Environmental Planning and Disaster Risk Management Scoping … · Environmental Planning and...

Environmental Planning and Disaster Risk Management Scoping and Strategy for 2008 - 2010

Human Resource Development Programme on Environment - MoEF - InWEnt - GTZ (ASEM) 2006 – 2007



Contents 1 Requirements and Needs of Capacity Building in Disaster Risk Management..3 2 Strategic Consequences for the Up-scaling of the Thematic Area ‘Industrial

Disaster Risk Management’ ...............................................................................6

2.1 The Process of Implementing the iDRM Capacity Building Programme.......8 2.2 The Objectives of the iDRM Capacity Building Programme............................9 2.3 The Outcomes of the iDRM Capacity Building Programme.............................9 2.4 Comments on the Costs of the iDRM Capacity Building Programme..........10

3 The short Profiles of DMI, InWEnt and ASEM..................................................11

Disaster Management Institute Housing & Environment Department Government of MP Paryavaran Parisar, E-5, Arera Colony, PB No. 563 Bhopal-462016, Madhya Pradesh India

InWEnt Capacity Building International Germany Division Environment, Energy and Water Lützowufer 6 - 9 10785 Berlin Germany

GTZ ASEM Indo-German Environment Programme A-33 Gulmohar Park New Delhi 110049 India

The Strategy Paper was prepared with inputs from Mr. N. Raghu Babu (gtz) Dr. Rakesh Dubey (DMI) and F. Bemmerlein-Lux (InWEnt), IFANOS concept&planning Vordere Cramergasse 11, D-90478 Nuremberg [email protected] +49 (0)911 486 487 14/18


Human Resource Development Programme on Environment - MoEF - InWEnt - GTZ (ASEM)

1 Requirements and Needs of Capacity Building in Disaster Risk Management

All above rules and regulations are being administered and monitored by various state and central regulatory agencies for occupational safety and accident prevention and mitigation. These agencies are enforcing rules on the transportation of chemicals and in the “Major Acci-dent Hazards – MAH” industries in more than 1700 MAH industries located in the major states. Broad observations about the deficits here are:

• Technical knowledge and skill is weak in occupational safety and disaster risk preven-tion and reduction measures

• Lack of needs driven/customer tailored training of all target groups • Preparation and evaluation of on-site and off-site disaster management plans is weak • The important spatial dimension in all approaches to risk assessment, risk prepared-

ness, risk management and risk prevention is lacking or weak • Lack of or inadequate emergency plans that can only be made effective if they are

based on a Hazard Identification and Risk Assessment (HIRA) • There is an absence of effective response mechanisms • The absence of manuals for disaster risk management processes and their implemen-

tation • Old industrial estates were not planned to take care of chemical emergency mitigation • New industrial estates are not taking care of chemical emergency management.

Spatial components need to be addressed in detail in all types of the Emergency Plan. The inclusion of a spatial dimension will help with the proper identification of hazardous and risky zones and should be available in all layouts or maps. Information on “Hazard Identification and Risk Assessment” in spatial form supports civil authorities in the identification of areas for escape routes and assembling points as well as the identification of safe sites for the de-velopment of suitable infrastructure for first responders viz police, hospitals and fire fighters including their shelter places. In the absence of spatial analysis of industrial sites and with the lack of public-private-people (3P) participation, the present situation can be summarised as follows:

The district administration has little knowledge of hazardous chemicals, processes and operations.

The district administration, regulatory agencies and community in the vicinity have almost no idea of release scenarios, consequences in terms of heat radiation, overpressure and intoxication. This will lead to uncertainties concerning which rescue action is appropriate to take in case of an emergency.

Regulatory authorities are unable to take appropriate decisions for industrial development from the disaster risk reduction angle.

In the absence of risk zones, it is not possible to develop housing, recreation, education, and social-cultural places in safe zones.

Response agencies are in a dilemma as to how to respond effectively in a post disaster scenario.



No or unsuitable guidelines exist for industries to evaluate their own risk management programmes.

Additionally, the tools for quality assurance are missing in the present system and there-fore uniformity is missing in On-site Emergency Management Plans as well as in Off-site Emergency Management Plans for similar types of industries at state and even at district level. The reasons for the deficits outlined lie in a number of barriers to the use of efficient approaches to risk assessment. Among the major issues currently evident are:

Lack of capacity and skills of experienced practitioners in all the target organisations (industry, industrial estates/parks and administration)

No consensus on modelling the frequency of hazardous events Weak or lack of estimates of consequences Inadequate and deficient failure rate data bases Weak enforcement of existing regulations Inadequate experience in the use of Quantitative Risk Assessment (QRA) for decision-

taking within the communication of companies Major deficits in communication paths, communication security and precision both within

companies and externally to regulators and to the public. There is a need to provide guidance to single industries, to industrial estates/parks and to regulatory as well as local civil administration on the following issues: Qualified and standardised planning

Develop on-site and off-site disaster management plans with a strong spatial component Professional implementation of the plans including the follow up on the implementation of

these plans, with appropriate training of all stakeholders and the use of exercises (like mock drills) to test and improve the plans

Provide a basis for effectively incorporating environmental aspects into the physical (land use) planning process

Incorporation of disaster management issues into Environmental Impact Assessments Implementation and enforcement

Efficient and adequate enforcement Help the key decision making process become simpler, faster, more realistic, transparent

and reliable Provide a ready-reckoner for vulnerable contours Help in finding out the best routes for escape Help in finding out the alternatives for infrastructure facilities such as roads, water supply,

electricity, hospital etc. Provide an idea of worst-case and alternate scenarios arising due to a disaster Provide guidelines on how decide on a rehabilitation site



Ensure that an industry with high-risk potential in a high-risk area will have to adopt high standards for safety and also caution regulatory authorities to be more vigilant

Provide guidelines for e.g., making policy, ranking risks, prioritising action and weighing options.

Awareness raising and capacity development

Help increase public awareness in the vicinity Tailor made programmes for different stakeholders that include increasing awareness and

knowledge about dangers, assessment, prevention, management and communication/information management, planning, response and mitigation in all fields of industrial/chemical disasters.



2 Strategic Consequences for the Up-scaling of the Thematic Area ‘Industrial Disaster Risk Management’

The HRD activities of ASEM under the 2007/08 Operation plan related to iDRM were closely connected to the project ‘Eco-Industrial Estate/Parks in Andhra Pradesh’ in cooperation with APIIC and other courses for regulatory agencies, administration and MAH units (from public and private sectors)1. Under the ASEM thrust area “Sustainable Industrial Development” and in continuation of these previous activities, future involvement should be structured as a pilot Capacity Building Programme for the administrative bodies involved (regulatory and local authori-ties) and the management of a selection of (Eco-) Industrial Estates and single Major Acci-dent Hazard Industries (MAH industries). The programme has the following components:

□ Human Resource Development □ Organisational development □ Networking between and information flow among stakeholders □ Practical testing: experience gathering through mock drills and their follow up.

The implementation of the programmes with the pilot MAH industries and the pilot industrial estates will be summarised and condensed to provide suggestions for standards and best practice. Train the Trainers and networking components will ensure the dissemination of competencies. The activities will contribute substantially to the further development of poli-cies and should lead to a formalisation of the capacity building process that can be adopted and multiplied. Figure 2-1 below shows the process from the target organisations (management and admini-stration) via the implementation of capacity building programmes to best practice and the final policy making and dissemination.

1 Course Titles:

□ Training on Environmental Planning and Disaster Management

□ Application of Spatial Planning in On-site and Off-site Emergency Management Plans

□ Integration of Environment Planning with Chemical Disaster Risk Reduction and Preparedness

□ Quantitative and Qualitative Risk Assessment

□ Risk Assessment and Risk Reduction in Transportation of Hazardous Chemicals



Figure 2-1 Ideal Combination of HRD Activities for an iDRM Capacity Building Programme

Plans for iDRM are necessary, but not sufficient as a first step. The implementation of plans is the crucial challenge, and depends on

□ The awareness of risks and the necessity for risk prevention among all stakeholders □ The understanding and qualifications of key persons □ The cooperation of the stakeholders in planning, communication and implementation □ The necessary investments and their proper application □ The ability to write and follow up ToRs for the necessary infrastructure and provisions

for prevention and response □ The enforcement of rules and support to follow the rules □ Testing of the Disaster Management Plans (Mock Drills) and drawing conclusions from

the weaknesses thus identified □ The installation and functioning of Incident Command Systems.

Regulatory Bodies District/State Authorities First responders Local bodies Etc. (see list of target organisations below)

Standards, Best practice

networks

Capacity Building and Devel-opment

Pilot Estate 1

Pilot Estate 3

Pilot Estate 2

Standards, Best practice

networks

Pilot Industry 1

Pilot Industry 3

Pilot Industry 2

Policy formulation, Standardisation

Institutionalisation and Multiplication

Park Management

Industrial Estates/Parks

Administration O

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Hum

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Moc

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rills

Plant Management

MAH Industries

Administration

Org

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Hum

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Training providers: DMI and others

NDMA & MoEF



In view of these links between planning and efficient implementation, human resource de-velopment has a crucial function. A process for the planned HRDP is therefore formulated in the next section.

2.1 The Process of Implementing the iDRM Capacity Building Programme

The process describes the different steps necessary to implement the HRD Programme, in sequential order:

Programme planning and formalisation in an HRDP operation plan for industrial

Disaster Risk Management

Development of tailor made capacity building programmes

Training of different target groups (regulatory bodies, district and state authorities, man-agement groups of industries and industrial estates and local bodies)

Guiding of the implementation of on-site and off-side disaster management plans and their enforcement

Practical tests with mock drills and the standardisation of mock drill approaches including all follow up activities and learning consequences

Networking and dissemination through a learning management platform

Organisation of policy development workshops with the objective of institution-alising and formalising the results of the iDRM HRDP project

In the other chapters, some of the steps in the process are elaborated and criteria as well as background material are supplied and discussed.



2.2 The Objectives of the iDRM Capacity Building Programme

The programme of DMI/InWEnt under ASEM will contribute alongside Human Resource De-velopment to the integration of risk management and land use planning in peri-urban areas to help optimise resource use and minimise environmental risks for the local populace. In particular, the programme will:

• help in refining chemical disaster guidelines for the benefit of all stakeholders • help in improving response mechanism • improve networking between stakeholders • improve the interfaces between the fields of environmental planning, environmental

management, city planning and integrated risk management • focus on improving a modern, demand-driven range of offers in consulting and train-

ing for the nodal training institutions in Disaster Management • support DMI in its efforts to strengthen capacity building measures for local training

personnel, state agencies, business organisations and civil society • prepare and provide ‘train the trainers’ programmes in iDRM.

A Management Platform of Human Resource Development for industrial Disaster Risk Man-agement Platform will be one of the core actions. The application of other information tech-nology for the documentation of past accidents and their analysis for rectification purposes will also be included. Organising mock drills will test preparedness. As a result of these training and capacity building activities, an upgrading of overall prepar-edness and response will be translated to better community protection and ultimately lead to a better enforcement of existing rules and regulations.

2.3 The Outcomes of the iDRM Capacity Building Programme

The following outcomes can be identified: 1. Human Resource Development Programmes for different target organisations/groups

consisting of tailor made course sequences 2. Upgraded training institutions with replicable tools for training management and follow

up including impact assessment of capacity building measures 3. Organisational Development of pilot industries and industrial estates on the basis of the

HRD programmes with best practice on and offsite plans, communication networks, de-fined procedures for emergency prevention an response, Emergency Response Installa-tions

4. Input for policy formulation with development workshops for public and private stake-holders

5. Multiplication of capacity building through developed standards in a network of stake-holders and best practice examples in established networks.

The outcomes will be specified in more detail in the HRD operation plan after the first plan-ning workshop.



2.4 Comments on the Costs of the iDRM Capacity Building Programme

The formulation of all site plans, and other consultancy based activities as well as mock drills, are not part of the programmes budget. Capacity Development activities like training courses for private enterprises will be on a self paying basis. All activities of the management of the HRDP, the further evolution and development of stan-dardised procedures for Capacity Development, national workshops for dissemination and de-velopment are part of the budget provision by InWEnt and GTZ. Details will be provided during the yearly operation planning exercises.

□ InWEnt: the development and management of the HRDP programme including the HRDP management and networking platform (including: process development for stan-dardisation of: training, mock drills, on-site and off-site emergency plans, management platform etc.)

□ GTZ-ASEM: Training courses and workshops for organisational development and facilita-tion

□ On-site plans are at the cost of MAH industries □ Off-site plans are at the cost of state government/central government or industrial asso-

ciations/estates at the initiation of the District collector. □ Mock drills are at the cost of NDMA – part of the fund is for the District administration

and part for DMI. An expansion of the HRDP in iDRM is possible if new partners can be gained. Discussions will start with the UNEP in the first months of the programme.



3 The short Profiles of DMI, InWEnt and ASEM

The Disaster Management Institute, Bhopal – an autonomous Institute under the State of Madhya Pradesh Govt – is the only institute in the country working on chemical/industrial disaster management at national level. Major clients are: MOEF, CPCB, SPCBs, Chief Inspectorate of Factories (CIFs), Con-troller of Explosives (CE), District Administration (DA), District transport officers (DTOs), State Industrial Development Corporations (SIDC), Major Accident Hazard (MAH) Industries.

The National Disaster Management Authority (NDMA), the apex authority of the country, working under the chair-manship of the Prime Minister, has selected the DMI as one of the core members in drafting the guidelines for “Chemical Disaster Management”. The Planning Commission, Govt. of India selected the DMI as one of the members of a “Working Group on Disaster Management” for the 2007-2012 five-year plan. The DMI delivered consultancy and organised training and awareness programmes on the following subjects at the

request of the industry, administration and regulator: □ Development of the Disaster Management Plan (covering components of on-site and off-site emergency

management plans) □ Evaluation of the Disaster Management Plan (covering components of on-site and off-site emergency man-

agement plans) □ Hazard identification and risk assessment (HIRA) in process industries, isolated storage, transportation □ Safety audits & reports □ Organisation and facilitation of mock drills □ Risk analysis and assessment □ Accident investigation and root cause analysis □ Risk assessment by using HAZOP, FEMA, FTA, ETA, etc. techniques □ Application of spatial concepts in hazard identification and risk assessment □ Community awareness programme □ Detailing of risk assessment in EIA Studies.

The Institute has been identified as one of the Environmental Training Units by the Central Pollution Control Board, Delhi and the MoEF, GoI under their Human Resource Development Project. With their support, for the last seven years the Institute has been organizing the training programme on the subjects of Environmental Planning and In-dustrial Disaster Management.

Examples of organized training programmes • On HAZOP for the senior officers of ONGC with work orders to carry out HAZOP study for their Ank-

eshwar, Rajamundary Assets. Cachar, Assam area’s GGS. • On Accident Investigation and Root Cause Analysis, for the officers of HPCL with work order for the

preparation of GIS based Disaster Management Plan for HPCL Mumbai Refinery, Mumbai. • On Chemical Accidents: Emergency Planning, Response & Management for the 26 members of Dis-

trict Crisis Group for district Gautambudh Nagar and preparation the Off-site Emergency Management Plan for the MAH Industries of Greater Noida Industrial Area and the full-scale Emergency Response Drill in Greater Noida Industrial Area.



InWEnt – Qualified to Shape the Future InWEnt – Capacity Building International, Germany, is a non-profit organisation with worldwide operations dedicated to human resource development, advanced training, and dia-logue. Our capacity building programmes are directed at ex-perts and executives from politics, administration, the busi-ness community, and civil society.

Our Programmes 60 percent of all our programmes are implemented at the request of the Federal Ministry for Economic Cooperation and Development (BMZ). In addition, we conduct programmes for other German federal ministries and international organisations. We are also working in cooperation with the German business sector in public private partnership projects that can be designed to incorporate economic, social, and environmental goals. The programmes for people from developing, transition and industrialised countries are tailored to meet the specific needs of our partners. We offer practice-oriented advanced education and training, dialogue sessions, and e-Learning courses. After the training programmes, our participants continue their dialogue with each other and with InWEnt via active alumni networks. By offering exchange programmes and arranging scholarship programmes, InWEnt also provides young people from Germany with the opportunity to gain professional experience abroad. Our Offices InWEnt gGmbH is headquartered in Bonn. In addition, InWEnt maintains fifteen Regional Centres throughout the German Länder, providing convenient points of contact for all regions. Our foreign opera-tions in Delhi, Beijing, Cairo, Hanoi, Kiev, Lima, Managua, Manila, Moscow, New Delhi, Pretoria, São Paulo, and Tanzania are usually affiliated with other organisations of German Development Cooperation. InWEnt - Internationale Weiterbildung und Entwicklung gGmbH Capacity Building International, Germany Main office Friedrich-Ebert-Allee 40 53113 Bonn Phone +49 228 4460-0 Fax +49 228 4460-1766 www.inwent.org



ASEM - Advisory Service in Environmental Management - is a joint pro-gramme of the Indian Ministry of Environment and Forests (MoEF), Gov-ernment of India and the German Agency for Technical Cooperation (GTZ) on behalf of the Federal Ministry for Economic Cooperation and Develop-ment, Germany, focusing on urban and industrial environmental manage-ment in India. With its flexible programme structure ASEM provides advice on environ-

mental policy and resource management. Its strategic objective is to support the transition from a reactive process that tries to avert acute environmental danger and damage to one based on a preventive ap-proach. In this context, it is guided by the concept of ecological structural change and efforts to break the link between growth and resource consumption.

Find more information on our internet sites:

www.asemindia.com The site helps gain insights about projects and activities of ASEM - a joint programme of the German Technical Co-operation (GTZ and InWEnt) and the Ministry of Environment and Forests (MoEF), Government of India. The initiatives are aimed at environmental improvement and sustainable development.

www.hrdp-net.in The Web platform of the HRD Programme changed its appearance and now has more functions. HRDP as a cross cutting thrust area of the Indo-German Environment Programme (ASEM-Advisory Service in Environmental Manage-ment) compiles and streamlines all training and workshop components of ASEM projects. ASEM-HRDP emerges through cooperation between the Ministry of Environment and Forests - Government of India; the German GTZ and InWEnt - Capacity Building International.

www.e-waste.in This is an on-line guide on management of e-waste, developed under the aegis of the Indo-German-Swiss partner-ship for e-waste management. The guide is designed to serve as a definitive information resource on issues, prob-lems and opportunities centred on e-waste, with a special emphasis on the scenario prevalent in India. The website gives information on various projects on e-waste in progress for reduction of e-Waste, related policies and workshops.

www.relive.in RELIVE is an acronym for the initiative “Upgrade Environmental Infrastructure by Restoring Livelihoods”; funded by the Asia Pro Eco Post Tsunami Programme of the European Commission. The initiative is in progress in 14 tsunami-affected communities in two South Indian states; viz., Andhra Pradesh and Tamil Nadu. The project website presents more information about the project, including stakeholders, partners and resources in the Tsunami affected areas.

www.ecocities-india.org The EcoCity Project is about a paradigm shift by which urban local bodies partner in environmental improvement. It aims at bringing substantial changes in perceptions about environmental management in urban areas integrating socio, economic and environmental considerations. The website shows what goes into the making of websites. Please take a look at the project cities and their improving appearance.

http://www.hawa-project.org/ The Govt. of Karnataka is implementing a Hazardous Waste Management System to address problems related to the disposal of hazardous waste. The HAWA project as it is called follows the Indian Hazardous Waste (Management and Handling) Rules (1989, latest Amendment May 2003). This is a project of the Indo-German Environment Programme and is based in Bangalore.

http://www.ewa.co.in EWA – The E-Waste Agency – aims at finding a sustainable and eco-friendly solution to the problem of electronic waste. It is an independent organization established by large scale industries, industrial associations, government bodies and NGOs. Please take a look at the website to know more about this Indo-German-Swiss Initiative. The website has sections relating to activities, guidelines, files, newsletter, etc. The website is very useful for stake-holders to updates themselves on the progress of the project.

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