tsunami of 26/12/2004 & current national disaster management system

8/14/2019 TSUNAMI OF 26/12/2004 & Current National Disaster Management System

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TSUNAMI OF 26 /12 /20 04-Cu rre nt Nat io nal Di sas ter Mana geme ntSys tem

(End of the course project submitted towards the fulfillment of the course)

Comprehensive Disa ster Ri sk Ma nag ementFramew ork

From 30 /6 /08 to 8 /8 /0876

Submitted by

Deepa G. Menon, Ass ista nt Pro fe ss or , Faculty ofVete ri na ry Sci enc es, Ker ala Ag ri cultural

Un ive rs ity, Mannuthy, Th ri ss ur.S


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J an , 2001

Early Warning System for Natural and

India is a country highly vulnerable to natural disasters. Enormous population pressures

and urbanization have forced people to live on marginal lands or in cities where they are at

greater risk to disasters and the damage they can cause. Whether a flood, a regional

drought or a devastating earthquake, millions of Indians are affected each time a disaster

occurs. In addition to large-scale displacement and the loss of life, these events result in the

loss of property and agricultural crops worth millions of dollars annually.

1) Background Information

India is the seventh largest by geographical area and the second most populous country, in the

world. With a total land area of 3,287,263 sq.k.m, measuring 3,214 km from north to south and

2,993 km from east to west, it has a land frontier of 15,200 km and a coastline of 7,517 km. The

climate comprises of a wide range of weather conditions across a vast geographic scale and

varied topography, making generalisations difficult, though it is considered to be tropical.

India's annual rate of inflation inched closer to the 12% mark in July 2008, and per capita

income of Indians reached Rs 32,299 during 2007-08. The index for primary articles showed a

decline of 0.1% while that for food articles declined 0.2 % this year. GDP growth forecast for

India is 8.1 % for the fiscal year to March 31, 2009, from the current rate of 8.5. Sectoral

forecasts for industry and services are at 8 and 9.8 % respectively. Inflation rate is expected to

remain high in the next few months, at least till the end of the year. India's population at the


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cyclones, bring with them heavy rains, storm surges, and winds. In the North Indian Ocean

Basin, the cyclone season runs from April to December, with peak activity between May and

November. Each year, an average of eight storms with sustained wind speeds greater than

63 kilometres per hour form; of these, two strengthen into true tropical cyclones, with a speed

above 117 km/hr, and on an average, a major cyclone develops every other year. In terms of

damage and loss of life, a supercyclone that struck Orissa on 29 October 1999, was the worst in

more than a quarter-century. India has one active volcano: the Barren Island volcano which last

erupted in May 2005. There is also a dormant volcano called the Narcondum and a mud volcano

at Baratang in the Andaman Islands.

India is one of the most hazard prone countries in the world, and poor people are at high risk.

Earthquakes, cyclones, floods kill thousands, leave millions destitute, and cause large

infrastructure and financial losses as well as productivity losses that hinder development. Tomitigate these devastations, we must have the capacity to predict potential disasters, prepare

high-risk areas, and respond in an effective, coordinated manner.

2) Brief Description of the Selected Disaster Event

A tsunami caused by the Indian Ocean earthquake struck the Andaman and Nicobar Islands

and India's east coast on 26th of December 2004. According to the Government of India's Report

to the Nation in June 2005, 12405 lives were lost, 8009 in Tamil Nadu, 3513 in Andaman andNicobar Island, 599 in Pondicherry, 177 in Kerala and 107 in Andhra Pradesh. The tragedy

affected 27 92 000 people in 1089 villages, including 43 000 people in Pondicherry; 196 000 in

Andhra Pradesh; 130 000 in Kerala; 356 000 in ANI and 897 000 in Tamil Nadu. It destroyed

over 235 000 homes, damaged 83788 boats and rendered 39035 hectares of cropped area

unusable. The social infrastructure schools, primary health centres, drinking water supply,

anganwadis and other community assets in these areas were totally destroyed. Seventy five %

of the fatalities were women and children. About one third of the people affected are from the

underprivileged and socially excluded groups. 787 women were widowed and 530 children were

orphaned. The estimated total financial losses exceed US$ 1.2 billion. This includes damages to

infrastructure, such as roads, bridges, ports and around, 1,54000 houses. In Tamil Nadu, 376

villages were affected, while in Andhra Pradesh, 301 villages suffered the brunt of the Tsunami,

187 in Kerala and 33 in Pondicherry. Following the destruction of whole villages, people had to

be placed in temporary shelters. It is still proving to be a challenge to provide basic social


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services in maternal and child health, nutrition, education and water and sanitation to these

vulnerable people. Those who suffered the brunt of the disaster, lost houses, livelihoods,

household goods and assets like boats and nets. Along the affected coast, a considerable

degradation of typical coastal ecosystems and coastal aquaculture has taken place since the

Tsunami. The sea salt ruined land plots, which caused farmers loss in their crops.

One of the least measurable impacts though, is the effect of the catastrophe on the human mind

and soul. The disaster took away lives, caused injuries and destroyed family networks, homes,

and livelihoods. There are long lasting effects on families torn by death and injuries, for widows,

single parents and their children, orphans, children separated from their families, the elderly, and

the disabled. The relief and recovery efforts undertaken in India were led by the Government and

supported by multi-lateral organizations like the UN, World Bank and the Asian Development

Bank. Substantial funding was made available, through the Prime Ministers National ReliefFund (155.5million US$) and the Rajiv Gandhi Rehabilitation Package (US$ 809.5 million).

While the former focused more on the health, education and well being of affected persons,

especially children, the latter aimed to support the revival, of the fishery and agriculture sectors,

construction of temporary shelters, repair and restoration of infrastructure. Community members,

individuals, NGOs and the Indian private sector, responded on an unprecedented scale, with their

support ranging from adopting communities to providing psychosocial support and contributions

in kind. U.S.-assistance was aimed at reinforcing Indias relief efforts, more than $4.3 million

was invested in relief and psychosocial support (47,000 individuals counseled), Cash-for-work

programs (over 435,000 days of work); and repairs to fishing boats and engines. An additional

$14 million was provided to finance long-term transition and recovery activities.

Preliminary estimation of damage/losses between 1 and 15 February 2005

In US$ million Damage Losses Total Effect on livelihoods

Andhra Pradesh 29.7 15.0 44.7 21.2

Kerala 61.7 39.1 100.8 36.3Tamil Nadu 437.8 377.2 815.0 358.3

Pondicherry 45.3 6.5 51.8 5.9

Total (by sectors) 574.5 448.3 1 022.8 421.7

Relief 200.7 200.7 refers to the impacts on agriculture and livestock, fisheries and micro-enterprisesRelief provided by local, state and national governments


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Tsunami affected areas


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3) National Disaster Management System

The National Disaster Management Authority (NDMA), headed by the Prime Minister of

India, is the Apex Body for Disaster Management in India. The Ministry of Home Affairs and

Finance Ministries also have linage towards the NDMA. The setting up of the NDMA and the

creation of an enabling environment for institutional mechanisms at the State and District levels

is mandated by the Disaster Management Act, 2005. NDMA as the apex body is mandated to

lay down the policies, plans and guidelines for Disaster Management.

Lay down guidelines to be followed by the State Authorities and different Ministries for the

purpose of integrating the measures for prevention of disaster or the mitigation,

Coordinate the enforcement and implementation of the policy and plan for disaster management;

Recommend provision of funds and other measures for the prevention of disaster, or the

mitigation, or preparedness and capacity building for dealing with the disaster.

To carry out the mandated functions, NDMA has evolved a lean and professional organization,

which is IT-enabled, and knowledge based.

The Central Relief Commissioner (CRC) in the Ministry of Home Affairs is the nodal officer to

coordinate relief operations. He is the head of the Crisis Management Group and nodal officers

nominated by different ministries and Resident Commissioners of States aid him. Cabinet

Secretary is the head ofNational Crisis Management Committee. There is a Control Room in

MHA, which is in operation round the clock. Additionally, there is Contingency Action Plan

dealing with contingencies arising out of natural disasters and which is periodically reviewed and

updated.

The concept of the organization is based on a disaster divisions-cum-secretariat system. Each

member of the Authority heads disaster-specific divisions for specific disaster and functional

domains. Each member has also been given the responsibility of specified states and U.Ts for

close interaction and coordination. The NDMA Secretariat, headed by a Secretary is responsible

to provide secretarial support and continuity. It is proposed to have two Disaster ManagementWings under the Secretariat. They are: - DM I wing dealing with mitigation, preparedness, plans,

reconstruction, community awareness and dealing with financial/administrative aspects. DM II

wing is proposed to be composed of the National Disaster Management Operations Centre

with the state-of-the-art multi-redundant communication systems, to carry out the tasks of

capacity development, training and knowledge management.


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The NDMA has adopted a mission-mode approach involving a number of initiatives with the

help of various institutions operating at national, state and local levels. The central ministries,

states and other stakeholders have been involved in the participatory and consultative process of

evolving policies and guidelines. The organization of these tasks reflects the nature of federal

or intergovernmental relations within the country. For example, mitigation measures such as

land-use regulation and building code compliance can be enforced by a national Urban Planning

department, by municipal governments, or by private firms. Emergency operations can be

entrusted to the military, or to a Sustainable Development ministry.

State Relief Manuals are also available at state levels. There is Calamity Relief Fund in each

state. In case of state level disasters, Chief Secretary, may seek additional fund underNational

Calamity Contingency Fund. A functional and operational infrastructure has been built which

is appropriate for disaster management involving uncertainties coupled with desired plans of

action. Enactments such as the Disaster Management Act 2005 could only be empowered to lay

down the policies, plans and guidelines to ensure timely and effective response to disasters.

Reconstruction assistance can be disbursed solely to the central government, or to local

governments as well immediately following the Tsunami , the Govt. of Kerala came up with the

idea of a multi-skill task force for disaster preparedness in each District. The team was

constituted with (The Disaster Management Act has mandated the constitution of a Specialist

Response Force to a threatening disaster situation or a disaster. ) a multi-disciplinary, multi-

skilled, high-tech force for all types of disasters . All the teams were trained for all natural

disasters each including engineers, technicians, veterinarians, electricians, dog squads and

medical/paramedics.

VARIOUS DEPARTMENTS & MINISTRIES RESPONSIBLE FOR VARIOUS

DISASTERS

Earthquakes and Tsunami MHA/Ministry of Earth Sciences/IMD

Floods MHA/Ministry of Water Resources/CWC

Cyclones MHA/Ministry of Earth Sciences/IMD

Drought Ministry of Agriculture

Biological Disasters Ministry of Health and Family Welfare

A top-down approach commonly assumes that for a national disaster system to succeed,

governments must be active participants in its creation and implementation. Formal channels of

command and control exist, implying that decision-making lies with the central administration.


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A bottom-up approach argues that focusing natural disaster policy on existing government

systems sometimes enhances narrow power structures and draws away from local concerns and

initiatives. Although such an approach to risk management is not guaranteed to be

comprehensive, it applies directly to identifiable needs and seems to provide more effective

results both in mitigation and preparedness. It also increases the role of local administrations.

DISTRICT DISASTER MANAGEMENT AUTHORITY

A Disaster Management Committee has been set up at the district level headed by the District

Collector or District Magistrate shall be Chairperson and officials from the Health, Agriculture,

Irrigation, Veterinary Department, Department of Water and Sanitation, Police, Fire Services etc.

Representatives from National and International NGOS Rotract and Lions club / self help

groups, Local Red Cross play an active role in risk reduction programs in the region. The

Disaster Management Committee, which is, basically the decision-making body takes the help of

Disaster Management Teams, which are the action group and are trained on the latest

technologies. The main functions of the District Management Committee are: a) helping the

administration for preparing of the District Management Plan.; b) coordinating training for the

members of the Disaster Management Teams at the district level; c) carry out mock drills.

The following Government / semi government organizations also play a vital role in relief and

rescue work -:

Government Hospitals / Primary health centers, / Medical colleges , Railway stations , Airports

authority for evacuation of causality / transporting relief materials , Fire station / brigade , Bus

stands for evacuation of causality / transporting relief materials , Nearest Armed Forces /

paramilitary units / and their hospitals (Command / base hospital) , Sports authority where their

huge sports complexes / stadium etc can be used as Disaster management medical wards/

establishing relief camps etc , Govt. and private school and colleges, as their complexes can be

used for relief camps.

In India Private disaster insurance exists, but there is little reliance on the private market for

financing relief. If a disaster overwhelms the capacity of the state government to respond, the

central government will provide financial and other assistance. If such a major disaster occurs,

the central government commits itself to pre-fixed reimbursement sums for loss of life, limb, and

partial and total loss of housing and productive assets.


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The National Natural Disaster Knowledge Network has been designed to facilitate an

interactive, simultaneous dialogue with all the players dealing with natural disasters. Indian

NGOs, such as the Disaster Mitigation Institute, are also working with the government, as well

as the Grameen Bank, in designing tools to address disaster loss and poverty. In addition, India

appears to have a great deal of innovation from the private sector. Micro-insurance mechanisms

are being designed to reach the poorest groups, build institutional capacity, and form the capital

necessary for disaster management targeted toward the poor.

The collaborative program on Disaster Risk Management taken up with UNDP support covers

169 multi-hazard prone districts in the country and envisages assisting the States to draw up

plans for district/block/village levels to build up effective resilience to disasters. Grass-root level

participation in the disaster management actions is envisaged. A national Communication Plan

has been drawn up harnessing the modern systems of communication for information flow,

dissemination of warnings etc. A web-based inventory of specialist resources required for

disaster management support has been operationalised. The National Institute for Disaster

Management is entrusted with developing training capsules, disaster management codes, human

resource development, awareness creation program and education. The overall stress is to make

the disaster management program in the country more effective with appropriate technology

inputs and grass-root level participation.

Activities, taken by authorities and/or community to minimize the effects of the disaster:

Risk Identification in addition to investing in early warning systems, resources should be spent

on understanding and seeking to counter the driving process behind the current devastation,

Development of integrated coastal management plans and coastal vulnerability maps,

Systematic inventory of disasters and losses, Hazard monitoring and forecasting, Hazard

evaluation and mapping, Vulnerability and risk assessment, Public information and community

participation, Risk management training and education The team has also supported awareness

campaigns on coastal regulatory zone issues and provided significant input in the formulation of

the demarcation of the high-tide line.

Risk Reduction/Mitigation - In Kerala, three seismic zone III (moderate risk) cities with

populations of over half a million are undertaking earthquake vulnerability reduction activities.

Several academic and research institutions are working on coastal environmental management

and development issues. Other the measures include: carefully planning land-use based on local


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4) Strength s and weakness es of the Disas ter Manage me nt SystemThe creation of a successful organizational structure and the assignment of specific management

tasks is dependant on an understanding of the tasks associated with disaster risk management. Ex

ante and ex post activities demand distinct technical and administrative approaches. An effective

management system is needed for both phases of the risk management cycle.

Institution setup in India exists for Disaster Management with all the octopus tentacles and little

or no coordination between then till the time comes in the aftermath of a disaster. On one hand

the Disaster management organization clearly states that the apex persons being the Prime

Minister and further draws down to the Ministry of Agriculture being the focal point the New

Delhi level. The Ministry of Home Affairs has another linage towards the NDMA. Too many

centers at the New Delhi level leaves one in a state of confusion as to which is the reactive body

for what kind of disasters. A national disaster risk management system comprises of the formal

and informal interaction between institutions, financial mechanisms, regulations and policies. Yet

these two approaches to risk management need not be mutually exclusive.

Strengths:

As per the Disaster Management Act, 2005 already there is a mechanism for Disaster

Management at Centre, State and District Levels. Its true that a paradigm shift in our approach

i.e , a mitigation based approach has been in action after Latur and Bhuj Earth Quakes, Super

cyclone and Tsunami. While earlier it was merely a relief centric approach. Now, activities

towards this end are on throughout the year to some extent. Early warning system has been

strengthened. Peoples awareness is increasing through seminars orientation programs,

advertisements both in print & e-media, and through NGOs activities. From the beginning, State

Governments and District authorities played a crucial role in coordinating the relief and recovery

work and are doing so impressively. Their work is helped by a number of NGO coordination and

resource centers established at the state (such as the Tamil Nadu Tsunami Resource Centre) and

at the district (such as the Nagapattinam Coordination and after brief descriptions of the recovery

programs of the United Nations, the Asian Development Bank and the World Bank. While thereis awareness in India that better disaster response mechanisms are necessary, the overall trend

has indicated that numerous challenges remain to be overcome.

Weaknesses:

In India, the primary responsibility for responding to disasters lies at the state level. The GOI

does not yet have a national emergency plan for disaster management. Many Indian states have

limited resources and lack their own disaster management plans. There is the lack of co-


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ordination among these various departments/agencies. So many gaps are there the context of

communication, organizational coordination, fund sharing, awareness generation etc. Lack of

research and absence of effective policies are still widening the gaps. Trained work force able to

act promptly on call in relief and rescue is still a fictitious existence even in sophisticated cities

highly prone to disasters. Fire Brigades are not well equipped to meet emergencies. What needs

to be kept for an emergency is used up, for one reasons or other and never replenished for the d-

day. Worse, the bureaucracy and corruption and the attitude that it will never happen in my

lifetime makes the system lethargic to the entire issue of proactive conditions to Disaster

Management, which can mitigate the sufferings in the event of a disaster. What is again

unpredictable how fast the relief reaches the needy and how to ensure that what has been lost is

made good to a large extent.

Although India tries to respond to disasters of small or moderate size with relatively little or no

international assistance, the overall trends suggest that current GOI response mechanisms are

less than optimal for responding to large-scale disasters and that foreign assistance is often

required. Deaths and economic losses have increased. The reasons for this are varied including

increasing population pressures in urban areas; poor or ignored zoning laws and policies; lack of

proper risk management (insurance) etc.

The level of preparedness of the center as well as the states in India is extremely uneven and in

general requires considerable strengthening. While the states and local communities need better

response and mitigation mechanisms, they are dependent on the center for assistance. However,

the magnitudes of the two recent disasters in Orissa and Gujarat have increased the GOI's interest

in working with international partners like USAID to facilitate the delivery of aid, strengthen

systems to reduce recovery costs and mitigate the effects of future disasters. Interest is high in

the GOI for addressing major weaknesses such as: poor planning and coordination; lack of

relevant technology for forecasting; inadequate human capacity and skills for response;

inadequate attention to good zoning and building; and ineffective warning systems. Other pitfalls

include Delayed response of government officers, Absence of early warning systems; Lack of

resources to undertake measures like mass evacuation; Non-existent and non-familiarization with

standard operating procedures to be followed in providing relief; Failure to keep essential stores

like sand bags, medicines, and life saving equipment in ready stock; and Inadequate coordination

with the Army and other service organizations, as well as donors depending on the scale of the

disasters. Lack of intra and inter institutional convergence and coordination


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5) Recommendations for Improvement

Pre-disaster activities should include: risk assessment; physical mitigation, education and the

creation of economic incentives for mitigation; privatization, use of insurance and financial risk

transfer instruments; contingency planning and the creation of early warning and response

networks.

Post-disaster activities should include damage assessment and emergency response;

rehabilitation, macroeconomic and budget management, revitalization for affected sectors, and

the incorporation of mitigation components in reconstruction.

Improvement may be considered in following manner:

1. To restructure the National Policy on disaster management reflecting the holistic approach

involving prevention, mitigation and preparedness in pre-disaster phase with appropriate

additional funding, along with the so far existent policy of the post-disaster relief and

rehabilitation under crisis management.

2. Creation of awareness for disaster reduction is urgently needed amongst policy makers,

decision makers, administrators, professionals (architects, engineers and others at various

levels) financial institutions (banks, insurance, house financing institutions) ,NGOs voluntary

organizations and local community as well

3. Appropriate amendments in the legislative and regulatory instruments (state laws,

master plans, development area plan rules, building regulations and bye-laws of local bodies)

along with strengthening of the enforcement mechanisms at different levels delineating

responsibilities and powers of each entity. Viz. State and Central Government during natural

disasters and emergencies.

4. Capacity building at local and regional levels for undertaking rapid-assessment surveys

and investigations of the nature and extent of damage in post disaster situations. Conducting

micro-zonation surveys of large urban areas falling in the disaster prone regions and

preparing appropriate mitigation plans.5. To ensure use of disaster resistant construction techniques in all housing and other

buildings to be undertaken under the Central and State schemes. Making mandatory, the

use of disaster resistant codes and guidelines in all sectors of the society by law and

through incentives and disincentives.


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6. To create a suitable institutional mechanism at national/state level to advise and help the

existing disaster relief set up in formulation and updating of short and long-range action

plans.

7. To create detailed database on hazard occurrences, damage caused to buildings and

infrastructure and the economic losses suffered and ensure its accessibility to interested

researchers for effective analysis of costs of disasters and benefits of mitigative actions.

8. To devise appropriate policy instrument and funding support for urgent disaster

preparedness and prevention actions in high risk areas including upgrading the resistance of

existing housing and related structures and systems. To include R&D work in disaster

preparedness, mitigation and prevention as a thrust area so that adequate funds are

earmarked.

9. A network of information centers should be set up at strategic locations within the affected

area-proper coordination is needed between the NGOs, government agencies and media. A

permanent national command center is needed with at adequate communication links to

all state capitals. Manned on a 24-hour basis by professionals, this would cater to all instant

integrated response.

10.Establishment of a quick reaction team composed of professionals, military

and civilians as well as the establishment of a modern well-equipped Search and Rescue unit

in all state capitals with trained staff and latest devices. Train disaster volunteers and

management to create community-level disaster preparedness plans.

11.Prompt media reporting to generate pressure on the government to respond rapidly

and efficiently.

12.Standard system and procedures required for dealing with humanitarian and relief

assistance from NGOs as well as a modern unified legislation needed for disaster

management, to be followed by most NGOs and Community Based Organizations.

13.There is an urgent need to create Disaster Management Commission on the same line

as that of planning commission with statutory provisions and annual funds to identify

and regulate the various disaster prone areas and to formulate guidelines to meet

their requirements.

14.Strengthen early-warning systems that track the potential for floods, cyclones and other

weather-related disasters and communicate this information so people can take precaution.

Technology support required for disaster management fall in the category of observations,

data collection, networking, communication, warning dissemination, service delivery


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mechanisms, GIS databases, expert analysis systems, information resources etc. Emerging

technologies such as remote sensing, Global Positioning Systems (GPS), Data Collection

Platforms (DCPs), hand-held GPS, Geographical Information System (GIS), Geospatial

models, Cyclone warning and Dissemination System (CWDS), etc. have potential to provide

valuable support to decision making.

15.The Indian private banking and insurance sectors can be sensitized to the special needs of

vulnerable groups affected by disasters; Micro finance support for affected small-scale

enterprises or the informal sector.

REFERENCES

1. Http://Ndmindia.Nic.In/Manageplan/Nationalpoli.Html

2. Http://Www.Sristi.Org/English/Dmis/Dma.Html

3. Http://Www.Ndmindia.Nic.In

4. Organization Of Disaster Response In India At Central And State Government Levels

5. By

6. S.K. Swami , Director (NDM),Department Of Agriculture & Cooperation, Ministry Of

Agriculture, Government Of India.

7. Note On Disaster Management Plan By Justice R C Chopra

8. Http://Www.Ema.Gov.Au/Fs-About.Html

9. Http://Www.Adpc.Ait.Ac.Th/General/Adpc.Html

10.Http://Www.Who.Int/Eha

11. Tsunami-India Two Years After- A Joint Report Of The United Nations, The World

Bank And The Asian Development Bank

12. Disaster Reduction Unit - Undp-Bcpr - 11-13, Chemin Des Anmones - Ch-1219

Chtelaine, Geneva, Switzerland -Http://Www.Undp.Org/Bcpr/Disred

13. Manual For Estimating The Socioeconomic Effects Of Natural Disasters Part One:Methodological And Conceptual Aspects.

14. Proceedings Of Workshop On Development Of National Statistcal System On Disasters

In India -27th April 2007

15. Proceedings Of The Workshop On Coastal Area Planning And Management In Asian

Tsunami-Affected Countries_Files
http://ndmindia.nic.in/manageplan/nationalpoli.htmlhttp://www.sristi.org/english/dmis/dma.htmlhttp://www.ndmindia.nic.in/http://www.ema.gov.au/fs-about.htmlhttp://www.adpc.ait.ac.th/general/adpc.htmlhttp://www.who.int/ehahttp://www.undp.org/bcpr/disredhttp://ndmindia.nic.in/manageplan/nationalpoli.htmlhttp://www.sristi.org/english/dmis/dma.htmlhttp://www.ndmindia.nic.in/http://www.ema.gov.au/fs-about.htmlhttp://www.adpc.ait.ac.th/general/adpc.htmlhttp://www.who.int/ehahttp://www.undp.org/bcpr/disred


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APPENDIX- A

Disaster Warning Network - for the 21st Century

NATURAL DISASTERSTORNADOES, LIGHTNING STORMS, FLOODS,

FIRES, EARTHQUAKES, TSUNAMIS, ETC.

MANMADE DISASTERS

CHEMICAL/BIOLOGICAL ACCIDENTS, TRUCK/TRAIN SPILLS, TERRORIST ACTIONS, PRISON

BREAKS, ELECTRIC BLACKOUTS, ETC.

DISASTER WARNING NETWORK - CORE INFRASTRUCTURE

DATA AGGREGATION ANALYSIS EARLY WARNING

ACCESS TO SYSTEM USERS

RESULTS

LIVES SAVED

People have time to take actions toavoid or escape from effects of

disasters and reduce the chances of

death or injury

RESULTS

PROPERTY & LIVES SAVED

Automated actions create reductions

in property and human losses duringdisasters

AUTOMATED DEVICES

TO CREAT AUTO DEVICE RESPONSES

Fuel Controls - Traffic Controls - Electircal Grids

Data Networks - Emergency Lighting

Control Transportation Systems - etc

DISTRIBUTION NETWORKS & CUSTOMERS

Pager Networks

SatellitesWireless Carriers

Local Loops

Data NetworksWireless Portals

HomesIndividualsOffices

Hospitals& AutosTransportFactories Schools

AUDIBLE DEVICES

TO CREATE HUMAN RESPONSES

Mobile Phones - Pagers - PDA's

Televisions - Radios - Smoke Alarms

Laptops, PC's - etc


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APPENDIX- B

NATURAL HARARD MAP OF INDIA


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ANNEXURE- C


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ANNEXURE- DWHO MODEL OF COUNTRY-LEVEL EMERGENCY PLANNING

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