District Disaster Management Plan (2015-2020) Swat KP · Table 2.1: Tehsil-wise population...

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District Disaster

Management Plan

(2015-2020)

District Swat

Khyber Pakhtunkhwa

Published by: District Disaster Management Unit (DDMU)

under the supervision of

Provincial Disaster Management Authority, Khyber Pakhtunkhwa

Citation: District Disaster Management Plan (2015-2020)

District Swat, Khyber Pakhtunkhwa

Technical Support: Network of Disaster Management Practitioners (NDMP), Islamabad

Financial Support: Malteser International - Pakistan

under the DEPICHO project

Available at: District Disaster Management Unit, District Swat and

Provincial Disaster Management Authority, Khyber Pakhtunkhwa

URL: www.pdma.gov.pk

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DG PDMA Khyber Pakhtunkhwa Province

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Deputy Commissioner District Swat

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AC Assistant Commissioner MHVRA Multi Hazard Vulnerability & Risk Assessment

ADMC Area Development and Management Consulting

MMT Main Mental Thrust

AED Agriculture Extension Department NA National Assembly

C & W Construction and Works NDMA National Disaster Management Authority

CBOs Community Based Organizations NDMP National Disaster Management Plan

CO Community Organizations NGO Non-Government Organization

CSOs Civil Societies Organizations PA Provincial Assembly

DC Deputy Commissioner PCR Pupil Class Room

DCO District Commissioner Office PDMA Provincial Disaster Management Authority

DCR District Census Report PEOC Provincial Emergency Operation Centre

DDMA District Disaster Management Authority PHED Public Health & Engineering Department

DDMC District Disaster Management Committee PMD Pakistan Meteorological Department

DDMP District Disaster Management Plan PRA Participatory Rural Appraisal

DDMU District Disaster Management Unit PRCS Pakistan Red Crescent Society

DDMP District Disaster Management Plan PTC Parent Teacher Council

DEOC District Emergency Operation Centre PTR Pupil Teacher Ratio

DO District Officer PTDC Pakistan Tourism Development Corporation

ECHO European Commission PWD Person With Disability

FCC Flood Control Cell SHYDO Sarhad Hydro-Development Organization

GIS Geographical Information System SOPs Standing Operating Procedures

ha Hectare

HPPs Hydro Power Projects TDMC Tehsil/Town Disaster Management

Committee

IDPs Internally Displaced Persons TMA Tehsil Municipal Administration

IMR Infant Mortality Rate TORS Terms of References

-Government Organization

UC Union Council

IPRI International Rice Research Institute UCDMC Union Council Disaster Management Committee

KP Khyber Pakhtunkhwa UNESCO United Nations Educational, Scientific &

Cultural Organization

LGRD Local Government and Rural

Development

UNFCCC United Nations Framework Convention

on Climate Change

MBT Main Boundary Thrust VDMC Village Disaster Management Committee

WWF World Wide Fund

INGO International Non

Section Three

Section Four

List of Annexure:

Annexure I: Glimpses from the inception meetings

Annexure II: Participant list of the consultation workshop

Annexure III: Glimpses from the consultation workshop

Annexure IV: Participant list of the I/NGOs and CSOs consultation meeting

Annexure V: Glimpses from I/NGOs and CSOs consultation meeting

Annexure VI: Participant list of the validation workshop

Annexure VII: Glimpses from the validation workshop

Annexure VIII: Selected basic definition useful in the District Disaster Management Plan

Section One

Section Two

Chapter 1: Introduction to the District Disaster Management Plan

Chapter 2: Profile of District Swat

Chapter 3: Hazards, Vulnerability and Risk Profile of District Swat

Chapter 4: Challenges and opportunities for Disaster Risk Management

Chapter 5: District Disaster Management Unit's Organizational Structure

Chapter 6: Key Stakeholders and their role in Disaster Management

Chapter 7: Standard Operating Procedures for Emergency Response

Chapter 8: Priority Disaster Risk Management Strategies (2015-2020)

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List of Figures

List of Tables

Figure 2.1: Location Map of District Swat

Figure 2.2: Elevation map 0f District Swat

Figure 2.3: Monthly Maximum Temperature of the district (1947-2010)

Figure 2.4: Average monthly rainfall for Saidu Sharif (1978-2011)

Figure 2.5: Average monthly rainfall for Malam Jabba (2004-2011)

Figure 2.6: Average monthly rainfall for Kalam (2004-2011)

Figure 2.7: River Swat and its tributaries

Figure 3.1: Multi-Hazard zonation map of District Swat

Figure 3.2: 2010 Flood inundation map of District Swat

Figure 3.3: Map showing dengue fever cases reported in Disaster Swat during 2013

Figure 3.4: Union Council Wise exposure map of the district Swat

Figure 3.5: Union Council wise risk map of district Swat

Figure 5.1: DDMU Organizational Structure at District Level

Figure 5.2: TDMC Organizational Structure at Tehsil/Town Level

Figure 5.3: UCDMC Organizational Structure at Union Council Level

Figure 5.4: VDMC Organizational Structure at Village Level

Table 2.1: Tehsil-wise population distribution of District Swat

Table 2.2: Major fruits, area and production in District Swat (2005-2011)

Table 2.3: Tehsil-wise water supply schemes in District Swat

Table 2.4: Health facilities infrastructure in District Swat

Table 2.5: School statistics of District Swat

Table 3.1: Historical data of hydrology/discharge (1983 -2011) of River Swat

at Khawaza khela gauge station

Table 3.2: Projected 2014 population of the district with different Age Groups

Table 3.3: Impacts of hazards on different age groups in the districts

Table 3.4: Impacts of hazards on different crop types grown in the district

Table 3.5: Union Council wise exposure status in the district

Table 3.6: Union Council wise risk indexing in the district

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8

Section One

Introduction to the District DisasterManagement Plan

Chapter 1:

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1.1. Vision

1.2. Mission

1.3. Objectives

1.4. Process followed for developing District Disaster Management Plan

identification and verification of hazards and risks,

specify the role of different stakeholders in the The vision for District Disaster Management Plan disaster management system in the district and is, “Achievable and Doable Planning for Disaster identify resources, timeframe and potential Risk Reduction in District Swat”

partners required for the implementation of the

DDM Plan. Data were collected through secondary

and primary sources while various tools like Focus

To manage and mitigate disaster risk by putting Group Discussions (FGDs), Key Informant efforts in reducing the vulnerabilities and Interviews (KIIs), and Standard Questionnaire increasing the local capacities through disaster risk

forms were used in all meetings and workshops. reduction planning.

Besides GIS techniques were used to prepare

required maps and diagrams.

In line with the United Nation's Hyogo Framework for Action 2005-2015; NDMA's National Disaster Management Plan 2012-2022; and PDMA KP's Various offices were visited to collect the relevant Road Map for Disaster Management 2015-2020, information. For this purpose, standard the following objectives are enumerated below: questionnaire forms were developed which were

shared with concerned offices in advance through ¤ To operationalize the institutional PDMA KP. Data were collected from the following

mechanism for effective disaster offices;management in the district;

¤ To identify priority disaster risk reduction ¤ National Disaster Management Authority measures to reduce the impact of the

(NDMA) Islamabad;disasters;

¤ To chalk out timeframe and potential ¤ Provincial Disaster Management Authority (PDMA) Khyber Pakhtunkhwa partners required for the implementation of Province;the disaster management plan;

¤ To develop a robust emergency response ¤ Pakistan Bureau of Statistics Islamabad;mechanism through effective coordination ¤ Malteser International Swat and and cooperation. Islamabad offices;

¤ Education Department District Swat;

¤ Health Department District Swat.

The District Disaster Management Plan has been

developed through series of in-house discussion,

consultation meetings with the relevant Various data collection tools were used in the

provincial/district government and humanitarian following meetings and workshops to orientate,

stakeholders and organized orientation, consult the stakeholders and to validate the

consultation and validation workshops for the

1.4.1. Data collected through secondary sources

1.4.2. Data collected through primary sources

Introduction to the District Disaster Management Plan

1. Deputy Commissioner Office 2. Agriculture Department

3. District Disaster Management Unit 4. Education Department (Male)

5. Revenue Department 6. Education Department (Female)

7. Civil Defense Department 8. Social Welfare Department

9. District Planning and Finance Department 10. PTDC and Tourism Department

11. Irrigation Department 12. Health Department

13. C&W Department (Buildings) 14. Pakistan Red Crescent Societies (PRCS)

15. C&W Department (Roads) 16. District Public Health Engineering

Department

17. Handicap International (INGO) 18. Malteser International (INGO)

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information collected through various tools. These 2. Composition and functions of the

organizations / institutions with organogram tools include;of the organization existing at District Level;

¤ Focus Group Discussions in the 3. Physical, technical and financial resources workshops; of the organization to deal with the

disasters/emergencies;¤ Key Informant Interviews in various meetings; 4. Level of coordination with DDMU and

¤ Hazard zonation mapping; district authorities referring to the past ¤ Standard questionnaire surveys. major disasters;

5. Details of sectoral losses/impact on the

organizations and coping strategy during

major disasters (2010 flood, 2009 IDPs

crises or any other);

6. The practices of the organization to Series of inception meetings were organized include socially excluded groups like Person separately at the following offices during July 14 With Disability (PWD) and vulnerable to 18, 2015 to orientate the stakeholders on the groups in the community etc. in DRM development of DDMP, seek support from them spectrum (Early Warning, Response, Relief, for the DDM planning process and nominate Rehabilitation and Reconstruction etc.);focal persons for the consultation, planning and

implementation process, nomination of focal 7. Role and responsibilities of the concerned person for the future correspondence and organization before, during and after the consultation to develop the DDMP. Following disaster.were the key questions asked during the

Besides relevant data, reports, database and maps meetings; etc. were collected during the meeting.

1. Nomination of focal person from

concerned organization; Following offices were visited for inception

meetings;

1.4.2.1. Inception meetings with

government departments and I/NGOs during July 14-25, 2014 at Swat

These meetings found very useful as it helped in representative from different organizations identifying the gaps, understanding the participated in the said workshop (Annexure II: requirement and explore the potential resources Participant list of the workshop, Annexure III: and dedicated partners to be required for Glimpses from the consultation workshop).implementation of the DDMP (Annexure I: Glimpses from the inception meetings)

Separate meetings were organized with local I/NGOs and CSOs working in Swat District. During

2-day stakeholder's consultation workshop was these meetings, the I/NGOs and CSOs organized during 11-12, 2014 at swat to define and representatives shared their priority areas and key finalize the roles and responsibilities of different planned interventions and share list of the Village organizations in the DDMP. Extensive Focus Group and UC level Disaster Management Committees

and UC and Village level DRR Plans. These plans Discussions were carried out to identify, validate help to derive target activities to be included in the and prioritize Tehsils and Union Councils as per DDMP along with indicative budget (Annexure IV: disaster risks. The suggestions were incorporated

in the final report. Workshop was chaired by the , Annexure V: Glimpses from

Deputy Commissioner while the District Disaster I/NGOs and CSOs consultation meeting).

Management Officer, Advisor Housing and DRR

PDMA Khyber Pakhtunkhwa Province and

1.4.2.3. Stakeholder's consultative meetings with Non-Government Organizations and

1.4.2.2. Consultation workshop with Civil Societies during October 27, 2014 Swat

government departments and I/NGOs during August 11-12, 2014 at Swat

Participant list of the I/NGOs and CSOs consultation meeting

1. Malteser International 2. Hashoo Foundation

3. Pakistan Special Person Development

Organization

4. LASOONA Society for Human and Natural

Resource Development

5. HUJRA 6. Area Development and Management

Consulting (ADMC)

7. CARVAN 8. Handicap International

9. Area Development Management Consultant (ADMC) 10. Pakistan Red Crescent Society (PRCS)

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1.4.2.4. Validation workshop with government departments and I/NGOs during October 28, 2014 Swat

Besides these meetings and workshops, series of in-house meetings were conducted at PDMA KP, DC Office, DDMU, Malteser International and Handicap International offices. Based on

Before formal launching ceremony of the DDMP, continued discussion and in-house consultation, draft plan shared with the Deputy Commissioner, the DDMP was revised to incorporate suggestions DDMO and other key stakeholders and discussion given by the stakeholders and above organizations. continued over the key interventions specified in the document and make necessary correction and updation (Annexure VI: Participant list of the validation workshop, Annexure VII: Glimpses from the validation workshop).

Section Two

Profile of District Swat

Chapter 2:

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2.1. District Swat Snapshot

2.2. Geography of the District

The average maximum temperature in July is 38°C

and the minimum in January is 1°C. Annual rainfall Swat valley is located in the north of Khyber is recorded as 1,366 mm. Flood, conflict, hailstorm, Pakhtunkhwa Province and is famous for its scenic snowfall, earthquake and landslides are major beauty, culture remains and orchards etc. During

hazards of district Swat. Buddhist cultural period era, Swat was called as Udyana, which means Garden or Park. Pashto remains the predominant language of Swat district. Since one thousand year, the valley

District Swat is located at a distance of 256 Km in remained predominantly under the occupation of

the north-west of Islamabad. It is bounded from all Swati and Yousafzai Pashtuns tribes. The year in the

sides by mountains, except in the south-west, rural set up of the district has been traditionally

which gives an outlet to River Swat. Geographically, divided into six seasons, based upon different

district Swat stretches from 34°34΄ to 35°55΄North farming practices. Landscapes are traditionally

latitude and 72°10΄ to 72°50΄ East longitude. The divided into sites each comprising of one or more

district has a total geographical area of about 5,337 soil series, potentially capable of producing the 2km as seen in reference map (Figure 2.1).same kind, proportion and abundance of vegetation. The district is laying in the lap of the

Topographically, Swat is a mountainous region, offshoot of Hindu Kush mountainous ranges, which

located among the foothills of the Hindu Kush are the sub ranges of the world's greater

mountain range. Two mountainous fringes project Himalayan ranges. Larger parts of the district are

from the Hindu Kush forming the valley. The covered with high mountains and deep valleys, the

western mountain range forms the boundary peaks of which are covered by everlasting snow.

between Swat and Upper and Lower Dir district The valley is divided in three main regions based

(Swat-Dir divide), while the Eastern mountain upon the agro based livelihood pattern, including

range acts as a watershed between Swat and the high mountainous upland, orchard growing zone

Indus River catchments. and lower farming zone.

These ranges runs in the general direction of North District Swat, appeared as one of the district of

to South and has a varied elevation within the Khyber Pakhtunkhwa Province after merging into Swat, beginning from 599.8 meters above mean Pakistan in 1969. The district headquarter of Swat sea level in the South and rising rapidly up towards is Saidu Sharif which is situated at a height of 3,251 the North, to around 19,685 meters above sea

level, shown in elevation map (Figure 2.2).The feet above sea level. District Swat comprises of district Swat containing the meandering Swat River

seven Tehsils; Kabal, Matta, Bahrain, Charbagh, and also a home of lush green small valleys, snow-

Babozai, Barikot and Khawazakhela. The area of covered glaciers, forests, meadows and plains.Swat is 5,337 km2 with an estimated population of

about 2,067,574 heads during 2014. District height

varies between 2500 ft. to 7500 ft. above sea level.

Profile of District Swat

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District Swat - Reference Map (Tehsil - wise) Map Index

Figure 2.1. Location map of District Swat

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District Swat - Elevation Map Map Index

Figure 2.2: Elevation map shows the variation in the elevation of the mountainous topography of the district

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2.3. Weather and ClimateWinters in Swat are typically severe, with the harsh weather occurring from December to March with a Swat is located in the Temperate Zone, where the minimum recorded temperature of -2°C. climate is controlled by various factors including Summers, in comparison, are fairly moderate with latitude, altitude, the Indian Ocean Summer a maximum recorded temperature of 34°C in the Monsoon and the Western cyclonic currents region reflecting in figure 2.3.coming from the Mediterranean Sea, in the winter.

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The average annual precipitation in District Swat winter. These lengthened showers at times prove ranges from 1,000-1,200mm distributed among to be destructive for mud-built homes (Kacha three rain-bearing seasons. houses) within the rural areas.

These begin in December and last These rains commence after the until the end of February, typically occurring in 1-2 dry month of June, lasting from July till the end of week-long spurts of continuous rainfall, called September. Precipitation in this season is sporadic, Jarai in the local language. Snowfall takes place and is sometimes accompanied by thunderstorms from mid-January to the end of February in the and by sudden hailstorms that cause damage to plains, and from the beginning of December to the lives and to property. Moreover the recurrence end of March in the mountainous areas. flooding occurs mostly in this season in the area

seen in figures 2.4, 2.5 and 2.6.This precipitation falls from March

to May, accompanied by thunderstorms and with larger raindrops than those that fall during the

Winter Rains: Summer Rains:

Spring Rains:

Figure 2.3: Monthly maximum temperature of the district (1947-2014)

Month

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0JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

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Figure 2.4: Average Monthly Rainfall for Saidu Sharif (1978-2011)

Figure 2.5: Average Monthly Rainfall for Malam Jabba (2004-2011)

Figure 2.6: Average Monthly Rainfall for Kalam (2004-2011)

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2.4. The River Swat

22.5. Geology of the District

other resident and migrating birds at their catchment. The river also alarming a threat both for the community and policy makers due to a The Swat basin is a physiographic unit that is number of changing face factors like pollution drained by River Swat and its tributaries. It starts at extension, deforestation, unplanned urbanization, Madyan where River Swat leaves the mountainous encroachments, illegal fishing, shooting and lack of gorge and enters into the Swat basin. The basin is proper sanitation system for most of residential 3–6 km wide and approximately 70 km long and is areas and hotels along the river course. In divided into upper and lower portion. Swat River is upstream the rivers contributing snow melt water draining the valley longitudinally, rises in the Kalam and hence are flooded both as riverine floods while region from its three principal tributaries the during rigorous raining these also bears flash Gabral, Bhandra and Ushu Rivers united at floods while most of the downstream tributaries approximately 6,601 feet above the sea level. At pouring major and devastating flash floods during first it flows in southerly direction through a monsoon (Figure 2.7). narrow gorge about 38.6 Km long ending near

Madyan village at 1,310 meters elevation. At At upstream mountainous region of Tehsil Kalam, it downstream of Madyan, it enters into floodplain receives tributaries Jalband, Utror, Dahmaka, and receives several small tributaries. It then flows Shahoo, Matiltan, Kando while in Tehsil Bahrain it southwards up to Mingora and divide the valley receives tributaries, Kadam, Chamgarai, Torwal, into two parts. Ramait, Mankyal, Daral, Gurnai, Najva, Beshigram, Chail, Dabargay, Shagram, Shankoo, Tirat, Darilai. River Swat is subject to the influence of both Downstream River Swat enters into flattened Swat monsoon seasonal rainfall and summer snow melt. basin; at tehsil Kabal it receives tributaries The river carries tremendous amount of sediment HazaraKhwar, MaloochKhwargai, SigramKhwar, during its flood peak. Its summer and winter KanjuKhawar, KotlaiKhawar, Noingwalai and average seasonal discharge shows great variation DheraiKhwar. At Tehsil Babozai its tributaries are with the average summer discharge is 4,488 cusecs

1Jambil, Kokarai and MarghazarKhwar .while winter average discharge is 932 cusecs. Considerable deposition occurs when flood subsides and river capacity diminishes. During low water discharge the River Swat from Madyan to

Geologically, District Swat mountainous topography Kalangi (distance of 112.6 Km) exhibit braided mostly comprised from metamorphosed basic to stream characteristics. Broad plains formed by the intermediate rocks. The geological units of the river in this section constitute the richest and most district are comprised of rocks belong to the Indian fertile part of the district and also the area with plate, Melange zone and the Kohistan Island Arc higher exposure and vulnerability.complexes. The Indian plate rocks in Swat are granite gneisses, amphibolites with granetifrrouces The river is playing a significant role in the local schist, biotite schist hornblende and marbles of economy of the District Swat. It is a source of Marghazar Formation, and graphitic phyllites of the attraction for tourists and source of recreation for Saidu Formation. The Melange zone rocks are the local peoples. The river also provides water for assemblages of serpentinite, green schist, talc-irrigation and domestic use. The attractive climate carbonate schist and metabasalt. The Kohistan of the district is because of the fresh water of River Island rocks are mainly massive amphibolites of Swat. The cold and clean water of the river is also Kamila amphibolites belt.habituating many fish species, water fowls and

1. Socio-economic evaluation of River Swat Watershed Project, Forest education division, Pakistan Forest Institute Peshawar 2. Geology and tectonics of Pakistan

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District Swat - Road and Stream Network Map Map Index

Figure 2.7: River Swat and its Tributaries

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2.6. Demographic Profile of the District female population is 1,002,209 (48.47%). The

average household size is 8.8 with 15.32% urban The total area of the district is 5,337Sq.Km with a and 84.68% rural settlements while there are population of 1,257,602, as per District Census 226,785 total households in Swat district. Table Report (DCR) of 1998, while the projected 2.1 indicates tehsil-wise population of the District

1population for the year 2014 is 2,067,574. The Swat .male population is 1,065,364 (51.53%) and

Table 2.1: Tehsil-wise population distribution of District Swat

S # Tehsil Population as per 1998 Census Population as per 2014(projected based on 1998 Census)

Total Male Female HHs Total Male Female HHs

1 Bahrain 125,247 63,982 61,265 6,962 199,198 101,759 97,439 22,636

2 Khwaza

khela

141,193 72,184 69,009 7,842 224,563 114,807 109,756 25,519

3 Charbagh 73,682 38,742 34,940 3,970 117,191 61,619 55,572 13,317

4 Matta 251,368 126,868 124,500 14,148 399,793 201,780 198,012 45,431

5 Kabal 244,142 126,171 117,971 13,406 383,837 198,585 185,251 43,618

6 Babozi 321,995 169,617 152,378 17,316 512,119 269,768 242,351 58,195

7 Barikot 99,975 50,444 49,531 5,629 159,006 80,229 78,777 18,069

Total 1,257,602 648,008 609,594 69,272 1,995,706 1,028,547 967,159 226,785

Source: District Census Report 1998, Pakistan Bureau of Statistics Islamabad, while population projected to 2014 by the consulting firm, 2014

2.7. Governance & Administration

2.8. Economic Features

According to the 2013 general election, the district comprised with two constituencies of National

thDistrict Swat is one of the 25 districts of Khyber Assembly (NA-29, NA-30) and five constituencies Pakhtunkhwa Province. The district remains as an of Provincial Assemblies (PK-80, PK-81, PK-82, PK-independent state headed by Waali before its 85 & PK-86). According to the 2001 local merging in Pakistan in 1969. The district government system, the district swat were

rdheadquarter of Swat is Saidu Sharif and devolved administratively (3 tier administration) 2functionally headed by Deputy Commissioner into 65 Union Councils (UC) .

(DC). DC is the administrative head of all the district line departments while each department has their

stown head in the district as District Officer DO (1 Predominantly the inhabitants of Swat depends on

tier administration). District Swat is comprises of natural resource base as cultivation of food grains

seven Tehsils; Kabal, Matta, Bahrain, Charbagh, vegetables and orchards both as cash crops as well

Babozai, Barikot and Khawazakhela. Each tehsil has as cereal crops also along with the livestock rearing

a Tehsil Municipal Administration's (TMA) body as and fishing of subsistence value. Some of the nd

2 tier administration and is administered by population depends on paying their services as a

Assistant Commissioner (AC).vocational base. Some portion of the economy

1. District Census Report of Swat 1998. Pakistan Bureau of Statistics, Islamabad2. Data provided by Revenue Department of District Swat

Years

Table 2.2: Major fruits, area and production in Swat district (2005-2011)

Apricot Apple Pears

Hectors Tones Hectors Tones Hectors Tones

2005 -06 602 6,327 4,150 49,551 416 7,409

2006 -07 606 6,368 4,180 49,910 418 7,445

2007 -08 610 6,450 4,205 50,355 421 7,515

2008 -09 620 6,550 4,130 49,425 422 7,520

2009 -10 602 3,070 3,930 31,440 400 4,040

2010 -11 580 2,900 3,750 30,500 370 3,700

Years Peaches Plums Walnuts

2005 -06 3,980 41,515 600 6,000 436 4,995

2006 -07 4,015 41,880 602 6,020 433 4,961

2007 -08 4,095 42,997 610 6,110 433 4,963

2008 -09 4,195 43,935 660 6,600 433 4,960

2009 -10 3,750 17,625 640 4,080 405 3,445

2010 -11 3,750 16,875 600 3,660 380 3,042

Years Persimmon Citrus Almond

2005 -06 1,973 19,725 620 4,812 65 181

2006 -07 1,964 19,636 505 3,919 60 167

2007 -08 1,965 19,682 515 4,000 65 182

2008 -09 2,060 20,635 500 3,800 70 193

2009 -10 1,753 10,000 512 3,975 6 85

2010 -11 1,700 9,690 522 4,055 55 71

Source: Data provided by Agriculture Extension Department of District Swat,2014

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1contributed from the micro entrepreneurship of 54.2% food insecure population .hoteling and tourism industries. On the other hand, a noticeable proportion of population has emigrated to Middle East, UK and Europe and even Agriculture considered as major source of USA in search of better income prospects. livelihood for the district. About 42% people Consequently, foreign capital remittances also associated with agriculture livelihood and hold a vital share in household income produced different varieties of vegetables, crops accumulation; the estimated household per and fruits at both subsistence and commercial capital income (YPCH) stands PKR42 (monitory level. According to the 2013 counting Swat valley value of 2008) or between PKR 11,000- produced about 0.271 million tons of green stuffs, 15,000/household. The population living below particularly golden apple, peach, apricot, orange, poverty line i.e. percentage of population potato, onion and garlic. In certain high elevations consuming less than income required to satisfy off-season winter vegetables are grown in their basic needs is 24% of the population. The summer, making many vegetables available district has also 55.3 % of kachha houses. The throughout the year in the nearby markets while in Infant Mortality Rate (IMR) is 4 deaths per 1,000 downhill plan lands on the banks of river swat, live birth which is satisfactory. Literacy rate of the trend shifting from traditional subsistence crop district is 40% with 34 % of female education. The growing towards the high price fruits orchards.district comes under food insecure category with

2.8.1. Agriculture

1. Pakistan Social And Living Standards Measurement Survey (Pslm) 2012-13, Pakistan Bauru of Statistics, Islamabad

27

The fruit cultivation on a commercial scale began in Directorate of Industries, Commerce and Labor, the Matta sub-division (Upper Swat), where this several industrial units were closed or shifted from sector is now very advanced and gradually shifts the areas due to insecure situations. During 2006, towards the other parts of the district. The main there were 290 industrial units in the area which fruit species cultivated are apple, peach and were reduced to 150 in 2009, rendering thousands persimmon trees. Other fruit species cultivated in of workers unemployed (CPPR 2010). According to a smaller scale are plum, grape, pear, loquat, the World Bank and the Asian Development Bank apricot, walnut etc. According to an estimate, the preliminary damages and needs assessment area devoted to the cultivation of fruit in years report in 2009, the industrial sector incurred a loss

22013-2015 is 12,465 hectares while for vegetables of 153.38 million rupees .is 7,245 hectares. Accordingly to the data provided

Now a days the people of swat are involved in by the Agriculture Extension Department (AED)

economic activities like cottage Industry, wooden Swat, the fruits yield and production are given in

industry, textile industry, embroidery, art silk the table 2.2.

industries (20% is in running condition), The intercropping of cereals with fruit trees is automobile, marble and mining industry, and common in the area. Corn and wheat are the most cosmetics, livestock, agriculture, forestry, tourism cultivated cereals: in 2013 were recorded and hotels industry. Some of the famous industrial respectively 60,456 ha for maize and 59,853 ha for products of the district are handicrafts, woollen wheat. Besides farm sector provides opportunity blankets, shawls, rugs, embroidery, panrae or

3to engage 56% of the 70% labor force alone that panhey, shkores and furniture etc .1

involves more than Rs. 5.4 billion during the years .

Khyber Pakhtunkhwa Province is home of about There were 400 small silk mills during 1980s of 40% of Pakistan's Forest. About 3 million acres of finishing raw silk both locally produced and forest land is situated in Hazara, Dir, Swat, Chitral, brought via Afghanistan through black market. and Kohistan. Swat valley is famous for its fertility These mills employed about 40,000 persons and and well wooded nature. The valley, on the whole, were also earning large amount of foreign remained thickly forested since early time. Forests exchange. During 1990, the government of of proper Swat valley were comprised of the (1) Pakistan imposed a tax on the import of silk and Scrub forests, (2) Chir (Pinusroxburghii) forests; (3) banned silk imports via Afghanistan. Only the Deodar (Cedrusdeodara) forests; (4) Blue pine Karachi transit trade system via Karachi seaport (Pinuswallichiana) forests; (5) Silver (Abiespindrow was to be used for silk import. This raised the price and Abieswebbiana) and Spruce (Piceasmithiana) of raw silk considerably for mill owners. Tax and forests; and (6) Oak forests.transportation charges of the silk thread were

The forests comprised of three main forest areas. unbearable, and the mills closed within a year.

The southernmost parts are managed by Swat They faced a loss of Rs. 45 billion. The labour and

forest range which has area of 29,316 hectares (ha) professional working in these Silk mills became

in which forest area in 29,847 ha. The middle Jobless and the industry collapsed. Later on, silk

region of forest is managed under Matta forest and cosmetic manufacturing units were also

range which has area of 119,314 ha in which forest provided employment opportunities for

area in 31,779 ha. The northern most forests are thousands of local people before the 2006

managed under KalamUshu forest range which has insurgency and war but according to the

area of 194,235 ha in which forest area in 38,080

2.8.3. Forestry2.8.2. Industry

1. Agriculture Statistics 2012, Pakistan Bauru of Statistics and data provided by Agriculture Extension Department of District Swat

2. Census of manufacturing industries 2008, Pakistan Bauru of Statistics, Islamabad3. Working Plan for Swat, Matta and Kalam Forest Division 2012,Swat forest Division

28

ha. The adjoining areas forest are managed under roaring rivers, waterfalls, meandering streams, Utror forest range which has area of 35,150 ha in glacier fed lakes, pine forests, alpine meadows, which forest area in 22,667 ha (excluding Utror snow covered peaks, fruit laden orchards, lush compartment 1-15 which has area of 2,930 ha in green fields, flower filled mountain slopes, and which forest area in 1,457 ha) above all the friendly Swati people who are famous

for their traditional hospitality. The places visiting Forest degradation in the district is a serious and

for its scenic beauty are mostly in Upper part of the non-managed phenomenon since history and junk

district like Fizaghat, MalamJabba, Khwazakhela, the local reserve economy not only by destroying

Miandam, Madyan, Bahrain, Kalam, Utrror Valley, the valuable timber logs but also non-timber

Gabral valley, Usho and Mahodand valley. Besides, production also. The regional study carried out by

the district is also famous for its beautifull lakes like WWF (WWF- Forest Cover Change Assessment

Bashigram Lake (Danda), Daral Lake (Danda), using Satellite Images in Swat and Shangla

Mahodand (Fish Lake), Saidgai Lake (Danda), Districts) revealed that in Swat district 7,300 ha of

KundalLake (Danda), Izmis Lake (Danda), forest was damaged between 2001 to 2009 period

Pari/Khapiro (Fairy) Lake-1, Pari/Khapiro (Fairy) and Swat has just 20.4 % forest cover area. The 1

Lake-2 and Spin Khwar (White Stream) Lake .results of this study were based the temporal (2001-2009) land cover mapping using Landsat The places important for the historical and cultural satellite images (30m spatial resolution) and eight investigation are Saidu Sharif, Marghuzar, years forest damage analysis for the entire Swat Islampur, Shrine of Akhund (Saidu Baba), Swat district. An approximate economic value of timber Museum, Budh Kara Stupa, Barikot, Odigram, and fuel wood reduction due to this deforestation ShingerdarStupa, Fizaghat and JihanabadBudha.(2001-2009) is 35 million USD. Other important economic values of these forests include non-timber forest products (e.g., nuts, gum, honey,

The varied geology provides enormous mineral medicinal plants, fruits, and flowers), tourism and wealth in the Khyber Pakhtunkhwa province but recreat ion values, carbon storage and the exploration and development work has been sequestration, biodiversity value because of its very poor. Precious stones export holds maintenance function, watershed protection etc.tremendous potential for growth in KP. The export of gemstones could be increased to $50 million a year if proper modern technologies were used.

The Valley of Swat features tons of great attraction There are 2 billion tons of marble deposits in Swat, places for tourists to visit which provided earning Bajaur, Mohamand, and Khyber Agency. Among and employment opportunities to the inhabitant various kinds of marble the Mullaguri marble of the valley. The hotel industry in the district is deposits of Swat are among the best in the world, well established. Currently there are 850 hotels ranked with Carrara in Italy and Makrana in India. and restaurants in which 15,000 people were According to the USAID report due to the use of directly employed in terms of hotels owners and primitive mining methods, 65 percent of this servants while 25,000 were indirect employed in marble is wasted during extraction. Swati mines terms of suppliers and other business. The have no importance for the local people in importance of the district for national and economy because of the constraints like what they international visitors and tourists are two folds i.e. are, and where do they exist and how to extract the scenic natural beauty and the rich cultural etc. A few of the geological prospects explored yet history of old Gandhara civilization and their relics. are China Clay, Soap Clay, Marbles and Swat

Emerald (famous worldwide).The natural beauty of swat is reflecting from

2.8.5. Minerals

2.8.4. Tourism

1. Data provided by Pakistan Tourism Development Corporation Swat Office, 2014

Tehsil Number of pumping water supply schemes

Number of gravity water supply schemes

Total

Charbagh 10 - 10

KhwazaKhela 21 6 27

Matta 34 8 42

Babuzai 26 4 30

Barikot 21 6 27

Kabal 42 2 44

Bahrain 14 - 14

Grand Total 168 26 194

Source: Data provided by Public Health & Energy Department (PHED), 2014

29

2.9. Physical Infrastructure

2.9.1. Roads &communication

2.9.2. Hydro power generation

2.9.3. Piped water supply

catered any share in the growing energy demand of the country. Under the action plan 2011-2025, the Sarhad Hydro-Development Organization (SHYDO) would initiate eight hydro projects in the province

Road transport is the most frequently mode of with a capacity of 628MW in which two projects transportation in the district. According to the data are ready to implement in district swat. These are provided by Communication and Works Matiltan HPP with 6 km long tunnel with 84MW Department Khyber Pakhtunkhwa, the district has capacity and would expect to be completed in next over 733 km road both either metaled or fair five years. The 2nd one is DaralKhwar Hydro Power weather roads. The district facing challenges on Projects (HPPs) with generation capacity of 36 MW the face of multi hazards context and disruption of and Rs.7bn cost of construction, expected to be the roads communication network, because most ready in next three years. Besides these the SHYDO of the roads passing through very hazardous is also busy to investigate and prepare pre

1location. On the other hand the poor construction feasibilities for other sites in the district .practices and materials of roads subject to the not

The Mini & micro hydropower is one of the earliest enough resources also do not show resilience to and cheapest known renewable energy source for the situation. Currently most of the roads of the the house hold energy demand, existing since the district have pavements of either asphalt concrete

thbeginning of the 20 century. In the off-grid rural or shingled while fewer of them are made with community of the district, this practice is more little safer plain cement concrete and all of them successful and common. But the sector is always having shoulders made up of gravel.threaten by the extreme events of the nature and coupled with the lower income status of the poor community which cannot bear the cost of

Swat district has blessed with a flinty of water replacement and repairing.resources complemented with varied topography and hydro meteorological condition. The river swat and its tributaries have the variation in the altitude

Public Health & Engineering Department (PHED) along its longitudinal profile, which provided and Department of Local Government and Rural natural gradients and potential for hydropower Development (LGRD) are responsible for water generation. Unfortunately the opportunity has not supply in the district. The tehsils wise details of been availed by the provincial as well as the federal public pipeline/water supplies supervised by governments, that's why the district has not

2district PHE departments are given in Table 2.3 .

1. 10-Years Hydel Action Plan, Pakhtunkhwa Energy Development Organization, 20142. Data provided by District Public Health and Engineering Department, Swat, 2014

Table 2.3: Tehsil-wise water supply schemes in District Swat

Tehsil Facility Type Numbers

Babozai Basic Health Units (BHUs) 6

Civil Dispensaries 5

Teaching Hospital 1

Civil Hospital 1

TB Centre 1

Maternal and Child Health Centres 2

Barikot Basic Health Units (BHUs) 3


Civil Hospital 1

Rural Health Centre (RHCs) 1

30

Besides, there is a network of the water supply valley occupied by different section of mainly schemes own by the community and established Yousafzai Pukhtuns.on self-help basis.

A house is the basic unit of economic and social life. Households maintaining it as an independent economic unit occupy a house. Its members work together, pool their income, may cook jointly and possess a formal male head. The landless usually have elementary families, while the relatively Since the last one thousand years, the valley bigger landowners mostly have nucleated families. remained under the occupation of Swati and The formal head represent the house at any YousafzaiPukhtun tribes. A substantial portion of external forum and may take any decision on the population is tenants. Mostly they are the behalf of the house. All the members occupying remnants of the defeated tribe or immigrants from the house are obliged to follow the decision taken other areas due to poverty or animosity. The main by the formal head. Traditionally the tenants lease landowners, Pukhtuns are concentrated in the land and carry out labor contract in exchange of main villages in the valley bottom of main valley as grains with the landowner Pukhtuns, however, due well as side-valleys along the artisans. Mullan to emerging economic opportunities many form of (Paracha) also resides in the main villages with leasing contracts have been evolved.Pukhtuns, while Miagans (Saidaan) in majority of

situations have independent villages and hamlets and some time they occupy a separate ward called Cham in the Pukhtun village. The religious class

The health care coverage of the district shows a big mostly acted in conflict resolving mechanisms

gap between service providers and population among different Tal's in a village and also among

they supposed to serve. On the face of the rapid different villages. The Pukhtun tribal society is

population growth, 2,067,574 heads per 2015 generally characterized by rural level social

projection the district has only 10 hospitals and organizations. The Tal can be considered as the

collectively 823 beds. The average population to be basic unit of integrated social system containing

served per hospital (both hospital and RHCs) is the entire welfare characteristics of the segmented

206,757 which are much more less than required society. Inception of still broader level of weak

standards (Table 2.4).regional organization at Tappa level also existed. Tappa is a broader geographical subdivision of the

2.10. Social Infrastructure

2.10.1. Social history and tribe's pattern

2.10.2. Health facilities

Table 2.4: Health facilities infrastructure in District Swat

31

2.10.3. Education

to grade five. The Pupil Teacher Ratio (PTR) was 52 District Swat literacy rate was 47% with 68% male for the primary level of the rural areas of the while 24% female according to UNESCO Education district while the same was 40 for the urban areas Policy Analysis Report 2009, not enough good the of the district. The Pupil Class Room (PCR) Ratio then 57% of national average of Pakistan. was 52 in primary schools of rural areas while the According to the 2012 estimate of the Ministry of same was 78 of urban areas of the district. The Education and Training, Government of Pakistan schools statistics of the district is given in the table the gender parity index (girls/boys enrolment

12.5 .ratio) for district Swat is 0.8, enough well from the

province average with a good survival rate of 96%

Behrain Basic Health Units (BHUs) 5



Charbagh Basic Health Units (BHUs) 3


Kabal Basic Health Units (BHUs) 8


Civil Hospital 1

Maternal and Child Health Centres 1


Khwazakhela Basic Health Units (BHUs) 5

Civil Hospital 1

Matta Basic Health Units (BHUs) 11

Civil Hospital 2

Tehsil Headquarter Hospital 1


Source: Data provided by Health Information System in the office of District Health Officer Swat, 2014

Tehsil Facility Type Numbers

Table 2.5: School statistics of District Swat

1. Data provided by Education Information System in the Office of District Education Officer (Male), 2014

No of

School

Boys

Primary

Girls

Primary

Boys

Middle

Girls

Middle

Boys

High

Girls

High

Boys Higher

Secondary

Girls Higher

Secondary

1,528 843 433 84 53 75 22 13 5

Source: Elementary and Secondary School website 2014

Hazards, Vulnerability and Risk Profile of District Swat

Chapter 3

34

3.1. Background

3.3. Overview of Hazards

3.2. Methodology adopted for hazard and risk assessment

hazards in the categories of hydrological, meteorological, and geological phenomena. In most cases, cost weighted approach has been Swat valley is a part of the Hindu Kush mountain applied for probabilistic multi hazards assessment. ranges and falls in the north-west of Pakistan and Exposure, vulnerability and risk assessments were suffered mostly from a number of extreme events considered in the dimensions of population, (disasters) within the earth's system like floods, buildings, crops, transport and infrastructure. conflicts, hail storms in combination with wind After an extensive consultation process with storm, heavy snow fall, landslides, earthquake, different national, provincial and district level epidemics and endemics like dengue etc. These governmental and non-governmental actors and disasters resulting in death or injury to humans, stakeholders, the secondary and primary data and damage or loss of valuable good, such as were collected in order to develop the historical buildings, communication systems, agricultural hazards catalog, find out vulnerable and exposed land, forest and natural environment of the elements and their geographical extent. The district. partnerships were developed from the beginning of the project through stakeholder meetings, With the aim of developing dynamic and realistic workshops and focus group discussion at district planning tools for Disaster Management at all tiers level, as well as at various stages of the planning of the state like federal, provincial and or at district process. level, Multi Hazard Vulnerability & Risk Assessment

(MHVRA) plays important role in the context of Data gaps, alternative sources, verification of diversified nature of human induced and natural hazard assessments, elements of vulnerability hazards in District Swat. At district, tehsil and union estimation and coping capacity assessments have council level, MHVRA can be a planning base for all been completed at the workshop through, hazard DRR interventions. Experiences, available data and

hazard mapping exercise conducted by government mapping, focus group discussions and Key officials from district line departments, I/NGOs Informant Interview etc. For this purpose, the representatives and workers and also the consultation workshop agenda, objectives, representatives from the vulnerable groups of the questionnaires and hazard assessment forms were society identified the hazards and scenarios as the developed. The MHVRA data collection and most likely to effect the people of Swat and need to consultation were carrying out with broad consider as planning basis for prevention, objectives necessary for the planning process.mitigation, effective response and early recovery for decision makers and administration. The hazards prioritized are floods, conflicts, earthquake, landslides, hail storms, glacial avalanches and One of the importance of the multi-hazard dengue. vulnerability and risk assessment approach for

DRM planning is that the results of the studies were utilized with reviewed for more accuracy, standards and validity and is to get a consensus from key stakeholders in the district on the

MHVRA can be conducted through various frequency, severity and geographical impact of traditional tools like Participatory Rural Appraisal hazards within the district and their priority in (PRA), scientific and technical tools like GIS and decision making process. Flood was reported as remote sensing etc, including a review of past and the most frequent and damaging natural hazard ongoing studies and activities related to various and it occurs almost every year during monsoon

Hazards, Vulnerability and Risk Profile of District Swat

35

season. In addition, conflict, hail storms in September. Normally monsoon arrives in first or combination with wind storm, heavy snow fall, second week of June but major floods occur in late glacial avalanches, landslides, earthquakes and summer i.e. July to September. During recent dengue were also reported. A multi hazard years, it has been commonly observed that the zonation map of District Swat shows the UCs under distribution of rainfall is very disturbed due to potential threat (Figure 3.1). climatic changes and the District receives heavy

rainfall in the form of erratic and cloud burst

normally occurs especially during the monsoon

season. These types of rainfall generate flash

floods and witnesses of heavy loss of life and

property in District Swat. The hydrological data of Distribution of rainfall in District Swat generally Khwaza khela gauge station from hydrology wing of occurs during two different seasons: winters Irrigation Department shown in the following table rainfall continues during December to March while 3.1, which shows peak discharges and maximum summers rainfall which falls during June to flooding during different years.

3.4. Prevailing major hazards

3.4.1. Floods

Table 3.1: Historical data of hydrology/discharge (1983 -2011) of River Swat at Khawaza khela gauge station for Maximum Readings

Year Date Discharge per

Minute

(Cusec)

Year Date Discharge

per Minute

(Cusec)

Year Date Discharge

per Minute

(Cusec)

1983 202/8/1983 11,202 1991 12/7/1991 29,781 2001 16/6/2001 17,324

1984 13/7/1984 111,080 1992 9/9/1992 126,692 2002 26/7/2002 19,146

1985 24/7/1985 107,958 1993 1/7/1993 25,727 2003 29/6/2003 20,056

1986 15/7/1986 114,202 1994 1/7/1996 33,860 2004 8/7/2004 10,037

1987 1995 25/7/1996 52,082 2005 28/6/2005 67,368

1988 1996 5/7/1996 37,891 2006 13/7/2006 27,754

1989 11/7/1989 23,700 1997 31/7/1997 43,973 2007 29/6/2007 27,454

1990 1/7/1990 27,754 1998 16/7/1998 37,891 2008 7/7/2008 18,235

1999 22/7/1999 62,218 2009 16/8/2009 31,194

2000 4/7/2000 25,727 2010 29/7/2010 175,546

2011 2/6/2011 17,820

Source: Irrigation department Peshawar, 2012

After the IDP crises during July 2010, majority of the region was threatened seriously. The the war affected areas were coming back to normal unprecedented rainfall led to create secondary life, the Swat valley was badly affected by the disaster such as landslides, mudslides, riverine devastating floods that caused enormous losses to floods and flash flood in the upper reaches of river human life, collapse of social infrastructure, Swat and its tributaries. Although in figure 3.2, the tourism and agriculture. Standing crops were area under flood is very less but it is due to washed away, while new crops couldn't be grown mountainous terrain as river flows in narrow “V” up due to sediment deposits in the field, tourism shape valleys hence less areas is affecting but on industry badly affected as most of the hotels and another hand, due to heavy speed of the flood restaurants washed away, while all the trade water, besides heavy loss of life, it cause heavy activities came to a standstill. Thus the local damages to properties and infrastructure. economy badly shattered while food insecurity in

36

Sou

rce:

An

aly

sis

ba

se r

esu

lts

fro

m D

ata

WH

O, M

od

is, a

nd

PM

D D

ata

Co

mp

osi

te

District Swat - Union Council-wise Hazard Zone Map Index

Figure 3.1: Multi-hazard zonation map of District Swat

37

District Swat - Flood Inundation (2010) Map Index

Figure 3.2: 2010 flood inundation map of District Swat

38

3.4.2. Hail Storms

3.4.4. Earthquake

3.4.3. Snow Fall

3.4.5. The Landslides

Kalam, Utror, Balakot, Mankiyal, Behrain and Beshigram UCs.These union councils suffered not only from winter heavy snow fall which totally Swat contributes a major yield of fruits and jammed the life line facilities and routine activities vegetables not only to the country internal of the community but also due to the increasing demand but some of the fruits of it are also deforestation and environmental degradation exported to other countries as well. Because of the activities provide the ideal gullies for snow favorable climatic conditions it produces both avalanches, an increasing threat to the down seasonal and off-season fruits and vegetables. It

rd gullies inhabitants.In the recent years the frequent accounts 45% of fruits and 1/3 of province-wide glacial avalanches phenomenon in the said union vegetable yield. Three in every five peaches that

th councils reportedlyclaimed lives, livestock Pakistanis eat come from Swat. 3/4 of the total lossesand infrastructure damages. In case of heavy onion production in the province contributed snow fall, also the burden on families increases for Swat. July is the peak season for various fruits and protecting their houses and removing excessive vegetables in Swat which have won wide acclaim snow from the roof tops. The food and feed stocks around Pakistan for their taste and quality. Hail that may be sufficient t i l l the end of storm also follow similar time pattern and badly February/March could be finished if not properly affect quantity and quality of fruits and vegetable managed.in almost all parts of Swat District. Hailstorm

hazard though consider medium in terms of physical and livelihood loss. Nominal disaster of jointly hailstorm and windstorm occurred back in

The district associated with a geological set up that 2007 which made havocaround Mingora city in can transmit earthquake and some areas of the which 07 people died, mainly because of tree district also reported to be prone to earthquake. falling, roof falling and traffic accidents. The major faults that may affect the district are Main Mental Thrust (MMT), Main Boundary Thrust Hailstorm accompanied with thunderstorm and (MBT), Oghi Share Zone and other small scale heavy rains are common in the months of June, July faults. There is no recorded historical data and August. Hail storm effect is severe on fruits in available of the damages in the district due to comparison to noticeable impacts on vegetables. previous earthquakes prior to 2005. However In some cases dry wheat crops and vegetables in October 2005 earthquake caused some damages thousands of acres of land have considerably specifically in the five UCs; Madyan, Bahrain, suffered during the hail storms. The intensity of Kalam, Khawazakhela, JanoChamtali and hailstorms is mostly so severe that it knocked down MattaKharerai of district Swat. The history, fruits from the trees. The strong winds uprooted quantum of damages and placement of Swat in many trees and flattened wheat crop.Zone III in seismic earthquake zone map and therefore ranked as high which indicates that earthquake is a potential hazard in the district based on the available faults and epicentre data of During winters the district received snow fall in

1the region .most of the parts while the up reaches in the North

and North-East and West received a tremendous amount of snow accumulation. Although snow based hazards is rated as the sixth major hazard by

The mountain and hillsides areas around the the stakeholder's consensus process. It is usually district are particularly vulnerable to landslide occur in the winter season mainly affecting the hazards. Aside from the young geology and fragile

1. Shangla District Disaster Management Plan, NDMA Pakistan

39

soil type of mountain ranges especially in the Swat is one of the areas which also have been upper reaches of the district, accelerated affected by armed conflict between Pakistan army deforestation ad degradation of the natural slopes and the Taliban which reaches its highest degree are major causes behind increase incidents of back during 2009. The armed conflict caused landslides. Small isolated landslides occurs displacement of 2 million people from Swat. The frequently in the areas with no tremendous impact majority of these displaced families took refuge in on the built system while the slides generated by host communities and Internally Displaced floods, earthquakes and heavy snow burden Persons (IDPs) camps in Mardan and Swabi

2(glacial avalanches) brings consequences to the district . The government of Pakistan initially lives, property and critical facilities. In the district attempted to contain the militants through the noticeable landslides occur in the months of dialogue and negotiations. After these attempts March and April due to continues rainfall and snow failed, a military operation was launched in early melts which soften rocks and earth surface 2009 with consensus of the pol i t ica l , especially in the mountainous areas. administrative and military leadership. This

operation caused an internal migration of colossal Several link roads become temporary blocked and proportion from embattled areas, with an causing mobility issues for the inhabitants of the estimated 2 million people becoming internally out reaches. The consequences bring upon are displaced as a result of crisis. While the operation is houses, buildings and infrastructure collapse, road seen as well-intentioned, it has imposed an pavement cracks, depression made and mass immense cost on the local economy as large wasting problems. The vulnerability of the local number of people has been forced to leave their populates multiply with the settlements in the homes and livelihoods and considerable damage landslides prone areas due to population has been caused to physical social infrastructure. expansion, lack of awareness, poverty and lack of resources.

Dengue is a mosquito-borne infection, which in recent years has become a major international public health concern and is found in tropical and Pakistan has been vulnerable to both man-made sub-tropical regions around the World, and natural disasters. The insurgency in the predominantly in urban and semi-urban areas. boarder sharing neighbor country Afghanistan is Day-biting Aedes mosquitos spreading this fastest contributed to the underlying causes of conflicts in vector-borne viral disease with symptoms of a the country as a whole while the province of severe flu-like illness and, sometimes leading to Khyber Pakhtunkhwa in particular. There have the death of the patient called severe dengue. The been internal armed conflicts and disturbances for full life cycle of dengue fever virus involves the role many years. For the last decade, Pakistan has faced of mosquito as a transmitter (or vector) and severe internal conflict in the form of terrorism in humans as the main victim and source of infection. Khyber-Pakhtunkhwa and the Federal ly There are currently no licensed dengue vaccines Administered Tribal Areas. This conflict caused avai lable therefore agencies l ike WHO severe human and economic losses. This is clear recommends preventive or precautionary from the fact that 5,000 people lost their lives and

1 measures. All this possible through vector 10,000 were injured during 2007 and 2008 . surveillance, the factors important to investigate According to official estimates, Pakistan has as a medium of transmission through different suffered a loss of around $ 35-40 billion since 2001. specialized surveys and then prevention through

3.4.7. Dengue (Epidemics)

3.4.6. The Conflicts

1. Islamabad Policy Research Institute, Working Paper 20082. Damage Assessment and Displacement Impact in Districts Dir, Buner and Swat 2010, CPPR, Peshawar

40

vector/virus control. For vector control different during 1994 and until 2005 the Epidemic of dengue preventive methods are used like habitat control, viral infections has spread severely throughout the reducing contact, chemical control and biological country. The epidemic outbursts in swat in mid-control etc. August 2013 by the infected mosquito larvae that

had been brought from the eastern city of Lahore The incidence of dengue has increased 30-fold in water in a consignment of old tyres, confirmed over the last 50 years. Up to 50-100 million by the district administration. According to the infections are now estimated to occur annually in district authorities, 44 UCa have been marked as over 100 endemic countries, putting almost half of high-risk areas based on information obtained in the world's population at risk. In Pakistan, an 2013 by WHO as shown in the figure 3.3.outbreak of dengue was first reported in Karachi

Figure 3.3: Map showing dengue fever cases reported in Disaster Swat during 2013

3.5. Exposure elements and vulnerability context of the district

number of people or types of assets in an area. These can be combined with the specific vulnerability of the exposed elements to a particular hazard to estimate the quantitative risks People, property, systems, or other elements

1associated with that hazard in the area of interest .present in hazard zones are subject to potential

losses. Measures of exposure can include the

1. Disaster Terminology by UNISDR

41

Exposure and vulnerability assessment is an intermediate stage of risk assessment, which links hazard assessment with human, physical and There is considerable variation among the 'social economical elements under consideration for risk groups/age groups' in the range and severity of assessment. The analysis helps to identify what hazards. Within the household different age and how much of various elements in district Swat groups exposed to the hazard also play a role in its are at risk of the hazards that are described in the effect? Unlike other dimensions of social pattern previous in this chapter. In the study, the elements the consideration of different age groups getting at risk are considered in four dimensions: more importance in the country after the lesson

learned from 2005 mega earthquake disaster. We learned from the event that gender and age 1. Populationperspective made difference in the death toll and 2. Buildingsinjuries, as children, women and old age people 3. Cropsaffected the more. The demographic data of the 4. Essential facilitiesdistrict for 2014, projected from 1998 census showing different age pattern shown in table 3.2.

3.5.1. Population

Age Group

(in years)

Table 3.2: Projected 2014 population of the district with different Age Groups

Projected total 2014

Both sexes Male Female

00 -- 04 345,800 176,460 169,340

05 -- 09 364,296 189,989 174,307

10 -- 14 300,385 159,793 140,592

15 -- 19 218,417 110,190 108,227

20 -- 24 179,344 88,238 911,06

25 -- 29 140,370 69,175 71,194

30 -- 34 108,534 55,944 52,590

35 -- 39 73,207 39,814 33,393

40 -- 44 84,812 39,655 45,157

45 -- 49 64,534 31,974 325,601

50 -- 54 61,067 31,668 29,399

55 -- 59 36,763 20,544 16,219

60 -- 64 35,590 19,545 16,044

65 -- 69 17,379 10,093 7,287

70 -- 74 19,061 11,232 7,829

75 & above 18,016 11,050 6,966

Source: District Census Report 1998, Pakistan Bureau of Statistic, while projected by the consulting firm, 2014

In assessing the population vulnerability for the Age/ Children, elderly people and PWDs tend to be natural hazards in the district considering different more vulnerable. They have less physical strength parameters like gender, wealth, education, People to survive in disasters and are often more With Disabilities (PWDs), influence in general while susceptible to certain diseases. The elderly also the two important parameters of age and ability in often have declining vision and hearing. Children particular, are frequently dependent on others for survival

42

decisions. In the study, the children group versus hazards were developed and assessment considers those below the age of 15 years, and the for the district was made during consultation elderly group as above 65 years. workshop through focus group discussions. The

results are shown in table 3.3.To serve the purpose, a matrix of age and ability

Table 3.3: Impacts of hazards on different age groups in the district

Population Group

Impacts of Hazards

Flood Earthquake LandslidesSnow

AvalanchesConflicts

Hill

StormsDengue

Under 05 years High High High High High High High

Between 6 -10 yrs High High Medium Medium High Medium High

Between 11 -20 yrs Medium High Medium Medium High Medium High

Between 21 -40 yrs Medium High Medium Low High Medium High

Between 41 -60 yrs High High Medium Medium High Medium High

Above than 60+ yrsHigh High Medium High Medium High Medium

Children with

disabilityHigh High High High High High High

Aged with disability High High High High High High High

Women with


People with physical

impairment High High High High High High High

People with mental


People with hearing

impairment Medium Medium Low Low Medium Low High

People with

speaking impairment Medium Medium Low Low Medium Low Low

People with visual

impairmentHigh High High High High High High

Source: Derived from the Focus Group Discussions during stakeholder’s workshop, 2014

3.5.2. Buildings units into broad categories with available information was considered. The housing census

After people, the most important dimension is the of Pakistan done during 1998 provided details shelters and the dwelling units found in an area. In about housing conditions in the form of any disaster, the loss of shelter is considered the categorization into three groups given below:most crucial loss after human loss. In assessing the natural hazard risk to housing units, the structural 1. Katcha (bad condition)condition of units had to be collected. In the 2. Semi pacca (moderately good condition)current scale of study, only the grouping of housing 3. Pacca (sound condition) dwelling units

43

Therefore, the study made use of the 1998 census satisfactorily applied in previous assessment in the to calculate the housing stocks at the district. Asian region were used. For this purpose, an

assessment matrix was filled during consultation workshop through focus group discussion. The impacts were assessed against the major cash, cereal crops and fruits of the district like wheat, In the assessment of vulnerabilities of crops, the rice, maize, fodders, persimmon, grapes, apricot, hazards like floods, landslides, conflicts and apple, peach, plum, strawberry, vegetables and hailstorms were considered. For all the hazards, some other as shown in the table 3.4.vulnerabi l i ty functions that have been

3.5.3. Crops

Table 3.4: Impacts of hazards on different crop types grown in the district

Crop Type Impact of Hazards

Flood Hail storms Glacial

Avalanches

Conflicts Land slides

Wheat Medium Medium Low High Low

Rice Low Medium Low High Low

Maize High High Low High Low

Fodder High High Low High Low

Persimmon High Medium Low High Low

Apricot High Medium Low High Low

Apple High Medium Low High Low

Peach High Medium Low High Low

Plum Medium Medium Low High Low

Strew berry Low Medium Low High Low

vegetables High Medium Low High Low

Other High Medium Low High Low

Beans High Medium Low High Low

Source: Derived from the Focus Group Discussions during stakeholder’s workshop, 2014

3.5.4. Essential facilities

3.5.5. Exposure Analysis

of protection so that it can continue functioning and provide services.

Essential/Critical facilities are the primary physical structures, technical facilities and systems that are Since there are not enough details for analyzing the socially, economically or operationally essential for vulnerabilities in quantitative terms for the the functioning of a society or community, both in transport and infrastructure sectors, qualitative routine circumstances and in the extreme analysis was completed using overlay circumstances of an emergency. These include as techniques.transport, airports, electricity, water, sanitation, communication, health services, places exposed to fire, police and public administration services. Having known the risk to these facilities, special The composite exposure layer were calculated consideration can be given when formulating from the sum of weightages of exposure elements disaster management plans. Further, a critical like population, buildings, crops, and essential facility should not be located in a high-risk area if at infrastructures i.e. roads, schools and health all possible. If a critical facility must be located in a facilities as shown in figure 3.4.high-risk area, it should be provided a higher level

44

District Swat - Union Council-wise Exposure Map Map Index

Figure 3.4: Union Council-wise Exposure map of the District Swat

45

From the analysis, the district categorized in low, moderate high on the basis of exposure concentration. Union council wise exposure analysis is given in table 3.5.

3.6. Risk assessment of the district techniques, as shown in figure 3.5.

The results were validated with data collected By overlying the compost hazards layers with the dur ing consultat ion workshop through composite exposure and vulnerability layer, risk stakeholder's consensus. After validation, final Risk map were generated in GIS environment through map has been created based on the results from geo-Spatial analysis. In which the vulnerability/

exposure or fragility are characterized as low, this map the risk indexing has been done for the moderate and high through intersection overlay union councils of the district as shown in table 3.6.

Table 3.5: Union Council wise exposure status in the district

UC Name Exposure/Vulnerability UC Name Exposure/Vulnerability

Matta Kharare High Ghaligay Medium

Baydara High Koz Aba Khel Medium

Chuprial High Darmi Medium

Dorishkhela High Shapleen Medium

Kotanai High Jano Chamtail Medium

Khwazakhela High Kashora Medium

Devli High Aka Maruf Bami Khel Medium

Kanjo High Kokari Medium

Bar Aba Khel High Showar Medium

Hazara High Gowalari Medium

Kabal High Ghaligay Medium

Kashora High Bartana low

Gulibagh High Sakhra low

Charbagh High Fatehpur low

Manglawor High Tirat low

Mingora High Bashigram low

Dangram High Madyan low

Odigram High Mankial low

Tindodag High Bahrain low

Barikot High Balakot low

Matta Kharare High Islampur low

Baydara High Kota low

Ashri Medium Shamozi low

Shin Medium Totano Bandi low

Arkot Medium Tal low

Kala Kalay Medium Beha low

Pir Kalay Medium Balakot low

Koza Bandi Medium Utroor low

Sangota Medium Kalam low

Qambar Medium Miandam low

Source: Derived from the analysis carried out through FGDs during stakeholder’s workshop, 2014

46

District Swat - Union Council-wise Risk Map Map Index

Figure 3.5: Union Council-wise risk map of District Swat

47

Table 3.6: Union Council wise risk indexing in the district

UC Name Risk Indexing UC Name Risk Indexing

Baydara Very High Risk Jano Chamtail Moderate Risk

Chuprial Very High Risk Kashora Moderate Risk

Dorishkhela Very High Risk Miandam Moderate Risk

Kotanai Very High Risk Fatehpur Moderate Risk

Khwazakhela Very High Risk Madyan Moderate Risk

Devli Very High Risk Kashora Moderate Risk

Gulibagh Very High Risk Manglawor Moderate Risk

Charbagh Very High Risk Tirat Low Risk

Mingora Very High Risk Bashigram Low Risk

Odigram Very High Risk Mankial Low Risk

Tindodag Very High Risk Islampur Low Risk

Mattakharare High Risk Kota Low Risk

Ashri High Risk Totanobandi Low Risk

Shin High Risk Kala Kalay Low Risk

PirKalay High Risk Aka Maruf BamiKhel Low Risk

Sangota High Risk Kokari Low Risk

Qambar High Risk Showar Low Risk

Ghaligay High Risk Gowalari Low Risk

Darmi High Risk Bartana Very Low Risk

Kanjo High Risk Sakhra Very Low Risk

Bar Aba Khel High Risk Bahrain Very Low Risk

Hazara High Risk Balakot Very Low Risk

Kabal High Risk Shamozi Very Low Risk

Dangram High Risk Tal Very Low Risk

Barikot High Risk Beha Very Low Risk

Arkot Moderate Risk Balakot Very Low Risk

Kozabandi Moderate Risk Utroor Very Low Risk

Koz Aba Khel Moderate Risk Kalam Very Low Risk

Shapleen Moderate Risk Source: Derived from the analysis carried out through FGDs during

stakeholder’s workshop, 2014

Chapter 4

Challenges and

Opportunities for Disaster

Risk Management

50

4.1. Threats & challenges for disaster risk management

the disaster risk reduction at the district level.¤ Ad-hoc arrangement to appoint District

Disaster Management Officers at DDMUs. DDMOs normally have DM portfolio as an Under the National Disaster Management Act additional responsibilities besides of their 2010, although disaster management related own prime responsibilities.institutions have been set up at National and

¤ Lack of resources and enough capacities Provincial level, still at district level, the District including financial resources to deal with the Disaster Management Authorities/Units need to be disaster/emergencies. established and will require to build the capacities

of newly organizations to fully functionalize. Major challenges for steady progress are limited financing available for the DRR interventions both at provincial and district levels. Besides, there is need to put more emphasis on addressing the underlying ¤ Weak coordination mechanism to deal with causes of vulnerabilities, such as poverty, disaster and still need to be enhanced. unplanned urbanization and environmental ¤ Absence of disaster risk management head in degradation. This is of extreme importance for project planning and annual development Khyber Pakhtunkhwa to have a well established and plans.robust DRM system as the province is faced with ¤ Lack of awareness and resources to frequent natural disasters, complex humanitarian implement the PC1 disaster risk reduction emergency situation and urbanization issues due to checkl ist prepared by the planning influx of displaced population from the FATA region. commission of Pakistan. Moreover, other challenges include lack of ¤ Absence of multi hazard, vulnerability and risk advocacy campaigns, insufficient research in DRM, assessment which acts as foundation for the no proper hazard and risk assessment and mapping development practices.of the province and no mechanism for risk transfer ¤ Lack of provincial and district disaster and risk insurance. Below find some of the key management plans. challenges posed to effective disaster risk ¤ Absence or outdated departmental/sectoral management; contingency response plans to deal with the

emergencies.¤ Lack of simulation exercises involving all

district level stakeholders so an effective emergency response should be ensured.

¤ Reliance on external resources and ¤ Re-active approach was a dominant feature dependency on donors leading towards before devastating 2005 earthquake in the latent/lethargic response.country and disaster situations were mainly

dealt with Calamity Act of 1958. ¤ After promulgation of the National Disaster

Management Act during 2010, although establishment of the disaster management related institutions have been dealt as high ¤ Limited operational resources and technical priority and as a result National and Provincial capacities to mainstream disaster risk level institutions have been established and management into development planning and strengthened, still at district level, the practice.institution need to be completely functionalize ¤ Frequent transfer of human resource working and dedicated staff to be recruited to work for in DRM related organizations, which results

4.1.2. Planning & pre-execution challenges

4.1.1. Challenges in institutional development

4.1.3. Operational & capacity challenges

Challenges and Opportunities for Disaster Risk Management

51

planning on day to day basis. Following are some of the strength and ¤ Inadequate financial support for preparedness opportunities which provide window opportunity

planning e.g. pre-positioning of stocks, to fully functionalize the disaster risk management emergency response toolkits and lack of system;emergency response funds etc.

¤ Limited trained human resources to ¤ Disasters provide development opportunities coordinate and plan relief, recovery and and there is lot to learn from the recent reconstruction phases in post emergency decade's disasters happened one after situations. another in the province.

¤ Challenges posed by the climate change and ¤ Paradigm shift approach from re-active to pro-global warming result in observing active and as a result institutions are in place to abnormalities in the monsoon rainfall pattern more focus on preparedness and mitigation and weather system. and well coordinated emergency response.

¤ Duplication of efforts and influx of resources ¤ Heightened awareness and commitment at all by the donors and I/NGOs. Lack of capacities of levels and most importantly amongst decision the government organizations to plan and makers about disaster risks and vulnerabilities.execute projects. ¤ Due to frequent natural and human induced

disasters, clear strategic goals and road map has been developed by the PDMA KP for effective and eff ic ient disaster r isk management system.

¤ Donors ' are committed to support New DRM system was introduced in the province

government of Pakistan for disaster risk after the establishment of PDMA at Khyber

reduction and implement safer development. Pakhtunkhwa Province during 2007. Significant

UN supporting under Operational Plan I and II capacities have been built-up to cater for various

since 2009.aspects of the DRM, however, the capacity is yet to

¤ Awareness on mainstreaming of disaster risk be fully harnessed to address all aspects of the

reduction into development plans and Disaster Risk Management.

practices. Provincial working group is in place for technical guidance and supervision.

There is a dire need to invest in disaster risk ¤ Hands on experience and lot to share with

management and mainstream DRR into International communities in the form of built

development. The PDMA Khyber Pakhtunkhwa is back better after the devastating 2005

inclined and taking keen interest to align all DRR earthquake. Massive flood response, recovery,

related interventions inlight of the UN-ISDR Hyogo rehabilitation and reconstruction experience.

Framework for Action (HFA, 2005-2015), National ¤ Influx of resources and I/NGO investments on

Disaster Management Plan (NDMP, 2012-2022) community mobil ization/organization

and National Disaster Management Policy 2012. combined with technical expertise in certain sectors offer potential for enhanced

Although, the Provincial Government of Khyber community capacities to contribute to disaster

Pakhtunkhwa has been instrumental in putting risk management and effective response.

together its efforts and resources in order to ¤ Availability of trained and experienced human

increase the capacities of all stakeholders involved resource both in public sector agencies and

in DRM system, it has been realized that there still I/NGOs for future DRM work.

needs a lot to be done for making the hazard prone ¤ Communities are more proactive and eagerly

communities resilient to disasters. take part in DRM and other development activities.

4.2. Strengths and Opportunities for Disaster Risk Management

Chapter 5

District Disaster Management Unit's Organizational Structure

54

5.1. Organizational Structure and

Members

a. Head of the local council at the district level (by whatever name called) or the Administrative Head of the district who shall be Chairperson, ex-officio;

Under the Khyber Pakhtunkhwa Province b. The District Co-ordination Officer/Deputy

amended National Disaster Management Act Commissioner;

2012, District Disaster Management Authorities c. The District Police Officer, ex-officio;

(DDMAs) are called as District Disaster d. The Executive Engineer (Communication and

Management Units (DDMUs). The Provincial Works);government has notified DDMUs in all the districts e. The Executive District Officer (Education);of Khyber Pakhtunkhwa Province. Efforts are being f. The Executive District Officer, Health; and made to equip DDMUs with all the necessary such other district level officers, to be facilities and capacities to further decentralize the appointed by the District Government.DRM system in the Province.

District Disaster Management Officer will be The DDMUs shall consist of such number of appointed who will provide administrative support members, as may be prescribed by the Provincial to the DDMU and will work directly under the Government and unless the rules otherwise supervision of Deputy Commissioner of District provide, it shall consist of the following members, Swat. His office will be located at the vicinity of the

1namely ; DC office so quick response should be ensured in case of any emergencies or disasters.

District Disaster Management Unit's Organizational Structure

1. Khyber Pakhtunkhwa amended NDM act 2012 chapter IV 2. Organogram prepared from the NDM amended act KP 2012

2Figure 5.1: DDMU Organizational Structure at District Level

Organizational Structure DDMU in District Swat

Chairperson

Head of the local council at the District level or

Administrative Head of the District

Executive Engineer

Communication and WorksDepartment

Executive District Officer

Education Department

(Male and Female)

District Police Officer

Executive District Officer,

Health Department

Other district level officers, to be

appointed by the District

Government

Other district level officers, to be

appointed by the District

Government

District Disaster Management Officer

1. National Disaster Risk Management Framework, NDMA 2007 Page 53-54

55

5.2. DDMU Secretariat

5.3. Function of DDMU

5.4. Local Disaster Management Committees

measures in these plans,¦ Continuously monitor hazards, risks and

vulnerable conditions within the district, A secretariat will be established to support the municipality, or cantonment areas,DDMU in its day to day activities. In district Swat,

¦ Prepare guidelines and standards for local the DDMO under the DC will be delegated to stakeholders on disaster risk reduction, perform the tasks of secretariat for the DDMU. The

¦ Conduct education, training and public secretariat will be composed of the DC, who will awareness programmes for local officials, serve as chairperson, a DDMO as executive officer stakeholders and communities,and a minimum of three staff members who will be

¦ Encourage involvement of community groups incharge of the three tasks namely Technical in disaster risk reduction and response by Support (Training and Education), Operation providing them necessary financial and Group and Finance and Admn support. The technical assistance for implementing number of staff, procedures and TORs of the

1 community level initiatives,secretariat will be developed by the DDMU .¦ Examine construction in the area and if

hazard safety standards have not been followed, direct the relevant entities to secure compliance of such standards,

¦ Invest in specific capabilities according the requirement to manage all types of threats The Chairperson of the District Unit shall, in the peculiar to local area,case of an emergency, have power to exercise all or

¦ Undertake appropriate preparedness any of the powers of the District Unit but the measures at district level; e.g. maintain an exercise of such powers shall be subject to ex-post early warning system, identify buildings to be facto approval of the District Disaster Management used as evacuation sites, stockpile relief and Unit.rescue materials and identify alternative means for emergency communications,

¦ In the event of a disaster, organize emergency response through the District Emergency Operations Centre (DEOC),

Subject to the provisions of this Act, the District ¦ Maintain linkages with the Provincial Disaster

Disaster Management Unit shall be as the district Management Authority and the Relief planning, coordinating and implementing body for Department,disaster management and take all measures for the

¦ Perform such other functions as the purposes of disaster management in the district in Provincial Authority may assign to it.accordance with the guidelines laid down by the NDMA and the PDMA.

Following powers and functions of DDMUs has been defined in the NDMA's NDRMF 2007;

¦ Subject to the directions of the DDMU, a local disaster management committee shall;¦ Formulate District Disaster Management

¦ Ensure that their officers and employees are Plan, based upon local risk assessment, and trained for disaster management.coordinate its implementation,

¦ Ensure that resources relating to disaster ¦ Review development plans of government management are so maintained as to be departments and provide guidance on readily available for use in the event of any mainstreaming disaster risk reduction

5.3.1. Powers of Chairperson of DDMU:

5.3.2. Powers and functions of District Unit:

Tehsil Disaster Management Committee

District Disaster Management Unit

Revenue Department

representative

at Tehsil level

Respective Tehsildars

Representative from other line department at

Tehsil level

UC DM Committee

representatives (Two from each

committee)

All elected members (Male

and Female)

Religious leader (selected Pesh

Imam)

Chairperson

Head of the local council at the Tehsil level or

Administrative Head of the Tehsil

56

threatening disaster situation or disaster. departments, this is the lowest level of ¦ Ensure that all construction projects under it administration where the committee directly

or within its jurisdiction conform to the interfaces with communities; agriculture, standards and specifications laid down for education, health, police, revenue and others. prevention of disasters and mitigation by the Extension workers of above departments could National Authority, Provincial Authority and play a significant role in promoting risk reduction. the District Unit. For example agriculture extension workers could

¦ Carry out relief, rehabilitation and promote awareness of drought, flood or cyclone reconstruction activities in the affected area resistant crops. Health workers could raise in accordance with the Provincial Plan and people's awareness about potential diseases that the District Plan. may occur after a flood or drought and how to

prepare for them. Education officials could work on The local authority may take such other school disaster preparedness. Similarly Tehsil DM measures as may be necessary for the disaster committee have an important role in organizing management. emergency response and relief; e.g. damage and

loss assessment and recovery needs assessment. Tehsil and town chairpersons will lead the risk reduction and response operations with the help of Tehsil or Town Municipal Officer in consultation

2with the DDMU . Committees at this level are the frontline of

disaster risk reduction and response. For many

5.4.1. Tehsil/Town Disaster 1Management Committee (TDMC)

1. National Disaster Management Act (amended Khyber Pakhtunkhwa, 2012) chapter VI, page 16 and National Disaster Risk Management Framework, NDMA, 2007 page 542. National Disaster Risk Management Framework 2007; page 543. Organogram prepared from the various NDMA's DDMP, 2008-2009

3Figure 5.2: TDMC Organizational Structure at Tehsil/Town Level

Union Council Disaster Management Committee

Tehsil Disaster Management Committee

Police representative

at UC level

(SHO)

Respective Potwaris

Representative from other line department at

UC level

Village DM Committee

representatives (Two from each

committee)

All elected members (Male

and Female)

Religious leader (selected Pesh

Imam)

Chairperson

Head of the local council at the UC level or Secretary UC

57

15.4.2. Union Council Disaster Management Committee (UCDMC)

At Union Council level, Disaster Management Committee called as UCDMC will be established responsible

for the coordination and implementation of the disaster management activities. Head of the local council

or administration shall be the chairperson of the UCDMC. Below organogram describe the possible

members of the UCDMC.

1. National Disaster Risk Management Framework 2007; page 55

5.4.3. Village Disaster Management Committee (VDMC)

The lower tier of the DM committee can be called as Village Disaster Management Committee (VDMC). The

committee will play a pivotal role as the committee members are at the forefront line against disasters.

Therefore the more strong and organized committees are, more effective response can be guaranteed.

Following Terms of Reference (TORs) can be adopted to select the VDMC members/ volunteers.

1. Members should be permanent resident of the selected village,

2. There shouldn't be more than one member from one house in the committee,

3. They should be capable to read and write Urdu and/ or local language,

Figure 5.3: UCDMC Organizational Structure at Union Council Level

58

4. Selected trainees should be within age of 18-40 years and should have commitment to be part of the

village level DM committee on longer term basis,

5. They should be willing to take active part incapacity building initiatives and relief work,

6. Women, vulnerable groups and PWDs should be members of the VDMC,

7. Notables, elders and educated residents of the villages, preferably members of any existing Community

Based Organizations (CBOs) could be preferred.

Possible structure at the VDMC can be as follows;

Equipment Handing Team

Village Disaster Management Committee

Chairperson

An activist selected by the community

Tehsil/UC Disaster Management Committee

Early Warning System Team

Search and Rescue Team

Safe Evacuation

Team

Information and

Communication

and Public

awareness Team

Medical First Aid Team

Shelter place Team

Figure 5.4: VDMC Organizational Structure at Village Level

Chapter 6

Key Stakeholders

and their role in

Disaster Management

60

1Key Stakeholders and their role in Disaster Management

This section of the DM Plan provides a brief In addition to common DM activities, each description of the key disaster management department/organizat ion wi l l focus on activities that the line departments, local undertaking the following specific DM activities

government institutions and other stakeholder in within their respective broad mandate;Swat district are expected to perform at three commonly-known stages as pre, during and post disaster management. Although, some federal level departments/institutions (Army, PMD etc.) are also working at the local level, however, the focus is given to identifying disaster specific roles and responsibilities of each district line ¤ Prepare a Disaster Management Plan including department. district response and contingency plan for the

whole district.Generally, the government departments should ¤ Ensure District Emergency Operation Centre integrate the following set of common DRM (DEOC) has been equipped with all necessary activities into their routine process of functioning: gadgets and operationalized.

¤ Coordinate, ensure and monitor the 1. Ensure active participation in disaster-related implementation of National and Provincial

activities and meetings led and coordinated by level policies, National, Provincial and District the DDMU or by the Deputy Commissioner. level plans.Nomination of a department focal person for ¤ Ensure that the multi hazard, vulnerabilities coordinating DM activities may prove to be and risk assessment have been done and maps very useful, have been developed and prioritized risk

2. Make sure that the departmental strategies prone areas in the district are identified. and annual development plans have disaster ¤ Disaster risk reduction measures are risk reduction mainstreaming component undertaken by the government departments, integrated. It will allow proposing some local authorities and general public. Ensure amount to be allocated under the annual proposed DRR measures are focused on highly budget for disaster related activities, vulnerable and social excluded groups.

3. Map available technical & material resources ¤ Provide guidelines, prepare, review and of your department that can be used/deployed update district level response and contingency during disaster preparedness, response or plans.recovery and rehabilitation phases, ¤ Ensure that the guidelines for prevention,

4. Develop and strengthen partnerships with non- mitigation, preparedness and response governmental organizations to have their measures as lay down by the Planning support for DM. They can be effective in Commission, NDMA and the PDMA are training and mobilizing hazard prone followed by all government departments and communities as well as providing institutional the local authorities. The guidelines should support to your department, also proposed measures for highly vulnerable

5. Prepare/update department specif ic and socially excluded groups.contingency plan regularly.

6.1. District Disaster Management Unit (DDMU)

Before Disaster

1. Roles and responsibilities were derived from the NDMA's NDRMF 2007, NDMP 2012-2022 and further validated through consultation meetings and workshop at District Swat.

61

¤ Give directions to different department/ ¤ Encourage the involvement of Pakistan Red

authorities at the district and local level to take Crescent Societies, non-governmental

such other DRR measures for the prevention or organizations and voluntary social welfare

mitigation of disasters as may be necessary. institutions working at the grass roots level for

¤ Lay down guidelines for preparation of disaster disaster management.

management plans by the government ¤ Develop pool of Master Trainers and

departments at the districts level and local Community Trainers in Community Based DRR

authorities. in order to develop pool of trained volunteers

¤ Monitor implementation of the disaster for effective emergency response with the

management plans prepared by the govern- support of Civil Defence, PRCS and non-

ment departments and local authorities. governmental organizations working at the

Ensure that disaster management plan have grassroots level for disaster management.

also suggested and implement structural ¤ Take support of the Civil Defence, PRCS and

adjustments in construction for socially non-governmental organizations to establish

excluded group. UC and Village level DRR Committees and

¤ Organize and coordinate specialized DRR ensure that they are properly trained and

related training programs for different levels of selection criteria for the committees are in

officers, employees and voluntary rescue place.

workers in the district. ¤ Develop pool of volunteers and their database

¤ Facilitate community level DRR trainings and for effective emergency response with the

awareness programs for prevention of disaster support of PRCS, non-governmental

or mitigation with the support of local organizations and voluntary social welfare

authorities, government and non-government institutions working at the grassroots level for

organizations. disaster management.

¤ Set up, maintain, review and upgrade the ¤ Ensure communication systems are in order

mechanism for multi hazard early warnings, and disaster management drills are carried out

dissemination and education of proper periodically.

information to public. ¤ Give directions for the functionality and

¤ Co-ordinate with, and give guidelines to, local maintenance of the resources available with

authorities in the district to ensure that post- any department of the Government and the

disaster management activities in the district local authority in the district.

are carried out promptly and effectively. ¤ Arrange commemoration days of important

¤ Review development plans prepared by the past disasters events and use public gathering

government departments, statutory or local platform like sports, cultural, recreational

authorities with a view that DRR has been festivals, fairs and shows.

integrated into the development activities and ¤ Establish stockpiles of relief and rescue

projects of the plan. materials or ensure preparedness to make

¤ Identify buildings and places which could, in such materials available at a short notice

the event of disaster situation, be used as relief during any emergency or disaster.

centres or camps and make arrangements for ¤ Hire the services of experts and consultants in

water, sanitation and hygiene in such buildings the relevant fields to advise and assist as it may

or places. deem necessary.

¤ Establish stockpiles of relief and rescue ¤ Ensure that the non-governmenta l

materials or ensure preparedness to make organizations carry out their activities in an

such materials available at a short notice equitable and non-discriminatory manner.

during any emergency or disaster.

62

During Disaster

Before Disaster

After Disaster

¤ Support PDMA for carrying out detail damage ¤ Activate the District Emergency Operating and need assessment and develop detail

Centre (DEOC) as early as possible after a report. disaster occurs. ¤ Close liaison with the PEOC and UN clusters for

¤ Carryout rapid damage and need assessment need assessment and effective response. and develop flash report for assistance and ¤ Continue and monitor early recovery and report to PDMA and other relevant rehabilitation activities with the support of stakeholders. I/NGOs, UN Clusters and other stakeholders.

¤ Close liaison with the Provincial Emergency ¤ Facilitate specialized and technical trainings of Operating Centre (PEOC) and update with the government stakeholders and I/NGOs for damage and needs. reconstruction and recovery process.

¤ Mobilize UC, village level DM Committees, ¤ Build the capacities by providing trainings to PRCS, non-governmental organizations and masons, carpenters etc for the reconstruction voluntary social-welfare institutions for and recovery of the physical infrastructures. effective response. Extreme care to evacuate ¤ Review and update development plans or take care of the highly vulnerable and prepared by the departments of the socially excluded groups. government at the district level, statutory

¤ Provide shelter, food, drinking water and authorities or local authorities with a view to essential provisions, healthcare and services make necessary provisions therein for establish emergency communication systems prevention of disaster or mitigation.in the affected area and at evacuation/shelter ¤ Hire the services of experts and consultants in p laces establ ished by the Revenue the relevant f ields of recovery and Department. rehabilitation to advise and assist as it may

¤ Control and restrict vehicular traffic to, from deem necessary.and within, the vulnerable or affected area. ¤ Review the DDMP and Contingency Plans in

¤ Control and restrict the entry of any person light of lesson learn and improve the response into, his movement within and departure mechanism.from, a vulnerable or affected area.

¤ Remove debris, conduct search and carry out

rescue operations. Make arrangements for the

disposal of the unclaimed dead bodies.

¤ Direct any department of the Government of

the Province or any authority or body under

that government at the district level to take ¤ Give technical inputs and approve bylaws such measures as are necessary in its opinion. related to disaster resilience practices in local

¤ Construct temporary bridges or other context through tehsil councils.necessary structures and demolish structures ¤ Suggest, prioritize and approved budgetary which may be hazardous to public or aggravate requirements for disaster mitigation practices.the effects of the disaster. ¤ Integrate DRR in short and long term

¤ Ensure that the non-governmenta l d e v e l o p m e n t p l a n e s w i t h i n t h e organizations carry out their activities in an municipality/tehsil with focus on embedding equitable and non-discriminatory manner. proper planning code and suggesting DRR

¤ Take such other steps as may be required or measures for the highly vulnerable and warranted to be taken in such a situation. socially excluded groups.

¤ Ensure that the multi hazard, vulnerabilities

6.2. Tehsil Municipal Administration (TMA)

63

and risk assessment have been done and maps smoothly.

have been developed and prioritized risk ¤ Make arrangements for sanitat ion,

prone areas in the in the municipality/tehsil cleanliness, disposal of garbage and carcasses,

are identified. drainage and sewerage system caused and

¤ Land use planning and zoning within the disrupted by a disastrous event

municipality by preparing master planes while ¤ Continue search and rescue activities and

keeping the multi hazard context of the removal of debris.

municipality and tehsil in mind. ¤ Ensure health facilities are operationalized

¤ Ensure the implementation of bylaws related and roads are open to have access to health

to encroachment at hazardous places, services during the disaster.

building codes, land use planning and zonation ¤ Facilitate formation of voluntary organizations

etc. for assistance and help of the victims

¤ Ensure the implementation of fines and alongside of the international and national

palantes in placed, related to DRR in the humanitarian agencies.

municipality/tehsil. ¤ Conduct rapid damages and needs

¤ Identify evacuation/shelter places to face any assessment of the survivors in order to start

disaster/emergency. relief activities accordingly. Prepare flash

¤ Arrange commemoration days of important appeal and report to DDMU and PDMA and

past disasters events and use public gathering other relevant higher level authorities.

platform like sports, cultural, recreational ¤ Report cases of handicapped, destitute and

festivals, fairs and shows. social ly excluded groups to distr ict

¤ Prepare contingency plan for the TMA and government and higher authorities in order to

organize regular drills/simulation exercises. streamline their special needs in relief and

¤ Establish stockpiles of relief and rescue response operation

materials or ensure preparedness to make

such materials available at a short notice

during any emergency or disaster.¤ Mobilize community for maintaining public ¤ Identified the frequent disrupted sites of

ways, public streets, culverts, bridges and sewerages, water supply and sanitation and public buildings, de-silting of canals and other hence highlighted for durable solutiondevelopment activities

¤ Facilitate the formation of co-operatives for

improving economic returns and reduction of

poverty and vulnerability¤ Coordinate with the village and neighborhood ¤ Dispose of debris from street and houses and councils in case of emergency in order to get

promote cleanl iness and encourage quick information about the severity and plantation of trees in public placesextent of a disaster impact and report it to the

¤ Support in providing accurate and detail DDMU, PDMA and higher district and information useful for preparing detail provincial level authorities.damages and needs assessment reports by the ¤ Dissolve disputes related to private properties DDMU/PDMA etc.for public use like footpaths, tracks, streets

and roads, originating from the disruption due

to disaster. In a way grounds should be made

to run the response and relief activities

After Disaster

During Disaster

64

6.3. Agriculture Department

Before Disaster

During Disaster

After Disaster

relayed / disseminated to hazard prone

communities. It will help people to plan for

sowing/planting and harvesting crops

accordingly.

¤ Arrange different trainings on impact of global ¤ Keeping in mind the most significant hazards in warming and climate change and adoptability the district, undertake a field exercise of risk of agriculture crops and enhance the assessment to identify vulnerabilities and risks productivity for the formers vis-à-vis food security, agriculture activities

¤ Promote adoption of flood and drought such as cropping patterns in the face of climate resilient crops through research and change, and the livestock/dairy/poultry. This dissemination to farmers with the help of exercise should also look into the possibility of agriculture extension workers.likely damages / losses which might occur in

the wake of any disaster to all the sub-sectors

of the Agriculture department. The outcome

of the exercise will be an informed and ¤ Immediately, start interacting with DDMU/DC practical DRR plan of the department.

office for coordinating emergency response ¤ Establish and maintain farmers' groups to raise activities. their level of awareness with regards to issues

¤ Make available all the technical and material falling under the overall mandate of the resources to be made part of relief efforts.department. The farmers' group may also be

¤ Carryout agriculture sectors damages/losses trained on basic disaster preparedness and and needs assessment and prepares flash response skills. They can potentially become report for response.extremely useful during disaster situations in

¤ Help other relevant departments in their respective areas.establishing relief camps in safe places.¤ Prepare departmental contingency plan and

¤ Arrange feed and fodder for surviving organize regular drills/simulation exercises. livestock.¤ Maintain emergency stock of vaccination,

fodder and seeds etc.

¤ Creating community seed banks at the Union

Council level is a very viable option to support ¤ Prepare detail report of agriculture sector the small farmers with minimum seeds

damages/losses and needs and submit it to requirements after any disaster to enable DDMU/DCO office for onwards transmission them to resume and regenerate agriculture to PDMA/NDMA.based livelihood activities.

¤ Repair and rehabilitation of water sources to ¤ Mass awareness regarding epidemics and

ensure that agriculture activities are resumed diseases to livestock, poultry and crops. as early as possible. Regular vaccination is an effective tool to

¤ Livestock vaccination.prevent diseases. ¤ Ensure foods and fodders availability.

¤ Regular surveillance of water sources, which ¤ Provision of seeds, fertilizers and other agri-may be damaged or cause flooding in

inputs/implements to farmers as disaster early monsoon. recovery support.

¤ Close coordinating with Pakistan Meteoro-¤ Document lessons learnt and revise the logical Department and media to ensure that

departmental contingency and DRR plan early warning messages are appropriately accordingly.

65

6.4. Irrigation Department

6.5. Revenue Department

Before disasterDuring disaster

After Disaster

Before Disaster

other material to be used at the time of need

especially before the onset of moon soon.

¤ Equip irrigation department to mitigate floods ¤ Ensure establishment and operationalization and droughts with technical & managerial

of Flood Control Cell (FCC) in proper order.capacity and modern gadgetry and practices.¤ Keep liaison with field staff, Provincial ¤ Ensure development & maintenance of flood

Irrigation Department and district authoritiesprotection systems in the pre-flood season.¤ Institutionalize regular patrolling of ¤ Inspect and ensure the proper functioning of

vulnerable points/ irrigation canals and breach all the irrigation installations in the district.sites to warn the potential victims on time.¤ Identify the most vulnerable points of

¤ Create and disseminate flood situation reports irrigation canals & headworks's in the district among the stakeholders.and take corrective measures.

¤ Forge inter and intra departmental

coord inat ion mechan ism, inc lud ing

coordination close with DCO, DDMA, NGOs ¤ Do stocktaking exercise of disaster affected and PMD district Office and share the

areas and examines all the existing flood information/updates about emergency with protection systems like protection walls, spurs all the stakeholders.studs and head works of the irrigation canals.¤ Demonstrate/assist & train local communities

¤ Estimate and collect damages data and do facing localized or regional droughts on n e e d a s s e s s m e n t i n t e r m s o f cheaper rain water harvesting and storages repair/maintenance; and disseminate the techniques.information to the relevant stakeholders for ¤ Educate and train the drought effected securing needed resources.communities on water use efficiency

¤ Coordinate repair work of the damaged techniques/good irrigation practices.irrigation infrastructures. ¤ To establish a mechanism of early warning

¤ Prepare a sectoral specific recovery plan.transmission, up and downstream across

communities and establish special flood

warning centres at UC level, with support of

district administration and CSOs.

¤ Develop and regularly review the district level

plans on water management.¤ Being one of the key district departments,

¤ Prepare departmental contingency plan and Revenue has to do a lot with disaster

circulate it among stakeholders before onset mitigation, preparedness and response.

of Monsoon.Keeping this in mind, carryout a detailed multi

¤ Identify and discourage encroachment(s)of hazards vulnerabilities, capacity and risk

various water ways, with the help of other assessment. It will help in identifying and

district authorities.prioritizing the most vulnerable or hazard

¤ Closely monitor discharge rates in the major prone areas for concerted efforts. Risk

water bodies, passing through the district and profiling of highly vulnerable and socially

for this purpose and optimize functionality of excluded groups should be given priority.

the installed gauges.¤ Prepare a consolidated Departmental

¤ Arrange protection material such as sand-Contingency / DRM Plan based on the review

bags, stones, machinery, human resources and

66

of department specific plans.

¤ Inform the office of the DC and DDMU about

the available financial resources against the ¤ Start carrying out detail damages and losses Contingency / DRM Plan and present a clear

and support DC and DDMU offices for detail picture of gaps to be filled in either by the report. This can be done in two ways: a) district government's own funds or by the revenue officials make field visits and find out provincial funds through respective PDMA. physically the exact nature and extent of ¤ Prepare and regularly update the contact list of damages and losses by filling in templates Patwaris (revenue officials) to ensure that they designed specifically for this very purpose; b) are contacted and deployed in any looming collect and collate department-specific emergency. information on damages and losses.¤ Capacity building of the revenue official in DRR

¤ Before the Early Recovery and Rehabilitation and formal training on damages and needs activities take place, identify and prioritize assessment would make them a very useful areas of interventions by the government, resource for accurate data collection for the non-governmental actors and community district.based organizations. Inform national and ¤ Regular liaison with the UC and village level international NGOs and the UN agencies about DM committees and volunteers in order to the district priorities and facilitate their work.take their help during any emergency.

¤ Regularly monitor and supervise Early

Recovery and Rehabilitation activities.

¤ Prepare and provide progress update to the ¤ Wherever and whenever required, establish district administration and other relevant

the evacuation/shelter places in coordination stakeholders including local media.with other line departments, NGOs and ¤ P r e p a r e b u d g e t a r y e s t i m a t e s f o r philanthropists and evacuate the affected reconstruction activities if the damages are people with priority to the highly vulnerable massive. and socially excluded groups. ¤

¤ Keep track of in-coming relief support, develop

a relief distribution mechanism, and start

providing assistance to disaster affected

population.

¤ Coordinate with the District Finance & ¤ Develop a Health Risk Management Plan for Planning department to ensure timely release

the whole district to prevent or mitigate of required funds through the DC/DCO's office.communicable diseases, injuries following ¤ Collect, verify and disseminate information mass causality accidents and disasters with about relief assistance being provided by the relation to department's mandate and assets. government and non-governmental actors.

¤ Undertake multi hazard, vulnerability and risk ¤ Assess relief needs on daily basis and prioritize assessment for health facilities and services them to meet the most urgent needs of the and surroundings and propose allocation of affected people. It is of vital importance to funds in the annual development budget. Also, prepare a sheet of required assistance on conduct hazard and risk based mapping of all weekly basis and gradually make it a health care facilities, including vulnerability fortnightly and then monthly exercise. assessment (infrastructure and organizational ¤ Assess the overall situation and determine the setup) and integrate hazard resilience likely timeframe of the evacuation/shelter measures.places population return to their homes.

After Disaster

During Disaster

Before Disaster

6.6. Health Department

67

¤ During the construction of new health facility, ¤ Keep the disaster-hit communities posted

proper designing keeping in view the need of about any likelihood of epidemics and the

People With Disabilities (PWD) should be precautionary measures. CHWs can be

incorporated in the structure. mobilized to gather data and report. This is

¤ Integrate disaster preparedness and response very important to prevent the secondary wave

capacities into all existing and future health of death in affected areas.

programs at district level. ¤ Guide and facilitate the non-governmental

¤ Devise strategies for community involvement organizations in addressing the priority health

in all aspects of emergency preparedness, needs in most vulnerable areas.

response and recovery with regards to health ¤ Rapid damages/ losses and needs assessment

sector. A pool of Community Health Workers of the health sector and prepare flash report.

(CHWs) should be established or strengthen

and can be linked to the UC and Village level

DM Committees.

¤ Health related data should be maintained and ¤ Carrying out detail damages and losses

updated on priority basis along with data of at assessment in the health sector.

risk communities and elements are available ¤ Regular and vigilant health risks monitoring is

digitally. immensely important to deal with post-

¤ Identify safe evacuation place in the health disaster diseases / epidemics.

facilities and conduct regular emergency ¤ With available resources, start repairing or

response and evacuation drills with all health retrof i tt ing of the damaged health

officials. infrastructure in order to cater health needs of

¤ With the support of DDMU, CHWs along with the affected population during early recovery

UCDMC and VDMC can be engaged to collect and rehabilitation stages.

at risk population data especially marginalized ¤ It is important for the health officials to make

and socially excluded groups can be identified. sure that the drinking water is not

contaminated. Similarly, proper dumping of

hospital waste is necessary to be taken care of.

¤ Regularly monitor and supervise early ¤ Establish District Emergency Health Operation recovery and rehabilitation activities in the

Centre to ensure better coordination and health sector. mobilization in a disaster situation.

¤ Set-up medical camps and mobil ize

emergency health teams including mobile

hospitals, to be deployed in the event of a

disaster and start providing immediate ¤ Conduct MHVRA for all education facilities, emergency medical assistance.

map all the educational facilities and identify ¤ Mobilize all available health resources and structural vulnerabilities such as hazard-prone possible assets for emergency interventions.location, dilapidated condition, risks involved, ¤ Inform the DC and DDMU if external support is and other secondary threats that may cause needed in terms of doctors, paramedics or severe problems to educational facilities in medicines/surgical equipments from other case of a disaster. districts or from the provincial government.

¤ During the construction of new school ¤ Provide daily update on health response and buildings or any other education facility, highlight gaps/needs accordingly.

After Disaster

During Disaster

Before Disaster

6.7. Education Department

68

proper designing keeping in view the need of vulnerable that include children under age of

People With Disabilities (PWD) should be 10 and special persons.

incorporated in the structure. ¤ Teachers can be used for mass awareness and

¤ Information about the existing hazards and capacity building of the vulnerable groups

risks in the district and the mitigation through education & trainings and can

measures can be compiled in simple language, disseminate massages by using students as a

and share it with teachers and students at all medium.

levels (primary & secondary schools, colleges).

The ultimate objective should be to

incorporate inclusive DRR into school

curriculum. ¤ Mobilize teachers and student volunteers to

¤ Prepare Emergency Response Plan and DRR assist in the search & rescue operations to be

Plan for Education Facilities and arrange followed by setting-up emergency evacuation

regular drills and exercises during non disaster and relief camps at already identified

phase. educational facilities.

¤ Gather information about I/NGOs working in ¤ In case of flood, inform teachers of those

the district in the education sector and make schools where the water can probably hit the

sure they mainstream DRR aspect into their school building and cause damages. This

project activities. information will help teachers to take any

¤ Identify educational facilities that can be used emergency preparedness measures with

as temporary evacuation centres for displaced support from local communities.

population during or after any disaster. It is ¤ Conduct preliminary damages and needs

important that the identified facilities have assessment and submit flash reports to higher

water, proper sanitation and latrines facilities. authorities, DDMU and DC office.

¤ Engage active student through Girls Guide, ¤ Temporary shelters in the form of school's

Scout Teams, Parent Teacher Council (PTC) and buildings can be provided for displace

conduct regular trainings on emergency population during disaster, having water

response management for students, teachers supply and latrine facilities available mostly in

and parents. the buildings. Teachers can be used as valuable

¤ Identify safe evacuation place in the school working force for smoothly running of the

and in collaboration with other actors such as emergency operating centres established at

PTC, Civil Defense and I/NGOs, organize evacuation sites.

regular emergency response and evacuation

drills with students and teachers.

¤ Promote the spirit of volunteerism amongst ¤ Undertake a detailed assessment of damages students through awareness raising and

inflicted by disaster to the educational training sessions so that they become a useful facilities. On the basis of this report, determine resource for local communities in times of short, medium and long-term needs of the disasters.education sector in the district.¤ Build capacities of teachers in a way that they

¤ Plan and provide provisional assistance on are able to prepare and implement disaster education after a disaster to ensure continuity response plan for their respective educational of learning.facility.

¤ Rehabilitation and restoration of damaged ¤ Educational facilities related data should be educational facilities should be given high maintained and updated on regular basis priority. PTC can be an effective bridge or along with data about those who are more communication channel for long term

During Disaster

After Disaster

69

rehabilitation and reconstruction activities. ¤ Monitor and evaluate utilization of funds by

¤ Non st ructura l ac t iv i t ies inc lud ing relevant departments on disaster risk

preparedness, trainings, drills, awareness management.

campaign and celebration of commemoration

day in the schools should be continued.

¤ Render First Aid, fire safety and rescue trainings to communities, individuals and organizations in peacetime.¤ Assess available resources and suggest

¤ Develop and emergency evacuation plan and proportionate allocation of funds to each conduct regular drills and exercises.district department for DRM-related activities.

¤ Create community awareness on public safety.¤ Advise departments about resource ¤ Recruit/induct operational staff for search and mobilization for their proposed DRM activities.

rescue teams with required specialized skills ¤ In line with the district contingency plan, and equipments.prepare budget estimates that the each

¤ Ensure provision of trained rescue workers / department may require in a disaster Razakars and First Aid staff;situation.

¤ Educate and train volunteers on DRR, ¤ If the required amount of funds exceeds the emergency response management including available resources, prepare budget estimates first aid, Search and rescue, emergency for the provincial government so that it evacuations and protection procedures against provides the requested funds. Such request poisonous gases, chemical/ biological/ may be forwarded to the PDMA through DC's radiological explosions or attack.

office.¤ Participate in emergency drills with other

stakeholders.

¤ National assembly has passed a resolution

about the inclusion of civil defense training for ¤ Gather statistical data regarding damages to th ththe students for 9 & 10 class. The trainings

different sectors and the needs vis-à-vis can be added as compulsory for the student

response, early recovery, rehabilitation and securing 10 Marks as additional to their

reconstruction.normal marks.

¤ Explore multiple options for required

resources to meet the needs to a reasonable

extent.

¤ Ensure timely allocation of fund to the affected ¤ Undertake search & rescue activities

area, if additional funds are required, can be immediately after a disaster. To do it in more

arranged through proper channel.efficient manners, coordinate with other

¤ Develop a detailed budget plan for disaster district departments in order to reach to the recovery, rehabilitation and reconstruction needy and more appropriate place.activities. ¤ Render first aid to injured persons and

transport them to nearest hospitals/ dispensaries.

¤ Ensure evacuation from damaged buildings/ ¤ Provide requisite financial resources to district structures including demolition of damaged

departments for the implementation of their structures to avoid further loss of life and department-specific post disaster activities. properties;

6.9. Civil Defense Department

6.8. Finance & Planning Department Before Disaster

Before Disaster

During Disaster

During Disaster

After Disaster

70

¤ Assist in debris clearance and restoration of ¤ Provide assistance in emergency warning, essential services to the affected buildings; rescue, relief and evacuation operation.

¤ Search and defuse unexploded bombs in the ¤ Ensure that over-loaded trucks are not affected areas; coming/going to disaster affected areas.

¤ Work with the Fire Brigade in rescue and first ¤ Divert traffic where necessary to keep the aid operations related to fire and other rescue emergency relief operations going smoothly.incidents. ¤ Ensure security of humanitarian workers who

perform duties after any disaster. ¤ Prevent harassment of women and children

during any emergency.

¤ On the basis of the response activities that

performed, make a detailed assessment of the

capacities of the department and identify gaps ¤ Keep order and prevent obstruction on public and requirements.

places.¤ Prepare a plan of action for the department ¤ Aid and cooperate with other agencies for the and start resource mobilization accordingly.

prevention of destruction of public property by violence, fire or natural calamities.

¤ Provide assistance to victims of road accidents.¤ Protect life and property of citizens.¤ Preserve and promote public peace.

¤ Prepare details of inventory available at each

police station that may be used during any

disaster or emergency.

¤ Prepare and update regularly the contact

information of your staff, and always make

sure that the main phone exchange and the ¤ Develop disaster risk management plan and wireless system works properly.

Contingency Plan with regards to the mandate ¤ Prepare Contingency and DRR plan for the of the department.department.

¤ Raise awareness of staff of the department ¤ Working with the Pakistan Meteorological about special vulnerabilities and capacities of Department and DC office, support in women and children with relation to disasters.dissemination of warning to the affected

¤ Encourage involvement of women and PWDs communities.in disaster risk management activities.

¤ Support District Government Authorities in ¤ Promote awareness amongst women and the process of evacuation to safer places.

PWDs in hazard-prone areas about disaster risks and disaster preparedness.

¤ Develop capacities of women's, PWDs and Children focused organizations on disaster risk

¤ Ensure law and order during any disaster and emergency management.

situation in the affected areas.¤ Ensure that needs of women survivors are

¤ Ensure security measures at evacuation addressed in post disaster situations during

points, in evacuated areas, at relief centres and the relief rehabilitation and reconstruction

godowns.

After Disaster

After Disaster

Before Disaster

Before Disaster

During Disaster

6.10. Police Department

6.11. Social Welfare & Community Development Department

71

phases. incorporated in the structure.¤ Properly plan and provide shelter to the ¤ Develop sample designs of government

affected women, beggars at Darul Kafala, Drug b u i l d i n g s , h i g h - r i s e b u i l d i n g s a n d rehabilitation, special education, blind infrastructure (bridges, roads) for safer institute, disable registration, child protector construction in hazard-prone areas. and other socially excluded groups. ¤ Ensure environment impact assessment

¤ Promote awareness regarding the children studies has been conducted for all new rights. schemes

¤ Conduct training of builders, contractors and masons on safer construction methods and provide guidance on adopting inclusive DRR

¤ Facilitate participation of women and PWDs in measures during the construction.the management of relief, rehabilitation and ¤ Monitor construction of government buildings reconstruction activities. and infrastructure in hazard prone areas to

¤ Use of emergency phone number 1121 as ensure that safer construction techniques are helpline for Child protection during disaster. followed.

¤ Provide shelter provision to affected women, ¤ Incorporate disaster risk assessment in the support in damages and needs assessment of planning process for construction of new roads the affected area, service provision through and bridges.reformal, shelter provision to missing ¤ Construct, maintain and repair district and unaccompanied children's. rural roads, bridges, tunnels and causeway etc.

¤ Prepare a disaster risk management plan and contingency plan with relation to departments programs and mandate.

¤ Support post-disaster rehabilitation of ¤ Develop guidelines on conduct of damage and livelihoods of women survivors, which is loss assessment to infrastructure and mostly in the informal sector and is ignored government buildings in the wake of a disaster, many times. and conduct assessments after disasters.

¤ Support the district government and PDMA for re-unification of missing unaccompanied children, women, PWDs, rehabilitation of families, psychosocial support provision ¤ Send information to other distr ict

departments on road conditions especially

regarding blocked or impassable roads after a

disaster.

¤ Ensure draining the flood water from roads

and remove debris from under the bridges for ¤ Develop district guidelines for safer smooth flow of water.

construction of government buildings and ¤ Monitor disaster situation (in case of flood infrastructure in hazard-prone areas multi and landslide) with regard to roads and hazard approach. coordinate with other district departments

¤ Ensure DRR checklist of PC-1 has been for transporting relief items to affected areas.seriously implemented in all new schemes.

¤ During the construction of any new buildings,

proper designing keeping in view the need of

People With Disabilities (PWD) should be

During Disaster

After Disaster

During Disaster

Before Disaster

6.12. Works & Services Department

72

After Disaster

Before Disaster

During DisasterDuring Disaster

After Disaster

Before Disaster

After Disaster

¤ Look into DRM capacities of the district

departments and NGOs operating in the

¤ Undertake a detailed assessment of damages district. It will be very helpful if to identify gaps

of government buildings, roads infrastructure (preparedness & response) and inform

including bridges, culverts, etc. concerned authorities and hazard prone

¤ Prepare a report of damages to be shared with communities about them.

the district and provincial authorities along ¤ Keep a close eye on development schemes and

w i t h b u d get re q u i re m e nt s fo r t h e assess them with help from technical experts

rehabilitation and reconstruction of damaged as to what extent such schemes are going to be

/ destroyed infrastructure. beneficial for hazard prone communities.

¤ Inform communities about any impeding

hazard on the basis of information that you

may have received from the Met department.

This is called early warning dissemination.

Correct early warning and its timely ¤ Repair and maintenance of the structure in dissemination can save lives and property of

command areas. the hazard prone communities.¤ Prepare contingency plan highlighting

resources available with the organization.

¤ Monitor emergency relief activities and ¤ Collect damages data and prepare report for identify gaps and the required needs of the

onward submission. most vulnerable people (elderly, women,

children, religious minorities, etc.)

¤ Keep track of the in-coming external relief

assistance and play a role of a watchdog so ¤ Rehabilitation of the damaged infrastructure, that the aid is spent judiciously on disaster

including protection walls, retaining walls, victims.check dams, water ponds, surface water ¤ Try to compile success stories of disaster tanks, land leveling, field terracing, small survivors and share their courageous efforts dams, spurs etc. through your newspaper, radio or TV channel.

¤ Beside identifying gaps and objectively

criticizing the response efforts, it is always

useful to acknowledge and appreciate the

good work of government and non-

governmental actors involved in emergency ¤ Develop understanding with the subject of

response. DRM with help from literature produced by

different technical government and non-

governmental agencies. To further enhance

their capacities, try to find out training and ¤ After any disaster, the most significant part

orientation opportunities for media person that a media person can play is to gather as vis-à-vis DRM. much information as possible about damages

6.13. Public Health Engineering (PHE)

6.14. Media

73

and losses and the response efforts. It helps administration, if need be.

the government authorities and other

stakeholders to prepare more informed

action plans for early recovery and ¤ Supplement early recovery efforts of civilian rehabilitation.

administration and the humanitarian ¤ Don't forget the disaster survivors after the community.emergency response phase and continue

¤ Reconstruct / repair roads and bridges at monitoring early recovery and rehabilitation important locations.activities.

¤ In consultation with NDMA, PDMA and other

line department, identify areas that are most

likely to be impacted in case of a disaster. ¤ Conduct MHVRA at the Tehsil/UC/village levels ¤ Prepare a Disaster Response plan and conduct according to the standard procedure set by the

regular drills and exercises. PDMA/NDMA under the supervision and with ¤ Accordingly, prepare and upgrade necessary close coordination with the DDMU.

equipments, manpower and other necessary ¤ Develop DM Plans at all level and share with material to be used / deployed immediately t h e D D M U f o r c o o r d i n a t i o n a n d after a disaster. implementation.

¤ Conduct regular capacity building programs ¤ Mobilize communities and develop local level for soldiers so that they are able to carry out capacities for early warning, disaster emergency relief activities effectively. preparedness and response.

¤ Evacuate people to safer areas and designated ¤ Support DDMU in establ i sh ing the evacuation centres before and after a disaster. Tehsi/UC/Village level DM Committees

according to the set criteria of the PDMA KP.

¤ Provide all necessary trainings, conduct

drills/exercises and provide necessary ¤ Provide search and rescue services where equipment to the DRR committees with the

needed. close coordination of the DDMU.¤ Evacuate people to safer areas and evacuation ¤ Participate in disaster risk management

centres with focus on giving priority to activities such as training, public education, women, children and PWDs. damage assessment, rehabilitation and

¤ Close liaison with the District Government construction projects in hazard prone areas.and Disaster Management Authorities and if ¤ Implement programmes for community required establish emergency relief centres vulnerability reduction; e.g. strengthening and provide disaster victims with life saving livelihoods, safer construction practices, food, shelter and health facilities. drought mitigation, etc.

¤ Install temporary bridges where appropriate ¤ The Pakistan Red Crescent Society is to assists to ensure mobility of affected population and the district government in crises, emergencies smooth transportation of relief items. and disasters. The main activities of the

¤ Provide logistic back-up in terms of trucks, Society are relief work during and after boats, hel icopters etc. to the civi l conflict, disaster relief and supplementary

6.15. Pakistan Army 6.16. Private Sector (NGOs, and Pakistan Red Crescent Society, etc.)

After Disaster

Before Disaster

Before Disaster

During Disaster

74

health and welfare services, which include a wide range of activities for the

less privileged and marginalized people in both urban and rural areas. The

Society provides ambulance and search and rescue service at times of

emergencies in addition to capacity building of volunteers, CBOs, and district

government officials.

¤ Facilitate local authorities in emergency relief operations (sear & rescue,

establishment of evacuation/relief camps, food distribution to displaced,

provision of health services, etc.)

¤ Establish information management centres at evacuation/relief camps with

close coordination of the DC office and the DDMU.

¤ Mobilize disaster affected communities for early recovery and rehabilitation

efforts.

¤ With the support of DRR committees, assess Tehsil/UC/Village level

damages/losses and needs and contribute it to the district government's data.

¤ Prepare village level early recovery and rehabilitation plans and mobilize

resources for their implementation.

¤ Provide emergency livelihood support to communities in terms of providing

agriculture inputs, conditional cash grants, etc.

¤ Work on promoting community based disaster risk management.

During Disaster

After Disaster

Chapter 7

Standard Operating Procedures for Emergency Response

76

7.1. Establishment and functioning of District Emergency Operations Centre

¤ An appropriate level of security¤ For effective and efficient response, the DEOC

should be ful ly equipped with the communication gadgets include; District Emergency Operation Centre (DEOC) plays

¤ Satellite Phonesa vital role during any emergency operation. It ¤ Phone Units connected to WAN coordinates the flow of information with respect to ¤ Hot L ine communicat ion l ine with activities associated with relief operations. DEOC

National/Provincial EOCsworks as a centre for decision-making and help ¤ Wireless/VHF central unit flow of information horizontally and vertically to ¤ Handsets (walkie-talkie)the respected departments for smoother relief ¤ Television Setoperations.¤ H.F. Radio Set¤ Video conference unit (to be compatible with In the event of a disaster, the DDMU shall activate

the NEOC/PEOC video conferencing network)the DEOC and take operational lead for the district ¤ Inverter for Power back upgovernment response. The DEOC will act as a state ¤ Portable Generator set of the art resource centre specially designated ¤ Overhead Projector/LCD Panel/Projector centralized facility where officials meet twenty

Screenfour hours a day to respond to disaster and control ¤ GPS Unit (Hand held)the recovery efforts in support of field operations. ¤ Camera both still and movieIt will be physically located within the premises of ¤ Desktop, with attached Printer, Scanner, fax the DC office and will be looked after by the DDMO

(Multi utility machine)under the direct supervision of the Deputy Commissioner.

The DEOC shall perform following functions;

During the normal times, DEOC will maintains a ¤ Collecting information about the vulnerable systematic database of the resources available,

and risky areasimportant phone numbers, names and addresses ¤ Monitor emergency operations and of important government and non-government

developing secondary threatsofficials, international bodies, NGOs, CBOs, VOs ¤ Carrying out assessment of damages and and other Civil Societies Organizations.

needs in disaster prone areas¤ Control and manage district level emergency The DEOC would require following facilities to

operations. Coordination for preparation, function properly;mitigation and response with all the district level stakeholders

¤ Central operation area¤ Coordinate resources for Tehsil/Towns/UC

¤ Planning Areaand village level emergency functions

¤ Workstations for liaison personnel¤ Receive and process disaster alerts and

¤ Display boards to allow for the display of warnings from nodal agencies and other current informationsources and communicate the same to all

¤ Display boards for maps and chartsdesignated authorities and stakeholders

¤ Effective communication¤ Ensure that the government and the

¤ Emergency power supplycommunities are alert and are kept informed

¤ Conference/media roomof evolving situation

¤ Rest area¤ Requisitioning additional resources during the

¤ Kitchendisaster phase

Standard Operating Procedures for Emergency Response

77

¤ Policy making and planning ¤ The Public Information ¤ Access of information and communication to Officer will devise communication strategy for

general public and media the media and public. Provide support to Coordinator DEOC and DDMU to organize media briefings, hold conferences, assist in preparing press releases, maintain contact with media etc. Collect information from affected

¤ The DEOC of District Swat should be directly tehsil and UCs and prepare updates for connected with the NEOC/PEOC at National Chairperson DDMU.and Provincial level. Down at the district level, ¤ Responsible for DEOC will further connected to the maintenance and keep fully functional all the Tehsil/Town/UC level DM set-up for quick equipments for ensuring smooth and effective access to information and response. transformation of information.

¤ DEOC will function on 24 x 7 basis and will be ¤ From one to three functional round the year. positions to provide date entry and maintain

displays. They will also provide the coordination function for planning and logistics.

During peace times, the DEOC shall function with the minimal staffing, however, in case of impending threat or shortly after the disaster has struck the structure may expand to have representation of other departments as well. The proposed structure in disaster situation is as under;

DEOC Coordinator receives information and ¤ Coordinates and manages regular update on potential disaster from emergency operations in accordance with tehsil/town/UCs administration about the directions from the DC and with Standing situation. Advises Chairperson DDMU to seek Operating Procedures (SOPs).alert/activation approval, who advises the ¤Chairperson DDMU about the alert phase and The Administrative, Logistics and seeks approval for it. Approval of alert phase is Security Officer will be responsible for notified to the key departments at district and effective and smooth functioning of the DEOC below district level, PEOC and NEOC. SOPs to be in administration and procurement related followed for this stage are;matters. S/he will manage procurement and

organize/facilitate meetings, seminar and ¤ Closely coordinate and gets information on workshops. Post holder will also plan and

the situation from tehsil/town and UCs schedule all field travel, vehicle maintenance administration.and repair schedules. S/he will ensure that all

¤ Monitor the situation.drivers are licensed and trained. Maintain up-¤ Update Chairperson DDMU.to-date vehicle inventory. Prepare monthly ¤ Alert the DEOC staff.vehicle use reports, including: repair and ¤ Put everything ready and functional in the maintenance and costs, fuel and oil use, costs

DEOC.of personal use if any, and inventory status ¤ Coordinate with key departments and reports.

7.2. Communication network of DEOCs

17.3. Operational staff structure

7.4. Standard Operating Procedure – 2

Activation Procedure for DEOC

Public Relations Officer:

Telecommunication Officer:

Operations assistants:

7.4.1. On Receipt of Alert (Standby - Stage 1)

Coordinator DEOC:

Administrative, Logistics and Security Officer (ALSO):

1. National Disaster Response Plan 2010, page 99-101, NDMA Islamabad2. National Disaster Response Plan 2010, page 46-48, NDMA Islamabad

78

humanitarian organizations. status boards, maps, and other material and ¤ Update different stakeholders about the necessary equipment must be available. It is to be

situation. ensured that briefing room is equipped with all ¤ Closely coordinate and consult with PEOC. maps, screens and multimedia projectors and

other necessary material.

Notification for full activation is issued and DEOC remains fully operational at 24/7 basis. The Secretary/Chairperson DDMU will inform

Periodically the DDMU will plan exercises or drills concerned departments at district level, PEOC and on various scenarios to assess the procedures in NEOC. SOPs to be followed for this stage are;this document and those from contingency plans for districts and departments. Agencies and ¤ Notification for full activation of the DEOC.departments shall also conduct drills based on the ¤ Place DEOC fully operational at 24/7 basis.hazard scenarios, sectoral response plans.¤ The Chairperson DDMU will inform concerned

departments, PEOC, NEOC, humanitarian The following are proposed table top exercises organizations, UN, I/NGOs, and Media etcthat can be undertaken in drills;

¤ A major earthquake in District Swat (area to be identified)

After reviewing situation and consultation with ¤ A major flooding caused by monsoon

tehsil/town and UCs administration, coordinator depression

DEOC will advice the Chairperson DDMU for stand ¤ A fire incident

down. After getting approval, Chairperson DDMU will approve the stand down. DEOC/DDMU will notify to the key departments at all level, PDMA KP and NDMA etc. SOPs to be followed for this stage

There should be at least one/two drills in a year are;lead by DMU which shall combine and coordinate the sectoral and contingency response regions. ¤ Coordinator DEOC will debrief Chairperson Lesson learned from the drills and those from the DDMU about stand down.previous and ongoing disasters should be ¤ Chairperson DDMU will approve it and issues incorporated into this DM Plan as appropriate. notification. Each department may organize their sectoral drills ¤ Chairperson disseminates notification to the at realistic and convenient schedule. It is further relevant departments and other stakeholders.suggested that simulation organized on the eve of ¤ Final report on the emergency operations will commemoration day of past prominent disaster be circulated to key stakeholders.will leave better impact. ¤ Inform PEOC and NEOC for stand down.

The DDMU is to contribute partly to the exercises In case of full activation of DEOC, Coordinator

or drills. Each participating agency is advised to set DEOC will be responsible to fully equip the DEOC

aside funds for sectoral or contingency exercises and provides all facilities to the representatives of

both for coordinated DDMU drills and individual departments who will be present in DEOC during

departmental drills. Besides, an indicative budget disaster time. Stock of emergency food, office

has also been identified in chapter 07 of this plan.supplies, satellite phone sets, generators, logs,

7.4.2. On Receipt of Warning (Stage 2)

7.5.1. Responsibility for organizing drills

7.4.3. Stand Down Procedure (Stage 3)

7.5.2. Schedules for organizing drills

7.5.3. Resources for organizing drills7.4.4. Operationalization of DEOC

7.5. Simulations and drills

Section Three

Chapter 8:

Priority Disaster Risk

Management Strategies

(2015-2020)

82

Priority Disaster Risk Management Strategies (2015-2020)

This chapter of the plan presents priority strategies for disaster risk management to be implemented during 2015-2020 in District Swat. National Disaster Management Plan has been formulated by the NDMA

during 2012. Therefore, there was an utmost effort to align proposed activities with the NDMP 2012-2022.

The proposed strategies are framed into 09 different priority areas based on the logical connectivity and as per strategic areas identified in the NDMP. The plan embodies multi-faceted activities which relate to different phases of disaster management cycle i.e. pre, during and post disasters. Furthermore, it does share perspective on what levels i.e. varying administrative tiers, communities and families, these measures suit best and should be applied.

1The strategic priorities described in the plan are ;

¤ Priority Area 8.1: Established the institutional and legal system for disaster

management

¤ Priority Area 8.2: Prepare disaster management plans at various levels

¤ Priority Area 8.3: Conduct multi-hazard, vulnerability and risk assessment

¤ Priority Area 8.4: Establish multi-hazard early warning and evacuation systems

¤ Priority Area 8.5: Promotion of training , education and awareness in relation

to disaster management

¤ Priority Area 8.6: Strengthen awareness program on disaster risk reduction at

local level

¤ Priority Area 8.7: Infrastructure development for disaster risk reduction

¤ Priority Area 8.8: Mainstreaming disaster risk reduction into development

¤ Priority Area 8.9: Establish district emergency response system

In this chapter, different interventions have been proposed along with indicative

budget and potential partners for accomplishing the interventions

.

After promulgation of the National Disaster Management Act during 2010, although establishment of the disaster management related institutions have been dealt as high priority and as a result National and Provincial level institutions have been established and strengthened, still at district level, the institution need to be completely functionalize and dedicated staff to be recruited to work for the disaster risk reduction at the district level.

Priority Area 8.1: Established the institutional and legal system for disaster management

Rationale

1. Priority areas defined as per NDMP 2012-2022 of the NDMA Pakistan

It has been observed that ad-hoc arrangement to appoint District Disaster Management Officers at DDMUs is normal practice in all districts. DDMOs normally have DM portfolio as an additional responsibilities besides of their own prime responsibilities.

¤ DDMU is fully functionalized and their capacities have been built-up

¤ Better coordination in place to strengthen the DRM system

¤ Detail hazard and risk mapping available as planning tools

¤ CSO are fully involved to support in enhancing the capacities in establishing

the DRM system

¤ UC and Village level disaster management committees are formed in 10 UCs

as pilot case

¤ Sub committees are formed to clarify roles and distribute the

responsibilities

¤ DM Committee members are very well equipped and professionally trained

Key target set for the priority area 8.1

83

Priority Area 8.1: Established the institutional and legal System for disaster management

Indicative Budget 2015 20202016 2017 2018 2019

Potential partner(Bold with lead partner)

8.1.1. Functionalize DDMU

at District Level

8.1.2. Conduct regular

meetings among

DDMU Swat, line

departments for

establishing effective

coordination

mechanism with civil

societies

8.1.3. Formation of Disaster

Management

Committees at

communities level in

the district start with

pilot case of 10

Selected Union Council

(Phase I)

TOTAL BUDGET

REQUIRED

X X

X X

X X

X X X X

X X X X

DCO, DDMU,

PDMA, and

RR&SD

DDMU, DCO,

PDMA, and CSO

working in the

district

DDMUs, LGAs,

PDMA and

other

stakeholders

84

Rationale resources and technical know-how.Under this component, the preparedness and response interventions recommended range from

According to the NDM Act 2010, each department district level initiatives to community level

will develop their own disaster management and activities, tackling such issues as preparing for

response plan, although not serious attempt has response and building the capacities of response

been made so for by the concerned organization to service providers with shared resources from

develop a department disaster management plan, government and non-government agencies.

mainly due to lack of awareness, knowledge,

Priority Area 8.2:

Prepare Disaster

Management Plans at

Various Levels

Indicative Budget 2015 20202016 2017 2018 2019

Potential partner

(Bold with lead

partner)

8.2.1. Develop Various

Department Disaster

Management Plan

8.2.2 . Develop Tehsil level

Disaster Management

Plans

8.2.3. Develop UC level

Disaster Management

Plans

X X

X X

X X

X X X X

X X X X

Various Line

Depts and

DDMU and

PDMA

TMAs, I/NGOs,

DDMU, and

Tehsil level

DMCs

I/NGOs,

UCDMCs,

DDMU, Tehsil

DMCs and

VDMCs

X

8.2.4. Develop Village

Disaster Management

Plans X X X X X X

I/NGOs,

VCDMC,

UCDMCs,

DDMU, and

Tehsil DMCs

TOTAL BUDGET

REQUIRED

8.2.5. Design a web based

system for planning

and management for

DRM related activities X X X X X X

DDMU, DCO,

PDMA and

Computer

Science

Department,

Swat University

Priority Area 8.2: Prepare disaster management plans at various levels

85


Rationale


¤ Line department have their own DM Plan

¤ Disaster Management Plans are aligned with the Department

Contingency plan, DDMP and NDMP

¤ Disaster Management Plans exists at all level include Tehsil/UC and

Village level plan

¤ CSO are fully involved in the development and implementation of the

plan

¤ Web based system available with DDMU for planning and

management for DRM related activities

¤ Trained staff is available for updating the system regularly

Any effective disaster risk management planning and implementation requires specific, accurate and up-to-date information on hazard, existing vulnerabilities and the potential risks associated with the communities, infrastructure and livelihood etc.

The geo-spatial database development will support in developing hazard/risk maps and prioritized index list which shall help the planner, civil engineer and development practitioners to avoid development in the high risk areas and if deemed necessary, DRR should fully be integrated into development practices. This component aims to prepare hazard specific risk cataloguing and maps, using latest scientific methodologies for whole district and selected cities as pilot case.

¤ District and UCs level map atlas including classified hazard/risk maps

exist with the District Government

¤ Risk profile indicating risky areas are identified

¤ Meta data available for future analysis and modeling

¤ PRA and advance tools are embedded in the mapping exercises and

practices

¤ Detailed flood risk assessment data available for Mingora and Saidu

cities on high resolution for planning and implementation of

development practices

¤ Village level hazard and risk maps exists with VDMCs and UCDMCs

Priority Area 8.3: Conduct multi-hazard, vulnerability and risk assessment

86

Priority Area 8.3:

Conduct multi-hazard,

vulnerability and risk

assessment

Indicative

Budget 2015 20202016 2017 2018 2019

Potential partner

(Bold with lead

partner)

8.3.1. Conduct multi-

hazard, vulnerability

and risk assessment

for District Swat at a

appropriate scale of

1:100,000 or as per

requirements

8.3.3. Flood risk assessment

and modeling for

Mingora and Saidu

cities at a scale of

1:5,000 or as per

requirements (Use of

PRA and advance

assessment tools)

X

X X X X X

X

DDMU, CSO,

Planning and

Finance and

PDMA

DDMU, CSO,

Planning and

Finance and

PDMA

DDMU,

Municipal

Committee,

Planning and

Finance and

PDMA

8.3.4. Develop village level

hazard and risk maps

and develop risk

profile of villagesX X X X X X

CSO, VCDMC,

UCDMCs, Tehsil

DMC and

DDMU,

TOTAL BUDGET

REQUIRED

8.3.2. Conduct UC levels

multi-hazard,

vulnerability and

risk assessment in

five selected

disaster prone UCs

at appropriate scale

of 1:10,000 or as

per requirements

(Use of PRA and

advance risk

assessment tools)

87

Priority Area 8.4: Establish multi-hazard early warning and evacuation systems

Rationale


The multi-hazard early warning consists of collection, consolidation, analysis and dissemination of impending hazard and risk. The early warning information is crucial in making informed and timely choices around evacuation and issuing public warnings and alerts which offers immense potential to contribute in mitigating disaster impact.

A comprehensive early warning system usually consists of four key elements: (1) prior knowledge of the risks, (2) presence of a monitoring and warning service, (3) multi-layer information dissemination system, and (4) capacity to take timely actions. If one part fails, the entire system can collapse, resulting in innumerable damages. If one of the elements fails, the whole system can be failed and losses will be encountered.

Due to difficult mountainous terrains and scattered population in the upper areas of District Swat, hazard monitoring and institutional arrangements are either weak or ill-equipped to deliver timely and reliable information. However recent technological advancement in monitoring hazard, cheaper modes of communication and availability of mobile technology in remote areas made it possible to monitor hazard and take appropriate action by evacuating public to safer areas.

¤ Standard operating Procedure exists to operationalize the EWS

during any emergency

¤ The EWS has been designed with Multi-hazard approach and

guidelines

¤ EWS are fully aligned with the PMD, Police department and other

stakeholders at district level

¤ Equipment are installed and fully operationalized

¤ CSO are fully involved in creating awareness and wide

dissemination of the EWS

¤ Communities at up and down stream have understanding on

cooperation and exchange of information

¤ EWS committees exist at village level and are linked with the PMD,

DDMU and other stakeholders

¤ Identification of safe evacuation places by involving the UC/VDMCs.

Evacuation sites has capacity to absorb number of people as per

requirement of the affected population

Priority Area 8.4:

Establish multi-hazard early

warning and evacuation

systems

Indicative

Budget 2015 20202016 2017 2018 2019

Potential partner

(bold with lead

partner)

8.4.1. Develop clear SOPs

for community

based multi hazard

early warning

system

8.4.4. Develop linkages

between upper and

downstream

communities and with

government

departments for

effective EWS

X

X X X X X

X

DDMU, PMD

PDMA, Police

and Revenue

Department

PMD, I/NGOs,

DDMU, PDMA,

Police and

Revenue

Department

PMD, I/NGOs,

PRCS, DDMU,

Police and

Irrigation

Department

8.4.5. Formulate community

level sub committees

for early warning

system

X X X X X X

I/NGOs,

VDMCs,

UCMDCs, PRCS,

DDMU, Police

and Irrigation

Department

TOTAL BUDGET

REQUIRED

8.4.2. Maintain and

upgrade equipments

and instruments for

early warning like

river gauges

installation etc

X X X

PMD, I/NGOs,

DDMU, PDMA,

Civil Defence,

Police and

Revenue

Department

8.4.3. Launch awareness

campaigns related

to early warning

through IEC material

and engaging

electronic and print

media

XXXX

8.4.6. Formulate community

level sub committees

for early warning

system

X X X X X

DDMU, I/NGOs,

PRCS, Planning

and Finance,

and Revenue

Department

88

89

Priority Area 8.5: Promotion of training, education and awareness in relation to disaster management

Rationale


Training, education and awareness are important non-structural component which can create significant changes in behavior of the disaster affected communities and among other stakeholders. Recent natural and human induced disasters highlight the importance of public awareness, and stress the need of enhancing capacities through awareness, training and education in disaster risk management. That is the reason that training, education and awareness dealt as separate component in HFA 2005-2015, NDMP 2012-2022 and National Disaster Risk Reduction Policy 2012.

Since 2005, many I/NGOs, UN organizations and CSOs are actively engaged in creating awareness through imparting trainings and education in disaster risk management to change the mindset of the people. However, still more need to be done to reach at each village and UCs that are prone to high risk and vulnerabilities.

¤ Capacity enhanced of the university faculty to DRR, climate change

and conflict management

¤ DRR subject has been introduced at various departments at Swat

University. Scientific research opportunities exists on DRR, Climate

change and Conflict Management for MSc/M.Phil./Ph.D. research

scholars.

¤ Proper Training Need Assessment has been carried out and training

need identified.

¤ Develop pool of volunteers and potential trainers for community

level trainings and awareness.th

¤ Celebrating the commemoration day on each of 8 October through

active involvement of the schools, CSOs and government department

¤ Media involvement are encouraged and trained on playing active

role, before during and after the disasters

¤ Specialized tailor made training courses have been arranged for

PWDs and marginalized communities with inclusive DRR approach

has been highlighted in the workshop

Priority Area 8.5:

Promotion of training,

education and awareness in

relation to disaster

management

Indicative

Budget 2015 20202016 2017 2018 2019

Potential partner

(Bold with lead

partner)

8.5.1. Develop Curricula

and induct disaster

management and

conflict

management

subjects in different

department at Swat

University

8.5.4. Training programme

for Government

officials on DRR

X

X

X

Swat University, DDMU, HEC, PDMA and NIDM


DDMU, Civil Defence, other line department, I/NGOs, PDMA and NIDM

8.5.5. Conduct TOTs on

PDMA (SOP)

standardized CBDRM

Manual and develop

pool of master

trainers/volunteers

X X X

I/NGOs, PRCS, DDMU, PDMA, NDMA and NIDM

8.5.2. Conduct an

International/Nation

al Conference on

Climate Change and

DRR in Swat

University

X


8.5.3. Scientific Research

topics on Climate

Change and DRR

XXXX

8.5.6. Celebrate Earthquake

safety day for five

consecutive years in thcommemoration of 8

Oct 2005 earthquake

X X X X X

I/NGOs, DDMU, PRCS, line department, PDMA and media

X

XX

90

Priority Area 8.5:

Promotion of training,

education and awareness in

relation to disaster

management

Indicative

Budget 2015 20202016 2017 2018 2019

Potential partner

(Bold with lead

partner)

8.5.7. Awareness

campaigns through

engaging print and

electronic media

8.5.10. Training and

awareness programme

on PWD focused DRR

X

X X

X

Press Information & Civil Defence department, Electronic and print media and DDMU

Education & Civil Defence department, I/NGOs, CSO, DDMU

Social welfare and Civil Defence department, I/NGOs, other local level NGOs and DDMU

TOTAL BUDGET

REQUIRED

8.5.8. Training and

awareness

programme on child

focused DRR

X X X X X

X X

Health department, I/NGOs, CSO, DDMU and respective health facilities

8.5.9. Training and

awareness

programme through

health practitioners

including

involvement of

community health

workers against

Dengue and other

epidemics

X

X

91

Priority Area 8.6:

Strengthen awareness

program on disaster risk

reduction at local level

Indicative

Budget 2015 20202016 2017 2018 2019

Potential partner

(Bold with lead

partner)

8.6.1. Implement CBDRM

intervention through

different I/NGOs

(including structural

and non-structural

interventions)

X

X X

I/NGOs, CSOs,

social welfare

department

and DDMU

PTDC, DDMU,

local hotel

association and

CSO, electronic

and print media

TOTAL BUDGET

REQUIRED

8.6.2. Conduct

simulation/drills in

upper urban

communities

(Madyan and Kalam

etc)

X X X X X

XXXX

92

Priority Area 8.6: Strengthen awareness program on disaster risk reduction at local level

Key target set for the priority area 8.6Rationale

contribute in risk responsive development planning with effective community preparedness could help reduce the human and material losses due to impending disasters.

¤ CBDRM pilot projects carried out with the The community engagement and participation in

support of I/NGOs and CSO segment of the risk reduction planning is critical and essential for

communitiessuccessful disaster risk management. Communities, ¤ Community are fully involved in the process being first responders to the disasters, have an

with focus on disaster resilient communitiesimportant role to play in reducing hazard risks, ¤ Different drills are organized by CSOs and effective preparedness planning and mounting

Tourism Department on safer evacuationrapid response in order to save lives and assets.¤ Safe evacuation routes and sites are identified

in case of any emergency The investments in building capacities of ¤ Inclusive DRR approach is adopted during communities in risk reduction planning and

drills/exercises on safer evacuation management came up as strategic area of ¤ Media is involved for wide dissemination and intervention. The training and capacity building of

publicity of the campaignlocal officials, communities, civil society could

Priority Area 8.7:

Infrastructure

development for

disaster risk reduction

Indicative

Budget 2015 20202016 2017 2018 2019

Potential partner

(Bold with lead

partner)

8.7.1. Develop 10 model disaster resilient villages in five selected UCs

X X

CSO, DDMU,

Local government

authorities

Civil Engineering Department of UET, C&W and Education Department, PDMA, and DDMU

TOTAL BUDGET

REQUIRED

8.7.2. Risk assessment and retrofitting of five selected schools in five UCs (Phase I)

X X X X X

XXX

X X

Civil Engineering Department of UET, C&W and Health Department, PDMA, and DDMU

8.7.3. Risk Assessment and retrofitting of five selected health facilities (Phase I)

XXX

Urban Planning Unit, TMA, DDMU, PDMA and line department

8.7.4. Develop landuse planning maps for Mingora/Saidu cities

XX

93

Priority Area 8.7: Infrastructure development for disaster risk reduction Key target set for the priority area 8.7

Rationale

¤ Structural interventions are in place with the

community involvement in ten model

villages.

¤ Non-structural interventions are introduced With vast experience of build back better after to raise resilience.the devastating earthquake during 2005, the

¤ Retrofitting and necessary structural ERRA model need to be adopted and replicated adjustment are carried out in five pilot phase for safer infrastructure development. Detail risk Union Councils, schools, hospitals and other assessment of existing and new infrastructure health facilities.will play important role. Risk Assessment will

highlight the preferred mode of construction, ¤ Internal and external risk assessment retrofitting of the schools and health facilities. conducted and dilapidated health and school Besides it can ensure to implement the DRR facilities are identified with proper survey.checklist approved in PC1 by the planning ¤ Detail landuse maps are available with TMAs commission of Pakistan. for future planning and management.

Priority Area 8.8:

Mainstreaming disaster

risk reduction into

development

Indicative

Budget 2015 20202016 2017 2018 2019

Potential partner

(Bold with lead

partner)

8.8.1. Conduct

trainings of the

government

department on

integrating DRR

into sectoral

annual

development

plans

X X

Planning and

Finance

Department,

DDMU and C&W

and PHE

Department

TOTAL BUDGET

REQUIRED

8.8.2. Adaptation of

DRR checklist

circulated by

Planning

Commission of

Pakistan and

ensure its

implementation

X

XXX

Planning and

Finance

Department,

DDMU and C&W

and PHE

Department

8.8.3. Implement a

small pilot

infrastructure

project in regard

to mainstreaming

DRR

XX

UET, PDMA,

DDMU, and C&W

Department

X

94

Priority Area 8.8: Mainstreaming disaster risk reduction into development

Rationale


disaster losses during recent decade, primarily due to the increasing vulnerability to natural and human induced hazard events of economic and social assets and the wellbeing and livelihoods of populations.

After the devastating earthquake disaster in 2005, there has been increasing recognition of the need to mainstreaming disaster risk reduction into

¤ Engineers and other technical teams is development planning– that is, to consider and orientated on how to integrate DRR into address risks emanating from natural and human development planning and implementationinduced hazards in the sectors and in the design of

¤ Utmost care for PWD while designing new individual projects.development plans. Engineers, Development

practitioners and planners are aware on In District Swat, the need for mainstreaming can be designing plans for PWDs and vulnerable felt mainly due to gradual upward rise in reported

Priority Area 8.9:

Establish emergency

response system at

district level

Indicative

Budget 2015 20202016 2017 2018 2019

Potential partner

(Bold with lead

partner)

8.9.1. Develop/Revise the

Contingency PlansX

Line

Department

and DDMU

Revenue

Department,

DDMU, C&W

Department

8.9.2. Establish warehouse

with proper risk

assessment at

Mingora and one at

upper Swat at

appropriate location

X X

XXX

INGOs,

UCDMC, Tehsil

DMC and

DDMU,

8.9.3. Stockpiling and

necessary equipment

supply to the DMCs

start with pilot case

of 05 Selected UCs

(Phase I)

XX

95

segments range of local capabilities to manage any disaster.

¤ Allocate funding for the pilot studies for

physical infrastructure

¤ Apply building codes as per PC1 and DRR ¤ Revise/update contingency plan by each checklist. Ensure new construction are seismic

department. The contingency plans are and climate resistant aligned with the DM plan of the District Swat as

well as departmental DM plan. Inclusive

approach applied in the contingency plan

¤ Utmost care to choose places accessible in all

climatic condition and warehouse construction

ensures proper building codes

¤ UCDMC are fully equipped with necessary life The purpose of the emergency response system is to enhance the district authorities and DDMU saving items to be used during any emergencies. capacities to manage local level disasters using a DM Communities are properly trained in comprehensive national response approach. To equipments utilized during emergenciesachieve this, the DDMU will incorporate all disaster ¤ DEOC are fully functionalize and have the management activities from preparedness to human resource capacity to work 24/7 during response. The DDMU should devise a framework emergenciesfor emergency response at different levels in the ¤ Training workshops are organized on Damage district; identifies the roles and responsibilities of and Needs Assessment. Conduct regular drills various stakeholders; and lays down coordination and exercises to fill format before disastersmechanism for activities with the UN, I/NGOs, civil ¤ Pool of emergency responders are available society, the news media, public and private sector, and are professionally trained at local leveland local philanthropists to bring together a full

Priority Area 8.9: Establish emergency response system at District Swat


Rationale

96

TOTAL BUDGET

REQUIRED

Priority Area 8.9:

Establish emergency

response system at

district level

Indicative

Budget 2015 20202016 2017 2018 2019

Potential partner

(Bold with lead

partner)

8.9.4. Establish and equip

DEOC at district level XDDMU, DCO

and PDMA

DDMU,

Revenue, other

line

department

and PDMA

8.9.5. Conduct training for

sector specific

government officers

on DANA and

conduct exercises

and drills

X

XX

Civil Defence,

PRCS, CSO and

DDMU

8.9.6. Developing pool of

emergency

responders/volunteer

s at UC/Village level

XX X X X X

DDMU, DCO,

CSO,

Commerce and

Industry

8.9.7.Develop linkages with

private sector for

public private

partnership for DRR

related activities

XX X X X X

97

Priority Area 8.5: Promotion of training , education and awareness in

relation to disaster management

Priority Area 8.6: Strengthen awareness program on disaster risk

reduction at local level

Priority Area 8.7: Infrastructure development for disaster risk

reduction

Priority Area 8.8: Mainstreaming disaster risk reduction into

development

Priority Area 8.9: Establish national emergency response system

TOTAL REQUIRED BUDGET

8.10.Summary of Budget required implementing the DDMP in the District….Indicative budget will be finalized in the stakeholder workshop scheduled during November

Key Component Required Indicative Budget

in USD

Priority Area 8.1: Established the institutional and legal system for

disaster management

Priority Area 8.2: Prepare disaster management plans at various levels

Priority Area 8.3: Conduct multi -hazard, vulnerability and risk

assessment

Priority Area 8.4: Establish multi-hazard early warning and evacuation

systems

8.11. Revision of the DDMP

There will be a review committee to review the Disaster Management Plan every year and can

suggest changes as per requirement. Review plan can be as follows;

Review year Review of the DDMP through workshop/internal committee

July 2016 Annual review and updation of the DDMP



May 2020 Final review and way forward for next five years

Section Four

List of Annexure

102

Annexure I: Glimpses from the inception meetings

Meeting with Civil Defence Department

Meeting with Public Health Engineering Department

Meeting with Planning and Finance Department

Meeting with Deputy Commissioner Swat

103

Annexure II: Participant list of the consultation workshop

S. # Name Designation Organization/Department

Contact Number

Email Address

Government Representatives

1 Shah Nasir

Khan

Head DRM /CCA

Strategic Unit

PDMA Khyber

Pakhtunkhwa

091-9212167 [email protected]

2 Ashfaq Khan AC Tehsil

Babuzai and

DDMO Swat

Administration 0300-9040564 [email protected]

3 Dr. Inam

Ullah Khan

Coordinator

Public Health

Health Department 0946-9240139 [email protected]

4 Shamim

Akhtar

District

Education Officer

(F) Swat

Education

Department


5 Fazal Khaliq ADO Elementary

Schools

Elementary and

Secondary

Education


6 Bakhtyar Sub Division

Officer

Irrigation

Department


7 Fazal Rabbi Tehsil Municipal

Committee

(TMC) Mingora

Swat

TMA Swat Mingora 0333-7185169 [email protected]

8 Muqarrab

Khan

District Officer

Infrastructure

Services

Local Government

Election &RDD

Khyber

Pakhtunkhwa

0333-8336655

9 Iqbal Rawan Sub Engineer Irrigation

Department

[email protected]

10 Habib Ullah Sub Engineer C&W Department [email protected]

11 Syed Shujat

Ali

Assistance

Professor

University of Swat [email protected]

12 Muhammad

Tariq

Deputy Director

P&D

University of Swat [email protected]

13 Hamid Khan District Officer Social Welfare

Swat

[email protected]

14 Muhammad

llyas

Instructor

(Grade-III)

Civil Defense Swat [email protected]

15 Gohar Khan Child Protection

Officer

Children Protection

Unit Social Welfare

Department Swat

[email protected]

16 Bakht Ali Senior Observer Pakistan

Meteorological

Department

[email protected]

17 Jawad Ali

Khan

District Officer

(CBHFA)

Pakistan Red

Crescent Society

[email protected]

18 Zakir Ali Progress Officer LG & RDD Swat 0946-9240235

19 Akbar Ali Planning Officer Finance and

Planning

Department Swat

0946-9240096

20 Abdul

Mabood

Office Incharge Pakistan

Meteorological

Department

0344-9281662

21 Adnan Saeed Field Manager Pakistan

Meteorological

Department


22 Muhammad

Abrar

Inspector

Fisheries

Fisheries

Department Swat

0946-9240255

I/NGOs Representative

23 Yousaf Khan President Pakistan Special

Person

Development

Organization


24 Nazish

Durriaman

Programe Officer

DRR

Malteser

International


25 Parveen Vice President Pakistan Special

Person

Development

Organization

0345-9517083

26 Abubakar

Saddique

Project Manager HUJRA VSO 0315-9488678 [email protected]

27 Shakeel

Ahmad

Program

Coordinator

CARVAN 0946-712448 [email protected]

28 Salma Saeed Inclusion Officer Malteser

International


29 Fozia

Ihsanullah

Field officer DRR Malteser

International


30 Moammal

Jalal

Deputy Project

Manager

Hashoo Foundation 0346-9123463 [email protected]

31 Maria

Dawood

Project Manager Malteser

International


32 Sajad Ahmad Project

Coordinator

LASOONA [email protected]

33 Faisal Hattar Consultant DRR 0300-5715450 [email protected]

34 Anwar Ali National

Construction

Engineer

Malteser

International

0300-8559221 anwarali@maltezer -

international.org

35 Shahzad Ali Site Engineer ADMC 0306-68044188 [email protected]

S. # Name Designation Organization/Department

Contact Number

Email Address

104

105

Annexure III: Glimpses from the consultation workshop

Relax Cottage Guest House Royal Colony Saidu Sharif, Swat KP on 27 Oct, 2014

S.No Name Designation Organization CNIC Contact #

1 M. Abrar Manager M&E Hujra 15602 -0280537 -7 0315 -8552302

2 Yousaf Khan President PSPDO 15601 -1027577 -9 0346 -5317395

3 Naeem Sultan President DPO Omung 61101 -1337469 -1 0336 -5009969

4 Sanaullah General Secretry DPO Salute 15601 -5548526 -5 0347 -9064475

5 M. Uzair Ali DEO Education 16201 -0686626 -5 0345 -9319364

6 Shakeel Ahmed Program

Coordinator

CAARVAN 15402 -9446254 -3 0345 -9362455

7 bahar Ahmad Coordinator SRSP 15201 -56166035 -5 0344 -9707184

8 Khurshid Iqbal

DPM

ADMC 0314 -9705259 15602 -9749435 -1 0314 -9705259

9 Faisal Khan Finance Officer IDEA 15602 -4926466 -5 0344 -9664324

10 M.Ali Logistics IDEA 15602 -7964443 -7 0312 -5569080

106

Annexure IV: Participant list of the I/NGOs and CSOs consultation meeting

107

Annexure V: Glimpses from I/NGOs and CSOs consultation meeting

108

Annexure VI: Participant list of the validation workshop with Government & I/NGOs Sector

Relax Cottage Guest House Royal Colony Saidu Sharif, Swat KP on 28 Oct, 2014

S.No Name Designation Organization CNIC Contact #

1 Dr. Sayed Tamiz

Uddin Gillani

Assisstant

Professor

University of Swat 15402-71684405 0345-0656861

2 Juma Khan DO Finance & planning 15602-1424419-3 0301-8040567

3 Akbar Ali Po Finance & planning 15602-8715316-7 0344-9603294

4 Iftekhar Uddin data base

Officer

ADMC 15602-1912243-1 0333-9491881

5 Shamim Akhtar DEO Female Education 17301-2694789-0 0333-9494129

6 Zakir Sub Engineer District Council 0346-9440504

7 Imran Khan Sun Irrigation

Department

15602-8813216-5 0341-9250407

8 Aftab Ahmad PRO University of Swat 15402-7692427-5 0313-9856888

9 Mohammad

Nazir

District Officer Soil Conservation 15501-7759910-9 0333-9474130

10 Mohammad

Adnan

Sub Engineer PHED 17101-5126306-7 0341-5454540

11 Bakht Ali Sr.Observer pak Met 171101-0378235-5 0333-9112029

12 Ihsanullah Khan M&E

Coordinator

Lasoona 15602-0261260-5 0344-9658965

13 Sajjad Ahmad Project

Coordinator

Lasoona 15501-2272183-1 0300-5857979

14 Ihsan Qadir PO DRR IDEA 15201-5535967-9 0333-9367668

15 Muhammd

Hussain

Master Trainer Civil Defense 15602-3527002-5 0334-9312558

16 Ali Rehman Steno Social Welfare 15602-0932448-1 0313-9432492

17 Abdus Sttar CDO Civil Defense 12103-1499020-3 0344-9399362

18 Muahammad

Sadiq

Agri.Extension

worker

Agriculture 15602-0465033-3 0301-8537845

19 Rafiullah DSP Police 0345-9407473

20 Eng. Zafar Ali SDO C&W 15307-0541568-9 0946-9240117

21 Shahzad ali Site Engineer ADMC 15602-0333798-9 0334-9314303

22 Sardar Khan SRI 15602-6821727-9 0301-3044757

23 Abbas Ali BS.

Environment

Student

University of Swat 0336-9455133

24 Hamidullah Jan Add. Asstt. Commisioner

Swat 0333-9882287

109

Annexure VII: Glimpses from the validation workshop

110

Annexure VIII: Selected basic definition useful in the 1

District Disaster Management Plan

1. http://www.unisdr.org/we/inform/terminology

Source: United Nations International Strategy for Disaster Reduction (UNISDR) Terminology. 2009.

Terms Definition

Building codes

Capacity

Climate change

Contingency

planning

Disaster

Disaster risk

management

Disaster risk

management plan

Disaster risk

Disaster

A set of ordinances or regulations and associated standards intended to control

aspects of the design, construction, materials, alteration and occupancy of

structures that are necessary to ensure human safety and welfare, including

resistance to collapse and damage.

The combination of all the strengths, attributes and resources available within a

community, society or organization that can be used to achieve agreed goals.

The United Nations Framework Convention on Climate Change (UNFCCC) defines

climate change as “a change of climate which is attributed directly or indirectly to

human activity that alters the composition of the global atmosphere and which is in

addition to natural climate variability observed over comparable time periods”.

A management process that analyses specific potential events or emerging

situations that might threaten society or the environment and establishes

arrangements in advance to enable timely, effective and appropriate responses to

such events and situations.

A serious disruption of the functioning of a community or a society involving

widespread human, material, economic or environmental losses and impacts, which

exceeds the ability of the affected community or society to cope using its own

resources.

The systematic process of using administrative directives, organizations, and

operational skills and capacities to implement strategies, policies and improved

coping capacities in order to lessen the adverse impacts of hazards and the

possibility of disaster.

A document prepared by an authority, sector, organization or enterprise that sets

out goals and specific objectives for reducing disaster risks together with related

actions to accomplish these objectives

The potential disaster losses, in lives, health status, livelihoods, assets and services,

which could occur to a particular community or a society over some specified future

time period.

A serious disruption of the functioning of a community or a society involving

widespread human, material, economic or environmental losses and impacts, which

exceeds the ability of the affected community or society to cope using its own

111

Terms Definition

Emergency

management

Emergency

services

Exposure

Hazard

Land-use

planning

Mitigation

Preparedness

Prevention

Recovery

Response

Retrofitting Reinforcement or upgrading of existing structures to become more resistant

and resilient to the damaging effects of hazards.

Early warning

system

The set of capacities needed to generate and disseminate timely and meaningful

warning information to enable individuals, communities and organizations

threatened by a hazard to prepare and to act appropriately and in sufficient time

to reduce the possibility of harm or loss.

The organization and management of resources and responsibilities for

addressing all aspects of emergencies, in particular preparedness, response and

initial recovery steps.

The set of specialized agencies that have specific responsibilities and objectives

in serving and protecting people and property in emergency situations.

People, property, systems, or other elements present in hazard zones that are

thereby subject to potential losses.

A dangerous phenomenon, substance, human activity or condition that may

cause loss of life, injury or other health impacts, property damage, loss of

livelihoods and services, social and economic disruption, or environmental

damage.

The process undertaken by public authorities to identify, evaluate and decide on

different options for the use of land, including consideration of long term

economic, social and environmental objectives and the implications for different

communities and interest groups, and the subsequent formulation and

promulgation of plans that describe the permitted or acceptable uses.

The lessening or limitation of the adverse impacts of hazards and related

disasters.

The knowledge and capacities developed by governments, professional response

and recovery organizations, communities and individuals to effectively anticipate,

respond to, and recover from, the impacts of likely, imminent or current hazard

events or conditions.

The outright avoidance of adverse impacts of hazards and related disasters.

The restoration, and improvement where appropriate, of facilities, livelihoods

and living conditions of disaster-affected communities, including efforts to reduce

disaster risk factors.

The provision of emergency services and public assistance during or immediately

after a disaster in order to save lives, reduces health impacts, ensure public safety

and meet the basic subsistence needs of the people affected.

Terms Definition

Risk assessment

Risk management The systematic approach and practice of managing uncertainty to minimize

potential harm and loss.

Risk transfer

Risk The combinationof the probability of an event and its negative consequences .

Structural and

non-structural

measures

Vulnerability The characteristics and circumstances of a community, system or asset that make

itsusceptible to the damaging effects of a hazard.

A methodology to determine the nature and extent of risk by analysing potential

hazards and evaluating existing conditions of vulnerability that together could

potentially harm exposed people, property, services, livelihoods and the

environment on which they depend.

The process of formally or informally shifting the financial consequences of

particular risks from one party to another whereby a household, community,

enterprise or state authority will obtain resources from the other party after a

disaster occurs, in exchange for ongoing or compensatory social or financial

benefits provided to that other party.

Structural measures: Any physical construction to reduce or avoid possible

impacts of hazards, or application of engineering techniques to achieve hazard

resistance and resilience in structures or systems.

112

Provincial Disaster Management Authority (PDMA)

Civil Secretariat, Peshawar, Khyber PaktunkhwaPhone: + 92-91-9213867 Fax: +92-91-9214025

URL: www.pdma.gov.pk

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