Recovery Principles and Guidelines€¦ · Disaster recovery is part of an emergency management,...

Acknowledgement

Earthquake Risk Reduction and Recovery Preparedness Programme for Nepal (ERRRP Project) with the financial support of Government of Japan and UNDP- Nepal is assigned in carrying out various activities related to Earthquake safety and recovery preparedness in five identified municipalities located in 5 different development region of Nepal. This program has helped to strengthen the institutional and community level capacity to plan and implement earthquake risk reduction and disaster recovery preparedness in the country through capacity building, public education and awareness, retrofitting demonstration and preparation of study reports on building safety against seismic risk.

Disaster recovery is part of an emergency management, which includes the broader components of prevention, preparedness and response. Disaster recovery includes physical, environmental and economic elements, as well as psychosocial wellbeing.

Successful recovery should be based on an understanding of the community context. It should be responsive and flexible, engaging effective communication with affected communities and other stakeholders. A recovery should acknowledge the complex and dynamic nature of emergencies and hence requires a planned, coordinated and adaptive approach based on continued assessment of impacts and needs.

Successive natural disasters are pushing many countries into a downward spiral, where losses outweigh limited development gains and the disaster risk continues to accumulate. In this context, the importance of these guidelines becomes quite obvious. I appreciate and acknowledge the efforts of the project officials and professionals' team in preparing these guidelines. I encourage the users of this manual for providing creative comments and suggestions to further improve the content and context to make this book more user-friendly.

Purna Kadariya Secretary, Ministry of Physical Panning and Works

ii

Preface

The number of people affected by disasters is ever increasing. Disasters disrupt economical, political and social systems and are one of the reasons of attrition of development gains in many countries.

Response to disasters in Nepal is still dominated by humanitarian assistance and emergency management. Emergency relief does not address the primary causes of disaster. In some incidences response may even worsen the vulnerability.

Recent past experiences of Koshi and western Nepal floods established the fact that support to recovery by government organisations, international agencies, NGO’s and others is often done through isolated and uncoordinated interventions, leading to a duplication of efforts in some areas and huge gaps in others. It clearly indicates the need to formulate a comprehensive contingency plan and requires the establishment of a competent authority to function during the recovery in a well coordinated manner. This book has come to light in right time and I hope it will be useful to all the stakeholders involved in disaster recovery and management to a large extent in mainstreaming disaster risk reduction in the recovery/development process.

Ashok Nath Uprety Director General

Department of Urban Development and Building Construction

iii

Foreword

Nepal is a country that stands at 11th rank in the world with respect to vulnerability to earthquake hazards. In this context UNDP/BCPR (Bureau of Crisis Prevention and Recovery) with the support of Government of Japan initiated an Earthquake Risk Reduction and Recovery Preparedness (ERRRP) program in five high risk South Asian countries: Nepal, Bhutan, Bangladesh, India and Pakistan. ERRRP Project is being implemented by the Ministry of Physical Planning and Works (MPPW) in close coordination with other line ministries and Programme Municipalities. ERRRP project is engaged in carrying out various activities related to Earthquake safe constructions, Earthquake preparedness and recovery planning in five municipalities of Nepal located in different development regions. They are Biratnagar, Hetauda, Pokhara, Birendranagar and Dhangadhi.

Recovery is basically about shifting focus from saving lives to restoring livelihoods, preventing recurrence of disasters and harnessing conditions for future development. Managing recovery will require building national capacities, restoring coping mechanisms, empowering communities and determining root causes and vulnerabilities which make societies disaster-prone. During recovery it is desirable to grasp the opportunity to reduce development deficits of the affected areas instead of simply replacing the damaged infrastructure. Lessons-learnt from a recent disaster experience like Koshi flood can help identify major institutional and systemic shortcomings and introduce new approaches that will help reduce the risk of future disasters.

These guidelines aim at providing guiding principles and approaches for the disaster recovery phase based on experiences and lessons learnt in recovery operations. It also attempts to outline a contingency plan for municipalities to ensure more permanent arrangements, with clear institutional roles and responsibilities for recovery and preparedness. The document describes the key principles, approaches and strategies of disaster recovery plan for Nepal. It covers recovery preparedness at district and municipality levels. This book also provides a conceptual framework, guiding principles and steps to follow to facilitate recovery planning in the aftermath of a disaster.

We are thankful to the project officials and professionals' team including NSET in preparing this book.

Sagar Krishna Joshi Suresh Prakash Acharya National Project Manager, ERRRP National Project Director, ERRRP and Joint Secretary

Ministry of Physical Planning and Works

iv

Table of Contents

1 INTRODUCTION ..................................................................................................... 1 1.1 Background ................................................................................................................ 1

1.2 Objectives: .................................................................................................................. 1

1.3 Methodology ................................................................. Error! Bookmark not defined.

2 LESSONS FROM RECENT DISASTERS .............................................................. 2 2.1 What is “Recovery” and what it covers? .................................................................. 2

2.2 Important lessons from recent disasters in Nepal and around the region ........... 3

2.2.1 Koshi Flood, 18 August 2008 ................................................................................ 3

2.2.2 Jajarkot Diarrhoea Outbreak, May 2009 .............................................................. 4

2.2.3 Myanglung Fire, 7 December 2002 ....................................................................... 5

2.2.4 Gujarat Earthquake, 2001 .................................................................................... 6

2.2.5 Pakistan Earthquake 2005 .................................................................................... 7

2.2.6 Sichuan Earthquake, 2008 .................................................................................... 8

2.2.7 The Haiti Earthquake, 2010 .................................................................................. 9

2.3 Suggestions and Recommendations from Consultation MeetingsError! Bookmark not defined.

2.3.1 Biratnagar Sub‐metropolitan City ............................ Error! Bookmark not defined.

2.3.2 Pokhara Sub‐metropolitan City ............................... Error! Bookmark not defined.

2.4 Provision and practicalities of SPHERE standard for Nepal ............................... 10

2.5 Key issues in disaster recovery .............................................................................. 12

3 PROPOSED KEY PRINCIPLES, APPROACHES AND STRATEGIES OF DISASTER RECOVERY PLAN FOR NEPAL ...................................................... 13 3.1 Current situation of recovery preparedness in Nepal .......................................... 13

3.2 Key principles and approaches of disaster recovery plan for Nepal .................. 14

3.3 Recommended strategies for managing effective recovery ................................ 16

4 GUIDELINES ........................................................................................................ 18 4.1 Guidelines for Recovery Preparedness at District and Municipality Level ........ 18

4.2 Guideline for Contingency Planning for Municipalities ........................................ 21

4.3 Guideline for Drill Exercises .................................................................................... 24

4.4 Strategy for Dissemination of Recovery Guidelines............................................. 25

5 REFERENCES ...................................................................................................... 25 6 ANNEXES ............................................................................................................. 28

ANNEX 1: Matrix showing immediate actions to be taken after disaster emergency, primary and

supporting institutions and resource management activities *. ................................. 28

ANNEX 2: ljkb k"g:yfkgf tyf k"g;+/rgf lgb]{lzsfsf] nflu gu/kflnsf ;DaGwL ;fdfGo tYof+s÷ljj/0f .................... 33

v

ANNEX 3: ljkb k"g:yf{kgf tyf k"g;+/rgf lgb]{lzsfsf] nfuL k|ZgfjnL ............................................................. 35

ANNEX 4: Example, Survey Questionnaire for Capacity Mapping of Institutions ......................... 40

ANNEX 5: Example of Indicative Activities for Recommended Disaster Recovery Principles ....... 42

ANNEX 6: Interview Questionnaire for Hospitals for developing Recovery Plan ......................... 44

ANNEX 7: Interview Questionnaire for Critical Facilities and Lifeline Agencies for developing Recovery Plan ............................................................................................................. 46

ANNEX 8: Interview Questionnaire for Emergency Response Organizations for developing Recovery Plan ............................................................................................................................ 48

ANNEX 9: Checklist for Non‐structural Earthquake Hazard ......................................................... 50

ANNEX 10: Sample for Earthquake Risk Mitigation Activity .......................................................... 55

ANNEX 11: Procedure of Conducting Drill Exercise: Earthquake Drill as an Example .................... 56

LIST OF BOX

Box 1: Definitions of Relevant Terms ................................................................................................... 2

Box 2: Key indicators for physical planning for shelter (to be read in conjunction with the guidance notes) .................................................................................................................................... 11

Box 3: Key indicators for covered living space (to be read in conjunction with the guidance note) ..... 11

Box 4: Safe Behavior during an Earthquake ....................................................................................... 56

Box 5 Actions after an Earthquake ..................................................................................................... 57

vi

ACRONYMS

ADB : Asian Development Bank

AIN : Association of INGOs in Nepal

BCPR : Bureau for Crisis Prevention and Recovery

BSMC : Biratnagar Sub-metropolitan City

CBS : Central Bureau of Statistics

CCP : Comprehensive Compensation Package

CDO : Chief District Officer

CNDRC : Central Natural Disaster Relief Committee

DDRC : District Disaster Relief Committee

DMC : Disaster Management Committee

DMG : Department of Mines and Geology

DOI : Department of Irrigation

DOR : Department of Road

DPRP : Disaster Preparedness Response Plan

DRM : Disaster Risk Management

DRR : Disaster Risk Reduction

DUDBC : Department of Urban Development and Building Construction

EMA : Australian Emergency Manual

EO : Executive Officer

EOC : Emergency Operating Centre

ER : Emergency Response

ERRRP : Earthquake Risk Reduction and Recovery Preparedness

ERT : Emergency Response Medical Team

EU : European Union

FEMA : Federal Emergency Management Agency

GIS : Geographic Information System

GPS : Global Positioning System

ICRC : International Committee of the Red Cross

ICRC : International Committee of the Red Cross

IDP : Internally Displaced People

IFRC : International Federation of Red Cross

INGO : International Non-governmental Organization

IOM : International Organization for Migration

ISDR : International Strategy for Disaster Reduction

vii

JICA : Japan International Cooperation Agency

KMC : Kathmandu Metropolitan City

LSMC : Lalitpur Sub-Metropolitan City

MADRM : Municipal Authority for Disaster Risk Management

MERMP :Municipal Earthquake Risk Management Program

MMI : Modified Mercalli Intensity

MOES : Ministry of Education and Sport

MoHA : Ministry of Home Affairs

MOHP : Ministry of Health and Population

MoLD : Ministry of Local Development

MPPW : Ministry of Planning and Physical Works

NADRM : National Authority for Disaster Risk Management

NAF : Needs Assessment Framework

NFI : Non-food Items

NGO : Non-governmental Organization

NRCS : Nepal Red Cross Society

NSET : National Society for Earthquake Technology

NTC : Nepal Telecommunication

NWSC : Nepal Water Supply & Sewerage Corporation

PSMC : Pokhara Sub-metropolitan City

PVTDC : Pokhara Valley Town Development Committee

SAR : Search and Rescue

UN : United Nations

UNDAC : United Nations Disaster Assessment and Coordination

UNDP : United Nations Development Program

UNHCR : United Nations High Commissioner for Refugee

UNICEF : United Nations Children’s Fund

UNOCHA : United Nations Office for the Coordination of Humanitarian Affairs

VDC : Village Development Committee

WHO : World Health Organization

Recovery Principles and Guidelines

1

1 INTRODUCTION This “Recovery Principles and Guidelines” presents objectives, methodologies, lessons from the recent disasters and aims to propose principles, strategies for the disaster recovery plan. Further the report includes the guidelines for preparing recovery plan for municipalities/districts, contingency plan for municipalities and drills for organizations; and has made recommendations for effective disaster recovery plan for Nepal.

1.1 Background It is well known that recovery is a crucial issue for major disasters like earthquakes, floods, landslides, fires etc. The people affected by natural disasters have to be treated carefully to recover from the adverse situations and all possible steps should be taken to alleviate human suffering arising out of the calamity. Therefore development of a disaster recovery plan is a must. There should be well planned processes, emergency response mechanisms to normalize the living conditions. It is always best to remain prepared for any adverse circumstance. People especially children, woman, old aged and disabled are most vulnerable during disasters, and should be taken care and treated first. External aids can, if not provided in a way that supports the local population’s own survival, slow mechanisms. Therefore, proper recovery planning beforehand is necessary to cope with the situations.

The EMA Manual (Emergency Management Australia, 1996) stated that one of the positive aspects of the disaster recovery process is considered to be “the potential for individuals and communities to improve on their situation before the event, rather than merely restoring things to the way they had been previously.” However, risk reduction is integral to successful disaster recovery (ISDR, 2007).

A disaster recovery plan is a living document; and takes longer time and efforts to make ready for implementation and it cannot be completed in a week or even month. In many ways this is never completed- the plan must be updated frequently incorporating dynamics of society, and circumstances which varies even within a short period of time. A plan that not keeps pace with the changes with the situation is a disaster itself, makes more confusion and difficulties after disaster. Therefore, while we have a recovery plan today, this needs to be updated in order to ensure success if the plan is ever needed.

Unfortunately, Nepal is so far lacking such planning, which could be implemented during disasters. Government and local bodies are focused on immediate relief and rescue rather than the emergency response and early recovery planning which can save more lives and reduce the negative impact of disasters. Hence, the importance of emergency and recovery preparedness planning is significant.

Following are the objectives, scope of works and expected outputs:

1.2 Objectives:

• to develop basic principles of recovery for major disasters, especially earthquake.

• to develop strategy for recovery preparedness planning for Kathmandu valley

• to develop process and methodology for immediate, medium-term and long-term response, relief and recovery, and

• to develop guidelines for recovery preparedness based on recovery principles and strategies.


2

2 LESSONS FROM RECENT DISASTERS In recent years there has been evidence that a number of countries have developed more comprehensive approaches to disaster and risk management. Countries such as Bangladesh, Colombia, India, Indonesia, Mongolia, South Africa, Sri Lanka, Thailand, among others have developed good and improved institutional and legislative frameworks for disaster risk reduction, but in almost all cases these developments proceed over a lengthy time period and have seldom been able to influence recovery processes. It is true that risk reduction is integral to successful disaster recovery. Because the preparedness itself reduces disaster risks; and further will help a lot for recovery after disasters as well.

However, it is also widely realized from the past disasters that recovery provides a physical opportunity as well as the basis for collective motivation to introduce or expand structural and non-structural risk reduction elements (ISDR, 2007).

The lessons learned from some of the major disasters in the country and abroad are reviewed in the following sections.

2.1 What is “Recovery” and what it covers?

Disaster recovery is “The coordinated process of supporting disaster affected communities in the reconstruction of the physical infrastructure and the restoration of emotional, social, economic and physical wellbeing” (EMA, 2004) . The International Strategy for Disaster Reduction (ISDR) defines recovery as the “decisions and actions taken after a disaster with a view to restoring or improving the pre-disaster living conditions of the stricken community, while encouraging and facilitating necessary adjustments to reduce disaster risk". It includes physical, environmental and economic elements, as well as psychosocial wellbeing. Recovery can provide an opportunity to improve these aspects beyond previous conditions, by enhancing social and natural environments, infrastructure and economies – contributing to a more resilient community.

A disaster is an event that makes the continuation of normal functions impossible; hence disaster recovery plan consists of the precautions taken so that the effects of a disaster will be minimized and the country or organization will be able to either maintain or quickly resume mission-critical functions. Disaster Recovery Plans (DRP) will include components to develop and document arrangements for the effective

Box 1: Definitions of Relevant Terms

Hazard: an event that has the potential to cause harm or loss

Disaster: a serious disruption to community life which threatens or causes death or injury in that community and/or damage to property which is beyond the day-to-day capacity and requires special mobilization and organization of resources other than those normally available.

Vulnerability: degree of loss of a structure or non structural items or people due to a certain intensity earthquake.

Risk: probability of meeting danger or suffering harm or loss.

Preparedness: to make or get (something or someone) ready for possible earthquake in the future

Response: measures taken in anticipation of, during, and immediately after emergencies to ensure the effects are minimized.

Recovery: Efforts to improve the lives of the victims of the disaster

Capacity: positive conditions which increase the ability of people to cope with an earthquake risk.


3

management of the recovery planning process. The plan should relate or link the planning actions to the most relevant disaster scenario, to anticipate the likely threats and the opportunities for improvement. The actual matching of a DRP is unlikely to be a perfect fit. So that some fine tuning is necessary to determine usability of pre-disaster prepared plans and required resources. However, this would reduce the reconstruction/recovery waiting period by several months of wondering what to do. The disaster recovery planning includes an analysis of potential situation in terms of losses of lives and property/infrastructures, continuity needs, priority actions, responsible agencies and an agreed framework of action.

2.2 Important lessons from recent disasters 2.2.1 Koshi Flood, 18 August 2008

Nepal had a devastating flood in 2008 in its eastern region due to heavy monsoon rains. On 18 August, the Koshi River breached an embankment through an eastern retaining wall damaging two dam spurs, roughly 10 Km north of the East West Highway, affecting 8 VDCs - Kusaha, Laukahi, Ghuski, Shreepur Jabdi, Haripur, Narshimha, Madhuban and Basantapur of Sunsari district. The flood caused significant damage to the infrastructure i.e. the East-West Highway, the main transport corridor of the country remained impassable for three months; as15 km was obstructed including 3 km completely washed away at three different points. Similarly, 6 bridges along with 67 culverts were damaged. It caused extensive damage to the optical fiber cable network laid along the highway. Land and mobile phones were out of service for two days. Drinking water and electricity supplies, schools and public buildings and temples were destroyed; many private houses and property were swept away. More than 136,909 people were affected and 7,890 families were displaced from their permanent residence. At the time of flooding, only one fatality was reported however, but death tolls reached 55 which were mostly in the shelter camps. A total of 3,392 ha of standing crops - rice, paddy, sugarcane, corn and jute got destroyed and 89 fish-ponds were covered by a layer of sand and gravel. About 7,890 houses were completely destroyed as most of them were huts made of mud, bamboo and thatch with very loose materials. A total of 6,799 livestock lost their lives during the flood.

• Response and recovery After the event of Koshi flood on 18 August, the news first got spread through telephones wherever the network was working including mobiles to local police posts, CDO office, the capital and rest of the country formally and informally. The local police posts in the affected VDCs were also informed by affected people themselves. The local police posts immediately conveyed the information to the District Police Office (DPO) by phone and radio after confirming about the event and DPO to CDO office. The media also played an important role for triggering of information quickly. The District Disaster Relief Committee (DDRC) of Sunsari had meeting after event. The CDO and LDO also met with political parties who are not the member of DDRC. The DDRC sent an assessment team to assess the nature and extent of the event and informed Ministry of Home Affairs (MoHA)/Central Natural Disaster Relief Committee (CNDRC) requiring assistance from the centre.

On 19th August, the CNDRC meeting chaired by the Prime Minister declared National Emergency and directed to mobilize the entire state machinery for the relief effort. On August 21st, the Government of Nepal further made an appeal to the name of people, organizations and international communities to generously extend financial and material help for carrying out the relief and rehabilitation operation. The local


4

stakeholders were the first responders at the scene, before external agencies came for the rescue operations.

More than 3,000 people were rescued by using more than 20 boats, elephants and helicopters in two days. According to the Nepal Army, 2,500 people were rescued by ground on 19 August. 417 people were airlifted by 9:30 am on 20 August.

Activities for recovery and rehabilitation were started from 20 August after conducting preliminary damage assessments in different levels by different agencies. Comparative to other cases of disaster, the Koshi Flood recovery activities were realized better coordination among stakeholders than in the previous disasters; and observed in line with Nepal Standard. The risk and vulnerability assessment was done; the inter cluster interactions were conducted for delineation of responsibilities; and the activities were linked with the comprehensive reconstruction and rehabilitation activities.

During the response and recovery phase, the followings were realized to be improved which made the implementation of activities difficult during Koshi Flood:

• Lack of coordination - unclear role and responsibility among the stakeholders

• Absence of single operating centre like Emergency Operations Center(EOC) at district

• Socio-economic problems, safety and security

• Unclear and duplicating damage and needs assessments

• No pre-identified evacuation site/land for camp settlement; use of schools for emergency shelter resulting problematic situation in re-opening of schools

• No pre-positioning of shelter kits and other equipment

• Lack of database; and absence of timely and proper registration system

• Lack of knowledge on cluster approach, contingency plan and standards and practical problems with the standards

• Inexperience government line agencies

• No provision of emergency budget

• Inadequate partnership development (esp. between government agencies and humanitarian agencies)

• Securing land and rights for remaining internally displaced peoples (IDPs)

• Additional shelter protection and quality issues of shelter for IDPs e.g. tarpaulin started tearing after some time, heavy tarpaulin for IDPs who were remaining there for longer

• Providing technical training for IDPs remaining within a camps environment to link with livelihood support.

2.2.2 Jajarkot Diarrhoea Outbreak, May 2009

During early May 2009 about 60,000 people in the districts of Mid-Western and Far-Western Development Regions were affected by an outbreak of Acute Watery Diarrhea (AWD). The death toll was recorded 314 as reported by Ministry of Health and Population (MoHP).

• Response and Recovery


5

The Prime Minister including Health Minister and other senior officials visited the affected area on 20 July for assessing the situation and announced a relief package of NPR 10- 15,000 to the families who lost their kin in diarrhea outbreak in Jajarkot, Rukum and other districts in the Mid Western Region. Further, the Prime Minister urged local political parties, civil society members and representatives of local organizations to support the government in responding to the diarrhea outbreak. The Government of Nepal announced a short term and long term Plans to coordinate the response and preventative measures in the last week of July. the short term plan, coordinated by the MoHP, included a response to control the outbreak; supply of adequate drugs/medicines and human resources and the active surveillance in other districts; and promotion of health education and promotion (IEC) and post diarrhea malnutrition activities. Similarly, the long term plan, coordinated by the Prime Minister’s Office, included the Water, Sanitation and Hygiene and Food Safety and Security programs to address the post-diarrheal malnutrition, chronic malnutrition and to improve overall nutritional status of the affected population.

The Ministry of Home Affairs (MoHA) issued letters to CDOs in the Western Regions to emphasize the importance of conducting DDRC meetings in response to disasters, as well as to coordinate DDRC meetings to discuss prevention approaches to the diarrhea outbreak. WHO, the District Public Health Office (DPHO), Regional Health Office (RHO), District Development Committee (DDC), District Police Office (DPO), District Administration Office (DAO), Nepal Red Cross Society and other Civil Societies, NGO and INGOs were actively involved to control the outbreak.

The major challenge and gap for response and recovery activities during Jajarkot diarrhea outbreak was the topography of the region. Due to diverse topography i.e. hills, mountains, cliffs and gorges, it was difficult to deliver the services immediately with appropriate supplies. Moreover the weather condition added more difficulty to the responders in accessing the affected areas. Similarly, the weak logistic arrangement and lack of funding also hindered the effective response in this event.

2.2.3 Myanglung Fire, 7 December 2002

Notable damage of buildings and other property was caused by fire in Myanglung, headquarter of Terhathum District of Eastern Nepal on 7 December 2002. The fire affected more than 210 families where 85 shops belonging to 65 households were gutted in the fire with property damage worth of 2 billion Nepali Rupees. More than 100 houses including banks and some government offices were totally gutted in the fire.

• Response and Recovery

The nearest place where the fire brigade was available was in Dharan, a city 120 Kilometer away. Because of the narrow earthen and hill road leading to Myanglung from Dharan, the service of the fire brigade was not available. As a result, Myanglung was up in flames for 12 hours.

There was a curfew imposed in the district headquarter as the Maoist rebellion was in its peak at that time. The fire had just begun before the curfew time and people mistook it for the Maoist attack as the later had served warning to the local population. The Police and the Military could not arrive in the spot in time as they began arranging for defense. It was only after four hours at 9 pm that the police and military could arrive at the site.

Various organizations worked to prevent the silent exodus, with the Myanglung Bazaar rebuilding and re-establishment committee, formed under the coordination of the Chief District Officer, spearheading the effort. According to CDO, Tehrathum, a


6

sum of Rs. 679,500 and more than 10 truckloads of goods as relief had been collected. The authorities made concerted efforts to ensure that local residents do not leave Myanglung, ensuring them of the help coming. In the meantime, essential services such as drinking-water, telephone and electricity facilities were organized on a temporary basis since December 16.

The government provided Rs. 25,000 housing loan of ten years in two installments to each family of the fire victims. Affected families got service loan of Rs. 10,000 to 25,000 to start agriculture, cottage industry and other small business according to their needs.

Department of International Development (DFID) of the British Government had provided Rs. 250 million for black-topping of the road under the reconstruction plan. The Department of Urban Development and Building Construction (DUDBC) procured 39 ropanis (1.98 Ha) of land including 18 ropanis (0.91 Ha) of fire affected land with a view to setting up a well managed township. The land was divided into 110 plots under long term development strategy and people included in the first phase were provided with land owner certificates. The fund was also allocated for land development and for other infrastructures.

The major problem while responding the Myanglung fire was the lack of preparedness. No local authorities, local people and any other stakeholder were prepared for such situation. Therefore, everything was done in an ad hoc manner. Moreover, as the media reported, the response activities were also somehow affected by the political situation of that time. Likewise, the remoteness and isolated location of Myanglung was also one of the causes of delay response.

2.2.4 Gujarat Earthquake, 2001

On 26 January 2001 a devastating earthquake struck western Gujarat of India bringing with widespread loss of lives and property. More than 19,277 people lost their lives and thousands were injured. Over 348,000 buildings were collapsed and more than 844,000 were severely damaged. The earthquake was a tragic blow to the region already suffering from drought and the aftermath of a cyclone three years earlier. The devastation affected the area socially, economically and physically.

The state received an overwhelming response from varieties of organizations offering support for relief and reconstruction of the quake hit areas. Several national and international disaster management institutions and organizations launched a combined effort in the post earthquake response, providing food and relief materials. World bank, Asian Development Bank, European Union (EU), Department for International Development (DFID), United States Agency for International Development (USAID), and Earthquake Disaster Mitigation Research Centre (EDM) were the major agencies involved in the reconstruction process along with the Gujarat State Disaster Management Authority (GSDMA).

This event waked up the people and policymakers to look within and interpret the status of the disaster preparedness of the country. They failed to take appropriate special steps for disaster reduction, mitigation, prevention and preparedness. The earthquake was regarded as an opportunity to learn from disaster and to work for never letting it happen again.

The major lessons learned from the Gujarat Earthquake are drawn as follows:

The attempt to recovery and rehabilitation process should emphasize on proper understanding and awareness of the risk among different stakeholders. Mutual cooperation among different stakeholder was established focusing on interaction and building trust with the community. Proper planning process, budget and time flexibility


7

were important initial considerations. Sustainability was a major focus during implementation, so that the rehabilitation project had became part of the development initiative.

The rehabilitation was not about building earthquake resistant houses, but also the restoration of livelihoods and the restoration of normal live with sustainable economic activities. Livelihood could not be ensured only by safer housing and suitable income, but would need to include issues such as welfare, health care, medical service, education facilities, labor condition, disaster prevention and others maintained in good balance.

Rehabilitation needed to also incorporate local cultural aspects of the community. The rehabilitation program tried to establish a strong bond within the community and with different stakeholders. The success of rehabilitation was judged by the degree to which the community replicated actions without intervention from the aid agency. Inputs on capacity-building were therefore important.

2.2.5 Pakistan Earthquake 2005

An earthquake measuring 7.6 on Richter scale that occurred on 08 October 2005 in Pakistan caused more than 73,000 deaths, 69,400 serious injuries, and left more than 3.3 million people homeless. About 600,000 rural and 30,000 urban housing units were damaged or seriously affected covering nine districts and 4,000 villages. Moreover, more than 1,000 hospitals were destroyed, and many other infrastructures were out of functioning. Most of other critical facilities i.e. water supply, telephone, electricity and bridges were useless.

• Immediate response and recovery/rehabilitation process

After the worst natural disaster in Pakistan, thousands of tents, packs of food and basic supplies were distributed to earthquake victims. People in the affected area started rebuilding their houses slowly, but reconstruction process was mainly facing problems because of administrative difficulties, as well as continued information gap between the authorities and the survivors. Survivors were reconstructing their homes, communities and livelihoods without considering earthquake resistant measures. The process of reconstruction was so far been very patchy, slow and complex. The need of proper guidance for reconstruction of houses at local level was highly realized and the problem of special guidance was also realized on building earthquake resistant homes.

On behalf of the U.S. Agency for International Development (USAID), CDM was directly involved in the process of reconstruction after Pakistan earthquake delivering their services in recovery program to reconstruction of school buildings and reestablishment of health facilities in two earthquake affected districts i.e. Bagh (in AJK region) and Mansehra (North West Frontier Province). The program charted to improve economic growth, education, health and governance to assist with earthquake reconstruction.

Under the program, the major works carried out by CDM were site assessments, to facilitate community participation and capacity building in earthquake reconstruction, developing building design, selection and supervision of local contractors constructing facilities, providing quality control and support for reconstruction related events. All buildings were designed to meet internationally recognized earthquake resistance standards and provide access for disabled.

• Lessons learnt.

The major lessons learnt in Pakistan earthquake can be summarized as following:


8

o Good coordination is a must

o Transparency and accountability

o Private sector participation in the reconstruction phase

o Subsidiary and decentralization of activities

o Focus should be given on most vulnerable groups of people (for example: families with female headed households, widows, orphaned children, elderly, disabled; and landless population and squatters),

o Mobilization and usage of local resources and capacities (use of local labor, builders and materials),

o Rebuild people’s livelihoods (generation of employment opportunities and assets, cash and markets, agricultural and natural resource, livestock, empowerment of social organization, migration and remittances, stocks etc.),

o Secure human development goals (life expectancy, education, living standard etc.),

o Be aware and reduce further disaster risk (e.g. maintaining security).

2.2.6 Sichuan Earthquake, 2008

On 12 May 2008, a powerful earthquake of magnitude 8.0 on Richter scale sacked the Sichuan Province of China. This earthquake left more than 87,500 deaths, 45.5 million affected and 14.4 million displaced. The estimated economic loss was more than US$ 86 billion, with 21 million damaged buildings. The earthquake drove an estimated 10 million people below to the poverty line, with increase in overall poverty in affected areas. Despite the extent of the devastation, this earthquake had given China an extensive experience and knowledge in coping with such emergencies – experience that must put to good use in the response of earthquake.

• Response, recovery and rehabilitation process

The response to the earthquake was led by the Chinese Government though it also invited international humanitarian assistance. Few international NGOs were also mobilized directly in emergency response. Disease outbreaks were avoided, populations in danger from subsequent flooding or landslides were safely relocated, medical services were generally restored rapidly and a return to the baseline mortality rate was achieved relatively quickly. The direct provision of aid by the Chinese military was a key element in the emergency response phase. Officials reported that, within 14 minutes of the earthquake, the Central Government had mobilized the People’s Liberation Army (PLA) to the affected areas, and within days 113,000 soldiers and armed police were mobilized.

In the year since this disaster, the Chinese Government has undertaken enormous task of rebuilding homes and schools through an innovative twinning approach (more open than it was during major natural disasters in the 1990s, in terms of providing information about reconstruction and in terms of coordinating and cooperating with the private sector, non-governmental organizations, and community groups on disaster relief and management.), allocating to assist in the reconstruction in rural and urban areas those hit by the earthquake in various provinces and cities across China. China Earthquake Recovery Funding project helped hundreds of homeless, economically vulnerable and women headed families to build sustainable livelihoods


9

and participate in their communities’ overall recovery and reconstruction efforts. Specifically, the project established a self-help group of ethnic women in the villages aiming to assist women in community recovery planning; and established a foundation for the women’s livelihood reconstruction fund to support economic empowerment of women.

As a short-term solution, the project promoted good habits in water resource management by training local residents on proper handling and sanitation issues. More attention was given to water resource management issues during the overall process of earthquake reconstruction and recovery in the county. The Chinese government marked the one year anniversary of the earthquake, known in China as “5-12,” with events to raise public awareness about disaster preparedness.

• Lessons learnt

China has provided good example of earthquake response and recovery process. The lessons from the Great Sichuan Earthquake can be drawn as:

o Upgrade national standards of building codes for earthquakes

o Improve the implementation and management of national standards of building codes for earthquakes

o Make more practical disaster prevention plan for earthquakes

o Integrate disaster prevention policies in rural and urban regional planning. Open space for the area is necessary

o Promote public risk perception on urban disasters

o Improve public participation and disaster risk communication

o Establish national disaster insurance system (risk transfer)

o Strengthen monitoring and warning studies of earthquakes

o Rationalize administrative management system of disaster prevention 2.2.7 The Haiti Earthquake, 2010

The Haiti earthquake of magnitude 7.0 in Richter scale was a catastrophic event occurred on Tuesday, 12 January 2010. The earthquake killed more than 230,000 people, 300,000 people were injured and made more than 1,000,000 people homeless. About 250,000 residential and 30,000 commercial buildings were either collapsed or severely damaged. Amongst the widespread devastation and damage, vital infrastructure (hospitals, air, sea, and land transport facilities and communication systems) necessary to respond to the disaster were significantly damaged or destroyed. The 2010 Haiti earthquake put serious challenge in earthquake disaster response especially in poor countries, where the preparedness level against such big disasters is very low.

• Recovery and reconstruction process

The Haitian government has taken steps towards improving the unequal and sometimes chaotic distribution of food by asking all non-governmental aid groups in the county to work together in ensuring streamlined distribution policies. The rebuilding plan being considered by donors could foresee the creation of a multi-donors trust fund. Fund was to be managed by government and representatives of donors.

The government envisaged the setting up of an interim reconstruction commission, chaired by Prime Minister and a United Nations representative, along with the


10

establishment of a reconstruction agency for the longer term. Government and donor partners were insisting on a decentralization strategy at the heart of the reconstruction plan. This will seek to decompress and decongest the crowded and wrecked capital and set up economic development in the rest of the country, to create jobs and industries. The government is also attempting to utilize agricultural sector to create a long term solution to Haiti’s pervasive food shortages. This measure may only have a limited impact toward making Haiti a self sustaining food supplier.

• Lesson learnt

The devastating earthquake in Haiti proved to be one of the most challenging disasters the humanitarian community has ever faced.

o Recovery actors need to recognize the complex dual status of the government, UN agencies and the people as both victims and principal recovery actors

o Destruction of a capital city of a highly centralized country has an uniquely damaging impact on its governance capacity

o The time and service demands made by the parallel humanitarian and recovery processes can be overwhelming for the limited number of government officials in Haiti

o Immediately after the earthquake there arouse an urgent and sustainable need for communication about the residual risks (aftershocks, building collapse, landslides, fires) both at the national and the site building level.

o A lack of such communications caused a needless constraint on the relief process and cost lives (for e.g. hospitals).

o Such communication need substantive expertise to be based in the county for the peak aftershock period

o There is no structure in place in the recovery planning process to adequately coordinate science and engineering issues (e.g. Seismic earthquake resistant construction, hydrology)

o The lack of recovery plan or structure is constraining the effectiveness of the relief and recovery.

o Many issues cannot be solved at the project level; a long term programmatic approach is required.

o Organizations need to reflect on the long term obligations inherent in achieving a lasting impact in Haiti and determine what they should do and what they could do.

o Funding and recruitment of coordinators is a necessary early step to effective programming in technically intense programs.

2.3 Provision and practicalities of SPHERE standard for Nepal SPHERE has been a unique agreement amongst humanitarian agencies on core principles and actions concerning humanitarian assistance; and developed by Sphere Project. The Sphere Project is a consortium of international humanitarian community set up to establish what is technically and normally possible for relief operations. More than 700 people from 228 relief organizations in 60 countries considered ideas on good practice over three years. The results were first published in a handbook in January 2000 followed by 2004 edition. The handbook aims to stimulate learning and accountability by measuring process and outcome. Sphere as


11

it defines is a set of minimum standards in disaster response based on humanitarian charter. Sphere is based on two core beliefs: first, that all possible steps should be taken to alleviate suffering arising out of calamity and conflict, and second, that those affected by disaster have a right to life with dignity and therefore a right to assistance. Sphere comprises three things; a handbook, a broad process of collaboration and an expression of commitment to and quality and accountability.

The handbook contains a humanitarian charter and minimum standards, accompanied by key indicators for five sectors of disaster response: water supply and sanitation, nutrition, food aid, shelter and site management, and health services. The charter recognizes the basic right to assistance of people affected by disasters, enshrined in international law. It highlights the legal responsibility of states to guarantee these rights. The standards are formulated as principles or objectives. The key indicators are quantified indices to measure fulfillment of the standards.

The Sphere Handbook has been one of the most widely recognized tools for improving humanitarian response, not only by NGOs but also, and increasingly, by United Nations agencies, host governments, donor governments and other actors involved in humanitarian response. It also has been applied in Nepal in responding many disasters such as Koshi flood, Bhutanese Refugee Camps etc. by various organizations, mostly by humanitarian agencies working in Nepal.

The responses from the real implementer of Sphere since its introduction reveal that Sphere has been a common language and has emerged as a powerful tool in many respects in making emergency responses more responsive. This has become one of the most widely recognized tools for improving humanitarian response for actors involved in humanitarian response. This reflects the fact that Sphere is responsive to the needs of people responding to disasters. However, to remain relevant to humanitarian workers and to the population affected by conflict and calamity, it needs to keep in touch with changing practices in the context of

Box 3: Key indicators for covered living space (to be read in conjunction with the guidance note)

. The initial covered floor area per person is at least 3.5m2 (guidance notes 1-3).

. The covered area enables safe separation and privacy between the sexes, between different age groups and between separate families within a given household as required (guidance notes 4-5).

. Essential household activities can be carried out within the shelter (guidance notes 6 and 8).

. Key livelihood support activities are accommodated where possible (guidance notes 7-8).

Box 2: Key indicators for physical planning for shelter (to be read in conjunction with the guidance notes)

1. Area or cluster planning by family, neighborhood or village groups as appropriate supports existing social networks, contributes to security and enables self-management by the affected population (guidance note 1). 2. All members of the affected population have safe access to water, sanitary facilities, health care, solid waste disposal, graveyards and social facilities, including schools, places of worship, meeting points and recreational areas (guidance notes 2-4). 3. Temporary planned or self-settled camps are based on a minimum surface area of 45m2

for each person (guidance note 5). 4. The surface topography is used or augmented to facilitate water drainage, and the ground conditions are suitable for excavating toilet pits where this is the primary sanitation system (guidance note 6). 5. There are roads and pathways to provide safe, secure and all-weather access to the individual dwellings and facilities (guidance note 7). 6. Mass shelters have openings to enable required access and emergency evacuation, and these openings are positioned so that access is well supervised and does not pose a security threat to occupants (guidance note 8). 7. Vector risks are minimized (guidance note 9).


12

humanitarian work, as well as technical innovations.

Further in the context of Nepal, there are some spaces for improvement especially considering the implementation for different situations of the real world. For example: 45 sq m per person as requirement for camp area was difficult to provide during 2008 Koshi Flood, so 30 sq m was provided despite of objection from international community. Actually, the shelter per family is not scientific, as family size varies widely and it is culturally difficult to stay in a camp in extended family. Similarly, we should think in the context of Kathmandu, can we really meet the sphere standard regarding the shelter space in case of major earthquake strikes in Kathmandu displacing more than 300,000 people? There these standards should be taken as guidelines when providing relief and recovery, but at the same time should be modified based on local context.

2.4 Key issues in disaster recovery

• Stopping additional risk: The experiences from the past disasters in the country and abroad have shown that usually the major disasters are followed by other secondary hazards as well additional risks such as fire out breaks due to electric short circuits and haphazard temporary shelters, further damage due to unstable structures, landslides, epidemic, social crimes, accidents to the responder teams etc. Therefore, to stop and/or minimize such additional risks would be one of the major challenges after major disasters.

• Managing resources: There should be proper management of available resources within the affected area and resources received from donors. Initially there may be a lack of resources, however after some days, the resources will start coming in from many donor agencies. Due to lack of proper management of resources, the incoming resources may become worthless.

• Coordination among the stakeholders and donor agencies: In case of major disaster, lot of agencies will be coming in for help. In this case, the major challenge will be to make a good coordination among the agencies from different countries with different interest and specializations. Unless a good coordination among the stakeholders exists, the response and recovery activities may become chaotic.

• Meeting world/national standards: It has been experienced the debates and arguments during the past disasters that if the relief and recovery activities/supplies are meeting the minimum standard. Therefore there should be a clear guideline for such issues. However, it is important to note that the requirement of items/services may vary from place to place and society to society, therefore, there may be issues of meeting standards and requirements when providing the relief and recovery services to the affected people of the particular society/areas.

• Public participation: For the activities after disasters, there may raise the issue of public participation. Actually, the public participation is required for need analysis, transfer of ownership and sustainability.

• Addressing socio-cultural security and human rights: Every society has the social and cultural values. Even after major disasters, these should be well addressed in all activities (gender, religion etc.). Social security should be ensured and the human rights of affected people should always be respected. Hence, addressing all these issues would be a big challenge after major disasters.


13

• Transfer of ownership: To transfer the ownership of the activities/services provided to the affected people after disaster and ensure their sustainability is another challenge. Until and unless the activities are owned by the beneficiaries, the activities will not be sustainable.

• Environmental Degradation: After major disasters there is chance of environmental problem due to large number of fatalities and IDPs and recovery and rehabilitation activities. Therefore, an environmental issue would be one of the major issues to be addressed after disasters. There are many examples of deforestation, river water pollution, and loss of agricultural areas after major disasters.

• Monitoring and evaluation. The proper monitoring of the activities will lead the activities’ sustainability and accountability of the stakeholders. Similarly the evaluation will insure the quality of the service/ activity and improvement in the future. Since most of the response and relief activities will be conducted by external agencies, this aspect of response and recovery is usually missing.

3 PROPOSED KEY PRINCIPLES, APPROACHES AND STRATEGIES OF DISASTER RECOVERY PLAN FOR NEPAL

3.1 Current situation of recovery preparedness in Nepal The current institutional framework of the Government of Nepal is more oriented towards disaster response and relief. The government organization responsible for disaster management is the Disaster Management Section within the Ministry of Home Affairs (MoHA). Through Chief District Officers, the Ministry has a network throughout the country that extends to the district level. Although the MoHA holds the overall responsibility of emergency preparedness and disaster management, it is still primarily concerned with the provision and distribution of emergency relief to disaster victims.

In terms of legal framework, the Natural Disaster Relief Act (NDRA), 1982 was the first and formal legal effort regarding disaster response in Nepal. As stated above the act has been more focused on relief activities to the disaster victims in the situation of immediate-after disasters rather than the preparedness before disasters and reconstruction and recovery after disasters. It was only after 1991, following the declaration of the ‘International Decade for Natural Disaster Reduction’ (IDNDR), that preparation for and management of disasters were realized and the need of mitigation measures taken into consideration in terms of disaster response.

As the impact of natural disasters is continually increasing in the country, significant activities in neighboring countries in terms of disaster risk reduction has pushed Nepal to start activities in this regard. There is still lack of systematic response plan at national or regional levels to cope with disasters.

The National Action Plan, 1996, prepared by Ministry of Home Affairs (MoHA) deals with different stages of disasters on mitigation and disaster management and has also identified the focal points and major activities to be implemented after the occurrence of disaster events. However, the implementation of the document is yet to be realized. While talking about the preparedness, there are limited activities that have been implemented by different national, international and community based organizations. Such activities are basically focused to make people aware and for some minor mitigation measures. Disaster recovery is not prioritized and has not been included in the national level periodic plans by the central government.


14

Moreover, the preparedness for recovery plan after disasters is shadowed among total disaster management activities in Nepal. This was experienced, for example, during the recovery activities after disasters of Koshi flood in eastern Nepal in August-September 2008.

3.2 Key principles and approaches of disaster recovery plan for Nepal A basic and major principle of Disaster Recovery is that the clear strategy with well defined responsibility should be in place beforehand. This means that only the availability of expertise, supplies, technology and finance would not be enough.

Successful recovery from catastrophic disasters like earthquake depends upon the key approaches taken at the time of emergency which require a partnership involving central government, regional, district and local governments and the I/NGO sectors. Basically it is clear that organising effective recovery requires a single focal point of overall responsibility. This single focal point should be in the government for effective collaboration among the stakeholders so that the person responsible can play key role in facilitating disaster recovery. The principles are therefore intended to be adopted and used at national, regional and local levels. So that, while addressing the most pressing needs of the affected population, all opportunities for change are seized to achieve the desired sustainability of the recovery effort.

Disaster recovery includes physical, environmental and economic elements as well as the emergency management. Disaster recovery can provide an opportunity to improve these aspects created by the disasters, by enhancing social, infrastructure, environmental and economic conditions in terms of making disaster resilient communities. So, the disaster recovery plans should be focused and used at national, regional and district and local levels.

The disaster recovery plan should be guided by the following principles:

• Mainstreaming disaster risk reduction in the development process from national to local levels:

The disaster risk reduction aspect should be considered in all development works from the very beginning. The strategies and policies for any development activity should address the disaster risk reduction issues for their sustainability.

• Integrated, multidisciplinary and coordinated approach for disaster risk reduction should be adopted for effective recovery planning:

This can be done with the integration of development projects into a single information system, working with multi-disciplinary experts and better coordination with stakeholders, development workers, government and local communities.

• Involvement of variety of organizations and individuals:

Effectiveness of a disaster recovery activity depends on the involvement of variety of organisations and individuals including government, non-government and the communities. This will ensure the quality and quantity of the services/activities and the sustainability of the programs.

• Enhancing safety standards and integrating risk reduction in reconstruction and development:

The development works during recovery after disaster should not repeat the faults in construction or other development process. All the recovery activities should meet the standards of safety so that they could resist next disasters.


15

• Improving the living conditions of the affected communities and sectors:

The disaster recovery plan should enhance the potentials for individuals and communities to improve the situation before the event, rather than merely restoring things to the way they had been. The activities should contribute to improving the living conditions of the affected communities and sectors through different programs considering local culture, need and expectations.

• Taking advantage of ongoing initiatives:

The recovery process represents an opportunity to review on-going development initiatives and to reorient as necessary and as feasible in order to contribute to building resilience and capacities in the affected communities. As a minimum, ongoing initiatives should be reviewed to ensure that they do not contribute to the further accumulation of risk.

• Leverage resources to facilitate recovery:

During response and recovery after major disasters, there is need of good collaboration among the stakeholders; and it requires the identification of the human and financial resources needed to initiate or sustain collaborative effort. In doing so, collaborating groups can bring different levels of resources and capacities to the task at hand. It is very important to take advantage of all available resources at the moment. The past experiences from the Kobe and Northridge earthquakes have shown that how governments leveraged the knowledge and expertise of diverse stakeholders to produce effective collaboration and, in turn, facilitate the recovery process.

• Use recovery plans to agree on roles and responsibilities:

Because many stakeholders involve in the recovery activities after major disasters, it is very important for their roles and responsibilities to be clearly delineated. Hence there should be long term recovery plans at all levels defining clear role and responsibilities among the local, national and international stakeholders.

• Promoting participatory approaches:

Participation of local governments, community based organizations; locals etc. should be encouraged during the disaster recovery activities. Especially involvement of local people in the process of recovery planning is very important. Local residents have a wealth of knowledge about the physical and cultural aspects of their community which cannot be gained by any other means.

• Promoting effective public awareness raising and education, taking advantages of ongoing initiatives/activities:

Disaster itself makes people aware experiencing unexpected loss of lives and property. However, the lessons will not last in people’s mind, if disasters are not frequent. Therefore, the lessons from the disaster response and recovery activities should be well documented and disseminated to all sectors of community and beyond. It would be a good opportunity to make people more innovative, educated and resilient to disasters.

• Inclusive planning:

The post-disaster situation provides an opportunity to change the pre-existing situation in favour of greater gender equity and social inclusion. Concerns about the welfare of disabled, orphans, households headed by women as well as


16

socially excluded groups such as Daleets must be factored into policies and programmes. Special measures are needed to ensure that the poor, marginalized and excluded groups have opportunities to improve their lot though training, credit and market opportunities.

• Demonstrative effects:

It would be good opportunity to undertake demonstrative projects that show risk resilient construction types and to enforce the government and public for implementing the building codes. Further, exploration and identification of alternative and affordable ways for construction and other activities could be easily introduced.

• Assuring continuous monitoring, evaluating and learning.

Monitoring and evaluation (M&E) are essential components of results-based programming in humanitarian and development contexts and as such are critical to disaster recovery activities. Hence, developing a monitoring and evaluation system and formulating indicators in advance is very important. Since the post-crisis setting is usually dynamic, and the situation is constantly evolving, programmes need to be constantly monitored and adapted to the changing context. Acting on monitoring and evaluation results will increase the relevance, efficiency and effectiveness of ongoing and future programmes.

3.3 Recommended strategies for managing effective recovery ISDR, 2007 suggests that organizing effective recovery requires a single-point of overall responsibility in government as its most basic component. The individual country circumstances or different operational conditions following a disaster event may be influential in determining whether recovery management should be handled by a special task force in government or rather be guided by the normal line ministries. So far in Nepal there is no existence of disaster recovery strategy at national level. Hence there should be a national disaster recovery strategy first.

After reviewing the experiences from abroad and considering in the local context, the following strategies could be recommended in principle for effective disaster recovery plan of Nepal:

• Establishment/formalization of disaster recovery centre or focal point at different level i.e. central, regional, district and local level and define their role and responsibilities: The local governments can have primary responsibility for response and recovery even in catastrophic disaster because they are the interface between central government and citizens (regulating land use, issuing building permits, and providing the most direct services), with many of the most important tools, authorities, and/or responsibilities necessary to positively and directly influence recovery decision-actions. What they typically lack is capacity, resources and experience to manage recovery. They should be viewed as both a partner and a major “client” of disaster recovery policy and programs.

• A clear political and operational mandate should be supported by appropriate legislation. Strategic plans for reconstruction and effective recovery, previously established should be strengthened to make functional during the time of emergency.

• Adequate financial, human and material resources should be dedicated to recovery planning.


17

• Establish integrated network and strong coordination system among the national and donor agencies and update it on a regular basis for its effective implementation during emergency.

• Mainstream DRM in development plans. The redevelopment activities need to strengthen the community’s ability to withstand and recover from further disasters.

• Explore/get and use of latest technologies for damage assessment i.e. high resolution satellite images; and use available tools for need assessment e.g. Needs Analysis Framework (NAF), Post-Disaster Needs Assessment (PDNA) etc.

• The understanding and abilities to access grants, loans and other financial sources, derived from both established internal allocations as well as specialized external opportunities that can arise following a disaster.

• Develop and enhance organisational capacity of Disaster Management Authorities at different levels of governments i.e.

o Community/village level (formulation of ward/village level Disaster Management Committees and providing them minimum skill and equipment)

o VDC/Municipality Level (establish a separate section/division for Disaster Risk Management activities in each municipality and VDC)

o District level (Priority should be given for DRM activities and the disaster related information should be timely updated and systematized).

o National Level (Developing plan/policies and strategies for DRM, conduction of national/international level training and workshops involving subordinate authorities for sharing/buying in experiences from the country and abroad.)

• The successful recovery plan should be responsive and flexible, engaging communities and empowering them to move forward. Therefore, there should be strong participation among affected population for effective and reliable recovery taking account into local context, knowledge and constraints. The local bodies including NGO/CBOs, should be given the primary responsibility for the recovery of their communities.

• The plan should identify the areas of immediate actions such as need assessment, security, search and rescue, medical first response, assessment and recovery of critical facilities, post traumatic stress management, stopping/minimizing further risk etc. In any disaster, loss and trauma will directly affect many people. In addition to that there are many other individuals who are emotionally impacted simply by being a part of the affected community.

• Developing rehabilitation and reconstruction strategies (short term and long term planning):

o In-situ reconstruction vs. relocation/resettlement plan

o Housing recovery and temporary housing

• Needful political intervention.

• Include media representatives in the entire process for awareness raising and dissemination of information to the public,

• Direct links should be developed among all ministries which are responsible in disaster risk reduction, emergency management, reconstruction as well as local


18

authorities and stakeholders including potential external actors or institutions involved, i.e. within the private or commercial sectors and other stakeholders.

• Mechanisms that permit continual both-way consultation with all local communities engaged in the recovery process, taking account of their various degrees of damage and needs.

4 GUIDELINES 4.1 Guidelines for Recovery Preparedness at District and Municipality Level

A variety of actions may be necessary to achieve the goal of recovery, such as starting from search and rescue, medication, stress management, immediate evacuation, shelter, livelihood, housing etc. However, without a plan to organize, coordinate and prioritize many possible recovery actions; effort may be inefficient or even ineffective. Although recovery actions can and should start immediately upon a disaster strike, prompt development and implementation of a recovery plan will ensure recovery efforts and target limited resources effectively and efficiently in the future. The recovery plan serves as a road map for affected communities’ recovery – it lays out where we need to go and how best to get there. A recovery plan is one of the most important tools to ensure sound scientific and logical decision-making throughout the recovery process.

The experiences from the past major disasters have shown that the response and recovery activities have no crisp boundary even in the same event. Any of them should be implemented as needed. However, once an event occurs, immediate action will be the response followed by recovery. A guideline for recovery plan at District/municipality level shall be:

1. Constitute a Recovery Preparedness Planning Committee (Working Group /

Team) at district/municipal level under the broad framework of disaster preparedness planning and organize periodic meetings for developing recovery preparedness plan.

• The members of such recovery preparedness committee could be:

o District Technical Office (DTO)

o Planning section of municipality

o Line agencies and critical facilities (water supply, sewerage, telecommunication, roads, DUDBC Divisional Office, hospitals etc.)

o Nepal Red Cross Society

o Other pertinent I/NGOs, CBOs involved in social and development activities

o Private sector (FNCCI, Contractors’ Association)

o Political mechanism /elected representatives

• Insure representation of all vulnerable communities and groups, if exists

• Identify a coordinator for the committee / working group

2. Work out a possible scenario of disaster situation (the most likely, depending on the potential hazards in the area) for setting planning assumptions:


19

• Such scenario should indicate:

o Number of people likely to be affected, categorically if possible:

displaced population,

people losing their livelihoods, their jobs/businesses

any specific community of people such as any ethnic group in the community who are supposed to be affected severely requiring special attention

number/ quantity of damage of physical assets such as buildings, schools, hospitals, road, electricity, water supply, telecommunication etc.

• Can take assistance from technical institutions for developing such scenario or can be developed based on past experience of frequent and large disasters in the area

• Can organize meetings of elderly/senior people who have experienced disasters in the past

• maps can be used for effective and convincing presentation to all stakeholders and general people

3. Setting Objectives

• The goal can be:

o The overall goal of this Recovery Preparedness Plan is to ensure effective and timely recovery after a major disaster event in District/ municipality

• The objectives can be:

o To map out existing resources and capacities which can be utilized during the recovery stage

o To define roles and responsibilities of different institutions who are potential key stakeholders during the recovery efforts and define a coordination mechanism

o To prepare list of potential activities which can be carried out as recovery

o To set implementation strategies

4. Prepare list of existing capacities and resources which can be utilized during recovery stage for optimizing existing resources

• The list can include:

o Ongoing development efforts/projects in the area such as road development project, water supply project, irrigation project, school construction etc.

o Disaster mitigation and preparedness activities

o Recovery funds available with different agencies

• Details of activities

o Project /activity name and target sector

o Target area, beneficiary

o Cost and duration


20

• Discuss and identify the possibility of such resources to be diverted for assistance in the recovery efforts

• Maps and check lists can be provided in annex (A sample check list is provided in annex 4).

5. Work out possible recovery activities, e.g. o Cash for work / food for work: the local people can be involved in debris

removal and management, constructing temporary shelters etc.

o Small cash grants for establishing small shops, tea stores, handicrafts, vegetable shops for marginalized people

o Distribution of tool kits for masons, construction workers

o Distribution of seeds and tool kits for farmers

o Skill development trainings

• Can use matrix (Annex 5) of key principles and related sample recommended activities (for maintaining effective correlation with the established principles)

6. Work out plan for restoration of damaged infrastructures and facilities, e.g.

• Resuming schools and other educational facilities

• Quick restoration of damaged infrastructures (encourage line agencies to prepare individual restoration plans)

• Take help from technical institutions for developing infrastructure specific risk evaluation and preparation of restoration plans

• Identify possible assistance for restoration of large infrastructures

7. Identify roles and responsibilities of different institutions for implementing the plan

• Lead and supporting agencies in implementing specific recovery activities

• Activation of Recovery Plan after a major disaster event

8. Develop implementation strategies

• Plan for awareness-raising on recovery preparedness at different levels

• Plan for preparing and signing standing agreements or MOUs between/ among the institutions, if required

• Identification of resources and prepositioning of potential equipments/items

• Plan for informing higher level authorities and seeking their guidance and assistance for implementation of the plan

o DDRC, DDC

o MOHA, MOLD

o UN, I/NGOs

9. Organize periodic review and update of the plan

• Organize periodic meetings for detailing, reviewing and updating the plan

o At least every six months

• Organize periodic drills to evaluate practicalities and effectiveness of the plan


21

o At least once a year

o Revise the plan as per the observations during the drills

• After every disaster and implementation of the plan, review and revise it based on the practical lessons and experiences during the disaster

• Make provision of recording the updated dates in the plan and associated revisions

4.2 Guideline for Contingency Planning for Municipalities Contingency planning is a systematic approach for identifying what can go wrong in a situation rather than hoping that everything will turn out OK or that "fate will be on your side”. Contingency planning is a "What if?" skill important in all types of planning domains. While developing a good contingency plan, following questions should be well addressed:

1. What disasters might happen and what will be the worst case scenario?

2. Who or what might impede for the implementation of regular activities?

3. How to respond effectively; are we capable and ready for that?

4. What are the alternates, if key actors are not present and resources are not available?

5. Who are there to help us and how?

6. How long do we need to turn in the normal situation?

A template for city level disaster contingency plan is provided below as an example:

Template for City Level Contingency Plan Executive Summary 1: General Aspects of the City Disaster Contingency Plan (CDCP)

1.1 The need for a city level disaster contingency plan

Why does the municipality need the City Disaster Contingency Plan (CDCP)? How does the municipality realize the need of CDCP?

1.2 Legal provisions, authority and planning responsibilities for development of contingency plan

What is the legal basis to prepare and implement the contingency plan in the municipality?

1.3 Goal and objectives of contingency plan

Why the municipality is preparing CDCP, what are the objectives?

1.4 Scope of the contingency plan

What the CDCP covers, to what extent it could be used?

1.5 Planning assumptions

What are the assumptions made on which the current CDCP is based?


22

1.6 Plan implementation strategies

How the CDCP could be implemented, what are the strategies that the municipality is planning to use for effective implementation of the CDCP?

1.7 Plan limitations

What it doesn’t cover, in which aspect and situation/conditions it cannot be used?

1.8 Intended users of the plan

For whom it is prepared and who are the users of the CDCP?

2: Disaster Threat and Identification of Risk Scenario 2.1 Nature of threats

Possible disasters nearby the municipality and the intensity/level could be faced by the municipality.

2.2 Potential damage and losses in different disaster scenario

Estimation of losses and damages by different level of disasters

2.3 Potential casualties in different scenario

Estimation of different type/level of injuries requiring different level of services/caring

2.4 Damage of essential facilities and utilities within city

Estimation of losses/damages on essential facilities such as, water supply system, telecommunication network, electricity network, road network etc..

3: Concept of Operations 3.1 General operations

The current situation with regards to potential earthquake emergencies under which this plan operates and the principles of operation that are utilized within the municipality.

3.2 Stakeholder Analysis

The institutions/partners that have crucial roles to play during the disaster situation are the key stakeholders of this contingency plan and they must be involved in every step of the plan development process.

3.3 Functional response concept

After any disasters its impact on a community, there will be a huge task of different emergency response activities starting from damage assessment and need analysis (DANA), control of fires, rescue of trapped persons, treatment of injured to providing shelters and relief supplies to the displaced people. These emergency tasks can be grouped into a number of functional groups as a planning vehicle through which responsibilities can be assigned to a group of relevant organizations for lead and support functions.

3.4 Functional response groups / clusters


23

Experiences from the past disasters have shown that response activities during major disasters are extremely complicated and no single agency alone can perform any of the response activities fully; all related organizations have to work together in a coordinated manner for optimum and efficient response.

3.5 Standard Operating Procedures (SOP)

Guiding the disaster responder organization for effective performance of the assigned responsibility..

3.6 Monitoring and evaluation

This should be a part of the overall work plan for implementation of the CDCP.

4: Functional Response Groups and Roles and Responsibilities 4.1 Emergency operations

Overall command and coordination cluster

4.2 Emergency operations

Search, rescue and evacuation cluster

4.3 Health cluster

Medical issues such as: provision of field hospitals, medical assistance, management of medical personnel, medicine, equipment etc.

4.4 Relief Services Management and distribution relief items such as food, clothes and others

4.5 Shelter (including temporary shelter and camp coordination) cluster

4.6 Water supply, sanitation and hygiene cluster

4.7 Restoration of urban services cluster

4.8 Transportation (road, air, water etc.) cluster

4.9 Security and welfare cluster

5: Spatial Analysis and Contingency Plan for Key Elements 5.1 Cluster 1: Overall command and coordination

5.2 Cluster 2: Search, rescue and evacuation

5.3 Cluster 3: Health

5.4 Cluster 4: Relief services (food, nutrition and other relief)

5.5 Cluster 5: Shelter (including temporary shelter and camp coordination)

5.6 Cluster 6: Water supply, sanitation and hygiene

5.7 Cluster 7: Restoration of urban services

5.8 Cluster 8: Transportation (road, air, water etc.)

5.9 Cluster 9: Security and welfare

6: Actions to Support Plan Implementation


24

6.1 Capacity building, training and education

Assessing the needs in relation to current or existing capacities for disaster response and enhancing it to a level, which can satisfy the needs. It may include trainings regarding the disaster response for different levels of administration and technical personnel, field officers, NGOs, business community, CBOs, selected community leaders and volunteers.

6.2 Awareness creation and advocacy activities

Awareness at different level starting from community to policy level and advocacy for implementing the MECP.

6.3 Pre-positioning of emergency facilities, services, tools/equipment at critical locations

In order to ease the situation certain equipment or facilities could be pre-positioned in such a way that such facilities can be utilized immediately after the disaster event

6.4 Resource mobilization

6.5 Establishment of system for reporting readiness of different agencies

BIBLIOGRAPHY ANNEXES

4.3 Guideline for Drill Exercises Well preparedness for response and recovery is very important and urgent in Nepal. In many cases, stopping hazards at source is impossible; however, regarding the risk due to all disasters could be reduced significantly. Reducing physical vulnerabilities and enhanced preparedness for responding to disaster events are the main ways to minimize the adverse impacts. Hence, realizing this, all institutions should develop emergency response plan considering potential disasters, existing vulnerability, existing capacity etc. and should try with the plan if, it really works in actual situation.

This section outlines major activities/components to be conducted during the drill. Further, for example detail procedure for conducting earthquake drill is provided in annex 10.

Process and Steps for Conducting Drill 1. Objectives of the drill

• What are the objectives of the drill? Why does the particular organization need to conduct the drill..?

2. Preparation for the drill

• The preparatory activities for the drill may include:

Organize Planning Meetings

Orientation to Response Teams (as per the preparedness and response plan)

Organize drill exercise - activities of the drill exercise

o Notification of disaster


25

o Activation of preparedness / response plan system

o Emergency response activities

In Situ Response

Evacuation/escape

Assembly, Head Count

Damage Assessment

Search and Rescue (SAR)

Medical First Response

Recovery activities

• Demobilization and Debriefing

o Improvement of Response Plan

o Organize meetings for review and update of preparedness plans

4.4 Strategy for Dissemination of Recovery Guidelines

• Develop and publish dissemination materials both in Nepali and English languages. Arrangements are to be made to distribute the materials to the districts and the municipalities

• Organize public hearing/workshops to disseminate the information and improve the plans.

• Develop a system to assist municipalities and districts to help develop recovery preparedness plans

• Develop mechanism to make public aware about the existence of recovery plan in their respective district/municipalities

• Disseminate the materials during annual earthquake safety days and ISDR days

• Encourage other sources of media (Radio, TV, News papers etc.) to disseminate the information about the recovery plan.

• Develop and conduct training packages for different target groups of local bodies and other disaster related stakeholders.

5 REFERENCES 1. ALNAP. South Asia Earthquake 2005: Learning from previous recovery

operations. ProVention Consortium. Available at www.alnap.org/lesssons_earthquake.htm.

2. Cluster Working Group on Early Recovery in cooperation with the UNDG-ECHA Working Group on Transition. Guidance Note on Early Recovery. Geneva: UNDP/Bureau for Crisis Prevention and Recovery (BCPR), 2008.

3. D. Gautam. Nepal’s Emergency Preparedness and Response System: Good practices, lessons learnt, and gaps and lapses (Draft version). Nepal: Association of INGOs in Nepal (AIN), 2010.


26

4. IRP. Learning from Disaster Recovery: Guidance for Decision Makers. UNISDR, Geneva: International Recovery Platform, 2007.

5. JICA. The Study on Earthquake Disaster Mitigation in the Kathmandu Valley, Kingdom of Nepal. Nepal: Japan International Cooperation Agency (JICA), Ministry of Home Affairs (MOHA), 2002.

6. MOHA. National Strategy for Disaster Risk Management in Nepal (NSDRM). Nepal: Ministry of Home Affairs (MOHA), 2009.

7. MOHA. Natural Calamity (Relief) Act 1982 (Unofficial translation of Nepali into English). Nepal: Ministry of Home Affairs.

8. NSET, Earthquake Contingency Plan for Dhaka City, Bangladesh: National Society for Earthquake Technology – Nepal (NEST), 2009

9. NSET. Kathmandu Valley Earthquake Risk Management Action Plan. Nepal: National Society for Earthquake Technology – Nepal (NSET), 1999

10. The Sphere Project. Humanitarian Charter and Minimum Standards in Disaster Response. Geneva: The Sphere Project, 2004.

11. UN. Pakistan 2005 Earthquake: Early Recovery Framework. Pakistan: United Nations System in Pakistan, 2005.

12. UN. Recovery Framework in Support of Government of India for a Post Tsunami Rehabilitation and Reconstruction Programme. India: United Nations Country Team, 2005.

13. UNDP. Post-Disaster Recovery Guidelines (version 1). Geneva: UNDP. Bureau for Crisis Prevention and Recovery – Disaster Reduction Unit. Available at

14. UNICEF. Disaster Preparedness and Response Plan Framework (DPRF) for Lalitpur Sub-Metropolitan City. Nepal: UNICEF, Lalitpur Sub-Metropolitan City (LSMC) and NSET, 2007. (unpublished document)

15. EMA a, Australian Emergency Manual for Disaster recovery, Emergency Management Australia, 2004.

16. EMA b, Australian Emergency Manual for Disaster recovery, Emergency Management Australia, 1996.

17. GAO, Report to the Committee on Homeland Security and Governmental Affairs, U.S. Senate: Disaster recovery Experiences from Past Disasters Offer Insights for effective Collaboration after Catastrophic Events, United States Government Accountability Office, 2009.

18. OCHA Monthly Situation Report (SITREP) inserted from www.un.org.np/floods

19. ISDR, Learning from Disaster Recovery: Guidance for Decision Makers; Preliminary version for Consultation, May 2007.

20. Queensland Govt., Queensland Disaster Management Planning Guidelines for Local Government, Queensland Government, Department of Emergency Services, 2005

UNDP-BCPR, Cluster working Group on Early Recovery in cooperation with the UNDG-ECHA Working Group on Transition: Guidance Note on Early Recovery, April, 2008.

21. ICIMOD, Disaster Preparedness for Natural Hazards: Current Status in Nepal, International Centre for Integrated Mountain Development (ICIMOD), 2007


27

22. IASC, Needs Assessment Framework (NAF), IASC CAP Sub Working Group, 2007

23. The World Bank, Learning Lessons from Disaster Recovery: The Case of Bangladesh, Disaster Risk Management Working Paper Series No. 11, 2005.


28

6 ANNEXES ANNEX 1: Matrix showing immediate actions to be taken after disaster emergency, primary and supporting institutions and

resource management activities *.

Before Disaster

Actions Responsible Institutions (Main) Supporting Institutions Remarks

• Preparation of Disaster Recovery Guidelines

• A general document addressing national issues for disaster recovery.

MOLD, MPPW, MOHA Relevant stakeholders (NGO, INGO, UN Agencies)

• Establish/formalize Disaster Recovery Center/Focal Point

MOLD, MOHA, MPPW Municipalities, DDC, DAO and other I/NGOs

A disaster Recovery Center/Focal Point should be established to lead the recovery and reconstruction works after disasters (under MOLD since all developmental works in the districts are carried out by respective DDCs)


29

• Preparation of Disaster Recovery Framework

• Define roles and responsibilities

• Identify priority actions (phase wise activities)

• Address all sectors of communities (poor, marginalized people, disabled etc.)

• Develop contingency plans for different levels

• Develop action plan (activities in different phases)

MOLD, MPPW, MOHA respective local bodies (municipalities, DDCs)

NGO, INGO, UN Agencies and other local stakeholders

• Multi-hazard Risk Assessment of major cities

• Hazard and vulnerability mapping

• Loss estimations

• Resource mapping

MOLD, MPPW, MOHA NGO, INGO, UN Agencies and other local stakeholders


30

• Capacity Building

• Resource/ budget allocation

• Training and awareness raising programs; conduction of periodic drills

• Prepositioning of equipment and other resources

• Stand by skilled human resources

MOLD, MOPPW, MOHA (APF, NP)

NGO, INGO, UN Agencies and other local stakeholders

After Disasters

Actions Responsible Institutions (Main) Supporting Institutions Resource Management

• Rapid Damage/Need Assessment (Agriculture, Industrial, Infrastructure and Social Property)

• Need Assessment: Shelter, water supply, food etc.

• Local Authorities and community - Village Development Committees (VDC)/Municipality-ward committees

• District level – District Administration Office (Chair of District Disaster Relief Committee – DDRC)

• Community level – Community Based Organizations (CBOs), Non-Governmental Organizations (NGOs), Political parties, NRCs sub-chapters

• District level – District Disaster Relief Committee (DDRC), District Development Committee (DDC), Department of Urban Development and

• Local resources - donation, (and other internal resources) might be it small amount from the family level

Allocate (certain percentage) 10% of VDC/Municipalities, and District Development Committee (DDC) income


31

After Disasters


• Central level – Central Natural Disaster Relief Committee (CNDRC)

Building Construction (DUDBC) Div. Office, Nepal Red Cross Society (NRCS)

• Central level – Line agencies working in Disaster Management, Recovery and other humanitarian agencies

• Regional Administration

for DRM fund

Pursue development organizations to contribute certain % of their resources for DRM plan

Additional tax for DRM (how much?)

• Early Recovery Action Plan

• Shelter management

• Health care

• WASH

• Psycho-social counseling

• Schooling

• Functionality of critical facilities

• Compensation (Cash, food etc.)

• DUDBC

• DHO

• Social workers

• VDC/Schools

• MoHA/ DDRC/VDC

• UN Habitat, Schools

• UNICEF, NGOs

• DEO, Political Parties

• DDC, INGOs, NGOs

Allocate % of development Parliament Member’s Dev. fund in DRM

Allocate 5% of national dev. Budget for DRM

• Subsidy and soft loan

• Tax exemption

• Security and

• Office of Prime Minister

• Ministry of Finance

• MoF, Financial institutions

• MoHA/DDRC

Prime minister’s Fund for Natural Disasters,

Local governments, and


32

After Disasters


protection

• Potential hazard mitigation

• Debris management

• Dead body management

• Alternative livelihood support

• District Administrative Office/ Chief District Officer

• Local Community

• VDC/Municipality

• VDC/Municipality, MoHA

• DAO, Small cottage and industry

• MoHA

• VDC/Municipality/DDC/ NGOs

• DDC/ NGOs

• ICRC, NRCS

• NGOs, INGOs, UN agencies

other locally available resources

Donors and other NGOs INGOs

* This matrix is elaboration of a matrix prepared during the workshop on Preparing Framework of National Emergency Response System for Nepal (April 11-12, 2010) held in Kathmandu. The inputs here are indicative of need and their potential use and responsibility of stakeholder. This matrix is indicative for detail plan and need more consultation for detailing of responsibilities and action.


33

ANNEX 2: ljkb k'g:yf{kgf tyf k'g;{+/rgf lgb]{lzsfsf] nflu gu/kflnsf ;DaGwL ;fdfGo tYof+s÷ljj/0f

!= If]qkmn=======================================

@= hg;+Vof====================================

#= ejg ;+Vof÷k|sf/================================================================================================

ejg lgdf{0fsf] jflif{s b/============================

ejg lgdf{0f k|ls|of – ejg lgdf{0f ;+lxtf_ =====================================================================

$= 3/w'/L ;+Vof==============================

%= pknAw zx/L k"jf{wf/x?=

s=;8s÷oftfoft-l:ytL_================================================ k'n -;+Vof÷l:ylt_===============================

oftfoftsf] k|d'v ;fwgx?===================================================================================== ============

v= vfg]kfgL -;|f]t÷Ifdtf_========================================================= ;+sng s]Gb| ;+Vof÷k|sf/

u= laB't-Ifdtf÷;|f]t_====================================

3= ;+rf/ -6]lnkmf]g_====================================;+rf/ dfWodx? =======================================================

ª 9nlgsf;=============================

r= cGo=====================================

^= cfktsflng ;'ljwf÷pks/0fx?

s= bdsn==============================

v= vf]h tyf p2f/ ;fdu|Lsf] Aoa:yf====================================

u= lkl8tsf] :yfgfGt/0fsf] 7fpsf] klxrfg=============================

3= tflndk|fKt vf]h tyf p2f/sdL{x?==================================

ª= cfktsflng ;'rgfk|0ffnLsf] Aoa:yf=================================

r= p2f/ tyf /fxt ;fdu|Lsf] Aoa:yf====================================

5= cfktsflng :jf:Yo ;]jfsf] Aoa:yf=================================

h= cGo================================

&= zx/L gS;fªsg

s= GIS gS;f sf] pknAwtf================================================

v= gS;fªsg ljj/0f==========================================================

u= e"–pkof]u gS;fªsg====================================================

3= k|sf]k gS;fªsg==========================================================

ª= ;+s6fled'vtf gS;fªsg==============================================

r= ;|f]t÷;fwgsf] gS;fªsg=============================================


34

5= zx/L k"jf{wf/sf] gS;fªsg============================================

h= Building Footprint sf] gS;fªsg==========================

em= Satellite Image sf] pknAwtf===================================

*= ljkb hf]lvd Aoa:yfkg ;DaGwL sfd ug]{ lgsfox?

!=========================================================

@========================================================

#========================================================

$=======================================================

%========================================================

^========================================================

&=========================================================

*========================================================

(==========================================================

!)=======================================================


35

ANNEX 3: ljkb k'g:yf{kgf tyf k'g;{+/rgf lgb]{lzsfsf] nflu k|ZgfjnL != ljkb ;do tflnsf

ldlt 36gf Iflt -ef}lts÷dfgjLo_ k|ltsfo{÷p2f/ /fxt k'g:yf{kgf÷k'g;+{/rgf s}lkmot


36

@=;Defljt ljkbx?

;Defljt k|sf]k ;+s6fled'vtf pknAw Ifdtf ;Defljt ;d:ofx? ;'emfjx? s}lkmot


37

#= ljkb k"j{tof/L

ljkbsf] k|sf/ k"j{tof/Lsf] k|sf/ ;|f]t÷;fwgsf] Joa:yf ;d:ofx? s}lkmot


38

$=ljkb k|ltsfo{ of]hgf

ljkbsf] k|sf/ k"j{tof/Lsf] k|sf/ ;|f]t÷;fwgsf] Joa:yf ;d:ofx? s}lkmot


39

%=ljkb k'g:yf{kgf÷k'g;{+/rgf of]hgf

ljkbsf] k|sf/ k"j{tof/Lsf] k|sf/ ;|f]t÷;fwgsf] Aoa:yf ;d:ofx? s}lkmot


40

ANNEX 4: Example, Survey Questionnaire for Capacity Mapping of Institutions

Name and address of Institution

Contact person and designation

Year of establishment

Nature of work

Number of staff Geographical coverage of work

1. Physical Facilities Available with the Institution

SN Details Quantity Existing condition

Availability in if needed Remarks

1 Open Spaces

2 Buildings

3 Vehicles

4 Others...

..

2. Technological/Human Resources Available with the Institution

SN Details Quantity Existing condition

Availability in if needed Remarks

1 Expertise In which field??

2 Software

3 Tools/equipment

4 Others

..

3. 2.Completed major Projects/activities

SN Name of the Project

Duration Donor/Partner organization

Total cost Implementation Modality

Major outcomes and lessons learned

1

2

3

4

..


41

4. 2. Ongoing Major Project works

SN Name of the Project

Duration Donor/Partner organization

Total cost Implementation Modality

Major outcomes and lessons learned

1

2

3

4

..

Long term partner organizations:

Produced reports, guidelines, formats etc.

Any other information


42

ANNEX 5: Example, Indicative Activities for Recommended Disaster Recovery Principles

SN Key Principles Indicative activities

1 Mainstreaming DRR in the development process

• Conduction of workshop/ seminars with participation of all DRM stakeholders for developing roadmap for disaster recovery plan.

• Provide inputs in periodic plans from the DRM aspect.

2 Involvement of variety of organizations and individuals

• Formulation of recovery preparedness committees and sub-committees representing from different organizations and expertise.

3 Integrated, multidisciplinary and coordinated approach for DRR

• Integration of development projects into a single information system, working with multiple discipline experts and better coordination with stakeholders, development workers, government and local communities.

4 Enhancing safety standards and integrating risk reduction in reconstruction and development

• Revise/update building code/ by laws, if required.

• Training programs on safer building construction

• Urban regeneration program

• Multi-hazard risk assessment studies and implementation of mitigation activities

5 Improving the living conditions of the affected communities and sectors

• Skill development/income generation programs making the affected people independent.

• Improved infrastructures and facilities

• Improved/strengthened buildings

6 Taking advantage of ongoing initiatives

• Review and improve ongoing activities based on the experiences.

• List the recovery activities considering ongoing activities.

7 Leverage resources to facilitate recovery

• Plan activities taking advantage of all available resources at the moment.

• Motivational programs for working together for disaster recovery

8 Use recovery plans to agree on roles and responsibilities

• Conduct stakeholders’ meeting and make agreement among the stakeholders defining role and responsibility for disaster recovery activities.


43

9 Promoting participatory approaches

• Implement community based disaster risk management activities

• Involve local people is all phases of DRR activities

10 Promoting effective public awareness raising and education programs

• Awareness programs on disaster preparedness, response and recovery in different levels.

• Dissemination of existing plans and ongoing activities.

11 Inclusive planning

• Disaster preparedness and mitigation activities

considering vulnerable population such as differently able people, olds children and marginalized population.

• Use of different signs in public areas such as roads, bridges, markets etc.

• Constructing ramps in hospitals and other public places i.e. platforms, schools etc.

12 Demonstrative effects

• Construct earthquake resistant community

building as a model

• Develop risk sensitive land use plan of the municipality.

• Construction of dikes and other flood barriers for flood protection

13 Assuring continuous monitoring, evaluating and learning.

• Develop check lists for monitoring and evaluation of the activities

• Carry out cost benefit analysis of the recovery programs


44

ANNEX 6: Interview Questionnaire for Hospitals for developing Recovery Plan

Name of Hospital:

Address:

Head of the institution

Name and Designation of Respondent:

1. When was your hospital established?

2. What are the regular mandates and functions of your hospital?

3. What main services does your hospital provide to the people?

4. What are the organizational capacities of your hospital? (Physical infrastructures, facilities, departments/divisions, human resources/staff etc.)

5. How effectively do you think your hospital has been providing its services?

6. What were the effects of last disaster (1934/1988 earthquake) to your hospital? (Damages to physical facilities, casualties, disruption of services etc.)

7. Are the buildings/structures damaged during the earthquake? And are they repaired, retrofitted or reconstructed?

o If yes, how they are done? Earthquake-resistance is considered or not? Who assisted?

o If not, why? And what is the plan?

8. Do you believe that your municipality is earthquake prone area and do you think earthquake may hit the municipality area in the future?

9. What could be the situation in case similar earthquake/disasters re-occurs affecting the municipality?

10. Is your hospital prepared or preparing for the future possible earthquakes? What types of preparations/preparedness have been or are being done?

11. What precautionary measures are taken against earthquake by your hospital keeping in mind the possible consequences?

12. What are the main problems faced by your hospital in delivering normal services and functions?

13. What will be the main problem that your hospital faces during an earthquake disaster?

14. Are there any points in your hospital system that seems especially vulnerable to earthquakes?

o If yes, please explain it.

o What may be the consequences of damage to these points?

15. Which points are most critical for operation of the entire system even during the earthquake disasters?

16. Do you have any specific plan or program for the time of disaster?


45

17. Are these plans or programs formally documented and known to the staff?

18. How aware are the staff and decision-makers about the risk of earthquake or other disasters?

19. Does your hospital practice emergency exercises and drills?

20. How much does your hospital depend on other systems (i.e. electricity or others to operate)?

21. Can your hospital operate if these systems are not available?

22. How much does your hospital’s emergency response depend on other systems, i.e. communications, electricity, roads etc.

23. Are there any laws, codes, standards of practice, inspections etc. that regulate the safety of your system?

o If so, how well are they enforced?

24. Do you have any plans for expansion your system in the municipal area? If yes, what type of expansion? How do you consider earthquake safety during such expansion?

25. Does your system store spare parts?

26. How difficult would it be to get spare parts at short notice?

27. Does your system have reserves in case of disaster (i.e. stored- water, fuel, electric generators etc.)?

28. How long would such reserves last?

29. What other organizations have reserves that could help your system in time of need?

30. How long would the municipality be without service if system is damaged from the disaster?

31. How long would it take to rebound from a disaster?

32. Are there existing arrangements to secure funding to recover from a disaster?

33. Has your hospital thought of doing any mitigation work for earthquakes or other potential disasters?

34. Have any detailed studies been made about the vulnerability of your system to natural disasters? If yes, mention in brief.

35. How feasible are mitigation measures for your system?

36. Is it possible to get funds and other support for mitigation work? What would be the process to initiate mitigation work?

37. Who would need to be involved in order to successfully undertake a mitigation project?

38. What are the immediate actions to be taken to improve the system keeping in mind the possible consequences of a future disaster?

39. Do you have adequate open space in your hospital premises, where number of injured victims can be adjust after the disaster?

40. How many and what types of medical supplies and medicines are stored? How many of them are applicable to the crushing type of wounds you would see after the disaster

41. What do you think are the most important and critical activities to avoid the disaster like in the past?

42. Can you please suggest some critical actions in detail?


46

ANNEX 7: Interview Questionnaire for Critical Facilities and Lifeline Agencies for developing Recovery Plan

Name of Agency:

Address:

Head of the Agency


1. When was your organization established?

2. What are the regular mandates and functions of your organization?

3. What main services does your organization provide to the people?

4. What are the organizational capacities of your organization? (Physical infrastructures, facilities, departments/divisions, human resources/staff etc.)

5. How effectively do you think your organization has been providing its services?





8. Do you believe that your municipality is earthquake prone area and similar earthquake may hit the municipality area in the future also?

9. What could be the situation in case similar earthquake re-occurs affecting the municipality?

10. Is your organization prepared or preparing for the future possible earthquakes? What types of preparations/preparedness have been or are being done?

11. What precautionary measures are taken against earthquake by your organization keeping in mind the possible consequences?

12. What are the main problems faced by your organization in delivering normal services and functions?

13. What will be the main problem that your organization faces during an earthquake disaster?

14. Are there any points in your critical facility / lifeline system that seems especially vulnerable to earthquakes?


15. What may be the consequences of damage to these points?



47




20. Does your organization practice emergency exercises and drills?

21. Your organization is responsible for designing and constructing ………………… structures in the municipal area; how many (no. of length) such structures are constructed per month/year?

22. Is there any defined system for maintaining the proper design and construction of such structures? Process: needs assessment, design, check, construction?

23. Does your organization have sufficient capacity to properly maintain the required quality of such constructions in the ground?

24. How many staff is dedicated for this job? And what categories of staff?

25. How much does your system depend on other systems (i.e. electricity/transportation and/or others to operate)?

26. Can your system operate if these systems are not available?

27. How much does your organization's emergency response depend on other systems, i.e. communications, electricity, roads etc.




30. Does your system store spare parts?

31. How difficult would it be to get spare parts at short notice?

32. Does your system have reserves in case of disaster (i,e. stored- water, fuel, electric generators etc ) ?



35. How long would the city be without service if system is damaged from the disaster?



38. Has your organization thought of doing any mitigation work for earthquakes or other potential disasters?

39. Have any detailed studies been made about the vulnerability of your system to natural disasters? If yes, mention in brief.





48


44. What do you think are the most important and critical activities to avoid the disaster like that in the past?


ANNEX 8: Interview Questionnaire for Emergency Response Organizations for developing Recovery Plan

Name of Agency:

Address:

Head of the Organization


1. When was your organization established?

2. What are the regular mandates and functions of your organization?

3. What main services does your organization provide to the people?

4. What are the organizational capacities of your organization in this city? (Physical infrastructures, facilities, departments/divisions, human resources/staff etc.)

5. How effectively do you think your organization has been providing its services?





8. Do you believe that your municipality is earthquake prone area and similar earthquake may hit the municipality area in the future also?

9. What could be the situation in case similar earthquake re-occurs affecting the municipality?

10. Is your organization prepared or preparing for the future possible earthquakes? What types of preparations/preparedness have been or are being done?

11. What precautionary measures are taken against earthquake by your organization keeping in mind the possible consequences?


49

12. What are the main problems faced by your organization in delivering normal services and functions?

13. What will be the main problem that your organization faces during an earthquake disaster?

14. Are there any points in your organization/system that seems especially vulnerable to earthquakes?


o What may be the consequences of damage to these points?





19. What system and capacity does your organization have for immediate response during a major disaster event like earthquakes?

20. Do you have any provision of storing emergency response supplies such as food, blankets, vehicles, rescue tools and equipment etc. to be used during the emergency situation? If yes, can you give the details of such items?

21. Which division, department, section within your organization will be responsible for the response during a disaster event?

22. Do you have any specific wing for disaster preparedness within your organization? If yes, what are the provisions for resources, human resource training etc.? If not, is there any plan for such provisions?

23. Does your organization practice emergency exercises and drills?

24. How much does your system depend on other systems (i.e. electricity or others to operate)? And do you have any alternate provisions in case the normal system are disrupted?

25. Can your system operate if these systems are not available?

26. How much does your organization's emergency response depend on other systems, i.e. communications, electricity, roads etc.?




29. Does your system have reserves in case of disaster (i,e. stored- water, fuel, electric generators etc) ?



32. How long would the city be without service if your system is damaged from the disaster?



50


35. Has your organization thought of doing any mitigation work for earthquakes or other potential disasters?

36. Have any detailed studies been made about the vulnerability and earthquake safety of physical facilities, (buildings, go downs, barracks, ware houses) in your system to natural disasters? If yes, mention in brief.

37. Is there any insurance of such physical facilities and structures?





42. What do you think are the most important and critical activities to avoid the disaster like in the past


ANNEX 9: Checklist for Non-structural Earthquake Hazard

PROJECT: Seismic Non-Structural Assessment of ____________________________

Location Date of survey

Name of building Assessment team

No. of storey Floor StructureStructural system Roofing material

Walling material Roof ceiling

(Note: Y = Yes; N = No; N/A = Not Applicable, NK = Not Known)

Basic Non-structural Assessment Checklist 1. Building Utility System 1.1 Emergency Power-Generating Equipment

Y/N/NA: Are the batteries securely attached to the battery rack?

Y/N/NA: Is the battery rack cross braced in both the direction?


51

Y/N/NA: Does the battery rack have anchor bolts secured to a concrete foundation pad?

Y/N/NA: Is the foundation large enough to keep the rack from sliding or tipping?

2. Architectural Elements 2.1 Built-in Partition

Y/N/NA: Are block wall partitions reinforced?

Y/N/NA: Are concrete masonry unit partitions detailed to allow sliding at top?

Y/N/NA: Are partial-height partitions braced to the structure above ceiling line?

Y/N/NA: If partitions function as lateral support for tall shelving or cabinets, are these partitions rigidly attached or braced to the structure above the ceiling line?

2.2 Ceilings and Soffits Y/N/NA: Does the suspended ceiling have adequate diagonal bracing wires?

Y/N/NA: Are decorative ceiling panels and/ or lattice work securely attached?

Y/N/NA/NK: For plaster ceiling, is the wire mesh or wood lath securely attached to the structural framing above?

Y/N/NA/NK: Are decorative finishes and/ or latticework on beam soffit or beneath exterior eves securely attached, particularly over exits?

Y/N/NA/NK: For stucco soffits, is the wire mesh or wood lath securely attached to the structural framing above?

2.3 Lighting Suspended overhead lighting, fixed or track lighting Y/N/NA: Do the lay-in fluorescent light fixtures have positive support,

independent of ceiling grid, such as al least two diagonally opposite hanger wires per light fixtures?

Y/N/NA: Do chandeliers or other hanging fixtures have safety cables to prevent them from impacting each other or a window?

Y/N/NA: Do pendent or item Light mixtures have safety cables so they Hill not fall if the mixtures sway and break the stem connections, or are they braced to prevent swaying?

Emergency Lighting and Exit Lights Y/N/NA: Are Emergency lights and exit lights mounted to protect them from

falling off shelf support?

2.4 Doors and Egress Routes Primary Exit doors Y/N/NA: If exit doors are heavy metal fire doors that might jam if the building

racks during earthquake, is there a crowbar or sledgehammer located near the exit to facilitate emergency exit?

Y/N/NA: Do steel stairs in multistory buildings have sliding supports at one end that can accommodate inter storey displacement?


52

Y/N/NA/NK: Have any reinforced masonry partitions in stairwells been removed, strengthened or encapsulated?

Building Utilities and Architectural finishes along egress route (piping, ducts, ceilings, lights, partitions)

Y/N/NA: Are piping, ducts, ceilings, lights, partitions and other elements braced adequately to prevent falling obstructions along egress route?

Partitions are not tied up with the structure.

Furniture and/ contents along egress routes (cabinets, shelving etc) Y/N/NA: Are furniture and/ or contents along egress routes sufficiently anchored

to prevent objects from obstructing the egress route?

Y/N/NA: Are unanchored furniture and/ or contents kept far enough from exits so they will not slide and obstruct the doors?

2.5 Windows Glazing

Y/N/NA: Is it known whether the glazing was designed by an architect/ engineer to accommodate lateral movement?

Y/N/NA: Do large windows, especially storefront windows, have safety glass?

Overhead Glazing and Skylights Y/N/NA: Are transoms (glass panels over doors) made of safety glass?

Y/N/NA: Are skylights made of safety glass or covered with shatter-resistant film?

Y/N/NA: Are large panes made of safety glass, or is it known whether the glazing assembly was designed by an architect/ engineer to accommodate the expected seismic distortion of the surrounding structure?

3. Furniture and Content 3.1 Communication Equipment

Radio and Short wave Radio Equipment Y/N/NA: Is radio equipment restrained to keep it from sliding off shelving or

tabletops?

Telephone, cellular phone and Fax equipment Y/N/NA: Is important equipment restrained to keep it from sliding off shelving or

tabletops

Y/N/NA: Are telephones placed on desktops counters far enough from edge that they will not slide and fall off?

Computer system, data storage Y/N/NA/ NK: Is computer information vital to operations backed up and stored off-

site?

Y/N/NA: Is critical computer equipment securely anchored to supports?


53

Y/N/NA: Is sensitive computer or communication equipment located out of range of fire sprinkler pipes where they are less prone to water damage if the sprinkler lines break?

Wall mounted television and Surveillance Camera Y/N/NA: are wall mounted televisions or surveillance camera in elevated locations

securely anchored to support shelves or brackets that are in turn adequately connected to the wall?

3.2 Office and Computer Equipment Large computer equipment, tape drives

Y/N/NA: Are computers, tape racks, and associated equipment that is about twice as tall as wide, anchored, tethered, and/ or braced?

Y/N/NA: is heavy computer equipment anchored to the structural floor slab and braced independently of the computer access floor?

Desktop computer equipment or printers Y/N/NA: Are computer monitors anchored to desktops or computers?

Y/N/NA: Are desktop computers and printers mounted with positive restraint, resting on high friction rubber pads, or located far enough from edges of desks and tables to prevent them from sliding and falling in an earthquake?

3.3 Storage of Records and Supplies Bookshelves and library stacks 1.5m or taller Y/N/NA: Are book shelves properly anchored with brackets to a solid wall or stud

or anchored to the floor?

Y/N/NA: Are bookshelves fitted with edge restraints or elastic cords to keep books from falling?

Y/N/NA: Are large and heavy books located on the lowest shelves?

Y/N/NA: Are rare books given extra protection to prevent falling and water damage?

Tall vertical or lateral file cabinets Y/N/NA: Do the file cabinets drawers or doors letch securely?

Y/N/NA: Are tall file cabinets anchored with wall brackets to a solid wall or stud, anchored to the floor, or bolted to one or more adjacent cabinets to form a more stable configuration, i.e. a larger “footprint”?

Y/N/NA: Are unanchored cabinets located so that they will not fall or slide and block an exit?

Tall storage racks and shelving Y/N/NA: Are tall storage racks or shelving securely anchored to the floor or walls?

Y/N/NA: Are heavily loaded racks or shelves braced in both directions?

Y/N/NA: Are racks significantly taller than wide, are large bolts used to anchor each leg to a concrete slab?

Y/N/NA: Are breakable items secured to the shelves or racks, or are they stored in stable units (e.g. are they shelved in the original packing box, or are small items shrink-wrapped together)?


54

Emergency Supply Cabinets Y/N/NA: Is the cabinet in an inaccessible location that is not likely to be heavily

damaged?

Y/N/NA: Is the cabinet properly braced and anchored, and are the cabinet doors secured latched?

Especially Valuable and Fragile Merchandise Y/N/NA: Are valuable or fragile items protected against tipping over or falling off

shelving or pedestals?

3.4 Kitchen and Laundry Equipments Large Kitchen or Laundry Equipment Y/N/NA: Are all these items securely anchored to the floor, wall or countertop?

Gas and Electrical hook-up Y/N/NA: Are the gas or electric hook-up lines able to accommodate movements at

the equipment interface and where they cross seismic joints between buildings?

Drawer and Cabinet latches (Kitchen, laboratory, office etc) Y/N/NA: Are the drawers and cabinet doors latched securely, e.g. with special

latches or baby-proof hardware that will not fly open in an earthquake?

3.5 Furniture, Interiors Decoration Potted plants or indoor landscaping resting on shelves above the floor

Y/N/NA: Are heavy potted plants on file cabinets or tall shelves restraints to prevent falling?

Valuable and fragile artwork or decorative vases Y/N/NA: Are valuable or fragile items protected against tipping over and/ or falling off shelves or pedestal?

Freestanding half-height movable partitions Y/N/NA: Are freestanding partitions braced or arranged in stable layouts?

Miscellaneous furnishings Y/N/NA: Are unanchored furnishings located where they cannot slide or overturn

to block corridors or doors?

Lockers, vending machines Y/N/NA: Are personal or storage lockers and vending machines anchored and braced or are they clear of exits?

Notes


55

ANNEX 10: Sample for Earthquake Risk Mitigation Activity

1. Name of Organization: ……………………………………………

2. Name of Person: ……………………………………………

3. Telephone: ……………………………………………

4. Fax: ……………………………………………

5. Email (if available): ……………………………………………

6. Title of Action: ……………………………………………

7. Problem Being Addressed: ……………………………………………

8. Estimated Resources Required: ……………………………………………

• Funds: ……………………………………………

• Expertise, Equipment, etc. (optional): ……………………………………………

9. Availability of Funds

• Funds for the proposed action available within your organization: ……………………………………………

• Funds not available: ……………………………………………

• If funds not available currently, are you willing to include the proposed action(s) in the program for next fiscal year?

• Funds required from external sources: ……………………………………………

10. Estimated Schedule

• Year to Start: ……………………………………………

• Year to Complete: ……………………………………………

11. Major steps to conduct action: ……………………………………………


56

ANNEX 11: Procedure of Conducting Drill Exercise: Earthquake Drill as an Example

1. Objectives of the drill

• To raise staff’s awareness about the earthquake preparedness

• To test existing response capacity of the organization in case of an earthquake.

• To draw recommendations for improvement of possible shortcomings for response.

2. Preparation of the Drill

• Planning Meetings A planning meeting should be conducted to discuss about the possible dates, preparatory works to be done and necessary resources for the drill etc. This meeting should be attended by the organization head and other managerial level staff.

• Orientation to Response Teams

An orientation program to all response team leaders and other responsible staff should be provided in advance as per preparedness and response plan. During the orientation program the complete process of the earthquake drill exercise and the responsibility of all response team should be presented.

3. Organization of Drill: Activities of the Drill Exercise

• Notification of Earthquake

In reality, there will be no notification or siren for earthquake. But during drill exercise, there is need for the indication of earthquake shaking. As a signal, a siren with quite loud sound could be used. During this time, people are expected to perform safe behavior. Experts suggest one of the safe behaviors is “Duck, Cover and Hold”. Duck is stay down with squatting position like duck. Cover is protecting the head from glass fraction or other stuffs that falling down from the top. Head can be protected with bag or any books. One can stay under

Box 4: Safe Behavior during an Earthquake

Immediate Actions: Indoors 1. Follow safe behavior e.g. Duck Cover and Hold 2. Just move few steps needed to reach the closest previously identified safe place. 3. Keep clear away from windows, chimneys or other hazardous materials 4. Do not run downstairs or rush outside while the building is shaking. 5. Do not jump out from windows, balconies!

Immediate Actions: Outdoors 1. Get into nearest open space 2. Keep clear of buildings, high walls or dangling electric wires.

3. If you are in a city, seek shelter under archways or doorways

4. Do not try to walk through narrow streets Immediate Actions: Driving

1. On clear roads, STOP immediately 2. On busy roads, slow down, moving the vehicle as far out of traffic and buildings as possible

3. Do not stop on or under a bridge or under big trees , light posts, power lines, or signs/bill boards, in a landslide.

4. Stay inside the vehicle until the shaking stops.

5. When you resume driving, watch for breaks, fallen rocks, bumps in the road especially at bridge approaches


57

sturdy furniture holding it. If there is nothing to stay underneath, head should be covered at least to protect from anything that might fall upon. Further, it is not suggested to stay near glazed windows. So, the building should be assessed first to locate relatively safe place within the building.

• Evacuation In real practice, there will be a siren after the main shaking of earthquake, meaning immediately evacuate the building safely. However in drill exercise, there will be a second siren for evacuation. The siren will be on the air assuming the earthquake is over (after the first siren). The building should be evacuated as early as possible after the earthquake (during second siren) and the evacuees shall follow the pre-determined evacuation route. Floor wardens are responsible for making the second siren. During evacuation, one should follow the following instructions:

• Grab your Earthquake "GO BAG" and evacuate the building as quick as possible with covering the head.

• Do not use elevators.

• Follow pre-identified quickest evacuation route.

• Do not go back to office/building area for any reason till further notice from the safety officer.

• Proceed to the designated emergency assembly area. Follow the instructions of wardens.

• Assembly and head Count After evacuation from the building, people have to move to predefined assembly area and be in queue for head count. Wardens are responsible for the head count and report to the Operation Officer (OPO) that how many people have evacuated and how many missing.

• Damage Assessment After assembly and head count, Operation Officer (OPO) directs Damage Assessment Team (DAT) to assess the damage in the building and premises. DAT shall observe the building and keep records the details of the damages in the buildings. They will report to OPO whether it is safe to enter to the building or not and also guide the Search and Rescue (SAR) team in regards of structural hazards during the SAR operation.

• Search and Rescue (SAR)

Box 5 Actions after an Earthquake

1. If you are not seriously injured, grab your Earthquake "GO BAG" and proceed to a previously defined safe area. Be Careful of falling objects, cover your head.

2. If you are trapped inside, remain quiet and believe in your survival, do not shout! Panicking can exhaust you very quickly. Wait for signals from outside, & only then respond (use a whistle!)

3. Be prepared for aftershocks; If you are evacuated, don't go inside any building; If really obliged to go inside, be extremely careful

4. Help injured or trapped persons and give first aids (ONLY if you know).

5. If possible, turn off electricity, gas and water at source.

6. Do not use matches, lighters etc (fire sources), if gas leak is detected.

7. Do not eat or drink anything from open containers near shattered glass

8. Do not use phones. The phone systems will be badly damaged, and it will be needed by the rescue operations in priority.

9. Don't panic, or create panic or spread or subscribe to rumors!


58

OPO commands to SAR team to rescue the missing people in the premises after getting the information from DAT. SAR team should be aware of the scope of their team and if the situation is beyond of the capacity, they should coordinate for external support from professional SAR teams. Attention shall be paid for further hazards in the scene and rescue the victims from the potential immediate hazards first. The team shall maintain its own safety first.

• Medical First Response/First Aid Medical First Response Team shall be mobilized to provide First Aid to the injured victims by OPO and Emergency Response Commander (ERC). The team shall prepare an inventory for First Aid items and update. The team shall be aware of the scope of their team. The team shall manage for timely medical assistance to minimize the loss of life, subsequent disability and human suffering. The team shall treat the victims in the designated area and make arrangement to send them to the nearest hospital if needed.

• Demobilization When response teams are nearing completion of the last remaining life safety missions, and when the ERC has determined that the disaster has entered into a recovery phase, he/she shall declare a formal demobilization and every staff goes back to normal work. But emergency declaration may be necessary in the even response to the earthquake overwhelm local resources.

• Debriefing Debriefing is to be conducted among the participants including all office staffs, wardens, response teams, OPO and ERC. Mainly this is to discuss i) what went well? ii) what can be improved, and iii) what will be the timeline to make improvements? Everybody should be encouraged to participate in debriefing. All the observations from the people should be collated and reviewed for the further improvements.

Recovery Principles and Guidelines€¦ · Disaster recovery is part of an emergency management,...

Documents

Transcript of Recovery Principles and Guidelines€¦ · Disaster recovery is part of an emergency management,...