, it is a goal
that Involves the restoration of normal community activities that were disrupted by
Disaster impact. Second, it is a phase, that starts after the recovery phase and ends
When the community has returned to its normal routines.Third, it is a process by
Which the community achieves the goal of returning to normal routines.

There is no distinct point at which immediate relief changes into recovery and then Into long-term
sustainable development. There will be many opportunities during the Recovery period to
enhance prevention and increase preparedness, thus reducing Vulnerability.
Recovery activities continue until all systems return to normal or better.
Recovery Measures, both short and long term, include;

➢ Rebuilding and strengthening of damaged structures

➢ Relocation to safe places

➢ Income generating projects

Disaster risk reduction (DRR) sometimes called disaster risk management (DRM) is a systematic
approach to identifying, assessing and reducing the risks of disaster. It aims to reduce socio-
economic vulnerabilities to disaster as well as dealing with the environmental and other hazards
that trigger them. The most commonly cited definition of Disaster risk reduction is one used by
UN agencies such as United Nations Office for Disaster Risk Reduction (UNDRR) and the United
Nations Development Programme (UNDP): “The conceptual framework of elements considered
with the possibilities to minimize vulnerabilities and disaster risks throughout a society, to avoid
(prevention) or to limit (mitigation and preparedness) the adverse impacts of hazards, within the
broad context of sustainable development.”
Disaster risk reduction has been strongly influenced by the research on vulnerability since the
mid-1970s[2] as well as the mapping of natural disaster risks.[3] Disaster risk reduction is the
responsibility of development and relief agencies alike. It should be an integral part of the way
such organizations do their work, not an add-on or one-off action. Disaster risk reduction is very
wide-ranging: Its scope is much broader and deeper than conventional emergency management.
There is potential for disaster risk reduction initiatives in most sectors of development and
humanitarian work.

The evolution of disaster thinking and practice since the 1970s has seen a progressively wider
and deeper understanding of why disasters happen, accompanied by more integrated, holistic
approaches to reduce their impact on society through reducing risk before it occurs (disaster risk
reduction, or disaster risk management) as well as managing impacts when disasters occur
(disaster management). It is being widely embraced by international agencies, governments,
disaster planners and civil society organisations.

DRR is such an all-embracing concept that it has proved difficult to define or explain in detail,
although the broad idea is clear enough. Inevitably, there are different definitions in the technical
literature, but it is generally understood to mean the broad development and application of
policies, strategies and practices to minimise vulnerabilities and disaster risks throughout society.
The term ‘disaster risk management’ (DRM) is often used in the same context and to mean much
the same thing: a systematic approach to identifying, assessing and reducing risks of all kinds
associated with hazards and human activities. It is more properly applied to the operational
aspects of DRR: the practical implementation of DRR initiatives.

POST DISASTER MANAGEMENT MEASURE

Post disaster management measure is divided in two parts shorts terms and long
Terms. Short term considered recovery and rehabilitation, while long term considered
Reconstruction and development.

A) Short Term : Recovery and Rehabilitation:

1. “Build Back Better” principal: Recovery and rehabilitation is carried out weeks and months
after the disaster. It involves the restoration of basic services, infrastructures and livelihood. The
goal of this phase is not only to Restore what existed previously but also to set communities on
a between.
2. safer development path and to facilitate resilient recovery
3. Community-Based Needs Assessment: In order to come up with a proper and acceptable
program for recovery and rehabilitation, it is also important to understand the felt needs of
affected communities. Consulting affected population through interviewer prior to any recovery
program ensures public
Acceptance and support of any planned endeavors. A needs assessment help
Priorities particular areas that needs the most immediate action for
Rehabilitating.
 B) Long Term: Reconstruction and Developments

1. Climate Resilient Recovery; A key concept here Is climate resilient recovery Where
communities are not only provided assistance to recover from Climatic changes event but are
also equipped to deal with future disaster better.
Reconstruction is much longer term activity that will involve permanent Rebuilding, improved
infrastructed and recovery with enhanced preparation for. The next climate changes- related
event.
2. Ecological restoration Ecological encompasses international human Inventions that are
aimed to assist the recovery of ecosystem and habits after Distribution or damages recovery is
beckoned to have been achieved when the System contain sufficient living and non- living
components that will allowed Development without further intervention or subsidy

3 incorporation of indigenous ideas and practice: traditional and local Conception,

technology and practice may cither hamper or enhance disaster Management efforts.
Regardless of their effects, it is important that they Should be taken into consideration and
respected at al times. And if beneficial,These might even be useful to be developed further
and then integrate in pre- and post Disaster planning.

4. Mitigation: Mitigation can be defined as the efforts to reduced loss of theLife and property in
the event of a disaster by lessening the impact of disaster.Mitigation is taking action now
before the next disaster to reduce human andFinancial consequences later. Mitigation
involves analysis risk, reducing risk,Insuring against risk. Personal mitigation is a key to
national properness.
IndividualsFamilies train to avoid unnecessary risk. This includes an Assessment of possible
risk to personal/ families health and to personal Time of disaster requires that we all
Understand local risk, address the hard choice, and invest in long term Community well being.

5. Rescue: disaster can strike any place at any time. The response phase of a Emergency may
commerce with search and rescue but in all cases the focus Will quickly turn to fulfilling the
basic humanitarian needs of the affected Population. The assistance may be provided by
national or international Agencies and organization but it is the role of local bodies to act soon
as possible.

Rescue operation involves providing medication to those hurt and taking people Out of the
affected area and debris in the event of earthquake and floods etc. There are various rescue team
at national or state level which come into action As soon as disaster strikes.

6. Relief: this is a coordinate multi agency response to reduced the impact of a

Disaster and its long term result Relief operation start as soon as disaster Strike and main
emphasis is laid on providing injured with medication and Providing foods as well as clean drinking
water to the people. Relief activates Includes rescue, relocation, prooviding foods and water,
preventing dieses and Disability, repairing vital services such as telecommunication and transport,
Providing temporary shelter and emergency health care. The relief operation is
Best operation and supported only when carried out as a team work and all the Members of a
team should co-ordinate well with each other and also supports One another without any
discrepancy.

7. Rehabilitation: As soon as disaster strikes the first thing that comes to mid is relief and rescue
operation. Once emergency needs have been met and the initial crises is over,
The people affected and the communication that supports them are still Vulnerable and it is time
to start rehabilitation Activities. Rehabilitation activities include rebuilding, infrastructure in proper
manner, heath care and other basic necessities. This excise is development For new care and
new building etc. during the reconstruction it is recommend To considered the location or
constriction material of the property and it should Not be hurried rather reconstruction should be
done properly and effectively.

DISASTER MANAGEMENT POLICY IN INDIA

Vision/Meaning/objectives/power and function

To build a safe and disaster resilient India by developing a holistic, proactive, multi-disaster
oriented and technology driven strategy through a culture of prevention, mitigation,
preparedness and response.

DM involves a continuous and integrated process of planning, organising, coordinating and

implementing measures which are necessary or expedient for:

 Prevention of danger or threat of any disaster.

 Mitigation or reduction of risk of any disaster or its severity or consequences.
 Capacity building including research and knowledge management.
 Preparedness to deal with any disaster.
 Prompt response to any threatening disaster situation or disaster.
 Assessing the severity or magnitude of effects of any disaster.
 Evacuation, rescue and relief.
 Rehabilitation and reconstruction.

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 -

o Lay down policies on disaster management;

o Approve the National Plan
o Approve plans prepared by the Ministries or Departments of the Government of
India in accordance with the National Plan;
o Lay down guidelines to be followed by the State Authorities in drawing up the
State Plan;
 o 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;
o Coordinate the enforcement and implementation of the policy and plan for
disaster management;
o Recommend provision of funds for the purpose of mitigation;

The National Disaster Management Authority (NDMA) has released fresh guidelines for
restarting manufacturing and chemical industries after the lockdown period ends.

 It has issued guidelines on Chemical Disasters, 2007, Management of Chemical

(Terrorism) Disasters, 2009 and the Strengthening of Safety and Security For
Transportation of POL Tankers, 2010.

Strengthening Disaster Risk Governance

As per the NDMP, there are six thematic areas for action in which the central and the state
governments should function. They are listed below:

1. Mainstream and integrate DRR and Institutional Strengthening

2. Capacity Development
3. Promote Participatory Approaches
4. Work with Elected Representatives
5. Grievance Redress Mechanism
6. Promote Quality Standards, Certifications, and Awards for Disaster Risk Management

Salient Features of NDMP

NDMP covers all the following phases of disaster management:

 Prevention
 Mitigation
 Response
 Recovery
As per the Sendai Framework, the Six thematic areas of action are as follows:

1. Understanding Risk
2. Inter-Agency Coordination
3. Investing in DRR – Structural Measures
4. Investing in DRR – Non-Structural Measures
5. Capacity Development
6. Climate Change Risk Management
NDMP Objectives
The objectives of the NDMP are listed below:

1. To improve understanding of disaster risk, vulnerabilities and hazards.

2. To strengthen the governance of disaster risk at every level, i.e., from national to local.
3. To invest in the reduction of disaster risk for resilience by means of structural, non-
structural and financial measures, and also by a comprehensive capacity development.
4. To improve disaster preparedness for effective response.
5. To encourage ‘Build Back Better in recovery, reconstruction and rehabilitation.
6. To prevent disasters and ensure a significant decrease in the disaster risk and loss of
life, livelihood, health and assets including physical, economic, cultural, social and
environmental assets.
7. Enhance resilience and check new disasters from emerging and reduce existing ones.
8. To promote the execution of inclusive and integrated structural, economic, social, legal,
health, cultural, environmental, educational, political, technological and institutional
measures to reduce and prevent hazard exposure and vulnerabilities to disasters.
9. To empower communities as well as local authorities to manage and decrease disaster
risks.
10. To bolster technical and scientific capabilities in all areas of disaster management.
11. To develop capacity at every level to effectively respond to multiple hazards and for
community-based management of disaster.
12. To offer clarity on the responsibilities and roles of the various departments and ministries
involved.
13. To foster a culture of disaster risk mitigation and prevention at all levels.
14. To enable the mainstreaming of disaster management concerns into planning.

Assignment questions
Q:1 Define Disaster management. Discuss Disaster management with planning and
leadership.
Q:2 Discuss in detail post – disaster management measures.