UNIT-III (DM)

8/3/2019 UNIT-III (DM)

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UNIT-III

AWARENESS OF RISK

REDUCTION


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TRIGGER MECHANISM

The trigger mechanism envisages that on receiving signalsof a disaster happening or likely to happen, all the resourcesand activities required for the mitigation process areenergized and activated simultaneously without loss of anytime and the management of the event is visible on theground.

The primary objective of the trigger mechanism is to

undertake immediate rescue and relief operations andstabilize the mitigation process as quickly as possible.


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REQUIREMENTS OF TRIGGER MECHANISM

The trigger mechanism requires the planners :

1. To identify disasters and the probability of theiroccurrence:

The response managers and the planners should identify thedisasters to which the area of their concern is prone to and also beaware of the likelihood of such a happening.

This would mean identification of the hazards and the vulnerability

of area to the hazards. In other words, a profile of the district or the state or the area of

concern is required to be prepared, which will include vulnerabilityassessment, records of previous disasters, details of, thegeographical features of the area and the impact and intensity asalso the damages inflicted by disasters in the past.

Taking into account these parameters ,the developmental processand other noticeable changes in the area, an assessment of thelikely intensity and the impact of the probable disasters of the futuremay be carried out.

This would enable the managers to define the parameters for theresponse


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2. To evolve an effective signal/warning mechanism:

After identifying the likely disasters and their probability ,the next

step would be to evolve an effective signal/warning mechanism andto put it in place.

This mechanism may avail the techniques being used in the existingsignal warning systems of the India Meteorological Department andthe Central Water Commission and also enlist the services of the AllIndia Radio.

The TV, local sirens and other traditional means of communicationmay also be used to alert the community and the field levelmachinery immediately in the event of a likely disaster.

3. To identify the activities:

Disaster management is always a coordinated effort.

A number of activities need to be undertaken as the response in theevent of a disaster.


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The activities involved in disaster response generally would be :

i. Co-ordination, command and control

ii. Rapid assessment of damage

iii. Restoration of power

iv. Restoration of Telecommunication

v. Restoration of surface transport

vi. Deployment of search and rescue teams

vii. Deployment of medical and para - medical teams

viii. Supply of food material

ix. Supply of medicines

x. Arrangements of drinking water

xi. Setting up of temporary shelters

xii. Sanitation and hygienexiii. Transportation of men and material

xiv. Identification of resources i.e. men, material and money.

xv. Earmarking/Allocating of resources i.e. men, material and money

xvi. Maintenance of law and order.


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4. To identify the sub-activities: Each activity will generally involve three or four sub-activities. For example, for search and rescue, one needs to organise the

search and rescue team, the necessary equipment, means oftransportation, the dog squad and the like.

Similarly for deployment of medical assistance, besides the doctorsand the para-medical staff, other arrangements like medicines andmedical equipments would be needed.

For effective response of all the sub activities need to be listedunder the respective main activities.

5. To define the level of response: The level of response should be in view of the magnitude of the

disaster in terms of intensity and impact. Lower the magnitude of a disaster, lower the level of activity

required. In other words, the arrangements needed would be less elaborate.

If the magnitude of a disaster were very severe then the sameresponse activity would be required to be taken on a much largerscale.

Therefore it is necessary to grade the level of activities keeping inview of the assessment of intensity and the impact of probabledisasters carried out .


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6. To specify authorities: Every activity is to be assigned to a specific authority.

Since a number of departments/organizations would be involved inthe response programme, details like name, designation,telephone/fax numbers, e-mail address, etc. of the authoritiesspecified for the different activities should be listed down.

As an alternative, the similar details of the second-in-commandauthority should also be listed for each activity.

A number of sub-activities need to be undertaken to effect everymain activity.

The sub-authorities with these sub-activities should also bespecified.

As far as possible, these should be from within the organisation so

that proper command and control is exercised. Details like the name, designation, telephone/fax numbers, e-mail

address, etc of the sub-authorities and the second-in-command foreach sub-activity must be listed down.


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7. To determine the response time:

In an emergency response, one should not forget that

time is the essence. Each specified authority should work out the response

time needed for operationalising the activity and the sub-activity it is responsible for.

This response time will be graded as lesser time will berequired for operationalising an activity and sub-activityat a lower scale and obviously more time would beneeded if the activity is to be operationalised at a higherscale.

Thus, each authority and sub-authority should veryclearly know its response time with reference to thescale of activity it is to operationalise as part of the

response.


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7. To work out individual activity plans:

After identifying and defining the activities and sub-

activities and the scale at which these will be required tobe operationalised with reference to the predeterminedresponse time, every authority and sub-authority has towork out the individual activity required of it in view ofassessment of probable disasters and their likely

intensity and impact determined earlier These plans will lay down a functional mechanism of

coordination in both, horizontal and vertical manner.

These plans will require the clear identification of theresources i.e. men, money, material and equipmentsneeded for each activity and the sub-activities under it.

This is needed for the distribution of the resourcesduring an actual operation as well as for earmarking theresources.


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9. To have Quick response Teams (QRTs):

At this stage a quick response team may be constituted

for each activity. The team members should know one another and

should also know their specific task as an individualactivity besides the overall activity assigned to the team.

The specified authority and sub-authorities should havecomplete details of the quick response team membersto ensure their availability and proper communication atthe time of response.

10. To undergo preparedness drills:

The quick response teams should undergopreparedness drills and carry out mock exercises so asto pre-empt /prevent the possibility of any functionalhiccups or restrains which are likely to occur whileimplementing their plan on ground.


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On the basis of field experience or the lessons learntfrom previous disasters, the team should update theirfunctional methodology to be more effective both interms of time and delivery.

11. To provide appropriate delegations:

The performance of quick response teams will dependon mobilizing/activating the resources at their command.

It would, therefore, be necessary to ensure thenecessary Administrative, financial, and legislativeprovisions in advance so that the response mechanismbecomes functionally visible and sustainable.

The provisions for the different authorities and sub-authorities should be well defined and clearly laid down.

Standard operating procedure should be laid down inadvance so that one knows what to respond to and howto respond.


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12. To have alternative plans:

Even in an emergency response to a disaster, one has to

aim for zero level of failure. It is therefore recommended that alternative plans and

contingency/emergency measures also be thought of inadvance so that the response mechanism does not getstick up for any reason till the mitigation process is

stabilized.


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CONSTITUTION OF TRIGGER MECHANISM

The trigger mechanism has two basic concepts. They are:

Trigger authority

Coordination, command and control activity

Trigger authority would generally be the authority in charge

of the disaster response by the unit and may be the District

Magistrate, The Relief Commissioner, the Central Relief

Commissioner or any other officer designated for the

purpose.


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FLOW CHART FOR TRIGGER MECHANISM

SOURCE INFO

TRIGGER AUTHORITY

TRIGGER LEVEL

ACTIVITIES

COORDINATION,COMMAND & CONTROL

SUB

ACTIVITIES

SUB

ACTIVITIES


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NATIONAL

DISTRICT

COMMUNITY

STATE

BLOCK

TRIGGER MECHANISM NETWORK

1ST RESPONDER


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The trigger mechanism in fact is a preparedness plan inwhich all the participating managers know in advance the

task assigned to them and the manner in which they haveprepared themselves to respond.

The resources including manpower, material and equipmentare identified.

The performers have adequate delegation/allocation of

financial and administrative powers and have themandate/order for accomplishing the task.

The success of the Trigger mechanism depends on thevision/dream/idea and perception/awareness of the

planners. They are required to anticipate/predict the likely activities

with reference to the nature of the disaster and its impact.


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In fact the Trigger mechanism can also be called theOperating Standard Procedure since the implementation

of the efforts on ground are well laid in advance. All the major activities, which are generally common to all

types of disasters will require sub-division and preparation ofsub-action plans by each specified authority.

They will be required to list all the requirements and their

availability within the prescribed response time.

Trigger mechanism would thus be a horizontal network ofinteraction between the different responders.

To sum up the Trigger mechanism is an emergency quick

response mechanism like an ignition switch, whichwhen energized spontaneously sets the vehicle ofmanagement into motion on the road of disastermitigation process to play a prominent role in disasterrisk reduction.


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RISK REDUCTION BY EDUCATION

INTRODUCTION: Disasters occur as part of natural events, affecting people,

their livelihoods, economies and infrastructure.

Without people there would be no disasters only natural

events of different types and severity.

Development implies benefits to and participation by society

in both human and economic terms, for it to be sustainable

and successful. To be sustainable, development must manage and preserve

the environment in which it takes place so that the benefits

can be enjoyed by future generations.


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Government or non government organizations, private

business sectors or the community itself ,it is of the great

importance that they are aware of ,and are trained and

helped in their efforts to fulfill their responsibilities.

This necessitates organizing programmes of education and

training in the public service sector and in NGOs, to

create and develop among individuals and organizations theessential elements of all disaster reduction plans such as

Analytical,

Planning and

Programme management skills

To ensure the success of disaster reduction plans, the

community must be encouraged and helped to play their self-

reliance/Independence and self-help both, in preparedness

and in response when disasters strike.


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This may be achieved through programmes of

Education

Public awareness

Information and

Training

conducted at the community level

The responsibility for effecting improved standards of disasterpreparedness, better disaster management and the

development of self-help and self-reliance in communities

rests with four sections:

The government at all levels News and information media

Administrators and professionals

The people ,NGOs, and community based organizations and

networks.


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Research shows that

In rapid on-set disasters (cyclone, earthquake, flood, etc.)

whereas the event may cause destruction/damage and death, it is

the collapse of the government administration under load ,which

brings deprivation/deficiency/scarcity and distress/suffering

/pain to the victims.

In slow on-set disasters (famine, environmental degradation,

disease, pestilence/virulent disease, drought. etc.) whether

manmade or natural, the only factor responsible for creating the

disaster is failure to implement effective programmes for

promoting environmental management, health and hygiene,

reliable agricultural practice and social development.


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Educating the masses, staff training, public information and

awareness programmes are necessary to devise/formulate

effective programmes.NATIONAL POLICY AND RESPONSIBILITY

The sovereign responsibilities of national Governments are

Disaster preparedness

relief management

post disaster planning

recovery

In meeting these responsibilities, Governments may seekfinancial, material and advisory support from external

agencies such as the UN

the Commonwealth Secretariat

International and national NGOs

Bilateral aid programmes


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But the Government is responsible for determining a nationalpolicy and for creating and demonstrating the political willwithout which little will be achieved.

In creating the climate for positive action and thinking, thefirst step the Government has to take is eliminating nationaland individual dependency in countering/responding disasterthreats, and in meeting the requirements for relief and

recovery. The responsibilities of political fabric will include:

Implementation of national disaster preparedness and response

plans.

Development of early warning systems based upon monitoring

and surveys at community levels.

Defining the specific responsibilities of the Government and the

local authority in planning, response and recovery.

Identification of community and individual responsibilities in

disaster preparedness and response.


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In establishing and demonstrating its policies and political will

in relation to disaster preparedness, governments should

employ all available public information sources, educationaland research organizations ,as well as news media systems.

These should be staffed by professional educationalists who

are given the freedom to apply their professional skills in the

most effective way.

It is a common plaint throughout the developing world that

very often, when technical departments of government

became involved in public information and warning

programmes (e.g.Mateorology departments), the language

used in technical jargon/terminology, which is not understood

by the target audience.


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It is for this reason that ,as part of disaster reduction plans,

Public information and awareness programmes are conducted to

develop the professional skills of media staff at the national and also

at the local levels .

Public information and awareness programmes that use the news

media systems, are meticulously/particularly developed and are

provided with the resources which ensure their effectiveness as

elements of national and local disaster reduction programmes.

The resources include clear identification of the objectives and expert

programme designers who are educationalists rather than reporters

besides ensured availability of programme time.


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ADMINISTRATIVE RESPONSIBILITY AND ACTION

To be effective in their purpose of creating effective standards of disaster

preparedness, government policies must be translated into action.

The primary responsibility for this lies with the Government, and all other

concerned agencies such as the UN and national and international NGOs

should be brought in for support.

Institutes of public administration (IPA) should be required to and

encouraged to develop programmes of public service training

pertinent (relevant) to disaster reduction and preparedness training

and to open these programmes to the UN, NGO staff, and also, most

importantly, to community representatives.


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The IPA should also be encouraged to establish traveling instructional

teams whose responsibilities would include training local authority as

part of their disaster preparedness planning, disaster management

strategy and post disaster recovery duties and responsibilities.

Such training and instructional programmes should be multi-sectoral at

all level, and at the district and community levels must include community

leaders and representatives.

This will ensure that the people are fully involved in national disaster

reduction activities.


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District and national disaster preparedness plans can be

included with the study of

cultural attitudes (outlooks) local resources

materials and

markets

can be included in. Advantages:

curtail (limit) expenses

avoid unnecessary movement of foreign experts

avoid unnecessary movement of equipment and

avoid unnecessary movement of material

around the world.


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COMMUNITY RESPONSIBILITIES

The most effective environmental management begins at the field level

and is practiced by individuals as members of a community respecting

their individual and community responsibilities. Environmental management involves:

Nurturing (cultivating) young trees.

Adopting fire wood gathering in place of tree felling

Soil conservation by terracing and contour walling

Water conservation and harvesting using small dams and tap and pumpmaintenance and control.

Protecting saplings and young trees.

Preventing and controlling forest fires

Developing firewood plantations

Encouraging reforestation.

For these to succeed, communities should work together towards

achieving common objectives, observing both individual and community

constraints on the resources upon which all are dependent for their

livelihoods.


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One of the principal responsibilities and tasks of the local government,

community leaders including politicians of all colours, religious leaders of

all denominations and NGOs both national and international, is to lead thecampaign (movement/operation) against disasters such as drought and

food shortage and their fall out such as famine and disease in all areas of

their country prone to and affected by these.

One of the most serious effects of ineffective disaster management is thatit results in a loss of robustness and self-reliance among communities and

leads them to depend upon government and external aid agencies for

disaster management.

Changes in political systems, livelihoods, lifestyles, economies,education and communications has led in many areas to a loss of

knowledge of the customs (way of life/tradition) practiced by the and the

methods employed by the previous generations to cope up with and to

survive disasters


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Therefore it is important that those with responsibilities at all levels of

government, societies and communities should avail (benefit) the new

opportunities offered by the improved means of communication ,systems

of education ,technologies , information media as also external assistance

to address the problems created by drought and environmental

mismanagement .

Schools and school children constitute an important channel through

which understanding of the problem and possible solutions can be

conveyed.

The main requirement is the clear statement of policy and responsibility

for the development of community-based projects, which will focus upon

environmental management, conservation of forest wealth, ground cover,

top soil and water resources.

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