Yadgiri District Disaster Management Plan 2020-21

Yadgiri District Disaster Management Authorit

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CONTENTS

SL.NO TOPIC NAME PAGE NO

01 Preface 03

02 Abbreviations 04-05

03 Glossary 06-07

04 Chapter-1: Preliminaries 9-34

05 Chapter-2 : Yadgiri District, Hazard Risk Vulnerability, (HRV) Analysis 35-58

Chapter – 3: Coherence and Mutual Reinforcement for DRR of Post- 2015 Global 06 59-70 Frameworks – Sendai, SDG and COP21

07 Chapter – 4 : Social Inclusion 71-89

08 Chapter – 5 :Mainstreaming Disaster Risk Reduction 90-97

09 Chapter – 6 : Building Disaster Resilience – An Overview 98-101

10 Chapter- 7 : Building Disaster Resilience – Responsibility Framework, Part-B 102-160

11 Chapter – 8 : Preparedness and Response 161-175

12 Chapter – 9 : Recovery and Building Back Better 176-194

13 Chapter – 10 : Capacity Development – An Overview 195-201

14 Chapter – 11 : Financial Arrangenments 202-205

15 Chapter – 12 : Strengthening Disaster Risk Governance 206-209

16 Chapter – 13 : International Cooperation 210-215

17 Chapter – 14 : Mainataining and Upadating the Plan 216-217

18 Chapter – 15: District Contact Details 218-226

19 Chapter – 16 : District Resource Map’s 227-239

20 Conclusion 240

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ABBREVIATIONS AHD Animal Husbandry Department MAH Major Accident Hazard ANM Auxiliary Nurse Midwife MAFW Ministry of Agriculture and Farmers Welfare ARG Automatic Rain Gauge MDGs Millennium Development Goals ASHA Accredited Social Health Acutest MSIHC Manufacture, Storage & Import of Hazardous Chemical ATI Administrative Training Institute NDMA National Disaster Management Authority ASI Archeological Survey of India AYUSH Ministry of Ayurveda, Yoga and NDMP National Disaster Management Plan Naturopathy, Unani, Siddha and Homoeopathy BBB Build Back Better NDRF National Disaster Response Force BPHE Biological and Public Health NEC National Executive Committee Emergencies BSF Border Security Force NERC National Emergency Response Centre BOC Bellary Oxygen Company Pvt Ltd NGO Non-Governmental BMM Bharat Mines & Minerals NHAI National Highways Authority of India CAPF Central Armed Police Forces NIDM National Institute of Disaster Management CBRN Chemical, Biological, Radiological NPDM National Policy on Disaster Management and Nuclear CBOs Community Based Organisations NRAA National Rainfed Area Authority CCA Climate Change Adaptation NMDC National Mineral Development Corporation CCM Climate Change Mitigation NRSC National Remote Sensing Centre CDC Chief Disaster Controller OIEWG Open-ended Intergovernmental Expert Working Group CDRC Central Drought Relief PHC Primary Health Centers Commissioner CISF Central Industrial Security Force PRD Panchayat Raj Department CRPF Central Reserve Police Force PRI Panchayat Raj Institutions (District, Block and Village levels) CRZ Coastal Regulation Zone PWD Persons with Disabilities CWC Central Water Commission SCPS State Child Protection Society DCPU District Child Protection Unit SDG Sustainable Development Goals DDMA District Disaster Management Authority SDMA State Disaster Management Authority (or equivalent Nodal Agency) DEOC District Emergency Operation Centre SDMC State Drought Monitoring Cell DGM Directorates of Geology and Mining SDRF State Disaster Response Force DM Disaster Management SDRN State Disaster Resource Network DMC Drought Monitoring Cell SEC State Executive Committee DMP Disaster Management Plan SEOC State Emergency Operation Centre DRM Disaster Risk Management SFDRR Sendai Framework for Disaster Risk Reduction DFRI Disaster Risk Financing Instruments SFAC Standing Fire and Advisory Council

DRR Disaster Risk Reduction SHG Self Help Group DWR Doppler Weather Radar SIDM State Institute of Disaster Management EOC Emergency Operations Centre SIRD State Institute of Rural Development ERS Emergency Response Supervisors SOG Standard Operating Guidelines EWS Early Warning System SOP Standard Operating Procedure

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F&ES Fire and Emergency Services SPCB State Pollution Control Board FAO Food and Agriculture Organisation SRSAC State Remote Sensing Application Centre FSI Forest Survey of India TA Thematic Areas GACC Global Anthropogenic Climate Change T1 Short-Term, ending 2022 GAR Global Assessment Report T2 Medium-Term, ending 2027 GDP Gross Domestic Product T3 Long-Term, ending 2030 HAP Heat (Wave) Action Plan TAA Thematic Area for Action HRV Hazard Risk, Vulnerability UFDM Urban Flood Disaster Management HRVCA Hazard Risk, Vulnerability and Capacity UNCRP UN Convention on the Rights of Persons Assessment D with Disabilities IDRN Indian Disaster Resource Network UNFCCC United Nations Framework Convention on Climate Change IDSP Integrated Disease Surveillance UNISDR United Nations International Strategy for Programme Disaster Reduction, now UN Office for DRR IRS Incident Response System UT Union Territory IEC Information Education Communication VIMS Vijayanagara Institute of Medical Sciences IMD India Meteorological Department WCTn Wind Chill Effective Minimum Temperature WHS World Heritage Site INCOIS Indian National Centre for Ocean HWHA Hampi world heritage area management Information Services MA authority INSARAG International Search WMO World Meteorological Organization and Rescue Advisory Group IPCC Inter-Governmental Panel on Climate WSD Water and Sanitation Department Change IRS Incident Response System IRT Incident Response Team IRDA Insurance Regulatory and Development Authority LPA local planning area JSWIGPL JSW Industrial Gases Private Limited JSWSL JSW Steel Limited) LTCFs Long-term care facilities

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GLOSSARY

Hazard is an event or occurrence that has the potential for causing injury to life or damage to property or the environment.

Multi-hazard means (1) the selection of multiple major hazards that the country faces, and (2) the specific contexts where hazardous events may occur simultaneously, cascadingly or cumulatively over time, and taking into account the potential interrelated effects. Hazards include (as mentioned in the Sendai Framework for Disaster Risk Reduction 2015- 2030, and listed in alphabetical order) biological, environmental, geological, hydro meteorological and technological processes and phenomena. Biological hazards are of organic origin or conveyed by biological vectors, including pathogenic microorganisms, toxins and bioactive substances. Examples are bacteria, viruses or parasites, as well as venomous wildlife and insects, poisonous plants and mosquitoes carrying disease- causing agents

Disaster can be defined as in occurrence, due to natural causes or otherwise, which results in large- scale deaths or imminent possibility of deaths and extensive material damage. In magnitude and intensity it ranks higher than an accident and requires special measures of mitigation, which is beyond the capabilities of the existing fire, rescue and relief services.

Risk is defined as a measure of the expected losses due to a hazard event of a particular magnitude occurring in a given area over a specific time period. The level of risk depends upon:  The nature of the hazard.  The vulnerability of the elements, which it affects.  And the economic value of those elements.

Risk Assessment means the quantitative evaluation of the likelihood of undesired events and the likelihood of harm of damage being caused by them, together with the value judgments made concerning the significance of the results.

Risk Analysis means the identification of undesired events that lead to the materialization of a hazard, the analysis of the mechanisms by which these undesired events could occur and, usually, the estimation of the extent, magnitude, and likelihood of any harmful effects.

Risk Management means the program that embraces all administrative and operational programs that are designed to reduce the risk of emergencies.

Vulnerability of an area is determined by the capacity or its social, physical and economic structures to withstand and respond to hazard events.

Coping capacity is the ability of people, organizations and systems, using available skills and resources, to manage adverse conditions, risk or disasters. The capacity to cope requires continuing awareness, resources and good management, both in normal times as well as during disasters or adverse conditions. Coping capacities contribute to the reduction of disaster risks.

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Capacity assessment is the process by which the capacity of a group, organization or society is reviewed against desired goals, where existing capacities are identified for maintenance or strengthening and capacity gaps are identified for further action.

Capacity development is the process by which people, organizations and society systematically stimulate and develop their capacities over time to achieve social and economic goals. It is a concept that extends the term of capacity-building to encompass all aspects of creating and sustaining capacity growth over time. It involves learning and various types of training, but also continuous efforts to develop institutions, political awareness, financial resources, technology systems and the wider enabling environment.

Preparedness Those activities which governments, organizations, communities and individuals develop to minimize loss of life and damage and to organize and facilitate timely and effective rescue, relief and rehabilitation in case of disaster.

Preventive Action may be described as measures designed to prevent natural phenomena from causing or resulting in disaster or other related emergency situations, it involves the formulation and implementation of long – range policies and programs to prevent or eliminate the occurrence of disasters.

Mitigation, The concept of mitigation spans the broad spectrum of disaster prevention and preparedness. Mitigation means reducing the actual or probable effects of extreme disaster on man and his environment.

Response is the first phase, which occurs after the onset of an emergency and is intended to provide emergency assistance for disaster effects and casualties. This includes search, rescue, shelter, medical care, and other efforts to reduce the probability or exteof secondary damage.

Build back better: The use of the recovery, rehabilitation and reconstruction phases after a disaster to increase the resilience of nations and communities through integrating disaster risk reduction measures into the restoration of physical infrastructure and societal systems, and into the revitalization of livelihoods, economies and the environment.

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Chapter – 1 Prelimaries

The revised terminology of the United Nations Once for Disaster Risk Reduction (UNISDR1) defines ‘disaster’ as: "A serious disruption of the functioning of a community or a society at any scale due to hazardous events interacting with conditions of exposure, vulnerability and capacity, leading to one or more of the following: human, material, economic and environmental losses and impacts." (UNISDR 2016) The efect of the disaster can be immediate and localized but is oGen wides pread, oGen persisting for long aGer the event. The effect may challenge or overwhelm the capacity of a community or society to cope using the resources immediately and therefore may require assistance from external sources, which could include neighbouring jurisdictions, or those at the national or international levels. UNISDR considers disaster to be a result of the combination of many factors such as the exposure to hazards, the conditions of vulnerability that are present, and insufficient capacity o r measures to reduce or cope with the potential negative consequences. Disaster impacts may include loss of life, injuries, disease and other negative effects on human physical, mental and social well -being, together with damage to property, destruction of assets, loss of services, social and economic disruption and environmental degradation.

The DM Act 2005 uses the following definition for disaster: "Disaster" means a catastrophe, mishap, calamity or grave occurrence in any area, arising from natural or manmade causes, or by accident or negligence which results in substantial loss of life or human suffering or damage to, and destruction of, property, or damage to, or degradation of, environment, and is of such a nature or magnitude as to be beyond the coping capacity of the community of the affected area."

The DDMP provides a framework and direction to the government agencies for all phases of disaster management cycle. The DDMP is a “dynamic document” in the sense that it will be periodically improved keeping up with the global best practices and knowledge base in disaster management. It is in accordance with the provisions of the Disaster Management (DM) Act 2005, the guidance given in the National Policy on Disaster Management (NPDM) 2009, and the established national practices. Relevant agencies – central or state – will carry out disaster management activities in diﬀerent phases in the disaster-aﬀected areas depending on the type and scale of disaster.

Within each state, the state government is primarily responsible for disaster. However, in situations where the resources of the state are inadequate to cope eﬀectively with the situation, the State Government can seek assistance from the Central Government. In addition, there may be situations in which the Central Government will have direct responsibilities in certain aspects of disaster management. While the NDMP pertains to both these exigencies, in most cases the role of central agencies will be to support the respective state governments. Barring exceptional circumstances, the state governments will deploy the ﬁrst responders and carry out other activities pertaining to disaster management.

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Disaster Management Cycle

The DDMP provides a framework covering all aspects of the disaster management cycle. It covers disaster risk reduction, mitigation, preparedness, response, recovery, and building back better. It recognises that, eﬀective disaster management necessitates a comprehensive framework encompassing multiple hazards. The DDMP incorporates an integrated approach that ensures the involvement of government agencies, numerous other relevant organisations, private sector participants, and local communities.

The DDMP recognizes the need to minimize, if not eliminate, any ambiguity in the responsibility framework. It, therefore, speciﬁes who is responsible for what at diﬀerent stages of managing disasters. The DDMP is implemented in a scalable manner over all phases of disaster management: a) mitigation (prevention and risk reduction), b) preparedness, c) response and d) recovery (immediate restoration to long-term building back better).

The DDMP provides a framework with role clarity for rapid mobilization of resources and effective disaster management by the Central and State Governments and other concerned stakeholders in India. While it focuses primarily on the needs of the government agencies, it envisages all those involved in disaster management including communities and non-government agencies as potential users. The DDMP provides a well-defined framework for disaster management covering scope of work and roles of relevant agencies along with their responsibilities and accountability necessary to ensure effective mitigation, develop preparedness, and mobilize adequate response. The measures included in the DDMP, which is a dynamic document, are indicative and not exhaustive. Based on global practices and national experiences, the plan will incorporate changes during the periodic reviews and updates.

According to the revised UNISDR terminology, Disaster Management (DM) is “the organization, planning and application of measures preparing for, responding to and recovering from disasters” and Disaster Risk Management (DRM) is “the application of disaster risk reduction policies and strategies to prevent new disaster risk, reduce existing disaster risk and manage residual risk, contributing to the strengthening of resilience and reduction of disaster losses” (UNISDR 2016a). The sense in which DM Act 2005 uses the term disaster management, covers nearly DM, DRR and DRM without maintaining a strict distinction between them.

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The term Disaster Management as used in the NPDM 2009 and the DM Act 2005 document is comprehensive covering all aspects – disaster risk reduction, disaster risk management, disaster preparedness, disaster response, and post-disaster recovery. This document uses the term with the same meaning as deﬁned in the DM Act 2005:

"A continuous and integrated process of planning, organising, coordinating and implementing measures which are necessary or expedient" for the following: 1) Prevention of danger or threat of any disaster, 2) Mitigation or reduction of risk of any disaster or its severity or consequences, 3) Capacity- building, 4) Preparedness to deal with any disaster, 5) Prompt response to any threatening disaster situation or disaster, 6) Assessing the severity or magnitude of eﬀects of any disaster 7) Evacuation, rescue and relief, and 8) Rehabilitation and reconstruction.

Apart from sudden large-scale disasters (intensive risks), the accumulation of impacts from small frequent events (extensive risks) and slowly developing health, safety, security and environmental crises have a quiet but massive effect on society and on sustainable development. Disaster risk is the potential loss of life, injury, or destroyed or damaged assets which could occur to a system, society or a community in a specific period, determined probabilistically as a function of hazard, exposure, vulnerability and capacity. According to UNISDR (2016), the definition of disaster risk reflects the concept of hazardous events and disasters as the outcome of continuously present conditions of risk. Disaster risk comprises different types of potential losses which are oGen difficult to quantify.

Acceptable risk, or tolerable risk, is the extent to which a disaster risk is deemed acceptable or tolerable depending on existing social, economic, political, cultural, technical and environmental conditions. In engineering terms, acceptable risk is used to assess and deﬁne the structural and non- structural measures that are needed to reduce possible harm to people, property, services and systems to a chosen tolerated level, according to codes or “accepted practice” wh ich are based on known probabilities of hazards and other factors.

Residual Risk is the disaster risk that remains even when eﬀective disaster risk reduction measures are in place, and for which emergency response and recovery capacities must be maintain ed. The presence of residual risk implies a continuing need to develop and support eﬀective capacities for emergency services, preparedness, response and recovery, together with socioeconomic policies such as safety nets and risk transfer mechanisms, as part of a holistic approach.

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Paradigm Shift:

The DM Act 2005 and the NPDM 2009 marks the institutionalization of paradigm shift in disaster management in India, from a relief-centric approach to one of proactive prevention, mitigation and preparedness. The NPDM notes that while it is not possible to avoid natural hazards, adequate mitigation and disaster risk reduction measures can prevent the hazards becoming major disasters. Disaster risk arises when hazards interact with physical, social, economic and environmental vulnerabilities. The NPDM suggests a multi-pronged approach for disaster risk reduction and mitigation consisting of the following:  Integrating risk reduction measures into all development projects  Initiating mitigation projects in identiﬁed high priority areas through joint eﬀorts of the Central and State Governments  Encouraging and assisting State level mitigation projects  Paying attention to indigenous knowledge on disaster and coping mechanisms  Giving due weightage to the protection of heritage structures

In the terminology adopted by the UNISDR, the concept and practice of reducing disaster risks involve systematic eﬀorts to analyse and manage the causal factors of disasters, including through reduced exposure to hazards, lessened vulnerability of people and property, wise management of land and the environment, and improved preparedness for adverse events. While both the terms “Disaster Reduction” and “Disaster Risk Reduction” are widely used, the latter provides a better recognition of the ongoing nature of disaster risks and the ongoing potential to reduce these risks. Mitigation consists of various measures required for lessening or limiting the adverse impacts of hazards and related disasters.

Main Pillars of the DDMP The DDMP, in a sense, can be said to have ﬁve main pillars:  Conforming to the national legal mandates – the DM Act 2005  Participating proactively to realise the global goals as per agreements to which India is a signatory – Sendai Framework for Disaster Risk Reduction (SFDRR),  Prime Minister’s Ten Point Agenda for DRR articulating contemporary national priorities  Social inclusion as a ubiquitous and cross-cutting principle  Mainstreaming DRR as an integral feature

Across these five ‘pillars’, there are both overlapping and non-overlapping themes as well as some nuanced differences in emphasis. The DDMP has attempted a grand synthesis of all this within a considerably ambitious and futuristic plan while revising the earlier plan which, incidentally, was the first national plan globally explicitly aligned with the Sendai Framework. The period envisaged as ‘Long-Term’ in this plan is co-terminus with year 2030, the ending year of the major post-2015 global frameworks

Legal Mandate Section 11 of the DM Act 2005 mandates that there shall be a District Disaster Management Plan (DDMP) for the Yadgiri district. The DDMP complies with the National Policy on Disaster Management (NPDM) of 2009 and conforms to the provisions of the DM Act making it mandatory for the various central ministries and departments to have adequate DM plans. While the DDMP will pertain to the disaster management for the whole of the district, the hazard-speciﬁc nodal ministries and departments notiﬁed by

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the State Government will prepare detailed DM plans speciﬁc to the disaster assigned. As per Section 31 of the DM Act. As per the mandate of the DM Act, the DDMP assigns speciﬁc and general responsibilities to all ministries and departments for disaster management. The DM Act enjoins the DDMP to assign necessary responsibilities to various ministries to support and implement the plan. Therefore, it is incumbent on all ministries to accept all the implicit and explicit responsibilities mentioned in the DDMP even if they are beyond what are explicitly mentioned in the normal rules of business. Disaster management requires assumption of responsibilities beyond the normal functioning. The DDMP will be complemented by separate contingency plans, SOPs, manuals, and guidelines at all levels of the multi-tiered governance system. Prime Minister’s Ten-Point Agenda for Disaster Risk Reduction

The Prime Minister, Shri Narendra Modi, enunci ated a Ten-Point Agenda in his inaugural speech at the Asian Ministerial Conference on Disaster Risk Reduction 2016, held in New Delhi during November 2016 (AMCDRR), which has also been incorporated in the NDMP. The ten key elements consist of the following:

1. All development sectors must imbibe the principles of disaster risk management 2. Risk coverage must include all, starting from poor households to SMEs to multi-national corporations to nation states 3. Women’s leadership and greater involvement should be central to disaster risk management 4. Invest in risk mapping globally to improve global understanding of Nature and disaster risks 5. Leverage technology to enhance the eﬃciency of disaster risk management eﬀorts 6. Develop a network of universities to work on disaster-related issues 7. Utilise the opportunities provided by social media and mobile technologies for disaster risk reduction

8. Build on local capacity and initiative to enhance disaster risk reduction 9. Make use of every opportunity to learn from disasters and, to achieve that, there must be studies on the lessons aGer every disaster 10. Bring about greater cohesion in international response to disasters.

Given below is a description of the Ten Point of Agenda for DRR:

First, all development sectors must imbibe the principles of disaster risk management. This will ensure that all development projects - airports, roads, canals, hospitals, schools, bridges – are built to appropriate standards and contribute to the resilience of communities they seek to serve. Over the next couple of decades, most of the new infrastructure in the world will come up in Asia. This points to the need for ensuring that all the infrastructure development conforms to the best available standards of disaster safety. Such an approach is a smart strategy, which will pay oﬀ in the long term. It is necessary that all the public investments must incorporate disaster risk considerations. In India, the ‘housing for all’ programme and ‘smart cities’ initiative s represent such opportunities. India will work with other partner countries and stakeholders to build a coalition or mechanism for promoting disaster resilient infrastructure in the region. This will help generate new knowledge for hazard risk assessment, disaster resilient technologies and mechanisms for integrating risk reduction in infrastructure ﬁnancing. Page | 13

Second, it is necessary to work towards risk coverage for all – starting from poor households, it must cover small and medium enterprises as well as large multi-national corporations. Currently, in most countries of the region, penetration of insurance is limited only to a narrow section, mostly in the middle and upper- middle income groups. It is necessary to think big and innovatively to widen the risk insurance cover. States have an important role in not just regulating but also encouraging coverage for those who need it the most. Some bold steps have been taken to ensure ﬁnancial inclusion and risk insurance for the poorest. The Jan Dhan Yojana has brought millions of people into the banking system. The Suraksha Bima Yojana provides risk insurance to millions who need it the most. The newly launched Fasal Bima Yojana (crop insurance) will provide risk cover to millions of farmers. These are the basic building blocks of resilience at the household level.

Third, it is necessary to encourage greater involvement and leadership of women in disaster risk management. Women are disproportionately aﬀected by disasters. They also have unique strengths and insights. India must train a large number of women volunteers to support special needs of women aﬀected by disasters. There is also need for women engineers, masons and building artisans to participate in post- disaster reconstruction and promote women self-help groups which can assist in livelihood recovery.

Fourth, it is necessary to invest in mapping risks globally. For mapping risks related to hazards such as earthquakes, there are widely accepted standards and parameters. Based on these, India has mapped seismic zones, with five as highest seismic risk and two as low risk. For disaster risk related to other hazards such as chemical hazards, forest fires, cyclones, different types of floods, India needs to adopt globally accepted standards and categories. This will help India to ensure that there is a shared understanding of the nature and severity of disaster risks and compare with that in other parts of the world.

Fifth, efforts must be made to leverage technology to enhance the efficiency of our disaster risk management efforts. An e-plaVorm that brings together organizations and individuals and helps them map and exchange expertise, technology and resources would go a long way in maximizing the collective impact.

Sixth, it will be helpful to develop a network of universities to work on disaster-related aspects since universities have social responsibilities too. Over the first five years of the Sendai Framework, an effort can be made to develop a global network of universities working together on problems of disaster risk management. As part of this network, different universities could specialize in multi -disciplinary research on disaster issues most relevant to them. Universities located in coastal areas could specialize in managing risks from coastal hazards, and the ones located in the hill cities could focus on mountain hazards.

Seventh, utilize the opportunities provided by social media and mobile technologies. Social media is transforming disaster response. It is helping response agencies in quickly organizing themselves and enabling citizens to connect more easily with authorities. In disaster aGer disaster, aﬀected people are using social media to help each other. Those responsible for disaster management must recognize the potential of social media and develop applications relevant to various aspects of disaster risk management.

Eighth, disaster management must build on local capabilities and initiatives. The task of disaster risk management, particularly in rapidly growing economies, is so huge that formal institutions of the state can at best be instrumental in creating the enabling conditions. Specific actions have to be designed and implemented locally. Over the last two decades, most community-based efforts have been confined to Page | 14

disaster preparedness and contingency planning for the short term. It is necessary to expand the scope of community-based efforts and support communities to identify local risk reduction measures and implement them. Such efforts reduce risk and create opportunities for local development and sustainable livelihoods. Localization of disaster risk reduction will also ensure that good use is made of the traditional best practices and indigenous knowledge. Response agencies need to interact with their communities and make them familiar with the essential drill of disaster response. For example, if a local fire service visits one school in its area every week, it would sensitize thousands of children over a period of one year.

Ninth, ensure that the opportunity to learn from a disaster is not wasted. AGer every disaster there are studies and reports on lessons learnt that are rarely applied. OGen the same mistakes are repeated. It is necessary to have a vibrant and visual system of learning. The United Nations could start an international competition of documentary ﬁlms that record disaster events, their scale, and relief, rehabilitation, reconstruction and recovery aGerwards. Post -disaster recovery is an opportunity to not just ‘build back better’ in terms of physical infrastructure, but also in terms of improved institutional systems for managing risk. For this, it is necessary to put in place systems that can quickly provide risk assessments. India must work with partner countries and multilateral development agencies to establish a facility for technical support to post-disaster reconstruction of houses.

The Tenth and last, it is necessary to bring about greater cohesion in international response to disasters. In the aGermath of a disaster, disaster responders pour in from all over the world. This collective strength and solidarity could be enhanced further if the activities are organised under a common umbrella. The United Nations could think of a common logo and branding under which all those who are helping with relief, rehabilitation and reconstruction operate.

Social Inclusion Hazards do not discriminate based on human social conditions, but human responses to disasters oGen do. Existing socio-economic conditions mean that disasters can lead to different outcomes for demographically similar communities, where the most vulnerable groups also suffer disproportionately on multiple counts compared to others. The preamble of NPDM 2009 notes that the economically weaker and socially marginalized sections, women, Scheduled Castes, Scheduled Tribes and minorities tend to suffer more during disasters. The DM Act 2005 specifically forbids all forms of discrimination – be it based on sex, caste, community, descent or religion – in any aspect of DM. Social inclusion is about equality of rights and opportunities, dignity of the individual, acknowledging diversity, and contributing to resilience for everyone, not leaving aside members of a community based on age, gender, disability or other.

Mainstreaming DRR A disaster can set back significantly the development of an affected region and even beyond, depending on its scale, reversing decades or more of accumulated gains. Development without recognising disaster probabilities and incorporating adequate risk reduction could, in effect, worsen existing risks and carries with it the likelihood of introducing new risks, aggravating the negative impact of potential disasters. Mainstreaming of DRR is the extensive and sound integration of DRR into all developmental initiatives to enhance disaster resilience, reduce losses and hasten the progress towards development goals. Mainstreaming DRR is an approach in which both development and DRR incorporated concurrently in a seamless manner into all the aspects of development – policies, planning and implementation. Since climate change impact act as risk multipliers worsening uncertainties associated with almost every hydro-

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meteorological hazard, sound approaches to DRR mainstreaming naturally integrates the how climate change impacts alter the risk scenarios. The unfortunate fact that DRR mainstreaming has remained somewhat improperly understood or vaguely interpreted theme by both decision-makers and practitioners is weakness that needs to be corrected. Undoubtedly, going forward, DRR mainstreaming will assume a more central role in both development and DM. Hence, it is one of the main pillars of the NDMP. In many ways, the actions under SDGs and the responses to climate change are integral to development initiatives and building disaster resilience is common theme in all these. DRR mainstreaming focuses attention on building disaster resilience, not as a sub-component of a disaster-speciﬁc plan, but an approach that must tightly be integrated into all developmental plans.

Vision:

Make District disaster resilient across all sectors, achieve substantial and inclusive disaster risk reduction by building local capacities starting with the poor and decreasing signiﬁcantly the loss of lives, livelihoods, and assets in diﬀerent forms including economic, physical, social, cultural, and

environmental while enhancing the ability to cope with disasters at all levels.

Scope As per the DM Act 2005, the NDMP shall include:

 Measures to be taken for prevention of disasters or the mitigation of their eﬀects

 Measures to be taken for the integration of mitigation measures in the development plans

 Measures to be taken for preparedness and capacity building to eﬀectively respond to any threatening disaster situations or disaster  Roles and responsibilities of diﬀerent Ministries or Departments of the Government of India in respect of measures of the three aspects mentioned above

The DDMP provides an over-arching planning framework for DM for the Yadgiri District, which must be reviewed and updated periodically. State Government shall make appropriate provisions for ﬁnancing the plan implementation. Disaster management, covering prevention and mitigation, preparedness, response, and recovery, necessarily involves multiple agencies and it is even more so in district. Hence, the inter-agency coordination and collaboration among stakeholders are of utmost importance for the successful implementation of the DDMP and in ensuring eﬀective risk reduction, response and recovery.

The DDMP provides the framework for mobilization and coordination of the central ministries, departments and other agencies among themselves and the devolution of responsibilities between central and state government in all spheres of disaste r prevention, preparedness, response and recovery within India. The deployment of armed forces and central agencies during disaster within India will be subject to norms adopted by the State Government and the relevant protocols agreed upon between State and district. Any district may seek the assistance and support of the dsirtct and other district at any time during a disaster. Responding to incident speciﬁc emergencies is the responsibility of designated agencies.

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The plan is based on detailed hazard-specific guidelines prepared by the DDMA. Unless otherwise specified, the guidelines issued by DDMA serve as the primary reference for this document. The GOK has notified certain state ministries and departments for hazard-specific nodal responsibilities for overall coordination of disaster management for different hazards. In addition, GOI has notified disaster- wise certain ministries for coordinating immediate post-disaster response. These notified ministries/ departments must prepare detailed DM plans to carry out the roles assigned to them. At the same time, each central ministry, department, state, and district must formulate respective DM plans specifying how each entity can contribute to effectively manage disasters.

Objectives

Along with the mandate given in the DM Act the national plan has incorporated the national commitments in the domain of DRR associated with the three major post- 2015 global frameworks and the PM's Ten Point Agenda. Accordingly, the broad objectives of the DDMP are:

1. Improve the understanding of disaster risk, hazards, and vulnerabilities 2. Strengthen disaster risk governance at all levels from local to centre 3. Invest in disaster risk reduction for resilience through structural, non-structural and financial measures, as well as comprehensive capacity development 4. Enhance disaster preparedness for effective response 5. Promote "Build Back Better" in recovery, rehabilitation and reconstruction 6. Prevent disasters and achieve substantial reduction of disaster risk and losses in lives, livelihoods, health, and assets (economic, physical, social, cultural and environmental) 7. Increase resilience, prevent the emergence of new disaster risks, reduce the existing risks and manage the residual risks 8. Promote the implementation of integrated and inclusive economic, structural, legal, social, health, cultural, educational, environmental, technological, political and institutional measures to prevent and reduce hazard exposure and vulnerabilities to disaster 9. Empower both local authorities and communities as partners to reduce and manage disaster risks 10. Strengthen scientific and technical capabilities in all aspects of disaster management 11. Capacity development at all levels to effectively respond to multiple hazards and for community- based disaster management 12. Provide clarity on roles and responsibilities of various Ministries and Departments involved in different aspects of disaster management 13. Promote the culture of disaster risk prevention and mitigation at all levels 14. Facilitate the mainstreaming of disaster management concerns into the developmental planning and processes 15. Ensuring DRR is socially inclusive, gender sensitive and empowering 16. Build and strengthen the resilience of poor communities to prevent disasters aggravating poverty and to protect livelihoods 17. Enhanced mainstreaming of disaster risk reduction and climate adaptation strategies within the agriculture sector including sustainable farming 18. Special focus on disaster risk reduction measures for agriculture and livestock 19. Promoting resilient health systems to develop the capacities and resilience of communities to cope and recover from disaster impacts

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20. Enhance the resilience of health systems by integrating DRR into all levels of health care 21. Promote disaster-resilient schools, colleges and other educational facilities 22. Promote women's leadership and active participation in disaster risk reduction 23. Strengthen efforts to mainstream DRR into water management and reduce the likely impacts of water-related hazards 24. Strengthening and promoting the resilience of new and existing critical infrastructure 25. Integration of disaster risk reduction considerations and measures into financial and fiscal instruments 26. Mainstreaming DRR into development and implementation of all projects and schemes (rural and urban) 27. Strengthen disaster risk modelling, assessment, mapping, monitoring and multi-hazard early warning systems 28. Promote comprehensive surveys on multi-hazard disaster risks and the development of regional disaster risk assessments and maps, including climate change scenarios 29. Implementation of ecosystem-based approaches regarding shared resources, such as within river basins, mountainous regions and coastlines 30. Effective use of science, technology and traditional knowledge in all aspects of DRR

Time Frames – Short, Medium and Long-Term The implementation of the measures in the plan must be completed within the short (T1), medium (T2), and long-term (T3), ending by 2022, 2027, 2030 respectively (Fig. 1-2). The year 2030 is the end of time frame for all the three post-2015 international agreements – Sendai Framework, SDG and the COP21. By being a signatory to these agreements, India has also adopted these timeframes. For consistency, the completion of all measures envisaged in the NDMP is also 2030. The reference to ‘Short’, ‘Medium and ‘Long’ are to timeframes required for completion and do not signify any order of priority. These are tentative and subject to changes depending on many factors particularly technology. Some of the actions envisaged could shift from a longer time frame to a shorter one. However, all out eﬀorts are needed to ensure that those under smaller time frames are not taking additional time for completion.

Time frames envisaged in the NDMP Short-Term (T1) T1 (2022)

Medium-Term (T2) T1/T2 T2 (2027)

Long-Term (T3) T1/T2/T3 T2/T3 T3 (2030)

While some of the suggested measures in all categories – short, medium, and long-term – are already under implementation or in need of upgrading, many need to be initiated. The timeframes short, medium and long do not mean that the three are necessarily sequential in all cases. In fact, in many cases, they may be overlapping, starting at the same time while in some cases, the work on the medium and long-term targets may be dependent on the completion of the previous phase. Nevertheless, the medium and long-term categories do not imply a lower priority but are actions that require time long period for completion provided they are started as early as possible.

In the case of recovery, there are three recovery periods aGer a disaster: a) Early – within eighteen months, b) Medium – within ﬁve years and c) Long-term – within ﬁve to ten years. These depend on the

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speciﬁc disaster and are relevant only with reference to the types of recovery programmes. Hence, the DDMP discusses them only in general terms without timelines. Types of Disasters Primarily disasters are triggered by natural hazards or human-induced or result from a combination of both. The human-induced factors can greatly aggravate the adverse impacts of a natural disaster. Even at a larger scale, globally, the UN Inter-Governmental Panel on Climate Change (IPCC) has shown that human- induced climate change has signiﬁcantly increased both the frequency and intensity of extreme weather events. While heavy rains, cyclones, or earthquakes are all natural, the impacts may, and are usually, worsened by many factors related to human activity. The extensive industrialization and urbanization increase both the probability of human-induced disasters, and the extent of potential damage to life and property from both natural and human-induced disasters. The human society is also vulnerable to Chemical, Biological, Radiological, and Nuclear (CBRN) threats and events that might escalate to emergencies/ disasters.

Natural Hazards 1 The widely accepted classification system used by the Disaster Information Management System of DesInventar classifies disasters arising from natural hazards into five major categories and is used globally for the Sendai targets monitoring: 1) Geophysical: Geological process or phenomenon that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage. Hydro-meteorological factors are important contributors to some of these processes. 2) Hydrological: Events caused by deviations in the normal water cycle and/or overflow of bodies of water caused by wind set-up 3) Meteorological: Events caused by short-lived/small to meso-scale atmospheric processes (in the spectrum from minutes to days) 4) Climatological: Events caused by long-lived meso- to macro-scale processes (in the spectrum from intra- seasonal to multi-decadal climate variability) 5) Biological: Process or phenomenon of organic origin or conveyed by biological vectors, including exposure to pathogenic micro-organisms, toxins and bioactive substances that may cause loss of life, injury, illness or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage.

A brief description of these five major categories of the disasters arising from natural factors with the sub-categories is given in Table 1-1. The below classification is not a watertight one. In real life situations, many disasters are a combination of different types of disasters. In addition, secondary disasters may occur a Ger a disaster has occurred.

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CATEGORIES OF NATURAL HAZARDS Sl.No. Family Main Event Short Description/ Secondary Disaster 1  Landslide following earthquake; Geophysical Earthquake/ Mass (movement of earth  Urban fires triggered by earthquakes; materials)  Liquefaction - the transformation of (partially) water-

saturated soil from a solid State to a liquid State

caused by an earthquake

 Mass movement of earth materials, usually down Volcano slopes.  Surface displacement of earthen materials due to ground shaking triggered by earthquakes.

Sl.No. Family Main Event Short Description/ Secondary Disaster  Surface displacement of earthen materials due to Volcano ground shaking triggered by volcanic eruptions.

 A type of geological event near an opening/vent in the Earth’s surface including volcanic eruptions of lava, ash, hot vapour, gas, and pyroclastic material.  Ash fall; Lahar - Hot or cold mixture of earthen

material flowing on the slope of a volcano either

during or between volcanic eruptions;

 Lava Flow

 Pyroclastic Flow - Extremely hot gases, ash, and other

materials of more than 1,000 degrees Celsius that

rapidly flow down the flank of a volcano (more than

700 km/h) during an eruption.

 Tsunamis are difficult to categorize they are

essentially an oceanic process that is manifested as a

coastal water-related hazard. A series of waves (with

long wavelengths when traveling across the deep

ocean) that are generated by a displacement of

massive amounts of water through underwater Tsunami earthquakes, volcanic eruptions or landslides.

 Tsunami waves travel at very high speed across the

ocean but as they begin to reach shallow water they

slow down, and the wave grows steeper.

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2  Avalanche, a large mass of loosened earth material, Hydrological Flood snow, or ice that slides, flows or falls rapidly down a Landslides mountainside under the force of gravity. Wave Action  Coastal Erosion - The temporary or permanent loss of sediments or landmass in coastal margins due to the action of waves, winds, tides, or anthropogenic activities.

Sl.No. Family Main Event Short Description/ Secondary Disaster  Coastal flood - Higher-than-normal water levels along Flood the coast caused by tidal changes or thunderstorms Landslides that result in flooding, which can last from days to Wave Action weeks.  Debris Flow, Mud Flow, Rock Fall - Types of landslides that occur when heavy rain or rapid snow/ice melt send large amounts of vegetation, mud, or rock down slope by gravitational forces.  Flash Flood Hydrological - Heavy or excessive rainfall in a short period of time that produce immediate runoff, creating flooding conditions within minutes or a few hours during or after the rainfall  Flood Hydrological - A general term for the overflow of water from a stream channel onto normally dry land in the floodplain (riverine flooding), higher- than normal levels along the coast and in lakes or reservoirs (coastal flooding) as well as ponding of water at or near the point where the rain fell (flash floods)

 Wave Action: Wind-generated surface waves that can occur on the surface of any open body of water such as oceans, rivers and lakes, etc. The size of the wave depends on the strength of the wind and the travelled distance (fetch).

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3  Cyclone, Storm Surge, Tornado, Convective Storm, Meteorological Hazard caused by short-lived, micro- to Extra-tropical Storm, Wind meso-scale extreme  Cold Wave, Heat Wave, Derecho weather and atmospheric  Extreme Temperature, Fog, Frost, Freeze, Hail, Heat- conditions that may last for minutes to wave days  Lightning, Heavy Rain  Sand-Storm, Dust-Storm  Snow, Ice, Winter Storm, Blizzard

Sl.No. Family Main Event Short Description/ Secondary Disaster 4  Drought Climatological Climatological  Extreme hot/cold conditions weather conditions  Forest/Wildfire Fires related to long-lived,  Glacial Lake Outburst meso- to macro- scale  atmospheric processes Subsidence ranging from intra- seasonal to multi-decadal (long-term) climate variability  Pandemic, Endemic and Epidemics: viral, Biological Exposure to germs bacterial, parasitic, fungal, or prion and toxic substances infections. Pandemic, Endemic  Insect infestations. and Epidemic  Animal stampedes.

Human-Induced Disasters The NPDM 2009 notes that rise in population, rapid urbanization and industrialization, development within high-risk zones, environmental degradation, and climate change aggravates the vulnerabilities to various kinds of disasters. Due to inadequate disaster preparedness, communities, and animals are at increased risk from many kinds of human-induced hazards arising from accidents (industrial, road, air, rail, on river or sea, building collapse, fires, mine flooding, urban flooding, oil spills, etc.). Hazards due to CBRN threats and events rank very high among the causes that are human induced acts. Terrorist activities and secondary incidences arising from intentional or non -intentional activities also add to these risks and calls for adequate preparedness and planning.

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INSTITUTIONAL FRAMEWORK Figure 1-3: Nattional – level disaster management Institutional Framework

NOTE: This represents merely the institutional pathways for coordination, decision-making and communication for disaster management and does not imply any chain of command. The overall coordination of disaster management vests with the Ministry of Home Affairs (MHA). The Cabinet Committee on Security (CCS) and the National Crisis Management Committee (NCMC) are the key committees involved in the top-level decision-making regarding disaster management. The NDMA is the agency responsible for the approval of the SDMP and the execution of DM functions at the national level. Figure 1-3 provides a schematic view of the basic institutional structure for DM at national level. The figure represents merely the institutional pathways for coordination, decision- making and communication for disaster management and does not imply any chain of command. The DM Act does not have any provisions for notifying any disaster as a ‘national calamity’ or a ‘national disaster’. In most cases, State Governments will be carrying out disaster management with the central Government playing a supporting role. Generally, the central agencies will participate on the request from. The State Government. Within each State, there is a separate institutional framework for disaster management at the State-level. The DM Act of 2005 provides for the setting up of NDMA at national level, and, the SDMA at the State level. The role, composition and the role of the key decision- making bodies for disaster management at national-level are briefly described in the Table 1-2. The extent of involvement of central agencies will depend on the type, scale, and administrative spread of the disaster. If the situation requires the direct assistance from central Government or the deployment of central agencies, the central Government will provide all necessary support.

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KEY NATIONAL-LEVEL DECISION-MAKING BODIES FOR DISASTER MANAGEMENT Sl.No. Name Composition Vital role 1 Cabinet Prime Minister,  Evaluation from a national security perspective, if an Minister of Defence, incident has potentially security implications Committee on Minister of Finance, Oversee all aspects of preparedness, mitigation and Security Minister of Home management of Chemical, Biological, Radiological Affairs, and Minister of and Nuclear (CBRN) emergencies and of disasters (CCS) External Affairs with security implications  Review risks of CBRN emergencies from time to time, giving directions for measures considered necessary for disaster prevention, mitigation, preparedness and effective response 2 National Cabinet Secretary  Oversee the Command, Control and Coordination of (Chairperson) the disaster response Crisis Secretaries of  Give direction to the Crisis Management Group as Management Ministries/ deemed necessary Departments and Committee  Give direction for specific actions to face crisis agencies with specific situations (NCMC) DM responsibilities

3 National Prime Minister  Lay down policies, plans and guidelines for disaster (Chairperson) Members management Disaster (not  Coordinate their enforcement and implementation Management Exceeding nine, throughout the country Authority nominated by the  Approve the NDMP and the DM plans of the Chairperson) respective Ministries and Departments of (NDMA) Government of India  Lay down guidelines for disaster management to be followed by the different Central Ministries, Departments and the State Governments

4 National Union Home Secretary  To assist the NDMA in the discharge of its functions (Chairperson) Executive Secretaries to the GOI  Preparation of the National Plan Committee in the Ministries/  Coordinate and monitor the implementation of the Departments of (NEC) Agriculture, Atomic National Policy Energy,Defence,  Monitor the implementation of the National Plan and Drinking Water and sanitation,Environment the plans prepared by the Ministries or Departments Forests and Climate of the Government of India Change Finance (Expenditure), Health  Direct any department or agency of the Govt. to and Family Welfare, make available to the NDMA or SDMAs such men, Power, Rural Development, Science material or resources as are available with it for and Technology, emergency response, rescue and relief Space, Telecommunications,  Ensure compliance of the directions issued by the Urban Development, Central Government Water Resources, River  Coordinate response in the event of any threatening disaster situation or disaster

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 Direct the relevant Ministries/ Departments of the GoI, the State Governments and the SDMAs regarding measures to be taken in response to any specific threatening disaster situation or disaster.

From time to time, the central Government notifies hazard-specific nodal ministries to function as the lead agency in managing particular types of disasters (see Table 1-3 for current list of disaster-specific nodal ministries notified by GoI).

NODAL MINISTRY FOR MANAGEMENT/ MITIGATION OF DIFFERENT DISASTERS.

Sl. Disaster Nodal Ministry/ Department No. 1. Accident – Air (Civil Aviation) Min. of Civil Aviation (MCVA) 2. Accidents – Rail Min. of Railways (MRAIL) 3. Accidents – Road Min. of Road Transport and Highways (MRTH) 4. Accidents – Inland Water Transport Min. of Road Transport and Highways (MRTH) 5. Accidents – Coastal and marine boats, Min. of Defence (MOD) – Indian Coast Guard fisheries and shipping (ICG)

6. Avalanche Min. of Defence (MOD) – Border Road Organization (BRO) 7. Biological Emergencies Min. of Health and Family Welfare (MHFW) 8. Cold-Wave Min. of Agriculture and Farmers Welfare (MAFW) 9. Cyclone/ Tornado Min. of Earth Sciences (MOES)

10. Drought Min. of Agriculture and Farmers Welfare (MAFW) 11. Earthquake Min. of Earth Sciences (MOES) 12. Flood Min. of Water Resources, River Development and Ganga Rejuvenation (MOWR) 13. Floods – Urban Min. of Housing and Urban Affairs (MHUA)

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14. Forest Fire Min. of Environment, Forests, and Climate Change (MEFCC) 15. Frost Min. of Agriculture and Farmers Welfare (MAFW) 16. Hailstorm Min. of Agriculture and Farmers Welfare (MAFW) 17. Heat wave Not Specified 18. Industrial and Chemical Min. of Environment, Forests and Climate Change (MEFCC) 19. Landslides Min. of Mines (MOM) 20. Nuclear and Radiological Dept. of Atomic Energy (DAE) 21. Oil Spills Min. of Defense (MOD) – Indian Coast Guard (ICG) 22. Pest Attack Min. of Agriculture and Farmers Welfare (MOAFW) 23. Tsunami Min. of Earth Sciences (MOES)

NATIONAL DISASTER MANAGEMENT AUTHORITY (NDMA)

The Government of India established the NDMA in 2005, headed by the Prime Minister. Under the DM Act 2005, the NDMA, as the apex body for disaster management, shall have the responsibility for laying down the policies and guidelines for disaster management for ensuring timely and effective response to disaster. The guidelines of NDMA will assist the Central Ministries, Departments, and States to formulate their respective DM plans. It will approve the National Disaster Management Plan and DM plans of the Central Ministries/ Departments. It will take such other measures, as it may consider necessary, for the prevention of disasters, or mitigation, or preparedness and capacity building, for dealing with a threatening disaster situation or disaster. Central Ministries/ Departments and State Governments will extend necessary cooperation and assistance to NDMA for carrying out its mandate. NDMA has the power to authorize the Departments or Authorities concerned, to make emergency procurement of provisions or materials for rescue and relief in a threatening disaster situation or disaster. The general superintendence, direction, and control of the National Disaster Response Force (NDRF) are vested in and will be exercised by the NDMA. The National Institute of Disaster Management (NIDM) works within the framework of broad policies and guidelines laid down by the NDMA. The NDMA has the mandate to deal with all types of disasters – natural or human-induced. However, other emergencies such as terrorism (counter-insurgency), law and order situations, hijacking, air accidents, CBRN weapon systems, which require the close involvement of the security forces and/or intelligence agencies, and other incidents such as mine disasters, port and harbour emergencies, forest fires, oilfield fires and oil spills will be handled by the National Crisis Management Committee (NCMC). Nevertheless, NDMA may formulate the

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guidelines with advice/ inputs drawn from experts of DAE and facilitate training and preparedness activities in respect of response to RN emergencies with technical advice obtained from experts from DAE.

NATIONAL INSTITUTE OF DISASTER MANAGEMENT (NIDM) As per the provisions of the Chapter-VII of the DM Act, Government of India constituted the National Institute of Disaster Management (NIDM) under an Act of Parliament with the goal of being the premier institute for capacity development for disaster management in India and the region. The vision of NIDM is to create a Disaster Resilient India by building the capacity at all levels for disaster prevention and preparedness. NIDM has been assigned nodal responsibilities for human resource development, capacity building, training, research, documentation, and policy advocacy in the field of disaster management. The NIDM has built strategic partnerships with various ministries and departments of the central, State, and local Governments, academic, research and technical organizations in India and abroad and other bilateral and multi-lateral international agencies. It provides technical support to the State Governments through the Disaster Management Centers (DMCs) in the Administrative Training Institutes (ATIs) of the States and Union Territories. Presently it is supporting as many as 30 such centers. Six of them are being developed as Centers of Excellence in the specialized areas of risk management – flood, earthquake, cyclone, drought, landslides, and industrial disasters.

NATIONAL DISASTER RESPONSE FORCE (NDRF)

The NDRF has been constituted as per the Chapter-VIII of the DM Act 2005 as a specialist response force that can be deployed in a threatening disaster situation or disaster. As per the DM Act, the general superintendence, direction and control of the NDRF shall be vested and exercised by the NDMA. The command and supervision of the NDRF shall vest with the Director General appointed by the Government of India. The NDRF will position its battalions at different locations as required for effective response. NDRF units will maintain close liaison with the designated State Governments and will be available to them in the event of any serious threatening disaster situation. The NDRF is equipped and trained to respond to situations arising out of natural disasters and CBRN emergencies. The NDRF units will also impart basic training to all the stakeholders identified by the State Governments in their respective locations. Further, a National Academy will be set up to provide training for trainers in disaster management and to meet related National and International commitments. Experience in major disasters has clearly shown the need for pre-positioning of some response forces to augment the resources at the State level at crucial locations including some in high altitude regions.

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STATE LEVEL

The State Government in line with National Disaster Management Act, 2005, has constituted State Disaster Management Authority (GO No. RD 28 ETC 2006 dated 16.05.2008) and its composition reconstituted as per (GO No. RD 49 ETC 2010 dated 27.05.2010). The State has also constituted the State Executive committee (GO No. RD 28 ETC 2006 dated 16.05.2008). It has constituted the District Disaster Management Authority laying down the roles and responsibilities for the State and district authorities. The State Crisis Management Committee has also been constituted.

RGANISATIONAL STRUCTURE FOR DISASTER MANAGEMENT IN KARNATAKA

IMPORTANT PREPAREDNESS MEASURES AND CAPACITY DEVELOPMENT IN THE STATE  Formation of Task Forces, Advisory Committees, Response Teams for Disaster Management keeping specific disaster needs and training these members  Micro-hazard zonation for each hazard  Display of warning boards for general public in sensitive area.

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 Inventory of human and material resources available with Government, Private and Civil Society.  Training, Capacity Building of the Search and Rescue Task Forces, IRTs, Department designated ROs and Officers being deployed for disaster management tasks.  Training, Capacity Building of the First Aid Task Forces  Training and capacity building of Civil police, Fire Brigades, NCC, NSS, CBOs and NGOs and Panchayat members and officials  Medical Preparedness- nominate/ designate hospitals, doctors and paramedics to cover emergency health management, first aid and mass casualty management  State, District, Taluk & Village level mock drills and rehearsals.  Public awareness generation and community evacuation training.  Community based disaster management (CBDM).  GP, Taluk and Districts develop and maintain disaster management plans.  Inventory of lifeline buildings such as of schools, hospitals, public buildings and assess their safety and take measures for improving safety.  Use of Best Practices.  Create communication network.  Budgetary allocations. The State and district administration shall identify sites for establishment of various facilities as mentioned in the IRS guidelines such as Incident Command Post, relief camp, base, staging area, camp, and helipad, for providing various services during the response. The State and local administration must widely disseminate and publicise information about these arrangements as mandated in the SDMP and DDMP. Since disaster response operations are multifaceted, time- sensitive, extremely fast-moving, and mostly unpredictable, it requires rapid assessment, close coordination among several departments, quick decision-making, fast deployment of human resources and machinery as well as close monitoring. In order to prevent delays and to eliminate ambiguities with regard to chain of command, the SDMP and DDMP must clearly spell out the response organisation as per IRS. These plans clearly identify the personnel to be deputed for various responsibilities in the IRT at various levels of administration along with proper responsibility and accountability framework. Provision for implementation of unified command in case of involvement of multiple agencies such as Army, NDRF, CAPF, and International Urban Teams. Search and Rescue must be spelt out in the SDMP. From time to time, the DM plan must be tested and rehearsed by carrying out mock exercises.

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HIERARCHY OF ORGANIZATIONS FROM NATIONAL TO STATE LEVEL

Ministry of Home Affairs (MHA)

National Disaster Management Authority (NDMA) Chair-Prime Minister with other 9 Members National Executive Committee Comprising of representative Advisory Committee

from the ministries and Nationa l departments controlling National Disaste Agriculture, Home, Atomic Institute of energy, Defence, Drinking water Disaster of r supply, Environment & forests, Disaster Respon se Finance, Expenditure, Health, Manageme Force Power, Rural development, S&T, nt Space, Telecommunication, Water resources etc.

State Disaster Management Authority Department of Disaster (9 - Member body) chaired by the CM of the State Management (GoK)

State Executive Advisory Committee Committee

District Disaster Management Authority 7-member body chaired by the District Magistrate and comprising of representatives from the civil Administration

Local Authorities Advisory Committees

As per the DM Act of 2005, each State in India shall have its own institutional framework for disaster management. Among other things, the DM Act, mandates that each State Government shall take necessary steps for the preparation of State DM plans, integration of measures for prevention of disasters or mitigation into State development plans, allocation of funds, and establish EWS. Depending on specific situations and needs, the State Government shall also assist the Central Government and central agencies in various aspects of DM. Each State shall prepare its own State Disaster Management Plan. The DM Act mandates the setting of a State Disaster Management Authority (SDMA) and a similar system in each Union

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Territory. At the district level, District Disaster Management Authority (DDMA), the District Collector or District Magistrate or the Deputy Commissioner, as applicable, will be responsible for overall coordination of the disaster management efforts and planning. Detailed DMP will be developed, subject to periodic review and revision, at the levels of State, district, towns and blocks (taluka). Figure-1-4 provides schematic view of the typical State-level institutional framework. The figure represents merely the institutional pathways for coordination, decision-making and communication for disaster management and does not imply any chain of command.

STATE DISASTER MANAGEMENT AUTHORITY (SDMA)

As per provisions in Chapter-III of the DM Act, State Government shall establish a State Disaster Management Authority (SDMA) or its equivalent under a different name with the Chief Minister as the Chairperson. The Karnataka State Disaster Management Authority (KSDMA) will lay down policies and plans for DM in the State. The KSDMA will approve the disaster management plans prepared by various departments. It will, inter alia approve the State Plan in accordance with the guidelines laid down by the KSDMA, coordinate the implementation of the State Plan, recommend provision of funds for mitigation and preparedness measures and review the developmental plans of the different departments of the State to ensure the integration of prevention, preparedness and mitigation measures. The State Government shall constitute a State Executive Committee (SEC) to assist the KSDMA in the performance of its functions. The SEC will be headed by the Chief Secretary to the State Government. The SEC will coordinate and monitor the implementation of the State Plan. The SEC will also provide information to the KSDMA relating to different aspects of DM.

STRUCTURE OF KARNATAKA STATE DISASTER MANAGEMENT AUTHORITY (KSDMA)

Sl. No. SDMA Members Designation 1 Chief Minister of Karnataka Chairman, Ex-officio 2 Minister of Revenue Vice-Chairman 3 Minister of Home Member 4 Minister of Rural Development and Panchayat Raj Member 5 Minister for Health and Family Welfare Member 6 Minister for Agriculture Member 7 Minister for Public Works Member 8 Minister for Animal Husbandry Member 9 Minister for Housing, Information, ITBT and BWSSB Member 10 Minister for Energy Permanent Invitee Chairperson of the State Executive Committee (The Chief Chief Executive Officer 11 Secretary to the Government of Karnataka) 12 Secretary, Disaster Management and Relief Commissioner Member Secretary The KSDMA has been constituted as per GO No. RD 28 ETC 2006 dated 16.05. 2008 and its composition reconstituted as per GO No. RD 49 ETC 2010 dated 27.05.2010

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DISTRICT DISASTER MANAGEMENT AUTHORITY (DDMA) As per provisions in Chapter-IV of the DM Act, each State Government shall establish a District Disaster Management Authority for every district in the State with such name as may be specified in that notification. The DDMA will be headed by the District Collector, Deputy Commissioner, or District Magistrate as the case may be, with the elected representative of the local authority as the Co- Chairperson. The State Government shall appoint an officer not below the rank of Additional Collector or Additional District Magistrate or Additional Deputy Commissioner of the district to be the Chief Executive Officer of the District Authority. The DDMA will act as the planning, coordinating and implementing body for DM at the District level and take all necessary measures for the purposes of DM in accordance with the guidelines laid down by the KSDMA. It will, inter alia, prepare the DM plan for the District and monitor the implementation of the all relevant national, State, and district policies and plans. The DDMA will also ensure that the guidelines for prevention, mitigation, preparedness, and response measures laid down by the KSDMA are followed by all the district-level offices of the various departments of the State Government.

DDMA STRUCTURE Sl. Members Designation No. 1 Deputy Commissioner of the District Chairperson 2 President of the Zilla Panchayat Co-chairperson 3 Chief Executive Officer of the Zilla Panchayat Member 4 Superintendent of Police of the district Member 5 District Health Officer of the District Member 6 Executive Engineer of the Zilla Panchayat of the District Member 7 Joint Director of Agriculture Member 8 Addl. Deputy Commissioner of the District Member Secretary

DDM Plan Implementation,

The DM Act 2005 enjoins central and state governments to make provisions for the implementation of the disaster management plans. In this respect, the sections of the DM Act 2005 applicable for national, state, and district DM plans are 11, 23, and 31. The Chapters V and VI of the DM Act spell out the responsibilities of the central, state, and local governments with respect to disaster management. The DM Act states that every Ministry or Department of the Government of India shall make provisions, in its annual budget, for funds for the purposes of carrying out the activities and programmes set out in its disaster management plan.

The DDMP sets outs the priorities, time frames and deﬁnes the Thematic Areas for DRR along with Sub-Thematic Areas that must be implemented in a highly distributed, decentralised and coordinated manner by the central and state governments. It is not one omnibus plan that must be implemented by one agency with using one overarching budget; instead it is one that must be ﬁnanced from the union and state budgets through various ministries and government agencies. The

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centrally allocated ﬁnances are limited to National Disaster Response Fund and State Disaster Response Fund meant for immediate relief and emergency response a disaster.

The Act mandates that every Ministry and Department of the Government of India and every state must prepare a DMP in accordance with the DDMP. Respective DM authorities must regularly review and update their DM plans. Central ministries and state governments will integrate DRR into their development policy, planning and programming at all levels. They must adopt a holistic approach and build multi-stakeholder partnerships at all levels, as appropriate, for the implementation of the DM plans. Depending on its nature, deferent components of the NDMP will be implemented within short, medium and long-term timeframes ending in 2030, with the actions under these timeframes oGen running concurrently and not sequentially. In a broad sense, the approach described in the NDMP applies to all those working for disaster risk reduction in the country, be it government, private, not- for-proﬁt entities, national agencies or international organizations.

The plan is highly ambitious and the complete implementation of all elements across the country may take a very long time. Nevertheless, both central and state governments have already made considerable progress and they are expected to make sincere eﬀorts for the im plementation of the DM plans. The DDMA has prepared and published guidelines covering various aspects of disaster management and including a separate one for response.

The DM plans of all central ministries/ departments and the states/UTs must be made in accordance with DDMP and consistent with it in terms of goals and timeframes. It is not possible to give an exhaustive list of activities envisaging all the disaster risk reduction functions pertaining to all the tiers of government and all other stakeholders. Hence the Central Ministries and State Governments should go beyond the activities mentioned in this document in identifying activities based on the context for pro-active disaster risk reduction using DDMP as a guide rather than as a ﬁnal word.

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Chapter– 2 Yadgiri District Hazard, Risk, Vulnerability (HRV) Analysis

Core Yadgir district is the 2nd smallest district in the state, area wise is very rich in cultural traditions. The vast stretch of fertile black soil of the district is known for bumper red gram and jawar crops. The district is a “Daal bowl” of the state. The district is also known for cluster of cement industries and a distinct stone popularly known as “Malakheda Stone”.Yadgir has been blessed by the incessant flowing of two main rivers Krishna and Bhima in addition to these two, a few tributaries flow in this region. The upper Krishna project and Shahapur Taluka in Bendebembali Green Sugar Factory yet to start. Yadgir which is known for of industries is presently showing great deal of signs of growth in the cement, textile, leather, and chemical production in the industrial sector. One of the recent developments, where in the people of Yadgir are proud and boastful is that the establishment of Agriculture University in Bheemarayana Gudi (B.Gudi).The cabinet meeting held at Gulbarga on 26 September 2008, has resolved Yadgir will be formed as new district. Accordingly the Hon'ble Chief Minister declared Yadgir as new district. Followed by this the Government has appointed an IAS officer as Special Officer for Yadgir district until the final Notification of district is published in the Karnataka Gazette.Finally the Government has issued Gazette Notification declared Yadgir as a 30th new district of Karnataka State on 26.12.2009. Consequent to Final Notification the Yadgir district came into existence with effect from 30.12.2009.

 Located in the North east part of the State surrounded by Yadgir in the North, Raichur in the South, Bijapur in the West and Hedal of AP in the East.  This district was carved out from the erstwhile Yadgir district as the 30th district of Karnataka on 10 April 2010.  Spread across 3 Talukas namely Shahapur, Shorapur and Yadgir.  Yadgir is the district headquarter, 530 Km away from Bangalore.  Popularly known as “Yadavagiri” by the locals.  Vast stretch of fertile black cotton soil of the district is known for bumper red gram, cotton, jowar crops & Groundnut.  Known for cluster of cement industries and a distinct stone popularly know as “Malakheda Stone”.  Geographical area constitutes 8.46 percent area of the State.

Demographics:- According to the 2011 census Yadgir district has a population of 11,74,271, Lakhs. The district has a population density of 224 inhabitants per square kilometre (580 /sq mi) .Its population growth rate over the decade 2001-2011 was 22.67%. Yadgir has a sex ratio of 984 females for every 1000 males,[3] and a literacy rate of 52.36%.

Geography:- The city is spread over an area of 14.95sq.km. Bhima River flows through Yadgiri city. Still today people of Yadgiri never faced water problem.

Transport:- Yadgir is well connected by road and railways. Railway:- Yadgiri has its own railway station. It is one of the largest railway station in the Hyderabad- Karnataka region. It has the broad gauge railway which lies between Mumbai and Chennai. It comes

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under South Central Railway under Guntakal division. It has its own railway branch. The city is connected to Gulbarga, 71 km away, by both road and rail. And from Raichur its distance is 69 Km .It is actually located in between two districts. Transportation no problem in Yadgiri dist. Yadgiri is well connected to the cities such as Mumbai, Bangalore, Hyderabad, Chennai, Tirupati, Trivendram, Nagercoil, Pune, Coimbatore, Kanyakumari, Salem Dharmavaram, Lokmanya Tilak Solapur. Road:- State Highway 15 (Raichur-Bidar) passes through the city, and connecting to Bijapur and Hyderabad. Important cities connected through buses from the city are Bangalore, Hubli, Dharvad, Belgum, Vasco da Gam, Hyderabad, and Bellary.

A map of Karnataka with depiction A map of Yadgiri District of Yadgiri District

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District at a Glance

S.No Particular Year Unit Statistics 1 Geographical f eatures ( A) GeographicalData i ) Latitude 16’200to17’460

ii) Longitude 76’040to76’420

iii) Geographical Area Hact 5 ,23,500 (B) A dministrativeUnits i ) Subdivisions 01 i i) Tehsils 0 6 i ii) Sub-Tehsil 1 6 i v) Patwar Circle 169 v) Panchayat Limits 0 4 vi) Nagarnigam 0 3 v ii)Nagar Palika 04 viii) GramPanchayat 1 23 x i)Revenue villages 5 09 x) Assembly Area 04 2. Popula tion ( A) Sex-wise Total Nos. 1,174,271 i ) Male 2011 Nos 5,90,329 i i) Female 2 011 No s 5,83,942 (B) Ru ralPopulation 2011 No s 9,53,594 3 . Agricultu re A . L andutilization i ) Total Area 2018-19 Hectare 5,16,088 i i) Forest cover 2018 -19 “ 33 ,773 i ii) NonAgricultureLand 2018 -19 “ 29 ,623 v) CultivableBarren 2018 -19 “ 27,954 4. Fore st ( i) Forest 2018-19 Ha. 33,773 5. Livestock&Poult ry A . C attle i ) Cows 2019 Nos. 2,36,336 i i) Buffaloes 2 019 Nos . 57,438 B. O therlivestock i ) Sheep 2019 Nos 4,39,989 ii)Goats 2019 2,58,483 i ii) Pigs 2019 Nos. 20,504 iv )Dogs&Bitches 2019 Nos . 16,472

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iv)Railways i ) Lengthof rail line 2017-18 Kms 84kms V )Roads(Total) a) NaKmstion al Highway(NH-50 & NH-150) 2019 Kms 219.87 4,775 b)StateHighway 2019 Kms 392.8 c) MainDistrict Highway 20 19 K ms 1217.52 d ) Rural Roads 20 19 Kms 3499.23 e) Dambar Roads 20 19 Kms 1252.72 f) Maddy Roads 2019 Kms 2031.36 f) Kachacha Road 2019 Kms 215.72 VI) Communicatio n a) Telephone connection 2019 Nos. 2,500 b)Post offices 2019 Nos. 196 c) Telephone Exchange 201 9 Nos . 45 d) Densityof Telephone 201 9 Nos ./1000person 0.08/1000pe rson

(VII)PublicHealth 2017-18 (a) District Hospital (DH) 01 (b) Taluk Hospitals (TH’S) 02 06 (c) Community Health

Centers 2019 44 (e)Primary Health

Centers & Uphc’s Nos 87 (f) Allopathic Hospitals 02 (g) Ayurveda Hospital 03 (h)Ayurveda Dispensary 02 (i) Unani Hospital 03 (j) Unani Dispensary 10 (k)Homeopathy Dispensary (VIII) Banking (a) Commercial Bank 2019 Nos. 57 ( b) Rural BankProducts 2019 No s. 3 6 ( c) Co-op Bank products 2019 Nos . 03 (d) PLDB Branches 2019 N os. 03 (IX)Educati on (a) P rimaryschool 2019 Nos. 460 ( b) Middleschools 2019 Nos . 469 (c ) Secondary&senior 2019 No s. secondaryschools 122 (d) Colleges (PUC) 2019 Nos. 91 (e ) Colleges (Degree) 2019 N os. 08

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This chapter deals with potential hazards which may have to be faced by the district, probable time of occurrence, vulnerability of the district to different disasters its analysis and analysis of the risk involved. This acts as a reference, upon which mitigative measures, rescue, restoration and rehabilitation plan etc. are planned successfully. Any error in HRV analysis will compound the problems / effects of a disaster. Therefore a careful attempt has been made to achieve the realistic analysis of hazard, risk and vulnerability pertaining to Yadgir district.

HAZARD ANALYSIS:- The Hazard may be termed as any event/object/rivers/ industries/earthquaque/fire/building/excess or deficit of rainfall which can cause a potential damage to a population/Animals/property/environment etc., an analysis involving occurrence magnitude, volume of hazards and the impact caused by such hazards gives a proper direction to prepare a plan to deal with such eventualities. Hazard analysis of Yadgir district comprises of seasonality of different hazards, history, and area affected etc. with a special emphasis on hazard due to breach of dams.

FLOOD:-

There are two important rivers flowing through the District namely Bheema and Krishna. Bheema Rivers start in the state of Maharashtra. There are many barrages on the Bhima River in Maharashtra and in the district of, Bijapur &Yadgir of Karnataka State. Whenever there is heavy rainfall in upper catchment areas, the gates of these barrages are opened which leads to heavy flow of water in the Bhima River and many a time the surrounding villages face flood situation. In addition to major rivers, the district has a two major River like Krishna and Bheema. During rainy season, in case of heavy rain, these major river also flood the neighbouring villages. Flood Management may be divided in three parts;  Pre-flood measures;  Measures during flood;  Post – flood measures.  History of floods Almost all the districts in Karnataka are facing the brunt of moderate to severe floods. Floods are associated with cloud bursts, cyclones or depressions in the Bay of Bengal and Arabian Sea.

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Narayanapur Dam (Krishna river)

Information of Taluk Flood Impacting Villages Near KRISHNA and BHEEMA River in Yadgiri District

Sl.No No of No of Affected No of No of No of Taluka No of Gp Habitation Houses Population Animals Reliefe Cattle Name Centre Sheds 01 Yadgiri 02 02 489 3004 390 02 02 02 Shahapur 02 02 127 620 194 03 03 03 Shorapur 04 07 305 1047 394 07 07 04 Wadegera 15 15 736 2119 964 15 15 05 Hunasagi 03 06 78 297 157 05 06 Total 05 26 32 1735 7087 2099 32 33

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Sannati Barrage (Bheema River)

Information of Taluk Flood Impacting Villages Near BHEEMA River in Yadgiri District

No of No of Affected No of No of No of Cattle Sl.No Taluka No of Habitation Houses Population Animal Reliefe Sheds Name Gp s Centre 01 Shahapur 04 09 2,383 10,735 280 06 03 02 Wadegera 07 19 7,994 43,752 1,100 15 05 03 Yadagiri 08 17 4,250 28,409 900 10 06 Total 03 19 45 14,627 82,896 2,280 31 14

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2019, Details of damages from flooding (Krishna and Bheema )

Devapur Village Shorapur Taluk Yakshanti Villge Wadagera taluk

Bridge and roads damaged by flooding Neelakantharayan gaddi villge bridge Shorapur Taluk Kolluru (M) bridge Shahapur Taluk

Crop Damages due to Flood Devapur Village Shorapur Taluk Shellagi Village Wadagera Taluk

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5 People from 2 family’s were rescued by Boat at Choudeshwarahala Shorapur Taluk

2020, Details of damages from flooding (Bheema river) Shivanuru Village Wadagera Taluk Nayakal Village Wadagera Taluk

Rotnadagi village Wadagera Taluk Gundapur Village Wadagera Taluk

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Sannati Breedge/Barrage Water inflow and outflow details for the month October 20, 2020

Inflow Outflow Date (Cusecs In lakhs) (Cusecs In lakhs) 20.10.2020 4,02,000 4,02,000 19.10.2020 3,93,000 3,93,000 18.10.2020 3,37,000 3,37,000 17.10.2020 2,70,000 2,70,000 16.10.2020 2,80,000 2,80,000 15.10.2020 3,60,000 3,60,000 14.10.2020 1,90,000 1,90,000 13.10.2020 50,000 50,000 12.10.2020 27,000 27,000

Information on villages submerged by the Bheema river flood in October

The number of Number of people who victims who have been Taluk Affected Aquatic have been Sl.No No.Family No.Peoples protected by Name Villages homes evacuated to a operations from safe place in the defense advance team Roja (S) 1 Shahapur 56 280 56 280 280 Shirwal

2 Naikal 3418 11008 198 135 -

3 Wadagera Sugiru 80 600 02 08 - 4 Shivanuru 79 496 77 280 -

Total 3633 12384 333 703 280

Details of people who were evacuated from the Bheema river floods in October The number of Number of victims people who have Taluk Affected who have been Sl.No No.Family No.Peoples been protected by Name Villages evacuated to a safe operations from the place in advance defense team

1 Shirwal 165 850 - - Roja (S) 56 280 280 280 2 Shahapur Shirwal 3 Anabi 975 4335 150 - 4 Hursagundagi 165 850 850 -

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5 Habbali 130 650 30 - 6 Tangadgi 460 1700 117 - 7 Maramakal 92 550 85 - 8 Balakal 220 850 90 - 9 Nalavadagi 120 670 53 -

Total 2383 10735 1655 280 01 Shivanuru 79 496 280 - 02 Biranal 150 515 63 - 03 Wadagera Naikal 3418 11008 135 - 04 Godihal 305 2204 105 - 05 Kumanuru 200 1400 112 -

Total 4152 15623 695 -

Abbe 1 719 2332 196 - Tumakuru

2 Lingeri 520 1810 190 - Yadagiri

3 Guduru - - - -

4 Anooru (K) 380 2050 840 -

Total 1619 6192 1226 -

District Total 8154 32550 3576 280

Drought: There is no globally adopted operational definition for drought applicable to all contexts. This is the primary reason why policy makers, resource planners, and other decision- makers as well as administrators have considerable difficulty recognizing and planning for drought than they do for other disasters. Global Assessment Report (GAR) 2015 notes that agricultural drought is probably the most “socially constructed” of all disaster risks (UNISDR 2015b) and warns that due to global climate change, its frequency is expected to vary much. To determine the beginning of drought, operational definitions specify the degree of departure from the long-term (usually at least 30 years) average of precipitation or some other climatic variable. Broadly, drought is perceived as sharply felt water deficit caused by variations in the natural hydro-metrological factors, agro-ecological conditions, moisture requirements of crops under prevailing cropping choices (systems, patterns). Drought results from long period of dry weather and insufficient precipitation, which causes acute dry conditions. The National Commission on Agriculture in India defines three types of droughts:  Meteorological drought, defined as a situation when there is more than 25% decrease from the long-term average precipitation over an area

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 Agricultural drought, signifying the situation when soil moisture and rainfall are inadequate to support healthy crop growth  Hydrological drought resulting from prolonged meteorological drought manifested in depletion of surface and sub-surface water resources, which could occur even when the rainfall is normal, if there has been a substantial reduction in surface water holding capacity Most classifications emphasize physical aspects of drought, particularly in the context of agriculture (including livestock rearing), although its impacts will be felt in both farm and non-farm sector. The direct impacts are usually visible in falling agricultural production and heightened food insecurity among poor and vulnerable sections; depleted water levels; higher livestock and wildlife mortality; cattle and animal migration; damage to ecosystem from indiscriminate exploitation; increased fire hazards etc. Indirect impacts of drought can be gauged from the reduction in incomes for farmers and agribusinesses, increased prices for food and fodder, reduction in purchasing capacity and slump in consumption, default on agricultural loans, distress sale of agricultural land & livestock, rural unrest, shrinkage in avenues for agricultural employment etc. The impact, response, and interventions would vary depending on at what point of time in a crop calendar there is acute water or soil moisture deficit. Generally, three situations are recognised:  Early season: delayed rainfall (delayed onset of monsoon), prolonged dry spells after Onset.  Mid-season: inadequate soil moisture between two rain events, and  Late season: early cessation of rains or insufficient rains The IMD recognizes five drought Situations:  Drought Week’ when the weekly rainfall is less than half of the normal  Agricultural Drought’ when four drought weeks occur consecutively during mid-June to September  Seasonal Drought’ when seasonal rainfall is deficient by more than the standard deviation From the normal  Drought Year’ when annual rainfall is deficient by 20 per cent of normal or more, and  ‘Severe Drought Year’ when annual rainfall is deficient by 25 to 40 per cent of normal or More In the absence of an unambiguous criterion, the NDMA Guideline on ‘Management of Drought’ notes that there is a need to develop a multi-criteria index to classify droughts based on several factors such as the following:  Meteorological (rainfall, temperature, etc.)  Soil conditions (depth, type, available water content, etc.)  Surface water use (proportion of irrigated area, surface water supplies, etc.)  Ground water (availability, utilization, etc.)  Crop (cropping pattern changes, land use, crop conditions, anomalies in crop condition, etc.)  Socio-economic (proportion of weaker sections, poverty, size class of farm holdings, etc.)

Increasing severity of drought can lead to a major livelihood crisis with crop losses and widespread unemployment. It is essential that along with a drought monitoring system, medium and long- term area specific plans be prepared for drought proofing of susceptible areas. While drought-proofing measures can significantly improve the coping capacity and dampen the impact of drought, if drought conditions worsen, many agencies of the state and center will have to work in concert to prevent acute rural distress. Since progression of drought is slow, agencies can respond by closely monitoring the situation using various technical capabilities available.

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The water from the Krishna and Bhima river reservoirs in two parts of the Yadagiri district is used for agricultural purposes and for filling drinking water lakes. This section is mainly irrigated by canals, lakes and wells. Annual rainfall has been highly erratic over the past decade and drought is considered. Due to this, there is not enough water in the rivers. Groundwater recharge did not take place as expected. Dependence on lake water for irrigation has almost completely ceased. And the water stored in the lakes is used for the public and livestock due to intermittent rainfall. Rainfall in the district has been below average for the past decade. Groundwater is being overused. And with constant scarcity, the water table in all the taluks has gone to depths of 1000-1200 feet.

Thunderstorm, Lightning, Dust Storm, and Strong Wind Thunderstorm/Lightning, Dust/Hailstorm, and Strong Wind are hazardous and cause risk to life and public property. These are potentially hazardous for aviation sector as well as to transport, power, communication and other socio-economic sectors. Thunderstorms have some important characteristic such as formation of strong updraft and down draft, towering cumulonimbus associated with turbulence and icing, in cloud electriﬁcation and associated lightning, localized heavy rain and hailstorm. As available data of last ten years, about 2,500 people died from lightning strikes and torrential rains in the country every year. India may also witness an increase in the severity and frequency of the dust storms and thunderstorms similar to what the northern Indian states experienced recently. Experts also believe that the severity and frequency of thunderstorm/dust storms is expected to rise in years ahead due to rising global temperature. The increase in occurrence and severity is a wake-up call for all agencies to take appropriate action for prevention, preparedness and mitigation in order to save lives, livestock, property and infrastructure. In 2018-19 and 2019-20 19 people died from lightning strikes and torrential rains in Yadagiri district.

Heat Wave Heat wave is a period of abnormally high temperatures that leads to physiological stress, which sometimes can claim human life. The World Meteorological Organization defines a heat wave as fiveor more consecutive days during which the daily maximum temperature exceeds the average maximum temperature by five degrees Celsius. Different countries define heat wave differently in context of their local conditions. Heat Waves typically occur between March and June, and in some rare cases even extend until July. Heat waves are more frequent over the Indo-Gangetic plains of India. On an average, 5-6 heat wave events occur every year over the northern parts of the country. In the northern plains of the country, dust in suspension occurs in many years for several days, bringing minimum temperature much higher than normal 15 and keeping the maximum temperature around or slightly above normal. Heat wave and Hot Day are area specific phenomena and may be ascribed for a Met Sub- division or a part thereof, when at least two stations satisfy the criteria. According to revised terminology of the IMD applicable from January 2016, in India, it will be considered as heat wave if the maximum temperature of a met-sub-station reaches at least 40°C or more in the plains, 37°C or more in coastal areas and at least 30°C or more for hilly regions. IMD defines heat wave 17 when departure from Normal is 4.5°C to 6.4°C and Severe Heat Wave when departure from normal is >6.4°C. Similarly, for the plains heat wave is when actual maximum temperature ≥ 45°C and Severe Heat Wave when actual maximum temperature ≥47°C.

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To declare a heat wave, the condition should be recorded in at least at two stations in a Meteorological sub-division for at least two consecutive days. A heat wave will be declared on the second day. The heat wave conditions are expected to prevail over the summer days. Temperatures for most times of the days will be between 40°C.and 45°C. Everywhere we are noticing these extremely dry conditions. Normally during summer, these conditions are not uncommon, but generally over the years we have been seeing them more frequently.

While there is no global definition, the District Disaster Management Authority (DDMA) describes heat wave as a period of abnormally high temperatures, more than the normal maximum temperature that occurs during the pre-monsoon summer season. According to the World Health Organisation, the heat wave is on if the daily maximum temperature of more than five consecutive days exceeds the average maximum temperature by 5°C

Heat wave declared Chart

Higher daily peak temperatures and longer, more intense heat waves are becoming increasingly frequent globally due to climate change. Yadagiri too is feeling the impact of climate change in terms of increased instances of heat waves that are more intense in nature with each passing year and have a devastating impact on human health thereby increasing the number of heat wave casualties. The health impacts of Heat Waves typically involve dehydration, heat cramps, heat exhaustion and/or heat stroke. The signs and symptoms are as follows:  Heat Cramps: Edema (swelling) and Syncope (Fainting) generally accompanied by fever below 39oC (102oF)  Heat Exhaustion: Fatigue, weakness, dizziness, headache, nausea, vomiting, muscle cramps and sweating  Heat Stroke: Body temperatures of 40oC (104oF) or more along with delirium, seizures or coma, which is a potentially fatal This unusual and uncomfortable hot weather can impact human and animal health. It can cause major disruption in community infrastructure such as power supply, public transport and other essential services. Heat wave is considered a “silent disaster” as it develops slowly.

COVID-19 Pandemic

COVID-19 is an acute respiratory illness caused by a novel human coronavirus (SARS- CoV-2, called COVID-19 virus), which causes higher mortality in people aged ≥60 years and in people with underlying medical conditions such as cardiovascular disease, chronic respiratory disease, diabetes and cancer. Long-term care facilities (LTCFs), such as nursing homes and rehabilitative centers, are facilities that care for people who suffer from physical or mental disability, some of who are of advanced age. The

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people living in LTCF are vulnerable populations who are at a higher risk for adverse outcome and for infection due to living in close proximity to others. Thus, LTCFs must take special precautions to protect their residents, employees, and visitors. Note that infection prevention and control (IPC) activities may affect the mental health and well-being of residents and staff, especially the use of PPE and restriction of visitors and group activities.

Visitors In areas where COVID-19 transmission has been documented, access to visitors in the LTCFs should be restricted and avoided as much as possible. Alternatives to in-person visiting should be explored, including the use of telephones or video, or the use of plastic or glass barriers between residents and visitors.

All visitors should be screened for signs and symptoms of acute respiratory infection or significant risk for COVID-19 (see screening, above), and no one with signs or symptoms should be allowed to enter the premises. A limited number of visitors who pass screening should be allowed entry to long-term care only on compassionate grounds, specifically if the resident of the facility is gravely ill and the visitor is their next-of-kin or other person required for emotional care. Visitors should be limited to one at a time to preserve physical distancing. Visitors should be instructed in respiratory and hand hygiene and to keep at least 1 meter distance from residents. They should visit the resident directly upon arrival and leave immediately after the visit. Direct contact by visitors with residents with confirmed or suspected COVID-19 should be prohibited. Note that in some settings, complete closure to visitors is under the jurisdiction of local health authorities. Response

The response to COVID-19 in LTCFs settings is based on early recognition, isolation, care, and source control (prevention of onward spread for an infected person). Early recognition Early identification, isolation and care of COVID-19 cases is essential to limit the spread of the disease in the LTCFs.

Prospective surveillance for COVID-19 among residents and staff should be established:

 Assess health status of any new residents at admission to determine if the resident has signs of a respiratory illness including fever2 and cough or shortness of breath.  Assess each resident twice daily for the development of a fever (≥38C), cough or shortness of breath.  Immediately report residents with fever or respiratory symptoms to the IPC focal point and to clinical staff.

Prospective surveillance for employees should be established:  Ask employees to report and stay at home if they have fever or any respiratory illness.  Follow up on employees with unexplained absences to determine their health status.  Undertake temperature check for all employees at facility entrance.  Immediately remove from service any employee who is visibly ill at work and refer them to their health care provider.  Monitor employees and their contact with residents, especially those with COVID-19; use the WHO risk assessment tool to identify employees who have been at high risk of exposure to COVID-19. Covid-19 10,200 confirmed cases have been reported in Yadagiri district.

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Contingency Plan for Clinical Management of Covid Cases in Yadgiri District Health Infrastructure: The Health infrastructures available in Yadgiri both public and private are put into effective usage to deal with the Covid situation in the district. There are 54 government health facilities available in district. Private facilities around 37 private establishments and no medical college.

Table showing the Government Health Facilities available in the District:

Sl No. Type of the facility Total No.of facility 1 PHC’S 41 2 UPHC’S 03 3 CHC’S 06 4 TH’S 02 5 DH (Old) 01 6 COVID Hospital (New) 01 TOTAL 54

As per the state projection matrix of positive cases for Yadgiri district, we are required to have Covid Care Centres (CCC) for care of the asymptomatic Covid Positive Person sufficient to cater 5200 such persons. Accordingly this plan is prepared. In addition to CCC, the plan for Dedicated Covid Health Centres (DCHC) and Designated Covid Hospitals (DCH) are also been prepared. Details of the facilities list

Facility name Nature of identified facilities Identified number of beds for Contingency situation CCC Community halls, Marriage halls, Hotels, Hostels 3830 DCHC Community Health centres & Taluk Hospital partially 180 DCH COVID Hospitals 250 TOTAL 4260

Human Resource Plan:

The HR plan for clinical management of the Covid cases is prepared based on the guidelines provided by the Health and Family Welfare Department. The HR plan is made keeping in mind the management of the non Covid case management also. So while calculating the available HR, only half of the existing strength of the HR is taken up for the contingency plan. Even the doctors and health staffs of major hospitals of the districts may also be indented for Covid duty if need arise. The District administration had already reached out to them and done an orientation programme regarding Covid management. One round of duty allotment to private doctor in Covid wards was also done as a means of preparedness.

Table showing the calculation of HR requirements for the Contingency Plan: Patient Covid Total Bed Staff Group Rema Sl.No Jr Dr Consultant DEO Shifting Centre’s No Capacity Nurse -D rks Attender CCC 1 69 3830 1149 207 06 1149 69 1149 ( 3 Shifts ) DCHC 2 08 180 54 24 08 24 08 24 ( 3Shifts ) DCH 3 01 240 96 16 04 48 04 48 ( 4 Shifts ) DCH-ICU 4 01 10 40 08 04 08 02 08 (4 Shifts) Total 79 4260 1339 255 22 1229 83 1229

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Accidents – Road and Rail

The fast pace of development brings with it increasing frequency of various types of accidents as more and more people are involved in diverse economic activities. The number of air accidents, cases of building collapses, fires in built environments – residential, commercial and industrial, festival related incidents involving large number of people, forest fires, emergencies in mines (flooding, collapse, etc.), oil spills, rail accidents, road accidents, stampedes, transportation of hazardous material (HAZMAT) related accidents etc . are increasing. While all these are matters of utmost concern, not all of them fall within the purview of the DDMP. While the cases of fires in the built environment and forests are included in the plan, local authorities address them in accordance with the relevant emergency management systems.

The primary way to reduce risks is through mainstreaming risk reduction in development and governance. As part of the overall DRR plan, systems for disaster preparedness and response are being strengthened at all levels, which in turn will help in reducing the number of accidents and improve the capacity to respond.

Emergencies Associated with Mass Gatherings

Throughout the Yadagiri district, frequently, there are various kinds of events that attract crowds large and small, at varying types and styles of venue. The degree and quality of preparedness to cope with expected or unforeseen emergencies arising from such events vary greatly. Inadequate planning can increase risks associated with insufficient or ineff ective spectator management or service provision. The evidence lies in the large number of public events where multiple injuries, illness and deaths have occurred. Emergencies and disastrous incidents associated with mass gatherings is a world-wide phenomenon. During festivals or events attracting mass gathering - railways, roadways etc. may experience unexpected temporary surge in number of people at such locations. Agencies responsible for operation and management at such places would need to include “crowding” and ‘crowd behaviour’ as hazard risk while formulating strategic plan for public safety. Accordingly, it will be necessary to pay attention to implementing special arrangement necessary for managing the crowds and crowd behaviour. For the benefit of the state governments, local authorities and other agencies, NDMA has published a guideline on mass gatherings.

Depending on the event, there could be surge in number of people at railway stations, bus terminals and airports. Framework suggested in this document paves way in formulating public safety plan by agencies like railways, bus transport and airways. These plans are to be developed in consultation with local authorities and event administrator/ organiser. As crowd disasters are local events, disaster management is primarily the responsibility of the organizers and local/district administration with support, guidelines from the state and the national authorities.

While planning events, organisers tend to overlook likely emergencies that could arise or fail to consider major emergencies and the worst-case scenarios. It is necessary to recognise that such risks are inevitably associated with large events, and therefore call for appropriate planning and preparation. Planning for public events requires cooperation between event organisers and relevant government, private and community organisations. Quite simply, the decisions of one party in the planning stage can have an impact on the preparedness of another, so a sharing of knowledge and information is imperative prior to the event. While event promoters or managers have primary responsibility for planning and

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preparation, the involvement of health professionals and emergency managers in the pre-event planning phase may contribute to a safer, and therefore more successful, event.

The NDMA guideline lists six major causes and triggers for crowd disasters which are summarised below, but are described in detail in the guideline: 1. Structural – The infrastructure, conditions and arrangements at the venue may not be adequate (collapse of barricades, fencing, temporary structures, insufficient exit, difficult terrain, slippery/muddy roads, etc.) 2. Fire/Electricity – Risky practices involving fire and electricity ranging from make shift facilities, shops, cooking, careless use of easily inflammable materials, non- availability or malfunctioning fire extinguishers, illegal electric connections, and many such possibilities 3. Crowd Control – Crowds exceeding the capacity of the venue, poor management resulting in confusion and failure of all orderliness, not having enough emergency exits, inadequacy of systems to effectively communicate with the crowd and similar problems. 4. Crowd Behaviour – There are numerous issues known to be associated with the behaviour of crowds which is different from what is expected from an individual that tend to worsen emergency situations that may include unruly, irresponsible and angry responses. 5. Security – Under deployment of security personnel to regulate to control crowd, flaws in the planning of security arrangements. 6. Lack of Coordination between Stakeholders – Significant coordination gap between agencies associated with the organising of the event and authorities.

The experience shows that there is need for properly integrated approach for the crowd management which the state and local authorities must recognise and implement. The state governments must review existing norms and regulations and amend them if required to manage the emergencies arising from mass gatherings.

EARTHQUAKE:- In a simplest way an earthquake can be defined as Tremors or shock waves that originate below the surface and appear as shock waves above the earth. The tremors are in the form of waves called ‘P’ waves, ‘S’ waves and 'L' waves. There are many reasons for an earthquake, which are classified as Tectonic and Non-Tectonic earthquakes. The Tectonic earthquakes are those produced by the disturbances induced due to crustal disturbances such as sliding or caving of strata in places of large reservoirs, mining area etc. The depths of origin of earthquakes in such conditions are not deep sealed, but the catastrophic effect by and large is very high. Most of the severe earthquakes are of this type. The Non-Tectonic earthquakes are deep seated, usually due to magnetic activities. They are less effective and often only felt at the seismic centers. The “Focus” is the actual place of origin of earthquake usually associated with crustal disturbances, such as rock sliding, faults, caving of strata etc. as observed in deep mines. The “Epicenter” is the place above Focus and at surface from where the shock waves travel in different directions. Intensity of an earthquake is measured in terms of Ritcher after Mr. C.F. Ritcher in 1935 devised a scale for measuring the intensity or magnitude of earthquake. Following gives an idea of this scale, which is till today the standard seismic scale. HISTORY OF EARTHQUAKE IN YADGIR:- Yadgir district has so far not directly experienced any earthquake. i.e., It is not observed to be an epicenter. However it has experienced the effects of an earthquake which has happened very near its border in Kilari village in Latur district of Maharastra on 30th September 1993. Damages to property has also been reported in Shahapur, Shorapur, taluks. Severe shocks have also been reported in almost all taluks of Yadgir district. Loss of life has not been reported in any Taluka. There is a similarit y of rock formations of kilari to that of rocks in the taluka of Shahapur, Shorapur, and Parts of Yadgir have experienced minor earthquakes. Nature can never be predicted accurately. However it does give us certain clues. Strange behavior of animals and birds, especially animals living in burrows coming out on a large scale, sudden drying of

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wells/borewells are all common before an earthquake. The people of the area must be sensitised to observe such strange phonomena and take measures to protect themselves and their property during such times.

There is no escape from natural disasters. However precautionary measures are necessary. With this objective the Govt. has formed an action plan in 1994. As per this plan it is first proposed to identify the areas prone to earthquakes. For this seismic observatories are proposed to be set up in Yadgir, Shahapur, and Shorapur.

EARTHQUAKE RELATED CHANGES:- Earthquake vibrations cause damage to the life and property due to collapse of structures especially if they are not properly engineered. Several related changes accompanying earthquake are,  Surface deformation in the surface of the earth.  Fluctuation in the ground water table.  Emission of sound.  Appearance of ground fissures

OCCURRENCE OF DISASTERS IN THE PAST IN YADGIR DISTRICT Disasters 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Earthquake ------Floods - Yes - Yes Yes Yes - - - - Yes Cyclones/Hevy Yes ------Rain Droughts - Yes Yes Yes Yes - Yes Yes Yes Yes - Industrial ------accidents Fire Yes - - - - Yes - - - - - Road/rail ------accidents Boat capsize ------Mine accidents ------

SEASONALITY OF HAZARDS IN YADGIR DISTRICT: Type of Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec hazard Flood - - - - - √ √ √ √ √ - - Drought √ √ √ √ √ √ √ √ √ √ √ √ Cyclone - - - √ √ √ √ √ √ √ √ - Fire √ √ √ √ √ √ √ √ √ √ √ √ Land Slide - - - - - √ √ - - - - - Accident √ √ √ √ √ √ √ √ √ √ √ √ Food poisoning √ √ √ - - √ √ √ √ √ √ √ Earthquake √ √ √ √ √ √ √ √ √ √ √ √

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HAZARD RANKING IN YADGIR DISTRICT (1-2: Low 3- 4: Medium, 5-High) Sl. No Hazard Ranking Remark 1 Flood 3 Bheema & Krishna River 2 Drought 5 Effected in 5 Taluka Yadgir 3 Cyclone 2 - 4 Fire 2 - 5 Chemical Disaster 3 -

PRONENESS TO DIFFERENT DISASTERS:

Name of Type of Time of Potential impact Vulnerable area the district hazard occurrence Loss of crops, damage to Along the river courses, infrastructure such as Floods June – August entire district. roads, houses, bridges, etc. Heavy Feb-May Loss of crops. Entire district. rainfall June – August Burning of crops, scarcity Partly in Yadgir, Drought Aug – Oct of drinking water, fodder, Surupur, and Shahapur etc. Taluka Landslides Any time - Surpur Taluka Entire district especially Fire Jan - May, Yadgir Loss of life and property during festivals/jathre, accident any time etc. Loss of life and damage to Earthquake Any time dam, property, houses, Entire district. buildings, etc. Loss of life and damage to Chemical industries, Chemical Any time dam, property, houses, petroleum tanks, disasters buildings, etc. chlorine. Cyclonic Heavy rainfall, loss of indirect June – Aug Entire district. crops effect

Capability Analysis

The existing capacity in terms of human resource, materials and machines necessary for disaster preparedness before, during and after the disasters are listed.

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Human Resource: Authorities & agencies involved in Disaster Management. OFF SITE EMERGENCY PLAN AT A GLANCE

CHART

Supdt. Of Police, Secy. to Govt. of Karnataka, Yadgir Dy. Commissioner, Revenue (DM) Yadgir Dept., Chief Exe. Officer, Z.P., H.Q. Assistant to Dy. TV/Radio/Press Yadgir Commissioner Yadgir Yadgir (Nodal Agency) Asst. Supdt. Of Police, Yadgir

Asst. Comr, Dy. Director Pollution Asst. Comr, Talukas of Dvl. Fire Dist. Surgeon, Dist.Health of Factories Control Brd Yadgir Yadgir Officer, Yadgir Yadgir Officer, Yadgir Gulbrga Yadgir District Dy. Dir. Asst. Dir. of Senior Supdt. Bus/taxi Animal Exe. Engr, Factories, Geologist (M), RTO, Yadgir Engineer, Owners’ HusbandryYa PHE, Yadgir Yadgir DMG, Yadgir Yadgir association dgir Dy. Dhier Dist. Comdt., Executive Dir. Dist. Dist.Agrl. Controller of Home Guards, Engineer, Controller, - Information Officer Yadgir Explosives,Gu Yadgir KEB. KSRTC. Officer lbrga Tahsildar, Tahsildar, Tahsildar, Tahsildar, Chittapur/ Aland/ Dy Tahsildar, Dy Tahsildar, Dy Tahsildar, Yadgir Jewargi/other other Chincholi Gen. Mgr. Private Govt. Truckers Mutual Aid Voluntary Dy. Dir. Public Telecom, Hospitals, Hospitals, Association Industries Organization Instr, Yadgir Yadgir Yadgir Yadgir Yadgir

STORAGE OF FOOD:- All the Gram Panchayat offices are being used as storage points when need arises. Secretaries of Gram Panchayats and Asst. Directors and Deputy Directors are the contact persons. Adequate quantity rice/ragi has been kept for distribution to the victims in the go -downs. These locations could also be used as storage points for medicines, blankets etc.

IMPORTANT DEPARTMENTS AND ORGANISATIONS:- All the departments working under the D.C. such as S.P., A.C., Tahasildar, S.E/E.Es of PWD/Irrigation, Commandant, Home Guards/Fire Force Officer, DHO, Municipal Commissioner/Chief Officers, etc., are connected with telephone (both external and internal), VHFs will be installed. All the line departments are directed to keep themselves ready as per the guidelines mentioned in this plan. NGOs and private sector agencies including private firms and industries are asked prepare them with disaster management plans. The resources available with different agencies are identified.The resources available in the district with both private and Government have been compiled. The list of vital installations such as Dam, transformers, telecommunication centers, wireless relay stations etc., have been provided with protection and security and the same will be intensified during disaster.

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Capability Availability Group of Resource Group of District District Taluk level villages Taluk level villages level level level level Police - Yes Yes - Yes Yes Fire Brigade - Yes Yes - Yes Yes Home Guards - Yes Yes - Yes Yes Power supply - Yes Yes - Yes Yes Defence - - Yes - - Yes Water supply Yes Yes Yes Yes Yes Yes Civil Supply and Food Yes Yes Yes Yes Yes Yes Engineering service - Yes Yes - Yes Yes Health service Yes Yes Yes Yes Yes Yes NGOs - Yes Yes Yes Yes Private Hospitals Yes Yes Yes Yes Yes Yes Road network Yes Yes Yes Yes Yes Yes Railways Yes Yes Yes Yes Yes Yes Colleges student/ - Yes Yes - Yes Yes Volunteers Airways - - Yes - - Yes Safe shelters Yes Yes Yes Yes Yes Yes CBOs Yes Yes Yes Yes Yes Yes

Pre – Flood Measure:- Tahasildar of each taluka is directed to Co-ordinate with village Panchayats is his Taluka in identifying low lying areas, Ponds areas, where peoples are settled and which may be vulnerable to flooding either by flood water of nalas or by heavy rainfalls. Simultaneously to identify the nearby safe areas where temporary shelters may be put in case of necessity. A map has been prepared depicting flood prone areas and safer area where relief centers can be provided in emergencies.

Tahasildars will prepare and maintain a list of telephone numbers of all Taluka and village level Offices, nearly police station telephone numbers and provide a copy to NGOs/VIPs and also prepare a list of village wise vehicle availability. The table below shows the number of villages, which face threat of flood in Yadgir District.

Details Of Equipments Are Available In The District Name of the Department : Fire & Emergency

Sl.No Material Name Quantity 01 Inflatable Rubber Boat With OBM 02 No’s 02 Nailon Rope 650 Feet 1.5 inch Dia 02 No’s 03 Search Light 05 No’s 04 Breathing Mask 05 No’s 05 High Power Torch 02 No’s 06 Rain Coats 18 No’s 07 Life Jacket 40 No’s 08 Life Bouy 30 No’s 09 Chain Pulley 01 No’s 10 Saffety Goagals 20 No’s 11 Graphnael 09 No’s 12 Foldable Stretcher 05 No’s 13 Helmet With Torch 03 No’s

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14 Portable High Power Torch Rechargeable 01 No’s 15 Hand Held Forcible Tools (KSF&ES Dep.) 08 No’s 16 Breathing Apparatus-Self Contained 09 Set 17 Portable Pump (KSF&ES Dep.) 04 No’s 18 Inflatable Light Tower (Aska Light) 03 No’s 19 Wacky Talky (KSF&ES Dep.) 03 No’s 20 Water Tender (Fire Vehicles) 07 No’s 21 Quick Response Vehicle 01 No’s 22 Hammer (14 Pound) 06 No’s 23 Hammer (14 Pound) 04 No’s 24 Petrol Chain Saw 02 No’s 25 Hydraulic Jack 02 No’s 26 Crow Bar 08 No’s 27 Shavel 08 No’s 28 Pick Axe 07 No’s

Yadgiri Fire Staion Details Of Vehicles in Fire & Emergency Services

Wireles SI Driver Phone No No.Of Vehicle Vehicle Driver Name s Fuel Type No Seats Make Landline Mobile System

Water Tender Babu Rathod 01 08473-252101 9901098986 5+1 YES TATA-200 DIESEL KA-03 G-7099 FD-3717

Water Tender Vijay Kumar 02 08473-252101 9916422995 5+1 YES TATA-200 DIESEL KA-42 G-489 Rathod FD-1420

Ramesh L ASHOK Water Tender 03 Sathpadi FD- 08473-252101 9972984133 5+1 YES LAYLAN DIESEL KA-42 G-530 3938 D 2010

Water Tender Basavaraj T MAHINDR 04 08473-252101 7676355384 5+1 NO DIESEL KA-01 G-991 FD-3937 A 1992

Quick Response Moulasab TATA 05 Vehicle 08473-252101 8861268769 4+1 NO DIESEL FD-5104 2012 KA-42- G-638 Royal Enfield BULLET Mallikarjuna 06 Motor Cycle 08473-252101 9611453366 1+1 YES ELECTRA PETROL DM-1037 KA-03 G-1325 350/2014 Mahindra 07 Bolero Jeep --,,-- 08473-252101 9611453366 6+1 YES Mahindra DIESEL KA-51 G-0106 Shahapur Fire Station Details Of Vehicles in Fire & Emergency Services

SI No.O Driver Phone No Wireless Vehicle N Vehicle Driver Name f Fuel Type System Make o Landline Mobile Seats Water Tender Ramshetty TATA- 01 9481032101 9611257321 5+1 YES DIESEL KA-42 G-420 FD-3577 1613 Royal Enfield BULLET Noorandayya 02 Motor Cycle 08473-252101 9986160134 1+1 YES ELECTRA PETROL FD-3562 KA-03 G-1355 350/2014

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Shorapur Fire Station Details Of Vehicles in Fire & Emergency Services

SI No.O Wireles Driver Phone No Vehicle Fuel N Vehicle Driver Name f s Make Type o Landline Mobile Seats System ASHOK Water Tender TATA- 01 KUMAR 9481032101 9845119211 5+1 YES DIESEL KA-42 G-433 1613 FD-3672 Water Tender BASAVARAJ 02 KA-01 G- PIRAPUR 9481032101 9901720332 5+1 YES WADIA DIESEL 8109 FD-3575

Contact Persons and Addresses KARANATAKA STATE FIRE AND EMERGENCY SERVICES Important Name and Telephone Numbers: Designation Contact Name of the Personnel Address Phone No. Fax &Department Person District Fire Office Residence Officer Fire Fire 1.Hanumanagouda.p Fire & Station 7975603663 -- Station 08473-252101 Emergency Yadagiri 9480823687 Yadagiri Service Asst. Fire Station Officer Fire 9483367034 2.Mailarappa Fire & Shahapur 9481032101 -- Station 9480823911 Emergency Shahapur Service Fire Station Officer Fire 3.Wali Pramod 9481939550 Fire & Shorapur 9481744101 -- Station Suresh 9480823912 Emergency Shorapur Service

Fire Stations Information Number of Office Disposition of Name of the District Disposition of S.No. the fire Telephone Vehicle & Hq/Taluk/Municipality Man Power station Number Pumps 01 Yadagiri Yadagiri 08473-252101 Yadagiri=04 33 02 Shahapur Shahapur 9481032101 Shahapur=01 26

03 Shorapur Shorapur 9481744101 Shorapur=02 17

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Chapter -3 Coherence and Mutual Reinforcement for DRR of Post- 2015 Global Frameworks – Sendai, SDG andCOP21

Background

The Post-2015 goals and agenda are set forth in the three landmark global agreements reached in 2015 – the Sendai Framework for Disaster Risk Reduction (Sendai, Japan, March 2015), Sustainable Development Goals (UN General Assembly, New York, September 2015) and Climate Change Agreement (COP21, Paris, December 2015). The three documents set the stage for future global actions on DRR, sustainable development and climate change. These three agreements have created a rare but significant opportunity to build coherence across different areas having several shared or overlapping concerns. Taken together, these frameworks represent a nearly complete agenda for building resilience, as that requires action spanning development, humanitarian, climate change impacts and disaster risk.

The agreements represent a major turning point in the global efforts to tackle existing and future challenges in all countries.Specific emphasisis apparent to support resilience-building measures, and a shift away from managing crises to proactively reducing their risks. The agreements have varying degrees of emphasis on sustainable development, DRR, resilience and climate change. An important element in the Sendai Frame work is to mutually reinforce with the other post-2015 global agendas by deliberately pursuing coherence across and integration of DRR, sustainable development, responses to climate change and resilience. In keeping with the global trends and priorities, the SDMP has also been restructured to ensure coherence and mutual reinforcing of the state initiatives in the domains of DRR, sustainable development and the responses to meet challenges of climate change.

Sendai Framework forDRR New Emphasis on Disaster Risk Management and Other Departures

The Sendai Framework for Disaster Risk Reduction 2015-2030 was adopted at the Third UN World Conference in Sendai, Japan, on March 18, 2015. It is the outcome of stakeholder consultations initiated in March 2012 and inter-governmental negotiations from July 2014 to March 2015, supported by the United Nations Office for Disaster Risk Reduction at the request of the UN General Assembly. The foreword to the Sendai Framework describes it as “the successor instrument” to the Hyogo Framework forAction (HFA)20052015: Building the Resilience of Nations and Communities to Disasters.

The Sendai Framework for DRR (SFDRR or Sendai Framework), the first international agreement adopted within the context of the post-2015 development agenda, marks a definitive shift globally towards comprehensive disaster risk management aimed at disaster risk reduction and increasing disaster resilience going far beyond disaster management. This approach calls for setting the overallgoal as that of preventing new and reducing existing disaster risk through the implementation of integrated measures. The goal now is on DRR as the expected outcome, setting goals on preventing the creation of new risks, reducing the existing ones, and strengthening overall disaster resilience. In addition, the scope of DRR has been broadened significantly to focus on both natural and human- induced hazards including various related environmental, technological and biological hazards and risks. The Sendai Framework acknowledges the inter-linkages between climate change and disaster risks. Disasters that tend to be exacerbated by climate change are increasing in frequency and intensity.

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The SFDRR is a non-binding agreement, which the signatory nations, including India, will attempt to comply with on a voluntary basis. India will make all efforts to contribute to the realization of the global targets by following the recommendations in the Sendai Framework and by adopting globally accepted best practices. Building on the Hyogo Framework for Action, the outcome that Sendai Framework aims to achieve globally over a span of 15 years by 2030 is the “substantial reduction of disaster risk and losses in lives, livelihoods, and health and in the economic, physical, social, cultural and environmental assets of persons, businesses, communities and countries.”Toattainthee xpected outcome, Sendai Framework seeks to pursue the following goal: “Prevent new and reduce existing disaster risk through theimplementation of integrate dandinclusivee conomic, structural,legal, social, health, cultural, educational, environmental, technological, political and institutional measures that prevent and reduce hazar dexposurea nd vulnerability to disaster,increase preparedness for response and recovery, and thus strengthenresilience.” In the domain of disaster management, the Sendai Framework provides the way forward for the period ending in 2030. There are some major departures in the Sendai Framework: 1. For the first time the goals are defined in terms of outcome-based targets instead of focusing on sets of activities andactions. 2. Itplacesgovernmentsatthecenterofdisasterriskreductionwiththeframework emphasizing the need to strengthen the disaster riskgovernance. 3. There is significant shift from earlier emphasis on disaster management to addressingdisasterriskmanagementitselfbyfocusingontheunderlying drivers of risk. 4. Itplacesalmostequalimportanceonallkindsofdisastersandnotonlyonthose arising from naturalhazards. 5. In addition to social vulnerability, it pays considerable attention to environmental aspects through a strong recognition that the implementation of integrated environmental and natural resource management approaches is needed for disaster reduction 6. Disaster risk reduction,morethanbefore,isseenasapolicyconcernthatcutsacross many sectors, including health andeducation

As per the Sendai Framework, it is necessary to address existing challenges and prepare for future ones by focusing on monitoring, assessing, and understanding disaster risk and sharing relevant information. The framework notes that, to cope with disasters, it is “urgent and critical to anticipate, plan for and reduce disaster risk”. It requires the strengthening of disaster risk governance and coordination across various institutions and sectors. It requires the full and meaningful participation of relevant stakeholders at different levels. It is necessary to invest in the economic, social, health, cultural and educational resilience at all levels. It requires investments in research and the use of technologytoenhancemulti-hazard Early Warning Systems (EWS),preparedness, response, recovery, rehabilitation, andreconstruction. Four Priorities; SevenTargets

The four priorities for action under the Sendai Framework are: 1. Understanding disaster risk. 2. Strengthening disaster risk governance to manage disasterrisk. 3. Investing in disaster risk reduction forresilience. 4. Enhancing disaster preparedness for effective response and to“Build Back Better” in recovery, rehabilitation and reconstruction.

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India is a signatory to the Sendai Framework for a 15-year, voluntary, non-binding agreement which recognizes that the State has the primary role to reduced is a sterrisk, but that responsibility should be shared with other stakeholder sincluding local government the private sector and other stakeholders. State will make its contribution in achieving the seven global targets set bythe Sendai Framework (Fig 3-1):  Substantially reduce global disaster mortality by 2030, aiming to lower the average per 100,000 global mortality rates in the decade 2020–2030 compared to the period 2005– 2015;  Substantially reduce the number of affected people globally by 2030, aiming to lower the average global figure per 100,000 in the decade 2020–2030 compared to the period2005– 2015;  Reducedirectdisastereconomiclossinrelationtoglobalgrossdomesticproduct (GDP) by2030;  Substantiallyreducedisasterdamagetocriticalinfrastructureanddisruptionofbasic services, among them health and educational facilities, including through developing their resilience by2030;  Substantially increasethenumberofcountrieswithnationalandlocaldisasterrisk reduction strategies by2020;  Substantially enhance international cooperation todeveloping countries through adequate and sustainable support to complement their national actions for implementation of the present Framework by2030;  Substantially increase the availability of and access to multi-hazard early warning systems and disaster risk information and assessments to people by2030.

Figure 3.1 Sendai Framework for Disaster Risk Reduction – 7 Global Targets On 2 February 2017, the United Nations General Assembly endorsed the Report of the Open- ended Inter governmental Expert Working Group (OIEWG) on Indicators and Terminology Related to Disaster Risk Reduction and the recommendations for indicators and terminology relating to disaster risk reduction (UNISDR 2017). The report of OIEWG is meant to help countries operationalise the global indicators for measuring the progress towards realising global targets for DRR along with targets of other major Post-2015 globalframeworks.

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Sustainable Development Goals (SDG) andDisaster Resilience

The Sustainable Development Goals (SDGs), adopted by the UN General Assembly on 25 September 2015, consisting of 17 Global Goals (Fig. 3-2) and 169 targets, are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity.The17Goalsbuild on the successes of the Millennium Development Goals (MDGs), while including new areas such as climate change, economic in equality, innovation, sustainable consumption, peaceandjustice, among other priorities. The goals are interconnected – often the key to success on one will involve tackling issues more commonly associated withanother. Sustainable development t(SD) and disaster risk reduction (DRR)are closely in terlinked. A single major disaster or“shock” incident (i.e.a rapid on set disaster like an earth quake, storm ,tsunami or landslide) canundohard-won development progress and setback development by years. A“stress”incident (i.e. a slow onset disaster like drought, sea level rise, and salinity intrusion into groundwater stocks) can also cause long-term socio-economic harm. Climate change aggravates impacts from both natural hazards and human-induced vulnerabilities by acting as a threat multiplier. Driven by climate change, the reisi ncrease in the frequency and severity of extreme weatherevents (includingstorms, droughts, heatwavesandcold“snaps”) has bee nassociated with climate change. Such events multiply the risks that people living in areas prone to natural hazards alreadyface.

Figure 3.2 Seventeen Sustainable Development Goals

The possibilities of attaining SDG sarejeo pardized because disasters under mineeconomicgrowthand social progress. No country or sector is immune to the impacts of natural hazards, many of which – the hydro-meteorological – are increasing in frequency and intensity due to the impacts of climate change. While necessary and crucial, preparing for disasters is not enough, to realise the transformative potential of the agenda for SDGs, all stakeholders recognize that DRR needs to be its integralcore.Progress inimplementing the Sendai Framework contribute stothe progress of attaining SDGs. In turn, the progress on the SDGs helps to substantially build resilience to disasters. There are several targets across the 17SDGs that are related to DRR.Conversely,all seven global DRR targetsof the Sendai Framework are critical for the achievement of theSDGs.

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Resilience is acknowledged both explicitly and implicitly in the SDG targets. The vision set out in the SDGs – for people, planet, prosperity and peace – will inevitably fail if shocks and stresses are not addressed. The pledge that ‘no one will be left behind’ requires a specific focus on the poorest and most vulnerable people, which is a key challenge: up to 325 million extremely poor people are likely to be living in the 49 most hazard prone countries by 2030. A focus on strengthening resilience can protect development gains and ensure people have the resources and capacities to better reduce, prevent, anticipate, absorb and adapt to a range of shocks, stresses, risks and uncertainties. Figure 3- 3 depicts how the coherence and mutual reinforcement of the SDGs and Sendai Framework are reflected in outcomes and targets.

Figure 3.3 Coherence and mutual reinforcement of SDGs and Sendai Framework

COP21 Agreement, Paris, on Climate Change Actionand Disaster Risk TheParisAgreementwasadoptedon12December2015attheTwenty-first session of the Conference of the Parties (COP21) to the United Nations Framework Conventionon Climate Change (UNFCC) held in Parisfrom 30 November to 13 December 2015. Theagreement build suponthe UNFCCCandbrings together all nations into a common cause to undertake ambitious efforts to combat climate change and adapt to its effects, with enhanced support to assist developing countries to do so (Fig. 3-4). The agreement aims at “holding the increase in the global average temperature to well below 2°C above pre-industrial levels and pursuing efforts to limit the temperature increase to 1.5°C above pre- industrial levels, recognizing that this would significantly reduce the risks and impacts of climate change”. Article-2 dwells on “Increase adaptive capacity” and “foster climateresilience”.

The major goals adopted in the agreement are:

 Aconsensusonadoptingthelong-termgoalofkeepingtheincreaseinglobalaverage temperature to well below 2°C above pre-industriallevels  Aim to limit the increase to 1.5°C, since this would significantly reduce risks and the impacts of climatechange  Accepting the need for global emissions to peak as soon as possible, recognising that this will take longer for developing countriesand  To undertake rapid reductions of emissions in accordance with the best available science

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Figure 3.4 Main elements of the COP21, Paris Agreement on Climate Change

Thereissignificantconvergencebetweentheproblemsthatdisasterriskreductionandclimatechange adaptation seek to address (Fig. 3-5). The regions already exposed to climate-related hazards and effects will be at greater risk due to a projected increase in the frequency and/or intensity of those hazards and effects because of global climatechange.

Figure 3.5 Common concerns of climate change adaptation and disaster risk reduction

The agreement aims to strengthen the ability of countries to deal with the impacts of climate change. To reach these ambitious goals, appropriate financial flows, a new technology framework and an enhanced capacity building framework will be put in place, thus supporting action by developing countrie sandthemost vulnerable countries, inl ine withtheirownnationalobjectives.Theagreement also provides for enhanced transparency of action and support through a more robust transparency framework. It requires all signatories to make the best efforts through “Nationally Determined Contributions” (NDC) and to strengthen these efforts in the yearsahead.

The NDC includes requirements that all Parties report regularly on their emissions and on their implementation efforts. In 2018, Parties will take stock of the collective efforts in relation to progress towards thegoalset in the Paris Agreement and to inform the preparation of NDCs.Therewillalsobe a global stock-taking every five year to assess the collective progress towards achieving the purpose of the Agreement and to inform further individual actions by Parties. The agreement entered into force on 4 November 2016, thirty days after the date on which at least 55 Parties to the Convention accounting in total for at least an estimated 55% of the total global greenhouse gas emissions have

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deposited their instruments of ratification, acceptance, approval or accession with the depositary. India has ratified the agreement and submitted her NDC along with the plan for mitigation and adaptation strategie sandactions. India is committed to engage in gactive lyinmulti later alnegotiations underthe UNFCCC in a positive, creative and forward looking manner. state’s objective is to establish an effective, cooperative and equitable global architecture nder theUNFCCC based on climatejustice and the principles of equity and common but differentiated responsibilities and respective capabilities.

Coherence and Mutual Reinforcement forDRR Approach to Coherence and MutualReinforcement

The presence of risk multipliers is a threat to the success of all development frameworks and coping with risks is a central to sustainable development. Given the changes in human demographics and trends in development, impact of climate change (which disproportionately affects the poorest and most vulnerable people), and increasing exposure to disaster risks, there has never been a greater need to enhance coherence and coordination among all the major global initiatives to reduce risks, vulnerability to hazards and enhance resilience. This coherence will serve to strengthen existing frameworks to cope with risks and enhance the resilience for multiple hazards. It will promote governance systems to manage disaster risks aggravated by climate change impacts and make development resilient to various disaster risks.

Effective reduction of losses and risks from natural hazards and climate extremes requires integrated actions at different levels of governance. One of the greatest challenges is of creating institutional convergence that integrates global goals emanating from these agreements. Disaster risk reduction (DRR) and Climate Change Adaptation (CCA) are part of key agendas being considered in all these recent global agreements. All three agreements share a common aim of making development sustainable. Strong commitment to ambitious goals and accelerated implementation of these international agreements must be a global priority. Given the complementarities between the post- 2015 agendas, leveraging the total impact of these instruments creates shared value. Efforts must be deployed to ensure that each of them do not build in “policy risks” or, contradictory policies, that generatemore-ratherthanless-riskindevelopment.Takentogether,thedifferentpriorities,targets and actions in the three frameworks constitute a more comprehensive resilience agenda than when implemented independently without mutual reinforcement because building resilience requires action that spans the multiple domains of development, humanitarian initiatives, responding to climate change and disaster riskreduction.

On 2 February 2017, the UN General Assembly adopted resolution A/71/644, which states the necessary indicators to measure global progress in reducing loss attributed to disasters38. Through collection of the information of these indicators, UN Member States can measure their progress in disaster risk reduction efforts by 2030 against the seven global targets defined in the Sendai Framework, including: mortality, persons affected, economic loss, and damage to critical infrastructure and disruption of basic services. Synergies with the monitoring of these international frameworks are already recognised by the international community. The UN Statistical Commission hasrecentlyconfirmedindicatorsdevelopedbythe Inter Agency and Expert Group on the Sustainable Development Goals, and this process is closely coordinated with the Sendai Framework (UNSTATS, 2017).

The SDMP has tried to envisage coherence across the state efforts for sustainable development, DRR and the actions in response to climate change (mitigation and adaptation). The SDMP identifies mutually reinforcing measures in these three domains. The mainstreaming of DRR can be synchronized with the initiatives for sustainable development and the steps taken to addresses climate change impacts as an inherent part of the development agenda. Many of the additional challenges emerging from climate change impacts that act as hazard risk multipliers and must be integrated into the implementation of the SDMP.

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Ideas on ensuring coherence and mutual reinforcement across the global frameworks on evelopment, disasters and responding to climate change covering almost every aspect of society and all sectors of economy are at an early and incipient phase. Enhancing resilience is the over arching the me asfaras disaster risk reductionis concerned. All these discussions make it quite clear that these tasks cannot be separated from the mainstreaming of risk reduction although it is an idea that predates the concepts of coherence and mutual reinforcement across the global frameworks. The ideas of coherence and reinforcement across frameworks expands the scope of mainstreaming beyond how it was envisaged earlier (Fig. 3-6). The ways in which coherence and mutual reinforcement are envisaged for SDGs and Sendai Frame workis depictedin Fig.3-7. Similarly, that for SDGs and COP21 Paris Agreement on climate change actions is depicted in Fig. 3-8. The measures envisaged for ensuring coherence and reinforcement will be discussed in the chapter on mainstreaming. The India’s national initiatives relevant for DRR across the three Global Frameworks are summarised inTable

Figure 3-6 Challenges of ensuring coherence and mutual reinforcement of three global frameworks within national initiatives

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Figure 3-7: Envisaging coherence and Mutual Reinforcement of SDGs and Sendai Framework

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Figure 3-8: Envisaging coherence and mutual reinforcement of SDGs and COP21 for climate change mitigatio

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Table 3-1: India’s national initiatives relevant for DRR across the three Global Frameworks

Sustainable COP21 – Paris Agreement on Climate Sendai – Global Targets Development Change States Initiatives Relevant to DRR Goals  Changes in the pattern ofextreme events Substantially reduce global disaster require enhanced disaster resilience 1 mortality by 2030 (2020-2030 SDG 1, 2, 11, 13 andadaptation Multiple schemes and initiatives for DRR, economic compared to  Addressing GACC risks is crucialfor development, GACC mitigation and adaptation. 2005-2015) eliminating poverty and reducing economic losses from disasters Substantially reduce the number of  Allocation of resources and funds fordisaster prevention and disaster- affected people by 2030 Stresses the need for acceleratedaction to to develop capacities forDRR 2 (2020-2030 compared to SDG 1, 11, 13 build resilience through risk-sensitive  Strengthening of the DRM at alllevels 2005-2015) planning and implementation ofDRR  Promoting disaster-resilientdevelopment  Mainstreaming DRM and adaptation to GACC in development The Paris Agreement aims to hold global State commitment to DRM evident from the PM Ten Point average temperature increase to well Agenda for DRR Substantially reduce direct disaster below 2°C above pre-industrial levels and State commitments for mitigation of and adaptation to 3 economic loss SDG 1, 11 to pursue efforts to limit it to 1.5°C, GACC as per Intended Nationally Determined Contributions recognizing that this would significantly (INDC) reduce the risks and impacts of climate change Enhance the resilience of State health systems by integrating Substantially reduce damage to Global adaptation goals for enhancing DRM into primary, secondary and tertiary health care, and critical infrastructure and disruption adaptive capacity, strengthening by promoting and enhancing training capacities in the field 4 of basic services (health, education, SDG 1, 4, 9, 11, resilience and reducing vulnerability to of disaster medicine. The substantial reduction of disaster etc.) ensure adequate adaptation response in damage to critical infrastructure and disruption of basic the context of the global temperature goal services is essential to ensure healthy lives and promote well-being.

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Sustainable COP21 – Paris Agreement on Climate Sendai – Global Targets Development Change National Initiatives Relevant to DRR Goals Addressing GACC risks that are crucial Substantially increase disaster risk for reducing economic losses from a) NAPCC for mitigation of and adaptation to GACC b) 5 reduction strategies SDG 1, 3, 6, 11, disasters along with a well-integrated National Mission on Sustainable Agriculture (NMSA) c) 13, approach to adaptation, sustainable National Initiative on Climate Resilient Agriculture development, environmental management (NICRA) and disaster risk reduction Substantially increase international Close Firm commitments by countries to the 6 cooperation international global response to GACC based on State as a pro-active member in the implementation of the to complement national actions cooperation to INDCs and international cooperation for Post-2015 and other global frameworks achieveSDGs achieving the COP21 goals Substantially increase the availability of and access to multi-hazard early Emphasis on improving early warning States investments to improve the early warning and 7 warning systems and disaster risk SDG 3, 13 systems, risk assessment and information systems in different sectors and for multi- information and assessents management hazards.

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Chapter-4 Social Inclusion

Background Disaster situations raise many questions on normative social order and structural inequalities which need to be reckoned with for an inclusive disaster response. Disaster management tend to view the affected people as a homogenous group – as internally undifferentiated ‘victims’ or ‘survivors’, particularly in the relief and recovery processes. This leads to an inherent inability to address the existing disparities and inequities in terms of gender, abilities (physical, psychological, etc.), caste or class (Fordham 1999). While hazards do not discriminate, people do. Disaster management could become unfair by being blind to prevailing inequities. Existing socio-economic conditions mean that disasters can lead to dissimilar outcomes even for what may seem demographically similar communities. Inevitably, the most vulnerable groups suffer more than others. This chapter emphasizes the importance of DRM to address unequal disaster coping capabilities by recognizing that due to inequalities and social exclusions some sections suffer more than others in extreme events and disasters because of their place within the social system. Addressing the enormous challenges of social marginalization, social exclusion and other inequities are beyond the domain of DRM. However, DRM must take cognizance of social realities to ensure that every possible effort is made to make DRM as socially inclusive as possible.

The Disaster Management Act 2005 (Chapter 11, Para 61) prohibits all forms of discrimination – be it based on sex, caste, community, descent or religion – in any activities related to disaster risk reduction, disaster relief or humanitarian assistance to the affected people. The preamble of NPDM National Policy of Disaster Management 2009 notes that the economically weaker and socially marginalized sections, women, Scheduled Castes and Scheduled Tribes tend to suffer more during disasters. A community’s vulnerability to disaster depends on the social, cultural, economic and political environment. A cycle of deprivation not only increases their vulnerability but also slowly alienates them from the decision-making process denying accessibility to the basic entitlements.

There are numerous definitions and concepts of social inclusion, and despite many debates, there is no consensus on a definition. The World Summit for Social Development, Copenhagen held in 1995 defines an inclusive society as a society for all, in which every individual, each with rights and responsibilities, has an active role to play. An inclusive society is based on the fundamental values of equity, equality, social justice, human dignity,

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human rights and freedoms, as well as on the principles of embracing diversity. Social inclusion reflects, on the one hand, an individual’s experience of and possibilities for self- actualization, and on the other hand, societal capacities to eliminate causes of exclusion and ensure equal opportunities for all (UNDESA, 2008).

The term social exclusion signifies all experiences of discrimination, deprivation and denial be it based on any attribute, be it caste, gender, differences in abilities, ethnicity, creed, religion, sexual orientation or any other attribute. The practices and manifestations of social exclusion are deeply ingrained in a rigid social stratification system influenced by caste, religious affinities, gender bias, prejudices towards people with disabilities and so on. Social exclusion is understood as the condition (barriers and process) that impede social inclusion. Social exclusion is a process through which individuals or groups are wholly or partially excluded from fully participating in all aspects of life of the society, in which they live, on the grounds of their social identities, such as age, gender, race, ethnicity, culture or language, and/or physical, economic, social disadvantages. Exclusion is often most acute when people suffer multiple layers of discrimination and they are embedded in unequal relations of power. To make matters worse, they often remain ‘invisible’ in disaster reduction or emergency response programs, even in many cases where they constitute a significant proportion of population. The socially-excluded groups have context specific and differentiated needs before, during and after a disaster, which are not taken into consideration in DMPs. Inclusive Disaster Risk Management is about equality of rights and opportunities, dignity of the individual, acknowledging diversity, and contributing to resilience for everyone, not leaving aside members of any community based on age, gender, disability or other. In the Indian context, the added emphasis on social inclusion in the SDMP for DRM will be on the following: 1. Gender-based vulnerabilities 2. Scheduled Castes and Scheduled Tribes (SC&ST) 3. Elderly 4. Children and 5. Persons with Disabilities (PWD)

No. Total Sl.No Taluk Name Male Female P_SC M_SC F_SC P_ST M_ST F_ST HH Popultaion 1 Yadagiri 43503 255097 127378 127719 63769 31712 32057 25526 12695 12831 2 Gurumitakal 25129 143262 71320 71942 36869 18426 18443 4283 2125 2158 3 Shahapur 43518 253869 128414 125455 61457 31090 30367 24237 12093 12144 4 Wadagera 18427 109752 55044 54708 27255 13601 13654 8783 4375 4408 5 Shorapur 43454 252333 126942 125391 42473 21283 21190 55546 27934 27612

6 Hunasagi 28032 159958 81231 78727 41492 21092 20400 28474 14342 14132

Total 202063 1174271 590329 583942 273315 137204 136111 146849 73564 73285

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Gender Perspective and DRM Gender-based Vulnerabilities In general, gender concerns arise from a complex mix of dynamic factors that include differentiated roles and responsibilities, skills and capabilities, vulnerabilities, power relations, institutional structures, and long-standing traditions and attitudes.

The specificities of gender relations may vary depending on the socio-cultural values of a society. However, the fundamental gender-based divisions of roles, responsibilities and identities are prevalent in varying degrees throughout the world. Within gender relations there are many imbalances (gender gaps) between men and women, which have historically been favourable for men within an overwhelmingly patriarchal society. All these prevent women from enjoying equal-rights and equal-partner status in DRM as policy makers, contributors to and beneficiaries of development and DRR processes.

Gender refers to the social attributes and opportunities associated with being male and female and the relationships between women, men, girls and boys, as well as the relations between women and between men. These attributes, opportunities and relationships are socially constructed, learned, and changeable over time. Gendered disadvantages – unequal access to resources, legal protection, decision making and power, their reproductive burden and their vulnerability to violence – consistently render women more vulnerable than men to the impacts of disasters. Disasters reinforce, perpetuate and increase gender inequality, making bad situations worse for women. The potential contributions that women can offer to the disaster risk reduction are often overlooked and female leadership in building community resilience to disasters is frequently disregarded.

A gender perspective to DRR helps focusing attention on the distinct gender-specific capacities and vulnerabilities to prevent, prepare, confront, and recover from disasters (WCDRR 2015). Post-disaster reconstruction programs could render women more vulnerable when compared to the pre-disaster situation, defeating the very objective of building back better. An increase in violence against women, domestic violence and divorce rates have been reported in the aftermath of disasters (Fothergill 1998). They become more vulnerable to abuse in disaster situations. They face difficulty in accessin sanitation facilities. There is lack of privacy and increased risk of sexual assault. In some situations, there are risk of girls and young women being ensnared by traffickers or an increase in early marriages. There is a tendency to leave out women from accessing relief and recovery as they do not have control over resources and institutions (Parkinson 2011). Women headed

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households, single women, and widows find it difficult to access information and necessary financial help for recovery and reconstruction.

Following a disaster, there is likelihood in the number of women becoming victims of domestic and sexual violence. There are cases women avoiding using shelters for fear of being sexually assaulted. Women are more likely to suffer from malnutrition because they have specific nutritional needs when they are pregnant or breast feeding. During drought, in food scarcity situations, women are the first ones to compromise on their food intake. They are usually overburdened with many household tasks such as fetching drinking water and firewood walking long distances. Women and girls are usually denied the opportunity to acquire lifesaving skills such as swimming because of gender bias rendering them less capable of coping with hazards. Their traditional gendered role as caretakers and nurturers intensifies in post disaster situations having to take care of the injured and sick when they themselves are injured.

During post-disaster planning, relief and recovery needs of women and girls tend to be overlooked because the disaster management is almost entirely male dominated with hardly any participation of women. They are often ignored during compensation proceedings. While most women do not possess formal ownership of either movable or immovable properties (land or assets), even those who have ownership find it difficult to complete the formalities due to various pressures at home and the lack of gender sensitivity in the proceedings. Their losses usually remain undervalued and uncompensated.

It is necessary to adequately understand how the disaster risks tend to be amplified by the pre-existing social vulnerabilities and socio-economic stress. Often, unknowingly, due to social conditioning and gendered roles, women tend to demand less in the reconstruction process. Many barriers inhibit women’s participation in the decision-making and rebuilding processes. Yet, disasters do provide opportunities for improving women’s status by altering the gender relations and by facilitating social and behavioural changes. Post disaster recovery presents opportunities to empower women. Despite these formidable challenges, amidst gender bias and inequality, some of the reconstruction programs undertaken in India have tried to empower women, taking advantage of the window of opportunity opened by the disaster.

Post-disaster reconstruction is expected to “present opportunities for new and more progressive gender roles and relationships to emerge and provide opportunities to rebuild in a way that is inclusive of women and girls and provide opportunities for women to assume

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leadership roles and better influence the direction of development patterns” (UNISDR 2015). A gender perspective to DRR helps focusing attention on the distinct gender-specific capacities and vulnerabilities to prevent, prepare, confront, and recover from disasters (WCDRR 2015). Disaster impacts are not gender neutral, hence adequate attention must be paid to promote gender justice and equity in post disaster recovery programs.

In the disaster situations, women need to be centrally involved in planning and implementation process with the key principle of active contributors in building resilience. The Sendai Framework emphasizes the need not only to address the issues related to women in post-disaster reconstruction but also envisages a lead role for women in post-disaster reconstruction: Women and persons with disabilities should publicly lead and promote gender-equitable and universally accessible approaches during the response and reconstruction phases (UNISDR 2015b). To promote gender equity, the reconstructed houses need to be registered in the joint names of husband and wife. Widows and single women who do not have land titles, should not be left out from receiving shelters. Women feel more secure, confident and feel that they will never be without a roof over their head in their life. Owner Driven Reconstruction (ODR) can be followed where women can take leadership role in monitoring implementation of safe housing technology. Programs shall be designed aimed at empowering women through access to social security measures and income generation activities. Women Self Help Groups can be formed for livelihood opportunities. It needs to go beyond traditional income generating activities and aim at enhancing skills as masons, carpenters, trading of local products, developing local shops for housing, sanitation and other materials, etc. Sexual and Gender Minorities To be truly gender-sensitive, it is necessary to address the concerns of persons of various sexual orientations including transgender persons. Transgender people are at a disadvantage in accessing resources, services and opportunities. In addition to social and economic vulnerabilities, the stigma and discrimination that they are subjected to, deprives them of many disaster mitigation/response programmes, hampering their ability to overcome the negative effects of a disaster. The approaches to disaster risk management, however, tends to overlook the needs and place of sexual and gender minorities. The institutional and legal frameworks geared towards reducing the risk of disasters are usually silent on such sections. It is only recently that a handful of case studies have highlighted the fate of sexual

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and gender minorities in disaster. Most of the research on disaster-related vulnerabilities faced by the sexual and gender minorities concur that they are often more severely affected by disasters because they face barriers or lack of access to the means of protection available to others. The highly marginalized conditions of sexual and gender minorities in everyday life thus places them at higher risk when confronted with disaster situations. Their vulnerabilities will be aggravated if DRM policies and practices remain blind to the social realities. There is greater likelihood of addressing the concerns of a marginalized group like transgenders in disaster situations when they are specifically accounted for during implementation. For example, the need for ensuring inclusion of all such sections could be emphasized in the different phases of DRM.

Scheduled Castes and Scheduled Tribes Certain castes and tribes – the scheduled castes and tribes – are recognized in the Indian Constitution as historically disadvantaged people and listed in two Schedules of the constitution for affirmative policies and actions. The First Schedule lists 1,108 castes across various states and the Second Schedule 744 Tribes for affirmative policies and actions. The castes listed are known as Scheduled Castes (SC) and the tribes listed are known as Scheduled Tribes (ST). As per 2011 Census, the SC and ST comprise about 16.6% (20.14 Cr) and 8.6% (10.43 Cr), respectively, of India's population.

In acknowledgement of the marginality of tribal communities, several Committees and Commissions have been constituted over the years by the government to examine the problems faced by these communities, apart from numerous other bodies which have examined the status of tribes as part of broader thematic investigations. The Scheduled Castes and Scheduled Tribes (Prevention of Atrocities) Act, 1989 and the related rules notified in 1995 have been amended to make them more effective. The amended Prevention of Atrocities (POA) Act, 2015 has brought in clarity on some sections, clearly defined certain offences, fixed roles and responsibilities of the authorities and has clear timelines regarding investigation and judicial handling of atrocity cases.

Scheduled Castes Caste based discrimination is a historical legacy for India. In the hierarchical caste society, the Schedule Castes often face social exclusion, untouchability and many forms of overt as well as covert discrimination. Recognizing this, the Constitution of India, under Article 15, provides for ‘prohibition of discrimination on the grounds of religion, race, caste,

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sex or place; and under Article 17 provides for ‘abolition of untouchability’, making it a punishable offence. Acknowledging the marginalization of Schedule Caste communities, the National Commission for Schedule Caste has been constituted to safeguard the provisions under the constitution and inquire into specific complaints. The Schedule Caste and Schedule Tribe POA Act 1995 and subsequent amendment in 2015 is a legal protection to prevent atrocities and discrimination. Efforts must be made to ensure there are no discriminatory practices in any DRM activities or while providing humanitarian assistance. The DRM efforts should also specifically recognize caste-related challenges and should not adopt caste-blind approaches.

Most of the SC and ST communities tend to be poor living on marginal lands that are also highly hazard prone, such as floodplains, unsafe coastal tracts and unstable hillsides. The dwellings of scheduled caste and tribal communities are usually on the margins - be it in urban or rural areas. These settlements tend to be in the less served areas with poor availability of accurate information, lack of access to basic amenities and inadequate disaster resilient infrastructure. The housing is usually unsafe and of poor quality. In the urban areas they are usually on unsecure land tenure - often unauthorized slums. Combined with hazardous living conditions, chronic poverty and lack of amenities they are most likely to suffer the outbreak of diseases in times of disaster. For women from the SC and ST communities, the gender-based discrimination and violence become intensified and more difficult to counter due to the caste-based social marginalization. It must be ensured that in post disaster situations and in disaster mitigation planning and implementation activities full attention shall be provided to ensure social inclusion practices in early warning, evacuation, relief support, rehabilitation and any other process so that the inherent systemic prejudices do not increase their vulnerability. For example, special efforts should be made to ensure that there are no instances of discriminatory practices in evacuation, distribution of relief material, damage assessment, allocation of housing plots, etc. Scheduled Tribes The Constitution of India has created Schedule V and VI to protect the identity, traditions and customs of the tribal communities without neglecting their development. This has been further articulated in the Panchayats Extension in Schedule Areas (PESA), 1996. Tribal communities tend to remain marginalized due their geographical location as well as due to social exclusion. Tribal communities are simple societies endowed with socio-

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cultural cohesion, traditional knowledge, social relations around the forest and natural ecosystem and community governance based on their tradition. Tribal communities have very close interdependent relation with their natural resources and environment. Some of tribal groups have never moved out of the natural habitat in the forest areas.

The basic thrust of mitigating the impact of natural disaster should be of two-fold: a) make the tribal people self-reliant by restoring the natural resource base and b) post-disaster, provide timely and appropriate relief and rehabilitation packages. The Tribal Development Ministry and the State Departments in consultation with the tribal leaders and experts shall develop the package of interventions. Efforts must be made so that there is community participation and ownership over the interventions. The tribal villages should be able to customize their plans in accordance with PESA disaster preparedness, relief and rehabilitation plans.

Children The United Nations Convention on the Rights of the Child adopted in 1989 (UN 1989) became the first legally binding international convention to affirm human rights for all children. It stipulates that children have the right to adequate food, water, shelter and education. In disaster situations they ought to be free from abuse, neglect, sexual exploitation or trafficking, and should be able to grow up in a safe and supportive environment. Children are vulnerable due to their age and immature psycho- social understanding of the surrounding. The chaos and erosion of support for care and protection during a disaster could heavily affect their physical and psychological health causing children to be traumatized. Given their vulnerability, children require special support and attention during disaster crises to meet their basic needs and ensure that their rights are not violated. The UN Convention on the Rights of the Child and the Juvenile Justice (care and protection of children) Act 2000 (JJ Act) states that children have the right to protection from abuse, neglect and exploitation.

In situations of emergency children face isolation, anxiety, trauma, some get separated from their families, loose their parent(s), face gender violence and trafficking. Some face the risk of getting recruited as child labourers. During disaster children’s bodily integrity is at risk in crises with widespread and/or systematic violence. The children often face apathy leading to severe interruption of education and recreation, poor access to food and nutrition. In the post disaster situations, the anganwadi and schools must open as soon as possible. In case of damage to the structures, temporary/ emergency provision must be created allowing

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children to access the services. The state governments may increase the food supplies so that the nutrition support can be doubled in the anganwadis and primary schools. Many state governments have been doing this for a limited duration in disaster situations.

The JJ Act, 2000 provisions for care, protection and rehabilitation of children ensuring setting up of Child Protection Units. Such units must be set up at village and block level so that children have access to nutrition, child friendly spaces for recreation, protection against violence and trafficking, restoration of children to their biological families, promote community-based rehabilitation of the orphan and children of single parent not in a position to provide care and protection making use of State specific foster parent support services/ schemes. The Ministry of Women and Child Development (MWCD) and Ministry of Social Justice and Empowerment (MSJE) and the Ministry of HRD (MHRD) along with the National Commission for Protection of Child Rights (NCPCR) and the State counterpart (usually, State Child Protection Society – SCPS) under the Protection of Child Rights Act, 2005 may develop support mechanisms and periodically oversee the status of care and protection of children in all major disasters and recommend for timely action.

Elderly The world is ageing. Globally, approximately 700 million people or 10 per cent of the world’s population is already over the age of 60, and by 2030, there will be more people over 60 than under 10. While this represents a triumph of development, the combination of more extreme climate and disaster events coupled with the failure to adapt DRR responses to the ageing demographic trend has the potential to increase older people’s vulnerability to risks and disasters. Yet, the specific requirements and strengths of older people are often not given appropriate consideration in DRR. A report of the Government of India, ‘Elderly in India’ (CSO 2016), presents detailed statistical profile of the elderly population based on various official data. The report states that like other nations, India too have undergone changes in the age structure of the population with the proportion of older persons increasing due increased life expectancy brought about by combination of many factors such as reduction in mortality rates, lower morbidity, better quality of life, and better health care. This phenomenon, called population ageing, is a demographic trend all over the world.

Yadagiri District Information of senior citizens of Taluk

Sl.No Taluk Name 60 to 70 70 to 80 80 to 90 Total 1 Yadagiri 2354 1233 1021 4608 2 Shahapur 2404 1456 896 4756 3 Shorapur 2658 1651 785 5094 Total 7416 4340 2702 14458

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According to Helpage India, the elderly in India are particularly vulnerable to disasters39. The greater vulnerability of the elderly compared to others during disasters needs to get more attention in all phases of disaster risk management. The elderly needs to be treated as priority group by proper design in the disaster management plans. The DRR planning needs to pay special attention to psychological vulnerabilities, impaired physical mobility, diminished sensory awareness, poor health conditions as well as weak social and economic limitations that severely limit the capacity of the elderly to prepare for disasters, hinder their adaptability and constrain their ability to respond.

The UN Charter 14 (UNISDR 2014a) for older people in DRR focuses on three key principles of an inclusive approach to DRR and there are fourteen minimum standards which underpin these key principles (UNISDR 2014b). The three principles are:  In need: Older people have specific requirements which must be understood and responded to within all DRR activities.  Invisible: Older people’s vulnerabilities and capacities are often overlooked; the collection of data on people’s age and sex is essential to ensure older people and other people at risk are visible and supported in DRR.  Invaluable: Older people have years of knowledge, skills and wisdom which are invaluable assets in DRR and must be acknowledged, valued and engaged by supporting older people to participate in DRR.

The Charter calls for stronger commitment from governments, donors and organizations to act on the shortcomings in DRR policies, strategies and practices that often insufficiently respond to older people’s disaster risks. They must acknowledge and fulfil older people’s rights and engage older people’s capacities and contributions. This charter has been developed through consultations with governments, NGOs, DRR and ageing experts as well as older men and women. The Maintenance and Welfare of Parents and Senior Citizens Act, 2007 provides legal framework for the wellbeing of senior citizen lacking any support from family or close relatives.

In post disaster situations, it is essential that the needs of elderly are considered separately, rather than clubbing them with others keeping in mind the specific concerns applicable to them. It is preferable to have community-based senior-citizen support mechanisms so that the senior citizens are not uprooted from their immediate surrounding. This should include efforts to educate local communities about how they can help senior citizens and raise their awareness about supporting the elderly. The district DRR plan may prepare a list of senior citizens living without any family support. In the post disaster situation, looking at the gravity of the situation, the District Collector may take a call to set

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up temporary arrangements for the elderly and to take care of the personal needs such as food, medicine, shelter and other requirements. Special arrangements could be made to protect the property and assets of senior citizens if required.

Persons with Disabilities (PWD) Disability is a contextual and evolving concept. The UN Convention on the Rights of Persons with Disabilities (UNCRPD) states in its first article: “Persons with disabilities include those who have long- term physical, mental, intellectual or sensory impairments which in interaction with various barriers may hinder their full and effective participation in society on an equal basis with others”. The Convention, in its articles 11 and 32, requires that persons with disabilities benefit from and participate in disaster relief, emergency response and disaster risk reduction strategies. The Adoption of the Dhaka Declaration on Disability and Disaster Risk Management, in December 2015, acknowledges: “the importance of linking disability inclusive Disaster Risk Management (DRM) with the Sustainable Development Goals (SDGs) on the understanding that inclusion builds the resilience of the whole of society, safeguards development gains and minimizes disaster losses”.

Yadagiri District Disabled Information on Talukwara

Sl. No Taluk Name Physical Disabilities Blind Deaf Multiple Total 1 Yadagir 2455 106 214 296 3071 2 Shahapur 2011 111 302 412 2836 3 Shorapur 2215 114 287 373 2989 Total 6681 331 803 1081 8896

It has been observed that persons with disabilities (PWD) are often overlooked and thus not only excluded in risk reduction and disaster response measures but are also subject to higher risk than others. Neglected throughout the DRM cycle, concerns about inclusion relate to limited social participation in DRR activities, poor access to information and services, poverty, invisibility during relief operations, response to basic needs not adapted and specific needs ignored. The most common priority identified by PWDs in the UNISDR survey of 2013 for improving inclusiveness of PWD in disaster risk reduction is for the involvement of PWD in DRR-related activities. The survey also emphasized the need for supportive policies, laws and promotion of support systems involving neighbors and local community.

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DRM efforts must specifically address the vulnerabilities of PWD among the affected population, rather than clubbing them with others. Special attention must be paid to ensure that no PWD is abandoned after a disaster. Local community-based efforts and support system including promoting a buddy-system whereby each PWD has one or more persons in the neighborhood who are responsible to act as a buddy to assist. The neighbors must be made aware of how they can help the PWD and provided training. The PWD must also make pro-active efforts to identify people in the neighborhood whom they can rely upon for assistance in emergencies. It is good to have more than one "buddy", particularly in different areas where the PWD spend more time, such as work place, home, or school. The more people who can assist are there so much the better. It is also important for PWD keep their helpers or buddies well informed about their special needs and for the helpers to remain in regular touch with those they are responsible for. A detailed DMP must include a list of PWD who may need special care. In the post disaster situation, the agencies responsible for disaster management may set up temporary facilities that are barrier-free and friendly to PWD. The administration can provide special arrangements to protect the property and assets of PWD, if required. Making Disaster Risk Management Inclusive At each level, stage and step, DRM efforts need to be guided by the Article 1 of the Universal Declaration of Human Rights that states:

“All human beings are born free and equal in dignity and rights. They are endowed with reason and conscience and should act towards one another in a spirit of brotherhood.”

The DRR efforts must take up social inclusion as challenge recognizing its complex and diverse nature. A social inclusion strategy must identify a series of practical objectives and actions that can significantly decrease or eliminate social exclusion in all aspects of DRM. The DRM efforts need to design local strategies to promote inclusion. All agencies involved in DRM – government, non- government or international – must make special efforts to properly assess the needs of all the marginalized sections and particularly vulnerable groups and to ensure full compliance with prescribed standards for assistance. Care must be taken to ensure that the vulnerability mapping exercises are able to identify properly all relevant factors. Efforts must be made to facilitate the realization of rights and entitlements of all socially excluded sections. A potential path forward in promoting social inclusion is to encourage community participation as inclusion depends crucially on active involvement of diverse sections of society.

Social inclusion is theme cutting across all aspects of DRM. While this chapter provides an overall perspective on the significance of social inclusion in DRM, its importance is given additional emphasis in different sections and related responsibility frameworks. Despite social inclusion being a cross- cutting feature, it is added as a distinct Thematic Area for Action in the responsibility framework along with listing of Sub-Thematic Areas for Action.

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Responsibility Framework – Social Inclusion: Applicable to State Government Departments and District Social inclusion being a cross-cutting Thematic Area for Action relevant to all types of hazards and disasters, the responsibilities rest with every agency. However, for clarity the lead agencies relevant to each Sub-TAA have been mentioned. Sub- State Agencies, District administrations and their Responsibilities Thematic SN Area for State (Lead Districts Responsibility – State Responsibility- District Action Agencies)  Ensure that special efforts are made to make  Ensure that special efforts are made to make DRM Lead Agencies: DRM gender inclusive and to ensure DSW, DWC gender inclusive and to ensure participation of women participation of women at district  Ensure that there are no discriminatory practices that  Ensure that there are no discriminatory marginalise sexual and gender minorities at any stage DSW, DWC level practices that marginalise sexual and gender of DRM, minorities at any stage of DRM,  Recognise the additional vulnerabilities of sexual and Agencies with major  Recognise the additional vulnerabilities of Agencies gender minorities such as transgender roles: sexual and gender minorities such as with major  HRVA - Risk Assessment to take care of women and SDMA transgender roles: transgender vulnerabilities Supporting Agencies:  HRVA - Risk Assessment to take care of DDMA  Use of Information and Data Management to support All Agencies Associated women and transgender vulnerabilities Supporti gender sensitive approach - DDMA  Use of Information and Data Management to  Convergence of concerned departments to ensure with DRM directly or ng indirectly support gender sensitive approach - DDMA gender sensitive DRR and SDMA Agencie  Shelters/ Temp Shelters/ Relief Camps - provision for  Convergence of concerned departments to s: specific needs Enabling Environment ensure gender sensitive DRR All Agencies  Shelters/ Temp Shelters/ Relief Camps - Associated provision for specific needs with DRM  Enabling Environment directly or indirectly

Gender 1

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Sub- State Agencies and their Responsibilities Themati SN Area for STATE (Lead DISTRICTS c Responsibility - STATE Responsibility –DISTRICTS Action Agencies) Lead Agencies)  Inclusion of gender concerns of DRR in  Review and changes in existing regulations, norms curriculum development and directives41 to make them gender sensitive  Guidance on preventing, checking and  Training, Awareness, Mock drills, Vocational investigating discriminatory practices, Training / Skill development violence and abuse  Empowering, especially leadership in DRR  Curriculum Development with gender sensitive  Inter-agency support to prevent and stop approach trafficking  Specific knowledge products  Support from central institutions for gender-  Promoting insurance sensitive psycho-social support, post-disaster  Gender audit of DRM measures with the assistance of rehabilitation (economic, the State Women's Commission social, …)  Ensure joint ownership in the name of husband and wife of houses reconstructed and assets provided under post-disaster recovery assistance  Guidance and support  HRVA – Risk Assessment to specifically include Lead Agencies: Agencies with major  Promote studies and research on DRM SC/ST vulnerabilities (locational, existing Scheduled challenges for SC communities discriminatory practices, is any, creating roles: Agencies with Castes  Promote studies and research on disaster hindrances in DRR, access to information, access to risk reduction resources) 2 (SC)Tribes & SDMA, DSW, State response and mitigation strategies Major roles:  Protecting the tribal identity, traditions and (ST) commission for SC/ST, appropriate and acceptable to the tribal DDMA, DSW, customs in post-disaster situations in different Slum Development communities Board, Dept. of tribal State commission phases of DRM Welfare  Review and amendment of existing for SC/ST, Slum  Ensure steps taken for DRM do not cause regulations, norms irreversible damage to the community’s culture, Development Board, Dept. of tradition, habitat and ecosystem tribal Welfare at district level

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Sub- State Agencies and their Responsibilities Thematic SN Area for STATE(Lead DISTRICTS(Lea Responsibility -STATE Responsibility – DISTRICTS Action Agencies) d Agencies) and directives to make them consistent  Use of Information and Data Management to with needs of DRM support relevant issues - DDMA and District  Promote insurance/ risk transfer level departments  Guidelines, IEC, mass media  Convergence between concerned departments in campaigns schemes meant for SC/ST for DRR  Capacity development guidelines  Shelters/ Temp Shelters/ Relief Camps –  Inclusion of the concerns of SC/ST non- discriminatory about DRR in curriculum  Ensuring enabling environment for participation development  Review and amendment of existing regulations, norms and directives to address requirements of implementing DRR in SC/ST settlements (e.g. retrofitting, social housing, hazard resistant construction)  Training, Awareness, Mock drills, Vocational Training / Skill development  Empowering, especially leadership in DRR  Curriculum development with focus on issues of SC/ST communities  Specific knowledge products  Promoting insurance products/ campaigns  Include non-discriminatory implementation of DRM in Social audit

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Sub- State Agencies and their Responsibilities Thematic SN±À Area for STATE (Lead DISTRICTS Responsibility - STATE Responsibility DISTRICTS ±ÀP® uÉÆ Action Agencies) (Lead Agencies)  Guidance and support for various  Make special arrangements for disaster DRM initiatives for children  Review regulatory and preparedness and safety of various children’s institutional needs for the institutions protection and safety of children Lead Agencies:  Regulatory measures for ensuring school safety  Supervision and monitoring of DRM initiatives for children DWCD, SCPS and disaster preparedness in schools – pre-school, school-going and  Regular mock drills and other preparedness 3. children not in school measures in all schools and children’s institutions  Support for implementing Agencies with measures for proper protection  Pay special attention to children’s institutions major roles: and care of disaster affected after early warning and post-disaster children  Ensure that in post disaster situations children SDMA,  Mobilizing support to disaster- DDMA, Children affected children from national do not face isolation, anxiety, trauma, separated 3 Department of and international agencies Department from their families or parent(s) Women & working for children’s welfare of Women &  Guidance and support from  Take adequate measures to prevent and stop Child Welfare, NCPCR for care and protection of Child child abuse and maintain strict vigil against Education children Welfare, child trafficking Department, Education  Take measures to prevent and stop child labour KSCCW Department, in post disaster situation Child  Sensitize all agencies and key personnel Welfare associated with protection of child rights and Committee safety, including those connected with juvenile All Agencies Agencies: justice such as police, CWC. Associated with  Promote community-based care and protection All Agencies of the affected children. DRM directly or Associated with indirectly DRM directly or DRM directly indirectly

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Sub- State Agencies and their Responsibilities The SN matiArea for STATE (Lead DISTRICTS Responsibility - STATE Responsibility –DISTRICTS Actionc Agencies) (Lead Agencies) immediately after a disaster and  KSCCW should initiate steps to monitor post- during PDR disaster threats to children and take counter measures along with the nodal agency at the state for child rights and protection Lead Agencies:  Sensitizing local communities about additional vulnerabilities of the elderly persons in the

 Guidance and support to address Health Dept., communities and promote neighborhood groups or responsible individuals to assist the elderly DRM needs of the elderly Agencies  Make special arrangements for disaster Agencies with major  Promoting awareness of the challenges roles: with major preparedness and safety of various institutions for faced by the elderly in disasters roles: the elderly such as old age homes, retirement  Promoting agencies and organisations SDMA, HFW, DWCD DDMA, HFW, homes and shelter homes for the elderly working for the welfare of the elderly to Elderly DWCD  Linking organisations working for the welfare develop expertise for supporting DRM of elderly with community initiatives for DRM Supporting efforts for the elderly Supportin  Preparing lists of all the elderly persons living without adequate support, periodically reviewing Agencies:  Mobilizing support to the elderly in g their situation and check the status of social 4 disaster-affected areas from national Agencies and international agencies working for network (neighbours, relatives, friends) and : other arrangements for their support the wellbeing of the elderly All Agencies All Agencies  In the risk season or after early warnings, take Associated with DRM Associated measures to ensure that the elderly is informed and prepared directly or indirectly with DRM  Involve elderly in disaster preparedness and directly or planning to the extent they can contribute indirectly  Assess medical and health support needs of the elderly in each area and maintain stocks of crucial items

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Su b- State Agencies and their Responsibilities SN AreaTh for STATE (Lead DISTRICTS Responsibility - STATE Responsibility – DISTRICTS emAction Agencies) (Lead Agencies) atic  Special attention to the protection of property and 1 - - - - assets of the elderly after evacuation or post disaster situations Lead  Sensitizing local Person Agencies with s Agencies: communities about the PWD major roles: living in the community and With  Guidance and DSJE their special needs Disabil support to Agencies particularly during disasters ities address DRM with  Promote neighbourhood groups assist PWD or ensure (PWD) needs of PWDs a major per global best a Personal Support Network roles: consisting of at least three SDMA, DWCD, practices DDMA, persons who are trusted for Persons with  Promoting each PWD Disabilities awareness of the DWCD,  Make special arrangements 2 Department, DRM challenges Persons for disaster preparedness and Health for PWDs with safety of various institutions Department Disabiliti for the PWD such as school ,State  Promoting agencies and es for the blind, hostels for Commissioner PWD and any facilities for Persons organisations Departm dedicated to PWD with Disability working for the ent,  Linking organisations Supportig welfare of PWDs Health working for the welfare of Agencies: to develop Departm PWD with community expertise in DRM ent , State initiatives for DRM  Preparing lists of all PWD,  Mobilizing Commissi periodically reviewing their support to the oner for situation and check the PWDs in Persons status of social network disaster-affected with (neighbours, relatives, areas from Disability friends) and other national and arrangements for their , District support international Disability  In anticipation of a hazard or agencies Office after early warnings, take working for the measures to ensure that all wellbeing of the Supporti PWDs are properly informed PWDs ng and prepared  Encourage Agencies:  Involve PWDs in disaster preparedness technological All Agencs and planning as equal support and participants innovations for Associed  Special attention to the the benefit of with protection of property and the PWDs in DRM assets of the PWDs after DRM directly evacuation or post disaster or situations indirectly All Agencies Associated with DRM directly or indirectly

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Chapter - 5 Mainstreaming Disaster Risk Reduction Background A disaster sets back development of the affected region and at times beyond, depending on its scale. It can suddenly reverse decades or more of accumulated developmental gains. The impact can be minimised or reduced significantly if the affected community had incorporated adequate risk reduction measures into the development. The losses to multiple sectors of a disaster-affected region disrupts almost every sector of the economy and the quality of life of the people making it difficult to attain development goals set prior to the disaster because considerable expenditure must be made on humanitarian assistance and for recovery. Investment in DRR is required for protecting assets, properties, development opportunities and outcomes against disasters. According to an UNDP document every dollar invested into DRR could save seven dollars in disaster aftermath (UNDP 2012). The process of development, and the kind of development choices made could enhance disaster risks- the existing or by creating new.

As per the provisions of the DM Act, all ministries, states, departments and agencies must have their own DM Plan. Unlike other components of a DMP, mainstreaming DRR must be incorporated into the overall plans, policies and programs rather than as a subcomponent of the DMP. DRR must become an integral part of every development plan and the DMP must provide indications how that will be accomplished in the DMP. At present there is, perhaps, some lack of clarity on this and this chapter provides both the perspective and a summary of how the practice of mainstreaming is evolving. Mainstreaming, by its very concept, is not a sub-component of a disaster-specific plan but an approach that must be woven into all developmental plans to reduce risks from disasters. Development without adequate incorporation of DRR could worsen existing risks and has the likelihood of introducing new risks, increasing the negative impact of potential disasters. Extensive and sound integration of DRR into development can enhance disaster resilience, reduce losses and hasten the progress towards development goals. Thus, it is desirable that the development initiatives and DRR are dealt with concurrently in a seamless manner into all the relevant policies, planning and implementation. The climate change impacts act as risk multipliers worsening uncertainties associated with almost every hydro-meteorological hazard. Therefore, all development initiatives must factor in the likelihood of greater risks and increase in climate change-induced vulnerabilities. This requires incorporation of risk

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management and climate adaptation as an intrinsic feature of all developmental efforts, especially in the areas where hazards are known to be high. Such an approach, which internalises DRR within development in a closely integrated manner is called mainstreaming DRM. It means radically expanding and enhancing DRM so that it becomes a normal practice, fully institutionalised within each agency’s regular planning and programmes in addition to the preparedness for disaster response.

For over two decades, there has been increasing attention on the need to ‘mainstream’ disaster risk reduction into development. This prompted many nations address risks from natural hazards within their development frameworks in various ways and at different levels - spanning the legislative, institutional, sectoral strategies and financial planning (Benson and Twigg, 2007). Development do not necessarily reduce disaster risk. It can unwittingly create new risks or exacerbate the existing ones, with disasters likely to be both a cause and a product of development. The experiences from across the world have highlighted the crucial importance of social inclusion in DRM. Social exclusion adversely affects both development and the capacity to cope with disasters. In addition to the special emphasis on making DRM socially inclusive, the mainstreaming of DRR must also make social inclusion one of the intrinsic features.

The Oslo Policy Forum (2008) concluded that rather than reduce disaster risk, development processes are in many cases giving rise to new forms of vulnerability impeding efforts to reduce poverty and promote growth. ‘Win–win’ solutions for securing sustainable development, reducing poverty and strengthening hazard resilience therefore need to be explicitly and actively sought, particularly as climate change is likely to increase the extreme weather events (Benson and Twigg, 2007). This process should take account of the impact of climate change on the intensity and frequency of hydro- meteorological events in the future, as well as historical hazard records. The recognition of close linkages between development, disaster risk reduction and global climate change have resulted in all the major global frameworks having a shared emphasis on building resilience. The concept of coherence and mutual reinforcement of the diverse initiatives to achieve the national goals and those of the major global frameworks has also emerged. Given the highly cross-sectoral nature of these challenges, it is evident that they are naturally inseparable and almost indistinguishable from mainstreaming.

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Key Thematic Areas for Mainstreaming The strategic objective of mainstreaming is of ensuring that DRR within the ongoing development initiatives lead to integration of DRR into poverty reduction efforts and sustainable socio-economic development by covering all aspects – institutional, legislative, judicial and development policies. The key thematic areas for mainstreaming DRR and creating the enabling environment for it emerging from the global discussions are: 1. Improving awareness and understanding of disaster risk 2. Enhanced legal support and better disaster governance 3. Effective disaster risk management strategy 4. Ensuring social inclusiveness in disaster risk management 5. Enabling coherence mutual reinforcement of initiatives under the major global frameworks for enhancing disaster resilience 6. Institutional arrangements and capacity development (institutional, human, community, technology, etc.) for DRM 7. Intra-government horizontal and vertical integration 8. Budget allocations for integrating DRR concerns into development programs 9. Changes in project appraisal, scrutiny of development plans, better land-use regulations, insistence on multiple hazard resilient infrastructure 10. Setting targets, timeframes, indicators and monitoring mechanisms These broad themes need to be incorporated into the policies, plans and programs of government agencies at all levels as an integral part of their general plans, while their DM Plans will provide an outline or broad indication of how it will be done. These are ideas and concepts that need to be developed further in operational terms and all agencies must explore ways to incorporate mainstreaming DRR in their regular planning and formulation of programmes. Improving the Awareness and Understanding of Risk Increasing the awareness of disaster risk, ways to reduce it as well as manage it is an important element of mainstreaming DRR. It may be noted in this context that the Sendai Framework emphasises the role of improving the understanding and awareness of risk. The DRM policies and practices must be based on improved understanding of disaster risk in all its dimensions and communities made aware of various aspects of disaster risk so that they are able to proactively take preventive measures. Such awareness is most critically essential on the part of key line agencies, local authorities and communities in high-risk areas. Disaster risk has a cascading nature with decisions in one sector potentially changing disaster risk in another. Therefore, decision-makers across diverse sectors and levels of government as well as the private sector and civil society also must recognise the importance of considering disaster risk as an intrinsic part of all projects, programmes and initiatives.

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Legal Support and Disaster Governance Adequate and appropriate legislative arrangements for disaster risk management, including the mainstreaming of DRR into development, form a key component of an enabling environment. Revision of land-use regulations and building codes and introduction of judicial and other measures will be required. As a continuous effort, it is necessary to improve and strengthen various laws having a bearing on DRM. The revision of land-use regulations, building codes and introduction of judicial and other measures to ensure enforcement. DRM responsibilities must be explicitly incorporated in the duties of all branches of government. There is need to strengthen the vertical and horizontal integration of DRR plans between different levels of government, various line agencies and neighbouring local bodies. What this implies is the integration of DRR into all the norms, regulations, approval and monitoring relating to development through periodic reviews and amendments in addition to those specific to disaster. Effective Disaster Risk Management Strategy A comprehensive disaster risk management strategy, actively involving stake-holders at all levels of government as well as the private sector, local communities and civil society, is required to implement the legislative framework and to provide coordination and monitoring mechanisms and arrangements. Individual disaster risk reduction actions and programs need to be located within this strategy, rather than treated as discrete, individual measures. Moreover, the strategy needs to indicate specific entry points and mechanisms for mainstreaming disaster risk reduction concerns into both the broader development agenda and the design and implementation of individual development initiatives. Ensuring Social Inclusiveness in Disaster Risk Management Importance of social inclusion for DRM was discussed earlier in considerable detail. Inclusive DRM is about equality of rights, equal opportunities and the dignity of the individual irrespective of social background, community, age, gender or disability. Social inclusion is also a cross cutting theme that needs to be an integral part of the mainstreaming efforts. A detailed list of Sub-Thematic Areas for Action (Sub-TAAs) and responsibility framework has been provided in the chapter on social inclusion. Mainstreaming social inclusion in DRM must be based on the approach discussed in detail there and it is not necessary to reiterate it here.

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Enabling Coherence and Mutual Reinforcement of Initiatives under the Major Global Frameworks for Enhancing Disaster Resilience The process of defining the 2030 global agenda inevitably showed there is much to be gained from aligning plans, targets, actions and indicators across the separate but interlocking agreements. It was evident that there is significant potential for designing financing mechanisms, policies and programmes that can deliver on more than one set of targets or frameworks. The very idea of coherence and mutual reinforcement implies concerted and mutually supporting efforts cutting across several ministries and sectors. The efforts to achieve national goals under different major global frameworks could be made to mutually reinforce each other, resulting in cost-effective, faster and efficient implementation. Given the way the ideas have emerged, coherence and mutual reinforcement goes beyond the usual formal inter-agency coordination to achieve common targets. Instead, it heralds a new approach in which measures taken under one framework strengthens goals in all the three frameworks. The three global frameworks and the importance of coherence and mutual reinforcement has been elaborated in a separate chapter. It is evident from the very nature of coherence and mutual reinforcement that it can be implemented only by making it integral to the mainstreaming. To realise it, however, there is need to go beyond the conventional coordination and planning mechanisms. From the perspective of DRR, some indicative areas where a beginning can be made are: 1. Improving the understanding of disaster risk – both natural and those introduced or increased by developmental actions – in all its dimensions is an effort that must be integral to all development initiatives by understanding risks in a broader sense, i.e., risks from hazards and those newly created 2. Understand the cascading nature of risk, of how decisions in one sector alters disaster risk in another in a cascading manner 3. Understand not only vulnerabilities from cascading risks, but also better assess the capabilities to resist, absorb, and accommodate risks 4. Recognise disaster risk as an intrinsic part of all projects, programmes and initiatives (by all decision-makers and at all levels – Govt., private sector and civil society) 5. Aligning the risk management approaches 6. Improving horizontal and vertical integration for DRR within government by making use of decision-making tools and information technology 7. Setting targets, timeframes, indicators and monitoring mechanisms to facilitate consolidation of efforts across sectors to enhance disaster resilience

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Institutional Arrangements and Capacity for Disaster Risk Management DRR is a crosscutting responsibility that needs to be ‘owned’ by all government agencies in the state rather than by a single nodal department or agency designated for DRM. That requires the institutions to explicitly recognise the DRR requirements and pay attention to implementing adequate institutional arrangements required for addressing relevant accountability and responsibility concerns. The nodal agencies at state level must provide leadership, determine broad disaster risk management policies, oversee implementation and advocate for the inclusion of disaster risk reduction concerns in broader development. The capacity development shall cover all aspects such as institutional, human, community and technology applications. Intra-Government Coordination and Integration Since there are multiple line agencies, sectors and levels of administration involved in development initiatives at state levels, mechanisms of inter-agency coordination and integration must be strengthened to ensure that locally identified needs are reflected in higher-level plans and strategies. The inter-departmental and inter-ministerial coordination or horizontal coordination is important given the crosscutting nature of DRR and the potential implications of one agency’s decisions on another. Budget Allocations Integration of disaster risk concerns into government budgets should be tackled from two angles, ensuring that levels of public expenditure on risk reduction are sufficient and that there are adequate financial arrangements to manage the residual risk. The presence of residual risk implies a continuing need to develop and support effective capacities for emergency services, preparedness, response and recovery, together with socioeconomic policies such as safety nets and risk transfer mechanisms, as part of a holistic approach. While there are certain budgetary allocations to partially address requirements of relief (e.g., National Disaster Response Fund, State Disaster Response Fund), the mainstreaming of DRR requires each ministry, department and state to make adequate provision for DRR as an integral part of the main budget by ensuring that all the major activities have incorporated DRR. Changes in Project Appraisal DRR consideration must become part of the appraisal processes of various development projects to ensure that development gains are sustainable and to ensure that DRR components and development components of projects are mutually reinforcing. There are some examples of how development projects have been implemented by properly

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recognising and without underestimating risks, thereby avoiding the creation of new risks (e.g., adequately factoring in seismicity, properly estimating flooding probabilities, ensuring restrictions against urban sprawl into industrial hazard-prone areas, strengthening land-use regulations by incorporating hazard risk adequately). The project evaluations at different stages from concept stage to detailed project report for implementation needs to be as much informed by hazard likelihoods as possible. The project appraisals and Environmental Impact Assessment (EIA) should include DRR and climate change concerns a lot more systematically than is usually done currently in many parts of the world. Changes must be incorporated in the budget approval and financial sanctioning procedures employed by the Expenditure Finance Committee (EFC) and the Standing Finance Committee (SFC) to make DRR evaluation mandatory. Setting Targets, Time frames and Indicators Capacity to monitor and evaluate disaster risk reduction initiatives, generate hard evidence on related inputs, outputs, results and impacts, and learn lessons for the future is an essential component of the enabling environment for mainstreaming. Although mainstreaming is essentially continuous and pervasive, it is necessary to set targets to achieve DRR outcomes along with appropriate timeframes, responsibility frameworks and measurable indicators. Again, it must be recognised that all these apply to all aspects and sectors of development and governance as mainstreaming will be an ongoing and unending process that would become more and more tightly interwoven into all developmental initiatives. Nevertheless, given the fact that DRR mainstreaming had a very slow start, it is necessary to proceed in a phased manner with the initial phase focussing on how to incorporate it into the overall plans, followed by the setting medium and long-term goals. Basically, the phasing should be consistent with the priorities set in the SDMP in terms of short, medium and long-term goals. What needs to be done by the state and districts are described in a broad manner in the chapter on the responsibility framework for building disaster resilience. Implementation Mainstreaming is the internalisation of risk awareness and incorporation of risk reduction measures into the main or the overall policies and programmes within and outside government. The SDMP can only provide broad perspective on mainstreaming DRR. Each ministry, department, state and district agencies must review current programmes to include DRR to the extent possible cost effectively within their main budget and ensure comprehensive appraisal of all new initiatives (policies, plans, programmes, projects, etc.) based on the perspectives provided in the SDMP. DRR is a common theme among the post-

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2015 global frameworks and SDMP emphasises the benefits of building coherence and mutual reinforcement among all national efforts associated with these frameworks, which involves many elements going beyond the SDMP into the domain of larger developmental efforts. Implementation of depends on how all these considerations have been woven into the main activities as integral to them and not as separate components under the DMP of each. From all this, it should be clear that SDMP as a standalone document cannot provide details of how different central ministries and state governments will be mainstreaming DRR, which will be through tight integration of DRR in the main plans. The SDMP provides in different sections and sub-sections, Thematic Areas for Action (TAA) and Sub-TAA’s relevant to mainstreaming of DRR.

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Chapter - 6

Building Disaster Resilience – An Overview Introduction This chapter is essentially a prelude to the detailed responsibility framework for realising DRR and building resilience presented in the next chapter. This task includes almost all aspects of pre-disaster risk management. The complex and extensive nature of the tasks is summarised in this chapter and the detailed responsibility framework is described in the next chapter. The planning framework is provided in the form of responsibility matrix has brief description of the actions, the list of key agencies responsible from the state and districts and the time frames. Four categories of time frames are: 1. Recurring/ Regular (day-to-day) 2. Short Term (T1, 2018 to 2022) 3. Medium Term (T2, 2018 to 2027) 4. Long Term (T3, 2018 to 2030)

It must always be understood that the time frames T1, T2, and T3 run concurrently in most cases and not necessarily sequentially. Of course, there will be some tasks which can begin only when certain pre-requisites are satisfied or can be implemented sequentially in phases, while there are some which must be started at the earliest for it to be completed within the time frame. The goal is to implement as many as by 2030. After the paradigm shift from an approach to addressing disasters that weighed heavily on relief and response to a radically different one based on DRR and preparedness, there has been another major shift, partly incremental and partly dramatic, towards building disaster resilience. This global shift centres on disaster risk management rather than disaster management. The principal features of this trend are enhancing resilience through reducing risks, better preparedness, systematic understanding of hazards, minimising the creation of new risks as part of development, investing significantly in DRR, improving governance and mainstreaming DRR. The DM Act 2005 and the National Policy 2009 had made a paradigm shift towards proactive disaster management by laying emphasis on long-term DRR. The global frameworks – Hyogo (2005- 15) and Sendai (2015-30) – signify calibrated shift towards internalisation of DRR and making DRM an integral part of development initiatives.

The DMP explicitly and implicitly incorporates the coherence among the major post- 2015 global initiatives, the corresponding national efforts, new initiatives of the government, an emphasis on social inclusion and the mainstreaming of DRR, i.e., making DRR an integral feature of development. As mentioned in Chapter-1, all these constitute the five main pillars of SDMP (reiterated here for continuity):

1. Conforming to the national legal mandates – the DM Act 2005 and the NPDM 2009 2. Leading the global efforts in DRM to mutually reinforce and achieve coherence of the three major Post-2015 global agreements – Sendai, SDG and COP21 (Paris Agreement) 3. Prime Minister’s Ten Point Agenda for DRR articulating contemporary national priorities 4. Social inclusion as a ubiquitous and cross-cutting principle. 5. Mainstreaming DRR as an integral feature.

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This chapter describes various Thematic Areas (TA) for DRM, the related Sub- Thematic Areas (sub-TA) for DRM and the responsibility framework envisaged for implementation. A major component of DRM, undoubtedly, are various types of mitigation measures. The DM Act 2005 defines "Mitigation" as measures aimed at reducing the risk, impact, or effects of a disaster or threatening disaster situation.” Goal of mitigation is to minimize risks from multiple hazards and the threats from individual hazards need not always occur in isolation. At times, a hazardous event can trigger secondary events. For example, an earthquake can produce a tsunami or may create flooding or landslides. Similarly, cyclones often lead to flooding and various other cascading events spread over an area wider than the primary event. In addition, demographics, nature of human settlements, and effects of global climate change can magnify the vulnerability of the communities at risk. The DM Plan focuses on enhancing the mitigation capabilities for multiple hazards, their likely cascading effects. The plan also various other ‘indirect’ mitigation measures which must become part of the overall developmental initiatives, plans and programmes. Thematic Areas for Disaster Risk Management (TA for DRM) The DMP, incorporates key principles enunciated in the DM Act, National Policy, the three major post- 2015 global frameworks, the PM’s Ten Point Agenda, a special focus on social inclusion and an emphasis on mainstreaming. The guiding principles of Sendai Framework states that disaster risk reduction requires responsibilities to be shared by different divisions of governments and various agencies. The effectiveness in disaster risk reduction will depend on coordination mechanisms within and across sectors and with relevant stakeholders at all levels. For each hazard, the approach used in this state plan incorporates into the planning framework the key themes enunciated in the Sendai Framework and additional ones based on a broader approach to DRM elaborated earlier. These are grouped under the following six Thematic Areas for DRM:

1. Understanding Risk 2. Inter-Agency Coordination 3. Investing in DRR – Structural Measures 4. Investing in DRR – Non-Structural Measures 5. Capacity Development 6. Climate Change Risk Management

Three additional Thematic Areas for DRM have been discussed in three separate chapters.

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Understanding Risk This Thematic Area for DRM focuses on understanding disaster risk, the Priority-1 in the Sendai Framework and integrates into it numerous actions needed for strengthening disaster resilience. The major themes for action are: a) Observation Networks, Information Systems, Research, Forecasting, b) Zoning/ Mapping, c) Monitoring and Warning Systems, d) Hazard Risk and Vulnerability Assessment (HRVA), and e) Dissemination of Warnings, Data, and Information. Having adequate systems to provide warnings, disseminate information, and carry out meaningful monitoring of hazards are crucial to disaster risk reduction, and improving resilience. They are also an integral part of improving the understanding of risk.

Inter-Agency Coordination Inter-agency coordination is a key component of strengthening the disaster risk governance - Priority- 2 of the Sendai Framework. The major themes for action required for improving the top-level interagency coordination are: a) Overall disaster governance b) Response c) Providing warnings, information, and data and d) Non-structural measures. The State ministries and agencies mentioned are those vested with hazard-specific responsibilities by the Govt. of Karnataka or those expected to play major roles in the thematic areas given in the matrix.

Investing in DRR – Structural Measures Undertaking necessary structural measures is one of the thematic areas for DRM and enhancing resilience. These consist of various physical infrastructure and facilities required to help communities cope with disasters. The implementation of these measures is essential to enhance disaster preparedness, a component of Priority-4 of the Sendai Framework. It is also an important component of investing in disaster risk reduction for resilience, which is Priority-3 of Sendai Framework.

Investing in DRR – Non-Structural Measures Sets of appropriate laws, mechanisms, and techno-legal regimes are crucial components in strengthening the disaster risk governance to manage disaster risk, which is Priority-2 of the Sendai Framework. These non-structural measures comprising of laws, norms, rules, guidelines, and techno- legal regime (e.g., building codes) provide the legal regime empowers the authorities to mainstream disaster risk reduction and disaster resilience into development activities. The state government will have to set up necessary institutional support for enforcement, monitoring, and compliance.

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Capacity Development Capacity development is a recurring theme in all DRM efforts. The Sendai Priority-2 (Strengthening DRR governance to manage DR) and Priority-3 (Investing in DRR for resilience) are central to capacity development. The capacity development includes training programs, curriculum development, large- scale awareness creation efforts, and carrying out regular mock drills and disaster response exercises. The capabilities to implement, enforce, and monitor various disaster mitigation measures must be improved at all levels from the local to the higher levels of governance. It is also strengthening the DRR governance at all levels to better manage risk and to make the governance systems more responsive. Climate Change Risk Management Climate change significantly alters the geographic spread, frequency and intensity of hydro- metrological extreme events. It can also exacerbate their impacts. Investments in DRR can play an important role in supporting communities to adapt to climate change. As the impacts of climate change are increasingly felt, more financial and technical resources will be needed to support vulnerable people to adapt to the negative impacts. Planning for DRR must be informed by the likely climate change impacts and scenarios. There are major knowledge and data gaps concerning climate change impacts, impact scenarios and its effects on various hydro-metrological hazards, which need to be kept in mind while examining the time frames and actions listed under this Thematic Area for DRM.

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Chapter - 7 Building Disaster Resilience – Responsibility Framework, Part-B

The complex and extensive nature of the task of building disaster resilience is presented in a concise form in this chapter along with the necessary detailed responsibility framework. The previous chapter provides a prelude to this chapter, which may be referred for brief discussion on the broader aspects related to the subject of this chapter. Managing disaster risk and building resilience requires the involvement of multiple agencies at diﬀ erent levels from the local administrative bodies and communities to the central ministries, departments and agencies. Diferent agencies must carry out not only their own responsibilities but also work in a well-coordinated way with several others. For the disaster risk management plans to succeed, it is necessary to identify various stakeholders/agencies and clearly specify their roles and responsibilities. At all levels - from local to the centre - the relevant authorities must institutionalise programmes and activities at the ministry/department levels and increase inter-ministerial and inter-agency coordination and networking. They must also rationalise and augment the existing regulatory framework and infrastructure.

This chapter covers the hazards and disaster situations listed below:

1. Floods 2. Drought 3. Heatwave 4. Thunderstorm, Lightning, Dust, Squall and Strong Winds 5. Cloudburst and Hailstorm 6. Chemical (Industrial) Emergencies 7. Biological and Public Health Emergencies (BPHE) 8. Fires

The primary role of the central agencies in most disasters and emergencies is of providing various types of support to the disaster-afected State or the UT, usually in response to requests for assistance. However, in certain disasters or when the situation requires, the central agencies will play a pro -active role. In the domains of DM planning, preparedness, and capacity building, the central agencies will constantly work for to upgrade the DM systems and practices as per global trends. For each hazard, in the sub-sections that follow, themes for action are presented in a separate responsibility framework for each of the six Thematic Areas (TA) for DRR and related Sub-Thematic Areas.

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Flood Risk Reduction Understanding Disaster Risk Flood Understanding Disaster Risk Sub-Thematic State Agencies, District and their Area for DRR Responsibilities State Responsibility – State District Responsibility – District Observation Revenue Recurring/ Regular DDMA, ULBs,  Disseminate the Networks, Department(DM),  Support and cooperate with PRIs, WRD, information Information SDMA, WRD, CWC, central agencies IMD,  Formation of flood Systems,  Sponsor state-specific efforts; KSNDMC and KSNDMC, IMD, monitoring committee at Monitoring, support local efforts other district SLRTI, ISRO the taluk level Forecasting, Early  Monitoring and maintenance of departments  Regular alerts in the form 1 Warning weather and telemetric rain like police of messages using ICT gauge stations tools  Regular alerts in the form of messages using ICT tools

Zoning, mapping, Revenue Recurring/ Regular DDMA,  Identify and classify and classification Department(DM) WRD,  Prepare flood plain zoning KSNDMC, flood prone areas in 2 flood prone areas SDMA, CWC,  Support and cooperate with KSRSAC, the district , taluks KSNDMC, IMD, central agencies IRD, WRD, and villages SLRTI, ISRO, UDD,  Sponsor state-specific efforts; PRIs, ULBs,  Prepare flood T&CP, KSRSAC, support local efforts District Vulnerability maps at CGWB, UDAs NRDMS, district, taluks and villages

Studies and Revenue Recurring/ Regular DDMA,  Keep information 3 monitoring of Department(DM),  Support and cooperate with PRIs, ULBs, updates on rivers rivers flowing from WRD, SDMA, CWC, central agencies and reservoir levels. neighboring states River monitoring  Carry out state-specific efforts  Use river studies for authority, SLRTI, flood management.

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Flood Understanding Disaster Risk Sub-Thematic State Agencies, District and their Area for DRR Responsibilities State# Responsibility – State District Responsibility – District  Support local efforts Revenue Recurring/ Regular  Support and cooperate with Department(DM),  Support and cooperate with DMD, WRD, central/ state agencies 4 Research and WRD, SDMA, SLRTI, central agencies DDMA, SLRTI,  carry out district-specific efforts in Development CWC, WRD, KERS,  Sponsor/ carry out state-specific Universities & all these areas; support local WALMI efforts in all these areas; support Research efforts local efforts institutions  Undertake research studies on flood prone areas and flood plain zoning & bylaws Recurring/ Regular DDMA,  Promote studies, Hazard Risk Revenue Undertake HRVCA as part of ULBs, PRIs, documentation and research Vulnerability and Department (DM), preparing and periodic revision of UDAs, Town Studies on vulnerabilities and Capacity SDMA, DDMA, DM plans & Country capacities covering social, 5 Assessment RD, IRD, DSJE, Planning physical, economic, (HRVCA) WRD, WALMI, Department ecological, gender, social Agri dept, inclusion and equity aspects Horticulture Dept,  Provide technical support and Animal husbandry. guidance for comprehensive HRVCA Monitoring, Revenue Department Recurring/ Regular DDMA,  Information dissemination among 6 Forecasting and (DM), SDMA, WRD, Support, cooperation for data KSNDMC, the departments and agencies Warning Systems SLRTI, KSNDMC, collection and updates IMD, CWC, responsible for managing flood CWC WRD, SLRTI situations  Issue flood alerts  Take necessary precautions Dissemination of Revenue  Inter-state data and information DDMA, PRIs, Recurring/ Regular (RR) warnings, data, Department(DM) sharing where applicable DEOC, ULBs, • Inter-District data and information and information SDMA,SEOC, Irrigation  Coordination and cooperation with Irrigation sharing where applicable

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department , WRD, the central agencies department, • Coordination and cooperation KSNDMC, Information  Ensure facilities and infrastructure Information & with the central/state agencies & Public Relations, for the implementation of adequate Public Relations • Ensure facilities and HAM Radio operators access to communities at risk infrastructure for the associations, CWC,  Dissemination of warnings to all, implementation of adequate 7 down to the last mile – remote, rural access to communities at risk or urban; Regular updates to people • Dissemination of warnings to all, in areas at risk down to the last mile – remote,  Warnings using all types of options, rural or urban; Regular updates to types of technologies, and media people in areas at risk Monitoring compliance by various • Warnings using all types of network operators and service options, types of technologies, providers and media • Monitoring compliance by various network operators and service providers

Notes: Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

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7.1.1Inter-Agency Coordination Flood Inter-Agency Coordination Sub- State Agencies, District and their Thematic Responsibilities Area for State# Responsibility – State District Responsibility – District DRR Revenue Recurring/ Regular DDMA, DEOC, Preparation and implementation of Department(D Preparation and implementation of DM PRIs, ULBs, DM plans and ensure the functioning M), WRD, plans and ensure the functioning of Neeravari Nigam, of agencies with DM tasks 1 Overall SDMA,SEOC, agencies with DM tasks All aspects of disaster risk disaster CWC, All aspects of disaster risk management management and mainstreaming governance KSNDMC, and mainstreaming DRR DRR Ensuring coherence and mutual Work in coordination with other reinforcement of DRR, CCA and departments. development Maintain IDRN information base for resource identification and deployment. Revenue Recurring/ Regular DDMA, District Recurring/ Regular 2 Response Department( Activate Incident Response Teams at all Crisis Committee, Activate Incident Response Teams DM), level District Incident at all level SDMA, Organising and coordinating the Response team, Organising and coordinating the NDRF,SDRF immediate response towards rescue, Indian Red Cross, immediate response towards rescue, , relief & rehabilitation NGOs, SHGs, relief & rehabilitation Homeguards, Provide necessary resources in terms of CBOs, Provide necessary resources in KSFE&S, material, manpower and monetary Voluntaries terms of material, manpower and Civil support monetary support Defense,  Coordinate with central agencies for the  Coordinate with state agencies for the IRT, State necessary support necessary support crisis  Mobilize necessary resources from committee , govt, private, NGOs & community for Police response activities

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Warnings, Revenue Recurring/ Regular DDMA, DEOC, Coordinating the dissemination of Informatio Department(DM) Coordinating the dissemination of KSNDMC, warnings to all, down to the last mile 3 n, Data SDMA,SEOC, warnings to all, down to the last mile – ,WRD, – remote, rural or urban; Regular Irrigation remote, rural or urban; Regular updates to Department of updates to people in areas at department , people in areas at IPR, PRIs, Risk WRD, risk ULBs KSNDMC, Information & Public Relations, HAM Radio operators associations, IMD, CWC Recurring/ Regular DDMA, PRIs, Coordination among state agencies for Non- Revenue Coordination among state agencies for ULBs and all ensuring updated norms/codes and their 4 structural Department(DM) ensuring updated norms/ codes and their relevant implementation, enforcement measures , SDMA, WRD, implementation, enforcement and departments, andmonitoring Irrigation dept, monitoring Create awareness on safe building PWD, BIS, codes Training Institutions

Notes: (#) Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context. (*) The ministry, department or agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting role.

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.1.2 Investing in DRR – Structural Measures Flood Structural Measures Sub-Thematic Area for State Agencies, District and their DRR Responsibilities State# Responsibility – State District Responsibility – District Short Term DDMA, WRD, Short Term (T1) (T1) PRIs, ULBs, all  Identification suitable sites  Identification suitable engineering for temporary shelters for Flood control measures such Revenue sites for temporary departments and people and livestock 1 as construction of Department(DM), shelters for people and agencies evacuated from localities embankments and levees SDMA, PWD, livestock evacuated at risk Irrigation dept., from localities at risk Medium Term (T2) Medium Term  Construction of multi- (T2) purpose shelters in villages/  Construction of multi- habitations prone tofloods purpose shelters in Proper monitoring and villages/ habitations maintenance of prone tofloods riverembankments &  Proper monitoring and distribution networks maintenance of riverembankments Revenue Medium Term (T2) DDMA, PRIs, Medium Term (T2) Department(DM), Ensure that flood - ULBs, Housing Ensure that flood -resistant 2 Social Housing Schemes SDMA, RD, DRD, resistant features are departments, KHB, features are incorporated in UDD, incorporated in the Slum clearance the planning and execution of PRD,KHB,Housing planning and execution board and other social housing schemes in shemes, PWD, of social housing agencies involved in flood prone areas Slum Board schemes in flood prone social housing areas shemes

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Medium Term (T2) DDMA Ensure availability of Revenue Ensure availability of PWD, shelters, undertake proper 3 Multi-purpose Flood Shelters Department(DM), shelters, undertake Panchayats, ULBs, maintenance, and make SDMA, PWD, proper maintenance, Dept. of Education, arrangements to Education department, and make Muzarayi dpt supportthe arrangements to people shifted to temporary support the shelters people shifted to temporary shelters Recurring/ PWD, WRD, PRIs,  Coordination and Waterways and drainage Revenue Regular Coordination ULBs, UDAs, cooperation with the 4 systems for roads, Department(DM), and cooperation with the state agencies and highways, and expressways SDMA, PWD, central agencies and ensure proper UDD, ensure proper alignment and alignment and design in all design in all state district projects projects  implement proper roads geometric designs Recurring/ Regular Dam safety Recurring/ Regular Enhancing the safety of Revenue  Carry out measures to monitoring cell,  Carry out measures to 5 dams and reservoirs Department(DM), increase safety, reduce WRD, DMG increase safety, reduce risks SDMA, IRD, WRD, risks from flooding from flooding Mines & Geology,  Undertake pre- and Undertake pre- and post- Directorate of Ground post-monsoon monsoon inspections of water, Dam safety inspections of dams dams andreservoirs monitoring cell and reservoirs Monitor the implementation of safety enhancements in accordance with norms  Monitor the WRD, Recurring/ Regular implementation of MI,RDPR, Lake Implementation as per norms safety enhancements in development authority, accordance with norms ULBs

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Desilting/ dredging of rivers Revenue DDMA, Panchayats, to improve flow; drainage Department(DM), Recurring/ ULB 6 improvement; floodwater SDMA, irrigation dept., Regular diversion through existing IRD, WRD, Implementation as per or new norms channels Hazard resistant Revenue Recurring/ Recurring/ DMD, DDMA, PWD, 7 construction, strengthening, Department(DM), Regular Collaboration Regular Collaboration WRD, KRIDL, and retrofitting of all SDMA, RD, with technical agencies with technical agencies, KRDCL, Research & lifeline structures and DDMA, Panchayats, and implementation implementation and Technical Institutions critical infrastructure ULBs, PWD, WRD, monitoring (IISc, NITK, NIRMS KRIDL, KRDCL, etc.,) Research & Technical

Institutions (IISc, NITK, NIRMS etc.,)

7.1.4 Investing in DRR – Non-Structural Measures Flood Non-Structural Measures Sub-Thematic Area for State Agencies, District and their DRR Responsibilities State# Responsibility – State District Responsibility – District Recurring/ Regular  Adoption of revised reservoir DDMA,  Implementing land-use operation manuals  Regulation and enforcement Revenue ULBs, PRIs regulation for low lying areas  Guidance and Support of laws, norms, regulations, Department(DM), as per flood control norms  Oversight and monitoring of guidelines including IMD, IRD, WRD,  Regulation of inhabitation of compliance with coastal zone 1  Regulation for SDMA, DFIN, low-lying areas along the laws reservoir PWD rivers, nallas anddrains  Promote institutional management  Implementing flood mechanisms for sharing  Integrated Water management actionplan forecasts, warnings, data, and

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Resources information  Enforcing building Management(IWRM)  Regulatory framework for codes and regulations  RiskTransfer flood plain zoning and flood Review and modification of inundation management operation manuals for all major dams/reservoirs Recurring/ Regular  Support and cooperate with  Implementing land-use regulation centra/statel agencies; Sponsor for low lying areas as per flood state-specific efforts; support control norms local efforts; Cooperate with  Regulation of inhabitation of low- centralefforts lying areas along the rivers, nallas Prevention and removal of anddrains encroachment into the  Implementing flood waterways and natural management actionplan drainage systems  Enforcing building codes and regulations  Review and modification of operation manuals for all major dams/reservoirs  Support and cooperate with central agencies; Sponsor state-specific efforts; support local efforts; Cooperate with centralefforts  Prevention and removal of encroachment into the waterways and natural drainage systems Revenue Medium Term (T2) DDMA, Medium Term (T2) 2 Regulations to promote flood Department(D  Revise and implement the PRIs, ULBs Update and implement the relevant resilient buildings and M), SDMA, relevant rules in flood prone rules in flood prone areas infrastructure PWD, areas Irrigation dept.,

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Short Term (T1) DDMA, Medium Term (T2)  Wetland Revenue  Discourage reclamation of PRIs,  Action plan managing conservation and Department(D wetlands, natural depressions ULBs, wetlands and natural restoration M),RD, Medium Term (T2) WRD, drainage systems for flood

 Catchment Area SDMA, Forest  Action plan managing wetlands Irrigatio moderation 3 Treatment/Afforest & Ecology, and natural drainage systems n dept., Long Term(T3) ation Agriculture for flood moderation  Implementation of watershed dept., WRD Long Term (T3) management including  Implementation of watershed catchment area treatment management including catchment andafforestation area treatment andafforestation Programmes programmes

Revenue Recurring/ Regular DDMA, Recurring/ Regular 4 Public Private Partnerships Department(D Promote private participation in PRIs, ULBs, Promote private participation in M), SDMA, disaster management facilities disaster management facilities Corporate bodies

Flood Capacity Development Sub-Thematic State Agencies, District and their Area for DRR Responsibilities Centre# Responsibility – Centre State# Responsibility – State Revenue Recurring/ Regular Training and DDMA, Recurring/ Regular Training Dept(DM), orientation programs for state govt. DTIs, and orientation programs for SDMA,ATI-CDM, staff, , professionals for PRIs,UL govt. staff , professionals, Engineering veterinary care and support to disaster- Bs, NGO, SHG, Elected 1 Training Training Institutes, affected animals Recurring/ Regular Police representatives for SIRD, Police Incorporating disaster response, search Dept, veterinary care and support to

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Training and rescue in in the training programs Commun disaster- Academies, of ity based affected animals KSFES, SDRF, youth such as village volunteers, and training Recurring/ Regular NDRF, University for protection of disaster-affected centers, Incorporating disaster response, of Agri and animals Educatio search and rescue in in the Horticulture, n Dept, training programs of Animal husbandry Agri and youth such as village volunteers, Dept, Health Dept Horticult and for protection of disaster- ure Dept. affected animals Animal husbandr y Dept, Health Dept Revenue Medium Term (T2) DDMA,DTIs, Medium Term (T2) Introduction of Dept(DM), Update curriculum for undergraduate Engineering Crisis Management, emergency SDMA,ATI-CDM, engineering courses to include topics Training medical response/recovery and Engineering relevant for flood Risk Management Institutes, trauma management at Diploma Training Institutes, Medium Term (T2) Introduction of Education Dept. /UG/ PG levels for Health Education Dept. Crisis Management, emergency Professionals Curriculum Universities, medical response/recovery and trauma Recurring/ Regular 2 Development Research institutes, management at Diploma Improving curriculum periodically State Boards of /UG/ PG levels for Health using new technologies Education, Professionals Professional Recurring/ Regular Bodies/ Improving curriculum periodically Councils,Health using new technologies Department,

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Revenue Medium Term (T2) DDMA, Medium Term (T2) Dept(DM),  Carry out mass mediacampaigns DTIs, PRIs,  Carry out mass mediacampaigns Awareness SDMA,ATI-CDM,  Promote culture of disaster risk ULBs  Promote culture of disaster risk 3 Generation KSNDMC, prevention, mitigation, and prevention, mitigation, and IRD,WRD, betterrisk management betterrisk management KSFES, SDRF,  Promote attitude and behaviour Promote attitude and behaviour SDRF, F&ES, change in the awareness change in the awareness Civil defence, campaigns/IEC campaigns/IEC Police,  Promote use of insurance/ risktransfer  Promote CommunityRadio  Strengthening network of civil society organizations for awareness generation about DRR andDM Information on care and protection of disaster- affectedanimals -  Promote use of insurance/ risktransfer -  Promote CommunityRadio  Strengthening network of civil society organizations for awareness generation about DRR and DM Information on care and protection of disaster-affectedanimals - - Mock Drills/ Recurring/ Regular Joint planning Recurring/ Regular Joint planning 4 Exercises and execution of emergency drills and execution of emergency drills Recurring/ Regular - Recurring/ Regular Vocational Revenue  Conduct trainingprogrammes  Conduct trainingprogrammes 5 Training/ Skill Department(D  Develop a team of Trainer-of- Develop a team of Trainer-of- Development M), SDMA, Trainers for different trades Trainers for different trades DDMA, RD, relevant to flood- relevant to flood- SLSDA resistantconstruction resistantconstruction

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Recurring/ Regular - Recurring/ Regular Empowering Revenue Incorporating gender sensitive Incorporating gender sensitive 6 women, Department(DM), and equitable approaches in and equitable approaches in marginalised, and SDMA, RD, capacity development covering capacity development persons with SIDM, ATI, all aspects of disaster covering all aspects of disabilities and other management at the state, disaster management at the state-level district, and local levels state, institutions district, and local levels , DDMA, Panchayat s, ULBs Recurring/ Regular - Recurring/ Regular  Strengthen ability of communities  Strengthen ability of to manage and cope with disasters communities to manage and Community- Revenue based on a multi-hazard approach cope with disasters based on a 7 Based Disaster Department(DM),  Strengthen ability of communities multi-hazard approach Management SDMA, RD, to manage and cope with disasters  Strengthen ability of DDMA, based on a multi-hazard approach communities to manage and Panchayats, ULBs  Training for panchayat, SHG, cope with disasters based on a NCC,NSS, Youth, local multi-hazard approach communityorganizations  Training for panchayat, SHG, NCC,NSS, Youth, local communityorganizations

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7.1.6 Climate Change Risk Management Flood Climate Change Risk Management Sub-Thematic State Agencies, District and their Area for DRR Responsibilities State Responsibility – State Recurring/ Continuous Recurring/ Continuous  Support national risk  Support national risk reduction efforts related reduction efforts related to toGACC GACC

 Coordination with  Coordination with centralagencies

Research, Revenue centralagencies  Sponsor and promote state-

Forecasting / Early Department(DM),  Sponsor and promote state- specific efforts and local efforts Warning, Data Irrigation Dept./ specific efforts and local for GACC mitigation Management, WRD*, SDMA, efforts for GACC mitigation andadaptation Zoning, Mapping AGD, FIHD, andadaptation Short & Medium Term (T1, DDMA, Short & Medium Term (T1, T2) Document state-specific Panchayats, ULBs T2) Document state-specific GACC impacts and coping 1 GACC impacts and coping mechanisms mechanisms Medium & Long Term (T2, T3) Medium & Long Term (T2, T3)  Promote state-specific studies  Promote state-specific studies on enhanced risks (economic, on enhanced risks (economic, social, etc.) under different social, etc.) under different GACC impact scenarios GACC impact scenarios Promote research studies with  Promote research studies with State specific contexts on GACC State specific contexts on and consequent changes GACC and consequent changes inhazards inhazards

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Recurring/ Continuous Recurring/ Continuous  Undertake HRVCA as part of  Undertake HRVCA as part of preparing and periodic revision of preparing and periodic revision of Hazard Risk DMplans DMplans Vulnerability and Revenue  Develop strategies for structural and  Develop strategies for structural and Capacity Department(DM), non-structural measures based non-structural measures based Assessment SDMA, onHRVCA onHRVCA (HRVCA) RD, Irrigation Dept. Medium Term (T2) Assess GACC Medium Term (T2) Assess GACC / WRD risks of vulnerable and risks of vulnerable and marginalisedsections marginalisedsections Recurring/ Continuous Recurring/ Continuous  Sensitisation and awareness  Sensitisation and awareness creation creation Revenue  Support national CCA efforts  Support national CCA efforts Department(DM),  Coordination with centralagencies  Coordination with centralagencies Climate Change SDMA,  Sponsor and promote state-specific  Sponsor and promote state-specific Adaptation (CCA) IRD/WRD*, efforts and local efforts for GACC efforts and local efforts for GACC FED, RDD, mitigation andadaptation mitigation andadaptation DSJE, DDMA, Short –Term (T1) Develop Short –Term (T1) Panchayats, ULBs local adaptation strategies and pilot Develop local adaptation strategies projects and pilot projects Medium & Long Term (T2, T3) Medium & Long Term (T2, T3)  Sponsor and promote state-specific  Sponsor and promote state-specific efforts and localefforts efforts and localefforts  Implementation of GACC  Implementation of GACC adaptationprograms adaptationprograms  Promote appropriate combinations of  Promote appropriate combinations Green and Blueinfrastructure of Green and Approach BlueinfrastructureApproach  Integrate adaptive measures in social  Integrate adaptive measures in social protection programmes for the protection programmes for the vulnerablegroups vulnerablegroups

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Drought Risk Reduction This section relies on the guidelines published by NDMA on drought management listed in Annexure-I and the manual47 prepared by the MAFW (2016). Understanding Risk Drought Understanding Risk Sl Sub- State Agencies, district and their Thematic Responsibilities Area for State# Responsibility – State District Responsibility – District DRR Revenue Recurring/ Regular DDMA, PRED, Recurring/ Regular department(DM) Annually, after the end of the PRIs, ULBs, Annually, after the end of the South- , SDMA, SAUs South-West monsoon, carry out NRDMS, West monsoon, carry out in comprehensive assessment of Ground water comprehensive assessment of water collaboration water availability for drinking and board at district availability for drinking and with central irrigation in all the dry land level, All irrigation in all the dry land Vulnerabilit agencies farming/drought-prone areas in the development farming/drought-prone areas in the y Maps CGWB, state to demarcate blocks and departments district to demarcate blocks and KSNDMC, preferably villages under ZP preferably villages 1 KSRSAC, Prepare maps of areas likely to Prepare maps of areas likely to face Directorate face water deficit before onset of water deficit before onset of next of Ground next monsoon (demarcate blocks monsoon (demarcate blocks and Water, Agri and preferably villages) preferably villages) dept, Undertake village-wise assessment Undertake village-wise assessment Horticulture of water storage in the vulnerable of water storage in the vulnerable Dept, blocks blocks Animal Preparing the Socio- Economic Husbendrty vulnerability maps Assessment, Revenue Recurring/ Regular DDMA, KSDA, Fodder availability, areas with likely Monitoring, department(DM) Coordinate with central agencies in KSRSAC, AHVS, shortage/abundant supply. 2 Forecasting, , SDMA, RD, the compilation, for refining forecast KSNDMC, Coordinate with central agencies in Early Agri Dept, IMD, accuracy for the region, and analysis Horticulture dept, the compilation, for refining forecast Warning Water of all the drought, water deficit, and Water supply accuracy for the region, and analysis Supply Dept., crop related data department, of all the drought, water deficit, and

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SAUs in Ensure functioning of KSNDMC SAUs, crop related data collaboration with under control of SDMA with Ensure functioning of KSNDMC central agencies requisite facilities and staff to under control of SDMA/KSNDMC KSRSAC, continuously monitor water with requisite facilities and staff to KSNDMC, availability in the drought-prone continuously monitor water Horticulture dept. blocks after likelihood of drought. availability in the drought-prone Animal Husbendry Separately, at the end of SW and blocks after likelihood of drought. NE monsoon, as applicable, prepare Separately, at the end of SW and NE and update a robust database of monsoon, as applicable, prepare and micro-level details on rainfall, update a robust database of micro- reservoir/ lake water levels, surface level details on rainfall, reservoir/ water/ ground water, soil moisture, lake water levels, surface water/ sowing/ crop conditions and socio- ground water, soil moisture, sowing/ economic factors crop conditions and socio-economic Separately, at the end of SW and factors NE monsoon, prepare crop Separately, at the end of SW and advisory for blocks that are likely NE monsoon, prepare crop advisory to face water deficit for blocks that are likely to face Separately, at the end of SW and water deficit NE monsoons, prepare Separately, at the end of SW and NE comprehensive water monsoons, prepare comprehensive conservation, re-distribution and water conservation, re-distribution management plan for the areas in and management plan for the areas the state that are likely to in the state that are likely to experience water deficit experience water deficit

Revenue Short Term(T1) DDMA , Short Term(T1) department(DM), Monitor key indicators for drought Revenue Monitor key indicators for SDMA, KSNDMC, declaration with the support of department(DM) drought declaration with the Agri dept, Horti relevant Central/ State , , KSNDMC, support of relevant Central/ State Drought dept, Animal agencies/Dept. Agri dept, Horti agencies/Dept. 3 Declaratio husbandry, WRD, State Govt. to issue a formal dept, Animal Notify drought - Kharif by 30 n KSRSAC, declaration of drought affected husbandry, October; Rabi by 31March areas after which Collector will WRD, Early season drought: In the end of notify the district and talukas KSRSAC, July as per recommended criteria affected and initiate drought Mid-Season drought in the end of

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response measures August Notify drought - Kharif by 30 Drought assessment and October; Rabi by 31March recommendation by the concerned Early season drought: In the end of districts where pre-monsoon (early July as per recommended criteria sowing areas) crops are grown Mid-Season drought in the end of August assessment and notification of Drought by the state for the districts/taluks where pre- monsoon(early sowing areas) crops are grown Revenue Recurring/ Regular DDMA , Revenue Recurring/ Regular Hazard Risk department(DM), Promote studies, department(DM), , Undertake HRVCA as part of Vulnerability SDMA, documentation and research KSNDMC, Agri preparation/ revision of DMP and Capacity KSNDMC, Agri Studies on vulnerabilities and dept, Horti dept, Estimate vulnerability of crops to 4 Assessment dept, Horti dept, capacities covering social, Animal husbandry, rainfall uncertainties (HRVCA) Animal physical, economic,ecological, WRD, KSRSAC, Short Term (T1) husbandry, gender, social inclusion and Social Welfare Dept, Constitute/ strengthen the WRD, KSRSAC, equity aspects PRIs, ULBs, mechanisms for consultation with Provide technical support and experts and stakeholders guidance for comprehensive HRVCA Revenue Recurring/ Regular DDMA, Conduct research through the department(DM), Conduct research through the GKVK/ZARS university system to cope with water 5 Research SDMA, university system to cope with In collaboration deficit, to manage crops with less KSNDMC, Agri water deficit, to manage crops with SAU’s In water, improve water conservation dept, Horti dept, with less water, improve water collaboration programs, enhance the productivity of Animal husbandry, conservation programs, enhance with CRIDA & dryland/ rainfed farming WRD, the ICRISAT, KSRSAC,SAUs in productivity of dryland/ rainfed collaboration farming with CRIDA & ICRISAT, NRAA, ATI-

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CDM, SIRD

6 Disaster Data Revenue Recurring/ Regular DDMA , Revenue Recurring/ Regular collection and department(DM), Systematic management of data on department(DM), , Systematic management of data on Management SDMA, disaster damage and loss KSNDMC, Agri disaster damage and loss assessments. KSNDMC, Agri assessments. dept, Horti dept, Short Term (T1) dept, Horti dept, Short Term (T1) Animal husbandry, Disaster Damage and Losses in the Animal husbandry, Disaster Damage and Losses in the WRD, KSRSAC, previous decade (baseline) previous decade (baseline) Social Welfare Dept, PRIs, ULBs,

7.2.2Inter-Agency Coordination Drought Inter-Agency Coordination Sub- Central/ State Agencies and their Thematic Responsibilities Area for State# Responsibility – State DRR Revenue Recurring/ Regular DDMA, Agri dept, Recurring/ Regular department(DM),  Preparation and implementation of Horticulture dept,  Preparation and implementation of 1 Overall SDMA, drought management plans and ensure PRIs, ULBs, Water drought management plans as part disaster KSNDMC, Agri the functioning of agencies with DM supply Dept, of DDMP governance dept, Horti dept, tasks Animal husbendry,  All aspects of disaster risk Animal  All aspects of disaster risk management management and mainstreaming husbandry, and mainstreaming DRR DRR. WRD, KSRSAC,  Ensuring coherence and mutual  Review and monitoring DRR. reinforcement of DRR, CCA and  Ensuring coherence and mutual development reinforcement of DRR, CCA and development

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Revenue Recurring/ Regular DDMA, Agri dept, Recurring/ Regular 2 Response department(DM),  Organising and coordinating the Horticulture dept,  Organising and coordinating SDMA, immediate response PRIs, ULBs, Water the immediate response. KSNDMC, Agri  Coordinate with central agencies supply Dept,  Coordinate with central / dept, Horti dept,  Recommendation of Periodical Animal husbandry, State agencies. Animal revision of financial assistance. Health  Recommendation of husbandry, Department, Periodical revision of WRD, KSRSAC, Women and child financial assistance for under Health development dept the relief guidelines. Department,  Review and monitoring. Women and  Fortified nutrient food for child women & childrens during development vacations & drought period dept

Revenue Recurring/ Regular DDMA, WRD , Recurring/ Regular Warnings, department(DM), Coordinating the dissemination of PRIs, ULBs, DIPR, Coordinating the dissemination of 3 Informatio SDMA, warnings to all, down to the last mile – ,KSNDMC, IMD, warnings to all, down to the last mile n, Data KSNDMC, IMD, remote, rural or urban; Regular updates to Agri dept, Horti dept, – remote, rural or urban; Regular Agri dept, Horti people in areas at risk Animal husbandry, updates to people in areas at risk dept, Animal WRD, KSRSAC, husbandry, Health Department, WRD, KSRSAC, Women and child Health development dept Department, Women and child development dept SDMA, RD, KSDA, IRD, WRD, DIPR, e-

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governance, m- governance

Revenue Recurring/ Regular DDMA, WRD , Recurring/ Regular Non- department(DM), Coordination among state agencies for PRIs, ULBs, Coordination among state agencies 4 structural SDMA, ensuring updated norms/ codes and their Agri dept, Horti for ensuring updated norms/ codes measures KSNDMC, IMD, implementation, enforcement and dept, Animal and their implementation, Agri dept, Horti monitoring. husbandry, enforcement and monitoring. dept, Animal WRD, Health husbandry, Department, WRD, KSRSAC, Women and Health child Department, development Women and dept child development dept SDMA, RD, KSDA, WRD,

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7.2.3 Investing in DRR – Structural Measures Drought Structural Measures Sub- Central/ State Agencies and their Thematic Responsibilities Area for State# Responsibility – State DRR Revenue  Drinking water storage and Revenue department(DM), DDMA,  Drinking water storage Storage department(DM) distribution facilities Forest Dept., Water Supply Dept., and distribution 1 Facilities , SDMA,  Fodder storage facilities to PRI, ULBs, WRD, AHVS, facilities KSNDMC, maintain fodder banks Warehouse corporations, Food &  Storage of food grains IMD, Agri dept,  Storage of food grains civil Supplies,  Fodder storage Horti dept,  Rain water harvesting systems and facilities to maintain Animal water storage fodder banks husbandry, – individual, community and forest  Rain water harvesting WRD, area systems and water storage – KSRSAC, individual, community and Health forest area. Department, Women and Identification of private child bore wells/potential sources development dept Strengthening of existing SDMA, RD, PDS go-downs. KSDA, WRD, Ware-house corporation Revenue  Water harvesting and storage Revenue department(DM),  Water harvesting and Water department structures DDMA, PRI, ULBs, WRD, storage structures 2 Conservatio (DM),  Check dams, reservoirs with Agri dept, Horti dept, Animal  Check dams, reservoirs n Structures SDMA, excess capacity husbandry, Forest dept. with excess capacity KSNDMC,  Groundwater recharge Groundwater IMD, Agri augmentation systems recharge dept, Horti  De silting of reservoirs augmentation

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dept, and tanks. systems Animal De-silting of husbandry, reservoirs and WRD, tanks. KSRSAC,I RD,Horticu lture dept, Forest dept. WDD, Ground water directorate Revenue Ensure rainwater harvesting and DDMA, PRI, ULBs, WRD, Ensure rainwater harvesting 3 Social department storage in the social housing KHB, RGHC and other and storage in the social Housing (DM), schemes especially in drought- housing development housing schemes especially Schemes SDMA, prone areas agencies. in drought- PRI, UDD, prone areas WRD, KHB, RGHC and all housing agencies

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7.2.4 Investing in DRR – Non-Structural Measures Drought Non-Structural Measures Sub-Thematic Central/ State Agencies and their Responsibilities Area for DRR State# Responsibility – State Revenue Recurring/ Regular DDMA, PRIs, Recurring/ Regular department(DM),  Coordinate the efforts ULBs, WRD, PWD,  Coordinate the efforts of the SDMA, of the central agencies Agri dept, Horti state agencies in KSNDMC, IMD, in implementing dept, Animal implementing mitigation Agri dept, Horti mitigation measures husbandry, Horti measures dept, Animal Short Term (T1) dept, forest and Short Term (T1) 1 Mitigation Measures husbandry, Horti  Promote private ecology.  Promote private participation in dept, Water shed participation in drought drought management facilities department, SAU, management facilities  Improve the implementation of Forest and  Improve the implementation watershed development ecology, Corporate of watershed development programmes companies. programmes Medium Term (T2) Medium Term (T2) Risk management for dryland/  Risk management for rainfed farmers through agricultural dryland/ rainfed farmers extension, and financial institutions through agricultural based on assessments at the end of extension, and financial monsoon (SW or NE as applicable). institutions based on Drought-Proofing assessments at the end of - - monsoon (SW or NE as applicable)  Drought-Proofing Revenue Recurring/Regular DDMA, Recurring/Regular department(DM  Promote water efficient PRI, ULBs,  Implement water efficient 2 Promote water ), SDMA, irrigation systems (sprinklers, WRD, AHD, irrigation systems (sprinklers, drip conservation, KSNDMC, drip etc.) SAU, EFD, Agri etc.) harvesting, IMD, Agri dept,  Promote protective dept, Horti dept,  Implement protective irrigation efficient irrigation, Horti dept, irrigation through micro Animal through micro irrigation afforestation Animal irrigation systems husbandry, Horti systems husbandry,  Provide advice to farmers to dept,  Provide advice to farmers to cope

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Horti dept, cope with drought, crop with drought, crop management Water shed management under drought under drought conditions, and department, conditions, and efficient water efficient water management SAU, management  Training / awareness  Training in water and creation in water and soil soil moisture moisture conservation conservation  Implement village-level  Promote village-level information systems for natural information systems for resource management natural resource management Afforestation and other options  Afforestation and other using economically options using usefulvegetation. economically useful  Strengthening of water users vegetation group. Implementation of protected cultivation Treatment and re-use of waste water in peri-urban agriculture Roof water harvesting Recurring/ Regular DDMA, Agri Recurring/ Regular  Need-based credit dept, NABARD,  Need-based credit Revenue  Promote financial inclusion DLBC, AHVS,  Promote financial inclusion department(D  Monitor the availability of Insurance  Monitor the availability of credit Agricultural credit, M), SDMA, credit and other financial companies, and other financial support from agricultural inputs, Agri dept, State support from banks and other Horticulture banks and other financial 3 finance, marketing, Rural Coop. financial institutions to dept, KSRSAC, institutions to farmers in drought- and crop insurance Banks, Rural farmers in drought- prone KSNDMC, prone areas Banks, areas Nationalized  Ensure the insurance programmes NABARD,  Ensure the insurance Bank, reach the target audiences SLBC, programmes reach the target Cooperative and (especially dryland/ rainfed Insurance audiences (especially dry- rural bank, Dept farmers) and dependent companies, land/ rain-fed farmers) and of Agriculture agricultural labor horticulture dependent agricultural labor Marketing,  Marketing support dept,  Marketing support Farmers Ensuring availability of quality KSRSAC,KSN  Ensuring availability of Producers agricultural inputs.

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DMC, quality agricultural inputs organizations,  Ensure Cattle Insurance reach the Agriculture SHGs, Micro- target beneficiary. Price finance Commission, e-governance, Department of Economics & Statistics, Dept of Agriculture Marketing

4 Risk transfer FD, Revenue Recurring/ Regular FD, DDMA, Agri Recurring/ Regular department(DM), Implementation of risk transfer dept, Horti dept, Implementation of risk transfer SDMA, arrangements including multi Animal husbandry, arrangements including multi hazard KSNDMC, Agri hazard insurance for life and Horti dept, insurance for life and property dept, Horti dept, property Short term (TI) Animal husbandry, Short term (TI) Policy framework Horti dept, Policy framework

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7.2.5 Capacity Development Drought Capacity Development Sub-Thematic Area Central/ State Agencies and their for DRR Responsibilities State# Responsibility – State Revenue Short Term(T1) KVK, Short Term(T1) department(DM),  Formulate and implement state DATC,  Formulate and implement district SDMA, ATI, CDM, training and capacity building DTIs, All training and capacity building SDMC, programme for drought management, Govt programme for drought management, DDMA,KSNDMC, especially, better water conservation, Training especially, better water conservation, PRI, ULBs, SAU’s (Agri, integrated water management (surface Institutes integrated water management Horti, Vet), Center of and ground water), and cropping (surface and ground water), and excellence Horticulture systems cropping systems  Implement different training  Implement different training programmes for officials at various programmes for officials at various 1 Training and levels, elected representatives, levels, elected representatives, Capacity Building community leaders, civil society community leaders, civil society organizations, animal welfare organizations, animal welfare organizations organizations Medium Term (T2) Medium Term (T2)  Ensure availability of qualified and  Ensure availability of qualified and experienced trainers conversant with experienced trainers conversant drought mitigation and management with drought mitigation and techniques (crop, animal care, management techniques (crop, integrated water resources – surface animal care, integrated water and ground water) resources – surface and ground  Professionals for veterinary care water). and support to drought-  Professionals for veterinary care affectedanimals and support to drought- affectedanimals

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SAU, Dept of Education, Recurring/ Regular SAU, Dept of Recurring/ Regular SBSE,  Include basic aspects of disaster Education,  Include basic aspects of disaster management including drought in SBSE, management including drought in 2 Curriculum graduate and post-graduate courses in graduate and post-graduate courses in Development agriculture and veterinary courses agriculture and veterinary courses offered by state institutions offered by state institutions  Include drought mitigation in Include drought mitigation in secondary and higher secondary secondary and higher secondary schoolcurriculum schoolcurriculum FD, Revenue Recurring/ Regular KVK, Recurring/ Regular department(DM), SDMA,  Carry out mass media campaigns DATC,  Carry out mass media campaigns KSNDMC, Agri dept, Horti  Promote culture of disaster risk RSK,  Promote culture of disaster risk dept, Animal husbandry, prevention, mitigation, and better risk IPRD, RD, prevention, mitigation, and better risk Horti dept, SAU management covering crop and water DDMA, management covering crop and water management (including conservation PRI, management (including conservation 3 Awareness Generation of surface and groundwater) ULBs, of surface and groundwater)  Promote attitude and behavior change NGOs,  Promote attitude and behavior in the awareness campaigns/IEC Federation change in the awareness  Promote use of insurance/ risk transfer s, campaigns/IEC  Promote Community Radio Krishiksa  Promote use of insurance/ risk transfer  Inform people about care and maj.  Promote Community Radio protection of disaster-affected animals Inform people about care and protection of disaster-affected animals Empowering Revenue department(DM), Recurring/ Regular DDMA, PRI, Recurring/ Regular women, SDMA, KSNDMC, Agri Incorporating gender sensitive and ULBs, KSDA, Incorporating gender sensitive and 4 marginalized dept, Horti dept, Animal equitable approaches in capacity Agri dept, equitable approaches in capacity communities, and husbandry, SDMA, development covering all aspects of Horti dept, development covering all aspects of differently abled WRD, disaster management Animal disaster management persons SAU, EFD, SWD, WCD, at the state, district, and local levels husbandry, at the state, district, and local levels Health dpt. SAU, EFD, SWD, WCD, Horti Dept, KVK, Health dept.

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Revenue department(DM), Short Term (T1) RD, Short Term (T1) SDMA, KSNDMC, Agri Ensure development of state, DDMA, Ensure development of district, 5 Drought dept, Horti dept, Animal district, block, taluka and village PRI,ULBs, block, taluka and village Management Plans husbandry, drought management plans. All drought management plans. KSDA, WRD, Provide advisory to the districts departments Provide advisory to the taluks KSRSAC, KSNDMC, having large areas that may face having large areas that may face SAU, EFD drought/ acute water deficit drought/ acute water deficit Mainstreaming Revenue department(DM), Recurring/ Regular PRI, ULBs, Recurring/ Regular 6 drought management SDMA, KSNDMC, Agri All state govt. departments/ agencies DDMA, All All state govt. departments/ in developmental dept, Horti dept, Animal will mainstream disaster management development agencies will mainstream disaster plans husbandry, WRD, Social efforts depts. management efforts welfare, Women and child in their developmental plans in their developmental plans development dept, health and family welfare dept.

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7.2.6 Climate Change Risk Management

Drought Climate Change Risk Management Sub-Thematic Area for Central/ State Agencies and their Responsibilities DRR Sta Responsibility – State te# Recurring/ Continuous DDMA, Recurring/ Continuous Revenu  Support national risk reduction efforts related PRI, ULBs,  Support national risk reduction efforts e to GACC SLRTI, Agri related to GACC Research, Forecasting, Data depart  Coordination with central agencies dept, Horti dept,  Coordination with central Management, Zoning, ment(D  Sponsor and promote state- specific efforts and Animal agencies 1 Mapping M), local efforts for GACC mitigation and husbandry,  Sponsor and promote district- specific SDMA, adaptation KSDA, efforts and local efforts for GACC KSND Short Term (T1) WRD,KVK, mitigation and adaptation MC,  Document state-specific GACC impacts and COE, PCB. Short Term (T1) Agri coping mechanisms  Document district-specific GACC dept,  Take initiatives to promote drought impacts and coping mechanisms Horti resistant crops  Take initiatives to promote drought dept,  Promote local weather-based insurance resistant crops Animal mechanisms and agricultural practices  Promote local weather-based husban Medium & Long Term (T2) insurance mechanisms and dry,  Promote state-specific studies on enhanced risks agricultural practices WRD, (economic, social, etc.) under different GACC Medium & Long Term (T2) , SLRTI, impact scenarios  Promote District-specific studies on SAU’s, IISc,  Promote research studies with State specific enhanced risks (economic, social, etc.) EMPRI, contexts on GACC and consequent changes in under different GACC impact scenarios KSPCB hazards.  Promote research studies with District specific contexts on GACC and consequent changes in hazards.

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Recurring/ Continuous IRD, KSDA, Recurring/ Continuous Hazard Risk Revenue Undertake HRVCA as part of preparing and DSJE, SLRTI, Undertake HRVCA as part of preparing Vulnerabilit department(DM), periodic revision of DM plans Agri dept, Horti and periodic revision of DM plans y and SDMA, KSNDMC, Short Term (T1) dept, Animal Short Term (T1) 2 Capacity Agri dept, Horti dept,  Impact assessment, economic and social risks husbandry, Dept  Impact assessment, economic and Assessment Animal husbandry, under GACC and reporting of Economics social risks under GACC and reporting (HRVCA) WRD,  Assess GACC risks of vulnerable and and statistics,  Assess GACC risks of vulnerable and IRD, KSDA, DSJE, marginalized sections PRI, ULB’s. marginalized sections SLRTI, Dept of Medium Term (T2) Medium Term (T2) Economics and Creation of databank and hazard, risk & Creation of databank and hazard, risk & statistics, vulnerability mapping at local level. vulnerability mapping at local level. Revenue Recurring / Continuous DDMA, PRIs, ULBs, Recurring / Continuous Climate department(DM),  Sensitization and Public Awareness Federations, Farmers  Sensitization and Public Awareness 3 Change SDMA, KSNDMC,  Capacity building and utilizing traditional organizations, Agri  Capacity building and utilizing Adaptati Agri dept, Horti dept, knowledge to build eco-system. dept, Horti dept, traditional knowledge to build ecosystem. on Animal husbandry, Short Term (T1) Animal husbandry, Short Term (T1) Develop Local (CCA) WRD, Develop Local Adaptation Strategies PWD, WRD, Adaptation Strategies Warehouse Corp, KSPCB, Medium Term (T2) NGOs. Medium Term (T2) Ecology & Forest  Implement various water and soil  Implement various water and soil conservation programmes consistent with conservation programmes consistent anticipated GACC impacts with anticipated GACC impacts  Adaptation and mitigation strategies under  Adaptation and mitigation strategies DM plan for ensuring food security. under DM plan for ensuring food Long Term (T3) security. Long Term (T3)  Sponsor state-specific efforts; support local  Sponsor district-specific efforts; efforts support local efforts  Develop climate resilient infrastructure  Develop climate resilient Implement efficient water management and infrastructure Implement efficient monitoring systems as part of CCA in the water management and monitoring drought prone areas. systems as part of CCA in the  Promote appropriate combinations of Green and drought prone areas. Blue infrastructure approach  Promote appropriate combinations of  Integrate adaptive measures in Green and Blue infrastructure approach  Integrate adaptive measures in social protection programmes for the social protection programmes for the vulnerable groups vulnerable groups.

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Heat Wave RiskReduction This section is based on the NDMA guidelines50 for preparation of Heat-wave Action Plan (HAP) listed in Annexure-I. UnderstandingRisk

Heat Wave Understanding Risk Sub-Thematic Area State Agencies, District and their Responsibilities for DRR State# Responsibility – State District Responsibility- District Revenue Recurring/ Regular Revenue Department (DM), Recurring/ Regular Department  Support for organising training DDMA, UDD, DWSD, ED, PD,  Support for organising training (DM),  Extend technical support EFD, AHD, HD, WCD, PRIs,  Implement technical support SDMA,  Maintaining preventive ULB, KSNDMC, IMD  Maintaining preventive DRD, UDD, measures as per norms measures as per norms DWSD, ED, Short Term (T1) Short Term (T1) Observation PD, EFD,  Vulnerability Assessment  Vulnerability Assessment and Networks, AHD, HD, and Establishing Heat-Health Establishing Heat-Health Information WCD, PRIs, Threshold Temperatures Threshold Temperatures 1 Systems, Research, SLRTI,  Strengthening and maintaining  Strengthening and maintaining Forecasting, Early KSNDMC, monitoring and data logging monitoring and data logging Warning and IMD systems for temperature, systems for temperature, Zoning/ Mapping humidity, etc. required for humidity, etc. required for threshold for heat wave alerts. threshold for heat wave alerts. Medium Term (T2) Medium Term (T2) Establish and maintain Establish and maintain community-based network for community-based network for sharing alerts sharing alerts Long Term (T3) Long Term (T3) Modify or customize warnings Modify or customize warnings according to thresholds suitable according to thresholds suitable for the State for the District

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Revenue Recurring/ Regular Revenue Department(DM), Recurring/ Regular Hazard Risk Department(D  Promote studies, documentation SDMA, EFD, DSJE, PRIs,  Promote studies, documentation and Vulnerability and M), SDMA, and research SLRTI, KSNDMC, KSRSAC, research Capacity EFD, DSJE,  Provide Training & Technical District NRDMS  Provide Training & Technical Assessment PRIs, SLRTI, support support (HRVCA) KSNDMC,  Studies on vulnerabilities and  Studies on vulnerabilities and KSRSAC, capacities covering social, capacities covering social, IMD physical, economic, ecological, physical, economic, ecological, gender, social inclusion and gender, social inclusion and equity aspects equity aspects  Updating HRVCA  Updating HRVCA  Identification and listing of  Identification and listing of Identifying the vulnerable Identifying the vulnerable population/ communities/ population/ settlements communities/settlements  Identification of groups  Identification of groups requiring special attention requiring special attention  The state should coordinate with  Recognize Heat Wave as a the Indian Meteorological major Health Risk. Department (IMD) to develop  Map out the High Risk thresholds as well Communities.  Identifying local  Setting up of Public Cooling academic/research institutes like Places. medical colleges can provide  Issue Heat wave alerts additional useful partners for through different media. coordination Short Term(T1)  Constitute/ strengthen the mechanisms for consultation with experts and stakeholders  Conduct audit of equipment and human resource requirements

50 NDMA Guidelines for Preparation of Action Plan – Prevention and Management of Heat-Wave, 2017

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Heat Wave Understanding Risk Sub-Thematic State Agencies, District and their Responsibilities Area for DRR State# Responsibility – State District Responsibility- District  To disseminate the information Recurring/ Regular Revenue Department(DM), received from IMD to the public Revenue Support for DDMA, EFD, SLRTI, at large Department(DM), organising training PRIs, IMD, KSNDMC, Dissemination SDMA, EFD, Extend technical Health & Family Welfare, 3 of warnings, Short Term (T1) SLRTI, support ULBs, data, and  Create awareness preventive measures PRIs, IMD, Short Term (T1) information  Extensive IEC campaigns to create KSNDMC, Health  Create awareness preventive awareness through print, electronic & Family Welfare measures  Extensive IEC campaigns to and social media create awareness through Medium Term (T2) print, electronic and social Specific messages for highly media vulnerable groups such as elderly, Medium Term (T2) young children, outdoor workers  Specific messages for and slum residents highly vulnerable groups such as elderly, young children, outdoor workers and slum residents

Notes: Every , department or agency of the government – state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

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7.3.2 Inter-Agency Coordination Heat Wave Inter-Agency Coordination Sub-Thematic State Agencies, District and their Responsibilities Area for DRR State# Responsibility – State District Responsibility – District Revenue Revenue Recurring/ Regular Recurring/ Regular Department(D Department(DM)  Preparing state/region-specific Heat  Preparing District-specific Heat Action Plan M) SDMA, SDMA, RD, Overall Action Plan  Team preparation and streamlining coordination RD, DRD, DRD, UDD, 1 disaster  Team preparation and streamlining mechanisms UDD, DWSD, DWSD, ED, PD, governance coordination mechanisms  Ensure the local administration (city/district) can ED, PD, EFD, EFD, AHD, HD,  Ensure the local administration understand and meaningfully use all the heat wave- related AHD, HD, WCD, (city/district) can understand and information from various agencies and health authorities – WCD, PRIs, HFW meaningfully use all the heat wave- state and district Panchayats, related information from various Team preparation and coordination - officials and agencies Health & agencies and health authorities – are well prepared for the heat-wave season Family Welfare central and state  Team preparation and coordination - officials and agencies  Team preparation and coordination - are well prepared for the heat-wave season officials and agencies are well  Technical inputs for implementation based on experience prepared for the heat-wave season from different locations  Technical inputs for implementation  Collaboration with NGOs/CSOs based on experience from different Short Term (T1) locations  Appointing a Nodal Agency and Officer  Collaboration with NGOs/CSOs  Preparing/Adapting Heat Wave Action Plan  Coordinate with IMD regarding  Implementation as per specific conditions in the district forecasts, early warning and alert  Prepare and implement departmental HAPs at the district system based on drought severity level. Short Term (T1) Medium Term (T2)  Appointing a State Nodal Agency and  Develop a clearly defined interagency emergency Officer response plan with roles and information flows clearly  Preparing/Adapting Heat Wave Action marked out Plan Long Term (T3)  Implementation as per specific  Ensuring coherence and mutual reinforcement of DRR, conditions in the state CCA and development Medium Term (T2)  Partnering local institutions with national institutions  Develop a clearly defined / experts interagency emergency response  Adapting HAPs developed in other countries /cities, plan with roles and information monitoring and evaluating implementation and impact on flows clearly marked out mortality and morbidity

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Long Term (T3)  Ensuring coherence and mutual reinforcement of DRR, CCA and development  Partnering local institutions with national institutions / experts  Adapting HAPs developed in other countries /cities, monitoring and evaluating implementation and impact on mortality and morbidity

Revenue Directives/ Advisory on shelters, creating Revenue  Give directives to construct shelters/ sheds, bus stands, Department(D awareness, managing resources, Department(DM) enable access to public parks, water bodies, identify M) SDMA, organizing medical support, DDMA, DRD, vulnerable places DRD, UDD, strengthening hospital preparedness UDD, DWSD, ED,  provide drinking water points at those places and DWSD, ED, Recurring/ Regular PD, FED, AHD, worksites, reschedule school timings, avoid physical activities PD, FED,  Organising and coordinating the HD, WCD, PRD, immediate response  set up awareness camps, reduce power cuts, issue Preparation and AHD, HD, PRIs, advisory for laborers 2  Coordinate with central agencies Response WCD, PRD,  Implement a system of heat alerts to trigger early  Implementing heat action plan PRIs, morning shifts for schools and offices/Rescheduling  Establishing First Aid/ Medical school and office timings during heat-wave season Aid facilities in key locations  To construct cool shelters, bus stands, etc that offer  Identify vulnerable places and shelter from heat wave provide drinking water points at  Departments to prepare contingency HAPs. those places and worksites; also, ORS  Avoiding outdoor games/sports activities  Livestock preparedness during hot weather - ensuring that the livestock has sufficient shade and water on hot days Short Term (T1)  Heat treatment wings in hospitals

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 Establishing medical assistance facilities at places of mass gathering Medium Term (T2)  Implement a system of heat alerts to trigger early morning shifts for schools and offices/Rescheduling school and office timings during heat-wave season To construct cool shelters, bus stands, etc that offer shelter from heatwave

Recurring/ Regular  Implementing heat action plan, Stockpiling of ORS, Revenue Revenue  Issue Heat wave alerts and weather creating Medical posts at places of mass gathering Department(D forecasts on Short/ Medium / Long Department(DM), M), SDMA, DDMA, RD, DRD,  Deployment of Rapid Medical Response Teams range duration RD, DRD, UDD, DWSD, ED,  Specific health care for vulnerable groups Warnings,  Public awareness and community UDD, DWSD, PD, EFD, AHD,  Take necessary measures, wherever applicable 3 Information, outreach ED, PD, EFD, HD, WCD, PRD,  Extensive IEC campaigns to create awareness Data  Coordinating the dissemination AHD, HD, of warnings to all, down to the PRIs, Department through print, electronic and social media WCD, PRD, last mile – remote, rural or urban; of Health, Dept of  Collecting Data /Information and documentation for PRIs Regular updates to people in Women and Child, review/update the plan Department of areas at risk NGOs,  Promote cool roofs and heat reducing integrated Health, Dept of  Follow the alerts/warning development plans Improving the forest coverage Women and  “Do's-and-Don’ts” during a heat and green areas Child, wave should be available in local languages and disseminated through media. Short Term (T1)  Collecting Data/Information necessary for review/update of the plan

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7.3.3 Investing in DRR – Structural Measures Heat Wave Structural Measures State Agencies, District and their Responsibilities Sub-Thematic Area for State# Responsibility – State District Responsibility – District DRR Short Term (T1) Short Term (T1) Revenue Revenue  Directive to promote cool  Directive to promote cool roofs and heat Department(DM), Department(DM), roofs and heat reducing reducing integrated development SDMA, PWD, SDMA, PWD, integrated development  Strengthening/mainstreaming the network Housing Agencies, Housing Agencies,  Strengthening/mainstreami medical assistance facilities Forest Dept., ng the network medical Forest Dept.,  Temperature forecasts and heat alerts will PRIs, KHB, PRIs, KHB, 1 Heat wave shelters and assistance facilities be sent as bulk messages on mobile Health & Health & Family other measures  Temperature forecasts phones, local electronic media Family Welfare Welfare, ULBs, and heat alerts will be  Electronic screens at busy traffic PRIs sent as bulk messages on intersections and marketplaces mobile phones, local  Effective transportation electronic media  Promote cool roofs and heat reducing  Electronic screens at integrated development busy traffic  Afforestation and mass plantation intersections and  Prevention of forest fire and control marketplaces measures  Effective transportation   Promote cool roofs and heat reducing integrated development Short Term (T1)  Promote cool roofs technology Revenue  Technical support for Revenue  Constructing heat resistant buildings in social 2 Social Housing Schemes Department(DM) incorporation of protection Department(DM) housing schemes SDMA, EFD, from heat wave in multi- DDMA, EFD,  Planning for heat resilience infrastructure PRIs, hazard resistant housing PRIs, DRDA,  Promote and implementation of mixed use of DRDA, schemes KHB, RGHC and planning adopted in heat wave affected cities KHB,  Ensure incorporation of all housing  Heat appropriate planning of new buildings in RGHC and protection from heat wave in agencies, urban and rural areas all housing multi-hazard resistant Department of  Ensure capacity building of structural agencies features in the planning and Forest engineers, civil engineers and architects for execution of social housing construction of green building, maintenance schemes in heat wave prone and fire safety of the structures areas

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Hazard resistant Revenue Recurring/ Revenue Recurring/ Regular 3 construction, department(DM), Regular department(DM), strengthening, and Retrofitting of existing public SDMA, EFD, DDMA, EFD, retrofitting of all lifeline  Collaboration with technical buildings to make them heat resistant. PRIs, KHB, PRIs, KHB, structures and critical agencies and implementation PWD, PWD, infrastructure  Implementations of latest National Building Code of India 2016 Part IV “Fire & Life Safety” in the their building bye-laws.

Notes: Every, department or agency of the government – state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

7.3.4 Investing in DRR – Non-Structural Measures Heat Wave Non-Structural Measures Sub- State Agencies, District and their Responsibilities Thematic # Area for State Responsibility – State District Responsibility – District DRR Revenue Department(DM),  Laws and Regulations DDMA,  Implement proper building by-laws, Forest Dept., SDMA, PRIs,  Guidance and Support PRIs, ULBs, Forest building codes and energy efficient building Techno- UDD, DRD, to district Dept., plans and structures. 1 Legal administrations  Promote green building concepts. regimes  Institutional  Institutional arrangements arrangements  Improving the forest coverage and  Improving the green areas forest coverage  Promote use of building materials and green areas that provide protection from heat  Promote use of  Promote designs to reduce heat island building effects in urban areas materials that  Facilitate integrated development provide plans that can cope better with protection from heat-waves heat

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 Promote designs to reduce heat island effects in urban areas  Facilitate integrated development plans that can cope better with heat-waves

Notes: (#) Every , department or agency of the government – state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

7.3.5 Capacity Development Heat Wave Capacity Development Sub-Thematic Area for State Agencies, District and their DRR Responsibilities State# Responsibility – State District Responsibility – District Revenue  Train key officials regarding pre, Revenue  Develop training module and Training Department(DM during and post heat-wave season Department(DM), conduct proper training ), SDMA, ATI- activities DDMA, ATI-CDM, programme for different CDM, DRD,  Training for surveillance DRD, UDD, DWSD, stakeholders 1 UDD, DWSD,  Training for deployment of Rapid ED, PD, EFD, AHD,  Heat wave management should be ED, PD, EFD, Medical Response Teams HD, WCD, added in school curriculum to AHD, HD,  Training on heat-wave specific health ULB, DDMA, Education sensitize school children and local WCD, care for vulnerable groups Institutions, NGOs, people PRIs, ULB,  Training and orientation programs for PWD  Conduct capacity building and DDMA, govt. staff, and other direct training programme as per Department of stakeholders Training for youth domain and expertise of Education, Health through NCC, NYKS, Scouts and department & Family Welfare Guides and NSS  Capacity building of structural engineers, civil engineers and architects for construction of green building, maintenance and fire safety of the structures  Long term mitigation measures

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construction of green building, environment and building code related to heat wave risk mitigation

Revenue Department(DM), Inclusion of heat wave and similar Revenue Inclusion of heat wave and similar DDMA, ATI-issues in various curriculum Department(DM), issues in various curriculum 2 Curriculum CDM, ED, DDMA, ATI-CDM, ED Development SLRTI,

 Create awareness, alertness and Revenue Awareness Generation  Promoting awareness, alertness and preparedness Revenue Department(DM)S preparedness  Support network of civil society Department( DMA, UDD, RD,  Promote network of civil society organizations for awareness DM)SDMA, HD, Information & organizations for awareness generation generation about coping with heat UDD, RD, Public relations about coping with heat wave wave HD, dept. PRIs, ULBs 3  Training programs for public,  Training programs for Information Panchayats/ULBs public, Panchayats/ULBs & Public  Carry out mass media campaigns in heat-  Carry out mass media campaigns relations wave prone areas in heat-wave prone areas dept.  Create awareness of coping with heat  Create awareness on coping wave and HAP methods with heat wave  Promoting the planning and execution  Promoting the planning and Revenue Revenue of emergency drills execution of emergency drills Department(DM Department(DM) Mock Drills/ Exercises  Identify and resolve communication  Identify and resolve 4 ) SDMA, UDD, SDMA, UDD, RD, gaps between participating communication gaps between RD, SDRF, KSF&ES, departments, partners and the public participating departments, partners SDRF, F&ES, Civil Defense, Police  Joint execution of emergency drills and the public Civil Defense, with local bodies to address heat-wave  Joint execution of emergency drills Police emergencies in relevant areas with local bodies to address heat-  Conduct training programmes wave emergencies in relevant areas  Conduct training programmes

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 Promoting skill development for -  Conduct skill development for - Revenue hazard resistant construction with hazard resistant construction with Vocational Revenue Department(DM), 5 emphasis on protection from heat in emphasis on protection from heat Training/ Skill Department( DDMA, RD, SLSDA heat-wave prone areas for different in heat-wave prone areas for development DM), SDMA, types of housing and infrastructure different types of housing and RD, SLSDA  Conduct training programmes infrastructure  Creating ToT teams for different  Conduct training programmes trades  Creating ToT teams for different relevant to heat-wave protection in the trades relevant to heat-wave construction of different types of protection in the construction of housing and infrastructure different types of housing and infrastructure Empowering women,  Promote to addressing heat  Promote to addressing DSJE, Dept of marginalized wave emergencies in relevant DMD, SDMA, heat wave emergencies in 6 women and child, communities, SC/ST, areas SIDM,DSJE, relevant areas Commissionerate and persons with  Promote gender sensitive and Panchayats, ULBs,  Promote gender sensitive and of disabilities, SC disabilities equitable approaches for awareness DDMA equitable approaches for awareness and ST raising raising commission.

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7.3.6 Climate Change Risk Management Heat Wave Climate Change Risk Management State Agencies, District and their Sub-Thematic Area for Responsibilities DRR State# Responsibility – State District Responsibility – District Revenue Recurring/ Continuous Revenue Recurring/ Continuous Department(D  Support and coordination to GACC Department(DM),  Support and coordination to GACC M), SDMA, impact scenarios relevant for DDMA, UDD, impact scenarios relevant for UDD, RDD, occurrence of heat wave RDD, HD, occurrence of heat wave at district HD, SLRTI,  Research on local threshold SLRTI, level Research, Forecasting, KSNDMC, and climate change adaptation KSNDMC, IMD,  Research on local threshold Early Warning, Data IMD, Health  Improving the KSRSAC, ATI- and climate change Management, Zoning, and family dissemination information CDM, DTIs, adaptation Mapping welfare, on of GACC and adaptation Agriculture  Improving the dissemination Animal Medium Term (T2) universities, information on of GACC and husbandry,  Adopt Database management system Health and family adaptation Agriculture relating to Heat Wave & welfare, Animal Medium Term (T2) dept, climate change husbandry,  Adopt Database management KSRSAC, Agriculture dept. system ATI-CDM relating to Heat Wave & climate change Recurring/ Continuous Revenue  Develop Vulnerability map. Incorporate updated info on GACC Department(DM),  Sensitize vulnerable population in HRVCA while preparing or DDMA, ULBs, PRIs, about heat wave and its Revenue periodic revision of DM plans HD, SLRTI, KSNDMC detrimental impacts Department(DM), Short Term (T1)  Public announcement and /or SDMA, UDD,  Assess heat wave risk and distribution of pamphlets about RDD, HD, SLRTI, vulnerability due to the do’s and don’ts issued by the Hazard Risk Vulnerability MSJE, KSNDMC, GACC department of Health and family and Capacity Assessment welfare and DDMA Fisheries dept,  Update heat-wave vulnerability maps (HRVCA)  Capacity building of health care Health and family based on projected GACC impacts service providers (Doctor, Nurses, welfare, Animal Medium Term (T2)  Assess GACC risks of vulnerable Pharmacist and health workers) husbandry, and marginalized sections about diagnosis and management Agriculture dept,  Provide technical support and of heat related illness guidance for comprehensive HRVCA  Mapping of vulnerable pockets in considering the district GACC impacts

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Revenue Short Term (T1) Recurring/ Continuous Department(D  Prepare district and local action Climate Change  Sensitization and awareness creation M), SDMA, plans to reduce climate change Adaptation (CCA)  Support national CCA efforts Health Dept., extremities  Coordination with central agencies DDMA,  Take up DRR measures for CCA Panchayats, ULBs  Sponsor and promote state- specific efforts and local efforts Develop local adaptation strategies for GACC mitigation and and pilot projects adaptation Medium Term (T2) Short Term (T1) Sponsor and promote state- Develop local adaptation strategies specific efforts and local efforts and pilot projects Long Term (T3) Medium Term (T2)  Promote appropriate combinations Sponsor and promote state- of Green and Blue infrastructure specific efforts and local efforts approach Long Term (T3)  Integrate adaptive measures in  Implementation of GACC social protection programmes for adaptation programs the vulnerable groups  Promote appropriate combinations  Implementation of GACC of Green and Blue infrastructure adaptation programs. approach  Integrate adaptive measures insocial protection programmes for the vulnerable groups

Notes: Every, department or agency of the government – state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

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Hailstorm, Cloudburst

Note: Unlike other sub-sections, the matrix given here has a simpler format. Cloudbursts and Hailstorms State/District Agencies and their Responsibilities Thematic Area for State Responsibility – State District Responsibility – District DRR Revenue Recurring/ Regular (RR) DDMA, UDD, ULBs, Recurring/ Regular (RR) department(DM),  Compile and maintain data on PRIs- All development  Compile and maintain data on events SDMA, KSNDMC, events like cloud bursts and departments coming like cloud bursts and hailstorms – mines and geology, hailstorms – location, event under ZP. location, event information, impacts, KSRSAC, PWD, information, impacts, etc. etc. Agriculture and horticulture dept, Short Term (T1) Short Term (T1) Animal husbandry,  Identify settlements located on  Identify settlements located on sites Forest and environment sites prone to landslides/ unstable prone to landslides/ unstable slope dept, Rural development slope particularly Kodagu and particularly Kodagu and western ghats 7.4.1 Understanding dept, SLRTI, Water western ghats  Prepare list of settlements and Risk Resource Dept  Prepare list of settlements and households facing very high risk households facing very high risk  Mapping of safer and unsafe areas  Mapping landslide-prone areas and identification of unsafe Medium Term (T2) sites for human settlements  Landslide Hazard Zonation (LHZ) for Kodagu and western ghats using Medium Term (T2) different kinds of spatial data (aerial  Landslide Hazard Zonation (LHZ) photographs, satellite imagery) for Kodagu and western ghats employing the technological using different kinds of spatial data improvements in remote sensing that

(aerial photographs, satellite greatly improve the mapping accuracy imagery) employing the  Amalgamation of local/indigenous technological improvements in knowledge of landslide-prone areas remote sensing that greatly particularly Kodagu and western ghats improve the mapping accuracy and technical expertise to prevent and  and related losses, especially mitigate landslides crop losses  Inventory of areas that experienced hailstorm episodes and related losses, especially crop losses

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Revenue Recurring/ Regular DDMA,UDD, ULBs, Recurring/ Regular department(DM),  Preparation and implementation PRIs- All development  Preparation and implementation of 7.4.2 Inter- SDMA, KSNDMC, of DM plans and ensure the departments coming DM plans and ensure the Agency mines and geology, functioning of agencies with under ZP. functioning of agencies with DM Coordination KSRSAC, PWD, DM tasks tasks Agriculture and  All aspects of disaster risk  All aspects of disaster risk

horticulture dept, management and mainstreaming management and mainstreaming Animal husbandry, DRR DRR Forest and environment dept, Rural development dept, SLRTI, Water Resource Dept  Ensuring coherence and mutual  Ensuring coherence and reinforcement of DRR, CCA and mutual reinforcement of development DRR, CCA and  Organising and coordinating the development immediate response  Organising and coordinating  Coordinate with central agencies the immediate response  Coordinating the dissemination of  Coordinate with state agencies warnings to all, down to the last  Coordinating the dissemination of mile – remote, rural or urban; warnings to all, down to the last mile – Regular updates to people in areas remote, rural or urban; Regular updates at risk to people in areas at risk  Coordination among state  Coordination among district, state agencies for ensuring updated agencies including NGOs for norms/ codes and their ensuring updated norms/ codes and implementation, enforcement and their implementation, enforcement  monitoring and monitoring

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Revenue  Undertake slope stabilization DDMA, Dept of Mines  Undertake slope stabilization measures department(DM), measures on a regular basis and geology, ULBs, on a regular basis SDMA, PWD, Housing  Integrated approach to slope PRIs- All development  Integrated approach to slope board, Social housing stabilization combining departments coming stabilization combining 7.4.3 Investing in agencies, forest and bioengineering (plants, trees) and under ZP. bioengineering (plants, trees) and DRR – ecology dept, water mechanical structures for slope mechanical structures for slope Structural resource dept, SLRTI, stabilisation stabilisation Measures UDD, Water resource  Develop additional drainage for  Develop additional drainage for quick dept, Dept of Mines and quick and safe flow of storm and safe flow of storm water geology, GSI water  Repair and maintain natural Repair and maintain natural drainage drainage systems, rivulets, etc. to systems, rivulets, etc. to ensure ensure unhindered flow of storm unhindered flow of storm water water

Chemical (Industrial) Disasters Risk Reduction UnderstandingRisk

Chemical (Industrial) Disasters Understanding Risk Sub-Thematic Area for State Agencies, District and their Responsibilities DRR State Responsibility – State District Responsibility – District Revenue Short Term (T1) DDMA, Recurring/ Regular Department(DM);SDMA; Chemical Accident Information ReportingSystem District level offices Support and coordination KSPCB; Dept of factories Information on dealing with HAZCHEM of Dept of factories boilers, industries and health Medium Term(T2) boilers, industries KSPCB to initiate research and safety.  Research on effective management of HAZCHEM and health safety, maintain information on polluting Information Systems and Long Term (T3) KSPCB industries Research  Implement research and studies – both in-house and extra-mural by providing research grants to researchers Dept of factories and boilers to 1 and institutions upkeep profile of hazardous  Support R&D for indigenous manufacture of quality accident factories (MaH) personal protection equipment most of which are currently imported Undertake regular action research  Studies on improving occupational safety on MaH units and disasters

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KSPCB, Factories & Biolers, Medium Term (T2) Revenue Medium Term (T2) Fire & Emergency Services, Industrial zones on basis of hazard potential and Department, Industrial zones on basis of hazard 2 Zoning/ Mapping KIADB, Labour department, effective disaster management for worst DDMA, KSPCB, potential and effective disaster case scenarios Factories & Biolers, management for worst Carry out the mapping and related studies in Labour department, case scenarios collaboration with central agencies/ technical ULBs, PRIs, Carry out the mapping and related organizations studies in collaboration with district agencies

KSPCB; Dept of factories Recurring/ Regular Monitoring compliance DDMA, Recurring/ Regular boilers, industries and health with safety norms for HAZCHEM and proper disposal District level offices Monitoring compliance with safety 3 Monitoring safety. of hazardous waste of Dept of factories norms for HAZCHEM and proper boilers, industries disposal of hazardous and health safety, waste KSPCB, ULBs, PRIs

KSPCB; Dept of factories Recurring/ Regular DDMA, Recurring/ Regular boilers, industries and health  Promote studies, documentation and research District level offices Undertake HRVCA as part of Hazard Risk safety, SDMA  Studies on vulnerabilities and capacities covering of Dept of factories preparing and periodic revision of Vulnerability and social, physical, economic, ecological, gender, boilers, industries DM plans (on site and off site plans) 4 Capacity Assessment social inclusion and equity aspects and health safety, Short Term (T1) (HRVCA)  Provide technical support and guidance for KSPCB, ULBs, PRIs Constitute/ strengthen the comprehensive HRVCA mechanisms for consultation with experts and stakeholders

7.5.2 Inter-Agency Coordination Chemical (Industrial) Disasters Inter-Agency Coordination Sub-Thematic State Agencies, District and their Responsibilities Area for DRR State Responsibility – State District Responsibility – District Revenue Department(DM), Recurring/ Regular DDMA, PRIs, ULBs, Recurring/ Regular Overall disaster SDMA, KSPCB, Dept of factories Providing coordination, technical inputs, and IBTA, District level Preparation and implementation of DM 1 governance boilers, industries and health support offices of Dept of plans (on site and off site plans) and

safety, SDMA factories boilers, ensure the functioning of agencies with  Preparation and implementation of state plan for industries and health chemical (Industrial)disasters and ensure the safety,KSPCB, DM tasks functioning of agencies with DM tasks Hazardous Industries, All aspects of disaster risk management  All aspects of disaster risk management and Labour dept, Health and mainstreaming DRR mainstreaming DRR dept.

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Conduct mock drill plans for all MaH units in the districts

Ensure safety of the workers through regular medical checkup, first aid training.

Revenue Department (DM), Recurring/ Regular DDMA, Fire & Recurring/ Regular 2 Response SDMA, KSPCB,KSFES, Police, Organising and coordinating central assistance Emergency, SDRF, Organising and coordinating the

Home guards, Health & Family Pre-identify all agencies including private police, District level immediate response welfare department; Dept of industries and associations as part of response offices of Dept of Coordinate with State agencies factories boilers, industries and system for effective evacuation, relief and factories boilers, Pre-identify all agencies including private health safety, Pvt and govt. rehabilitation. industries and health industries and associations as part of industries and associations safety; Health dept, Pvt response system for effective evacuation, and govt. industries relief and rehabilitation. and associations

Recurring/ Regular DDMA,DEOC, Effective coordination and seamless Warnings, Revenue Department(DM), Effective coordination and seamless PRIs, ULBs, Factories communication among state agencies to 3 Information, Data SDMA, SEOC, KSPCB, communication among central and state agencies & Biolers, Labour ensure quick, clear, effective Factories & Biolers, Labour to ensure quick, clear, effective department,Fire & dissemination of warnings, information department,Fire & Emergency dissemination of warnings, information and Emergency Services, and dataCoordinating the dissemination of Services, Information & Public data Information & Public warnings to all, down to the last mile – Relations Relations remote, rural or urban; Regular updates to people in areas at risk Revenue Department(DM), Recurring/ Regular Coordination Recurring/ Regular Non-structural SDMA, Factories & Biolers, among central and state agencies for DDMA, Panchayats, Coordination among state agencies for 4 measures Labour department , a) revised/ updated rules, norms ULBs, IBTA ensuring updated norms/codes and their Department of Parliamentary b) adoption of new/updated standards, implementation, enforcement and Affairs & Legislation c)enact/amend laws, bye-laws, regulations and monitoring d) adopt/ review policies a) revised/ updated rules, norms e) Regular training and awareness program. b) adoption of new/updated standards, c)enact/amend laws, bye-laws, regulations and d) adopt/ review policies e) Regular training and awareness program

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7.5.3 Investing in DRR – Structural Measures Chemical (Industrial) Disasters Structural Measures State Agencies, District and their Responsibilities Sub-Thematic Area for State Responsibility – State District Responsibility – District DRR 1  Shelters, evacuation, and Revenue DDMA, PRIs, ULBs, KSFES, Short Term (T1) support facilities Department(DM), Recurring/ Regular Factories & Biolers  Identification of shelters with basic facilities like  Multiple routes for reliable SDMA, Technical support drinking water and first aid for chemical exposure access and escape KSFES, Factories &  Ensuring water storage facilities and sources for  Biolers Short Term (T1) waterfor accident containment and firefighting  Decontamination facilities  Identification of shelters operations with basic facilities like  Medium Term (T2) drinking water and first  Providing wide roads and multiple routes in the aid for chemical industrial area to allow quick access by first responders exposure and to ensure escape pathways  Ensuring water storage Establish decontamination facilities for off-site facilities and sources for emergencies of MAH units waterfor accident containment and firefighting operations  Medium Term (T2)  Providing wide roads and multiple routes in the industrial area to allow quick access by first responders and to ensure escape pathways Establish decontamination facilities for off-site emergencies of MAH units

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7.5.4 Investing in DRR – Non-Structural Measures Chemical (Industrial) Disasters Non-Structural Measures Sub-Thematic Area State Agencies, District and their Responsibilities for DRR State Responsibility – State District Responsibility – District Medium Term (T2) Revenue Department(DM), Medium Term (T2) DDMA, KSPCB, PRIs, Empower factory inspectorates to take legal actions  Laws Regulations, SDMA, KSPCB, Forest &  Strengthen rules, regulations, ULBs, for non compliance of MSIHC Rules Techno-Legal regimes Ecology, Factories & Biolers, laws particularly of land use and IBTA, Factories &  Enforcement, KMC, Commerce & Industry, siting of hazardous industries. Boilers, KMC, Review rules to grant compensation to chemical Compliance and KIADB  Formulate/ strengthen rules, Commerce & Industry, accident victims to improve them in favor of Monitoring norms, and laws such as KIADB victims  Institutional factories rules consistent with  1 Arrangements that of ensuring greater safety in  Strengthen the conduct of safety audits and hazardous industries and to enforcement of disaster prevention norms reduce likelihood of disasters   Review land use norms for the siting of hazardous industries  Amend land use norms to ensure greater safety and to ensure buffer zones without human settlements in close proximity of hazardous industries  Revenue Department(DM), Medium Term (T2) DDMA, IBTA, Medium Term (T2) SDMA, Commerce & Industry  Promote private participation in Commerce & Industry  Support private participation in off-site disaster Private Sector, Factories & off-site disaster management Private Sector, management facilities 2 Public Private Biolers, Commerce & Industry, facilities Provide legal support Factories & Biolers, Provide legal support for Mutual Assistance Partnerships KIADB, ASSOCHAM, FICCI, for Mutual Assistance Groups Commerce & Industry, Groups among industries within clusters CII, AIAI among industries within clusters KIADB, ASSOCHAM, Encourage and support private participation in  Encourage private participation FICCI, CII, AIAI enhancing off-site disaster response and Risk in enhancing off-site disaster Management response and Risk  Management

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7.5..5 Capacity Development Chemical (Industrial) Disasters Capacity Development Sub-Thematic State Agencies, District and their Responsibilities Area for DRR State Responsibility – State District Responsibility – District Revenue Department(DM), Recurring/ Regular Training and Recurring/ Regular SDMA, Factories & Boilers, orientation programs on management and disposal DDMA ,DTIs, KSPCB, Training and orientation programs for govt. staff, ATI-CDM, KSFE&S, of HAZCHEM IBTA, KSFE&S, and other direct stakeholders such as industrial Training KMC,KSPCB, SDRF, Police & Short Term (T1) Incorporating disaster KMC,KSPCB, SDRF, labors, neighborhoods etc. Home guards response, search and rescue in the training programs Police & Home guards, Short Term (T1) 1 of youth such PRIs, ULBs, Incorporating disaster response, search and as NSS, NYS, Scouts and Guides, and NSS rescue in in the training programs of youth such as village volunteers, civil society, village/ward level leaders Education Department, Recurring/ Regular Education Institutions Recurring/ Regular Curriculum Technical Institutions, Promote inclusion of more specializations and Add more specializations and electives on 2 Developme Universities, KMC, IBTA, electives on HAZCHEM and chemical disaster HAZCHEM and chemical disaster management nt Research Institutions, Health Management Short Term (T1) department, State Education Short Term (T1) Implement the recommendations of reviews in all Board  Review and address gaps in medical education at different levels with respect to emergency medical educational institutions in the district response  Review the specialization needs in the area of dealing with victims of chemicaldisasters Review and take steps to improve the facilities required to treat victims of chemicaldisasters Short Term (T1) Introducing basic DM concepts and precautions related to HAZCHEM

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Chemical (Industrial) Disasters Capacity Development Sub-Thematic Area for State Agencies, District and their Responsibilities DRR State Responsibility – State District Responsibility – District Short Term (T1) DDMA, KSFE&S, Medium Term (T2) Revenue Department(DM), Carry out mass media campaigns Factories & Biolers, Civil Promote attitude and behavior change in the SDMA, KSFE&S, Factories & Promote culture of disaster risk Defence, SDRF, Police, awareness campaigns/IEC Biolers, Civil Defence, SDRF, prevention, mitigation, and better DTIs, Information & Promote use of insurance/ risk transfer risk management Police, ATI-CDM, Information & Public Relations  Strengthening network of civil society  Promote attitude and behavior Public Relations change in the awareness organizations for awareness generation campaigns/IEC about DRR and DM Awareness Generation Medium Term (T2)  Focus on safety and compliance with SOP at 3  Promote use of insurance/ risk workplace for workers transfer  Information on safety, care and protection of  Promote Community Radio disaster-affected animals  Strengthening network of civil society organizations for awareness generation about DRR and DM  Focus on safety and compliance with SOP at workplace for workers Revenue Department(DM), Recurring/ Regular DDMA, KSFE&S, Recurring/ Regular Mock Drills/ Exercises SDMA, KSFE&S, Factories & Promoting the planning and Factories & Biolers, Civil Joint planning and execution of emergency 4 Biolers, Civil Defence, SDRF, execution of emergency drills in all Defence, SDRF, Police, drill in coordination with Govt. agencies, Police, Home guards the departments and hazardous Home guards, PRIs, ULBs hazardous industries and community industries Revenue Department(DM), Recurring/ Regular Recurring/ Regular Empowering women, SDMA, Women & Child Incorporating gender sensitive and DMD, SDMA, SIDM, Integrate gender sensitive and equitable 5 marginalised, and Developmet, DWDSC, Labour equitable approaches in capacity ATI, SLRTI, DDMA, approaches in capacity development persons with disabilities department, Dept of social welfare development covering all aspects of Panchayats, ULBs, IBTA, covering all aspects of disaster management Labour department, Dept disaster management at the district, and of social welfare local levels Recurring/ Regular Recurring/ Regular  Strengthen ability of communities to Revenue Department(DM), Guidance and Support Community-Based manage and cope with disasters based on a SDMA, Forest & Ecology, ATI- Strengthen ability of communities to multi-hazard approach Disaster Management 6 CDM, Factory and Boilers. manage and cope with disasters DDMA,DTIs  Training for panchayat, SHG, NCC,NSS, based on a multi-hazard approach PRIs, ULBs, IBTA Youth, local community organizations Formation of CBDM teams Notes: (#) Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context. (*) The ministry, department or agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting role.

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Fire Risk Reduction Note: Unlike other sub-sections, the focus of the matrix for fire risk mitigation is on Fire and Emergency Services and, therefore, it is in a different format. Fire Thematic Area State Agencies, District and their for DRR Responsibilities State Responsibility – State District Responsibility – District KSF&ES, Short Term (T1) KSF&ES, DDMA, Short Term (T1) Police, Home  Applying the classification ULBs, PRIs,  Identify fire vulnerabilities in the guards & Civil system for hazardous industries Police, Home district. Defence, in rural and urban areas based guards & Civil  KSF&ES will assess fire risks in the Factories & on norms laid down by the Defence, Factories districts, taluks and villages. Boilers, Forest SFAC for fire services & Boilers, PWD,  KSF&ES will 1 Understanding Dept, PWD,  Vulnerability analysis of Private industries.  Applying the classification system for Risk Private densely population clusters hazardous industries in rural and urban industries. prone to high risk of fire areas based on norms laid down by the  Technical support SFAC for fire services Medium Term (T2)  Vulnerability analysis of densely  Mapping of hazardous sites that population clusters and forest areas pose fire and explosion risks prone to high risk of fire  Assess and fix the requirement  Technical support of equipment and manpower Medium Term (T2)  Identifying areas prone to forest  Mapping of hazardous sites that pose fires and take preventive fire and explosion risks measures  Assess and fix the requirement of equipment and manpower Identifying areas prone to forest fires and take preventive measures

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Medium Term (T2) DDMA, KSF&ES, RD, Medium Term (T2)  Identify the gaps in existing PRIs, ULB,  Identify the gaps in existing Revenue capabilities, equipment, ATI(CDM), DTIs, capabilities, equipment, department(DM), infrastructure, and human PWD, Private infrastructure, and human resources SDMA, KSF&ES, resources industries.  Address the capability gaps – Capacity SLRTI,  Address the capability gaps human, institutional, infrastructure, 2 Development ATI(CDM), – human, institutional, equipment, personal protective PWD, Private infrastructure, equipment, equipment industries. personal protective  Action plan for modernization and equipment meeting future needs  Action plan for modernization  Strengthening and standardizing and meeting future needs response mechanisms  Strengthening and  Proper scaling of equipment standardizing response  Technical support mechanisms  Every district have fire HAZMAT Van,  Proper scaling of equipment BA Van  Technical support Long Term (T3) Long Term (T3)  Procurement of equipment for  Procurement of equipment for firefighting, urban search and firefighting, urban search and rescue as rescue as per the requirement per the requirement  Establish fire stations/ posts up  Establish fire stations/ posts up to the to the sub- divisional level to sub- divisional level to the block level the block level  Enhance the multi hazard response  Enhance the multi hazard capabilities considering local hazards response capabilities and considering local hazards and Vulnerabilities vulnerabilities

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KSF&ES,  Enforcement of Fire Safety KSF&ES, DDMA,  Enforcement of Fire Safety Rules and Police, Home guards Rules and Regulation ULBs, PRIs, Police, Regulation & Civil Defense,  Provide Support Home guards & Civil  Provide Support Investing in DRR Factories & Boilers, Frame model rules, laws, guidelines Defense, Factories & Recurring/ Regular – Non-Structural Forest Dept, PWD, Recurring/ Regular Boilers, PWD, Private  Strict implementation and Measures Private industries.  Strict implementation and industries. strengthening of fire safety rules strengthening of fire safety  Strict procedures for fire safety 3 rules certification should be followed before  Strict procedures for fire safety issuing building use permissions certification should be followed  Ensure frequent inspection for fire before issuing building use safety system and equipment in permissions public utilities  Ensure frequent inspection Short Term (T1) for fire safety system and  Implementation of Institutional equipment in public utilities reform and major changes in Short Term (T1) organizational set up  Enactment of Fire Act and other legal measures as per recommendations of SFAC and other official bodies  Institutional reform and major changes in organizational set up  Legal regime for mandatory fire clearance from F&ES for different types of buildings, colonies, industries and other installations

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KSF&ES, SDMA, Recurring/ Regular KSF&ES, DDMA, ATI, Recurring/ Regular ATI, CDM,  Promoting culture of CDM,  Promoting culture of awareness, Awareness Civ. Def, awareness, alertness and Civ.Def, ULBs, PRIs, alertness and preparedness 4 Generation Environment & preparedness Environment & Forest  Awareness generation programs for Forest dept.  Awareness generation dept. Factories & public, utilities, ULBs, PRIs, and Factories & programs for public, utilities, Boilers, Tribal Welfare industries Boilers, Tribal ULBs, PRIs, and industries dpt. Commerce & IEC materials and ensure wider Welfare dept,  IEC materials and ensure wider Industries, Educational disseminate to general public through Commerce & disseminate to general public Institutions, PWD, all medium Industries, Dept. of through all medium Private industries. Create awareness and conduct on-site Education, PWD, and off-site mock drills Private industries. Information on safety, care and protection of disaster-affected animals  Information on safety, care and protection of disaster- affected animals Revenue dept (DM), Basic training on DDMA, KSF&ES, Basic training on disaster SDMA, KSF&ES, disaster management DTIs, SDRF, PRIs, management 5 Training ATI-CDM, Training of Trainers (ToT) ULBs, Factories & Training of Trainers (ToT) programs on SDRF, programs on various aspects Boilers, PWD, various aspects such as firefighting, Factories & such as firefighting, managing Private industries. managing collapsed Boilers, PWD, collapsed structure, and search and rescue Private structure, and search and rescue Recurring/ Regular industries. Recurring/ Regular  Basic training on disaster management  Basic training on disaster  Training programs on various aspects management such as firefighting, managing collapsed  Training of Trainers (ToT) structure, and search and rescue programs on various aspects  Skill training on fire safety such as firefighting,  Conduct mock drills on high rise managing collapsed structure, buildings

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and search and rescue

All departments and Recurring/ Regular All departments and Recurring/ Regular 6 Risk Transfer agencies responsible Encourage multi-hazard agencies responsible for Encourage multi-hazard insurance for life for ensuring risk insurance for life and property of ensuring risk transfer, and property of the people transfer, Insurance the people Insurance Companies Companies

Notes: Every department or agency of the government –state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

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Chapter - 8 Preparedness and Response Background Response measures are those taken immediately after receiving early warning from the relevant authority or in anticipation of an impending disaster, or immediately after the occurrence of an event without any warning. The primary goal of response to a disaster is saving lives, protecting property, environment, and meeting basic needs of human and other living beings after the disaster. Its focus is on rescuing those affected and those likely to be affected by the disaster. The UNISDR (2016) defines response as: Actions taken directly before, during or immediately after a disaster in order to save lives, reduce health impacts, ensure public safety and meet the basic subsistence needs of the people affected. Disaster response is predominantly focused on immediate and short-term needs and is sometimes called disaster relief. Effective, efficient and timely response relies on disaster risk-informed preparedness measures, including the development of the response capacities of individuals, communities, organizations, countries and the international community. The institutional elements of response often include the provision of emergency services and public assistance by public and private sectors and community sectors, as well as community and volunteer participation. “Emergency services” are a critical set of specialized agencies that have specific responsibilities in serving and protecting people and property in emergency and disaster situations. They include civil protection authorities and police and fire services, among many others. The division between the response stage and the subsequent recovery stage is not clear- cut. Some response actions, such as the supply of temporary housing and water supplies, may extend well into the recovery stage.

National Early Warning System Central Agencies Designated for Natural Hazard-Specific Early Warnings The GoI has designated specific agencies (Table 4-1) to monitor the onset of different natural disasters, set up adequate Early Warning Systems (EWS), and disseminate necessary warnings/ alerts regarding any impending hazard, for all those hazards where early warning and monitoring is possible with the currently available technologies and methods. These agencies provide inputs to the MHA, which will issue alerts and warnings through various communication channels. The agencies responsible for EWS will maintain equipment in proper functioning order and conduct simulation drills to test their efficacy. Central Agencies Designated for Natural Hazard-Specific Early Warnings SN Hazard Ministry Agency 1 MoES India Meteorological Department (IMD) Regional Specialized Meteorological Centre (RSMC) and Cyclone Tropical Cyclone Warning Centres (TCWC) for different regions 2 MoAFW Central Drought Relief Commissioner (CDRC) and Drought Crop Weather Watch Group (CWWG) 3 Earthquake MoES India Meteorological Department (IMD) 4 Epidemics MoHFW Ministry of Health and Family Welfare (MoHFW) 5 Floods MoWR Central Water Commission (CWC) 6 Heat Wave MoES India Meteorological Department (IMD) 7 Landslides MoM Geological Survey of India (GSI) 8 MoES India National Centre for Oceanic Information Tsunami Services (INCOIS)

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Emergency Functions and the Responsibilities: Centre, State and District While there are disaster-specific aspects to the post-disaster response, the emergency functions are broadly common to all disasters and there are specific ministries, departments, or agencies that can provide that emergency response. Besides, very often, there are multiple hazards and secondary disasters that follow a major disaster. Hence, response intrinsically follows a multi-hazard approach. Therefore, all the response activities have been summarized in a single matrix applicable to all types of disasters. The response responsibility matrix specifies the major theme of response. It specifies the agencies from the Central and State Government responsible for the major theme of response. All agencies responsible for response should follow the NDMA’s IRS guidelines, which will help in ensuring proper accountability and division of responsibilities. Different ministries and departments must provide specialized emergency support to the response effort. Certain agencies of Central Government will play a lead role, while others will be in a supporting role. The SDMA, COR, or the Dept. of Revenue is the nodal agency at the state level for coordination of response. The DDMA is the nodal agency for coordination of response at District level. Various central ministries, departments, agencies, and state governments must prepare their own hazard specific response plans as per guidelines of the NDMA and in line with the NDMP. They must always ensure preparedness for response and must carry out regular mock drills and conduct tests of readiness periodically, and the ministries/ departments must report the status to the NDMA. The major tasks of response given in the responsibility matrix are: 1. Early Warning, Maps, Satellite inputs, Information Dissemination 2. Evacuation ,Data Collection and Management 3. Search and Rescue ,Communication, Media Relations 4. Medical care for casualties 5. Drinking Water/ Dewatering Pumps/ Sanitation Facilities/ Public Health 6. Food and Essential Supplies 7. Housing and Temporary Shelters 8. Power, Fuel,Transportation 9. Relief Logistics and Supply Chain Management 10. Disposal of animal carcasses 11. Fodder for livestock in scarcity-hit areas 12. Livestock Camps/ Shelters,Relief Employment Karnataka State Natural Disaster Monitoring Centre (KSNDMC) The Karnataka State Natural Disaster Monitoring Centre co-ordinates the work on scientific and technological research Institutions to ameliorate the natural hazards in Karnataka. The facilities at KSNDMC will provide necessary forecast, early warning and analysis for the State to take necessary and appropriate decisions. The KSNDMC will partner with other national and state institutions in relation to scientific data for risk reduction and climate change adaptation measures.

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Responsibility Matrix for Preparedness and Response Preparedness and Response Emergency State/Districts Ministries/ Departments and their SN Function Responsibilities State Responsibility – State District Responsibility – State  Failsafe communication plan is prepared DDMA  Failsafe communication plan is prepared with all early warning agencies EOC , with all early warning agencies

 Logistic section of the state level IRT  Logistic section of the state level IRT coordinates with central agencies to coordinates with central agencies to provide effective communication support Supporting Agences provide effective communication to the field level IRTs for response. Media, Telecom support to the field level IRTs for State/UT, SDMA,  State and district EOCs are equipped with Providers response. satellite phones/ VHF/ HF as a backup to  State and district EOCs are equipped the landline with satellite phones/ VHF/ HF as a  All communication equipment, especially backup to the landline the satellite phones are in good working  All communication equipment, RD, COR, condition 24x7 on all days through regular especially the satellite phones are in SEOC, testing good working condition 24x7 on all

 Plans for communication including days through regular testing Support telephone and HAM is prepared for  Plans for communication including 1 Communication Agencies: smooth coordination with the field level telephone and HAM is prepared for MoR, MoCA, IRTs smooth coordination with the field level MoD, Telecom  Establish protocols and responsibilities for IRTs Providers coordinating with central agencies and  Establish protocols and responsibilities various service providers for coordinating with central agencies  Prepare, update and maintain a District and various service providers wise list of HAM Operators who could  Prepare, update and maintain a be contacted and deployed at the site of District wise list of HAM Operators emergency who could be contacted and deployed  Have binding agreements with telecom at the site of emergency service providers to restore damaged Have binding agreements with telecom facilities and set up temporary facilities service providers to restore damaged on emergency basis facilities and set up temporary facilities on emergency basis

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Preparedness and Response Emergen Central/ State Ministries/ Departments and their SN cy Responsibilities Function State Responsibility – State District Responsibility – State  Prepare, update and maintain a State Ensure Inter-  Prepare, update and maintain a State wise list of HAM Operators who could Operability among wise list of HAM Operators who could be contacted and deployed at the site different telecom be contacted and deployed at the site of of emergency when all other modes of service providers emergency when all other modes of communication fails communication fails  Inter-Operability (the ability of  Inter-Operability (the ability of emergency responders to emergency responders to communicate communicate among jurisdictions, among jurisdictions, disciplines, and disciplines, and levels of government levels of government using a variety of using a variety of frequency bands, as frequency bands, as needed and as needed and as authorized) of authorized) of mobile service providers  mobile service providers  Representative of SDMA works with State/UT, RD/  Representative of SDMA works with the planning section at state level for the planning section at state level for making of IAP and dissemination of SEOC/ COR, SDMA, making of IAP and dissemination of KSNMDC, information. information. DDMA  Creation of a cell at the District level DDMA, Bureau  Creation of a cell at the District level (preferably as part of DEOC) and of (preferably as part of DEOC) and place place dedicated resources to collect/ Data Collection Economics and dedicated resources to collect/ update update data on all essential services 2 and Statistics, all other data on all essential services (as per the (as per the template given in the IRS Management relevant template given in the IRS guidelines) guidelines) which will help during Departments which will help during the response the response phase for effective phase for effective reporting and reporting and compilation. compilation

State/UT,  Adopt SOP in SDMP and DDMP as per State, DDMA, RD,  Adopt SOP in SDMP and DDMP as per SDMA, RD, National Guidelines51 and implement it COR, SEOC, National Guidelines51 and implement it Disposal of COR, SEOC, properly DDMA, AHD, properly DDMA, AHD,  Activate the Animal Carcass Management  Activate the Animal Carcass 3 Animal Agriculture Group in the IRS as per national guidelines Agriculture Dept., Management Group in the IRS as per Carcasses Dept.,  Equip and train the staff in carcass Police Dept., all national guidelines Police Dept., all removal/ disposal at pre-identified sites to other relevant  Equip and train the staff in carcass other relevant Departments removal/ disposal at pre-identified Departments sites to

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National Guidelines – Management of the Dead in the Aftermath of Disasters, 2010 Preparedness and Response Emergen State/District/ Ministries/ Departments and their SN cy Responsibilities Function State Responsibility – State District Responsibility – District State/UT  Ensure strict compliance with minimum  Ensure strict compliance with minimum standards of relief as per Section 12 of DM District standards of relief as per Section 12 of Act 2005 Supply and DM Act 2005  Provide disaster-affected areas with clean Sanitation Dept.  Provide disaster-affected areas with drinking water and to prevent the spread of State/UT clean drinking water and to prevent the water borne diseases spread of water borne diseases Supply and  Provide emergency water supplies when  Provide emergency water supplies when there is scarcity of potable water Sanitation Dept. there is scarcity of potable water  Respond to the public health needs so as to State/UT  Respond to the public health needs so as Supply and Drinking prevent and mitigate a sudden outbreak of to prevent and mitigate a sudden Water/ epidemic, water and food contamination as Sanitation Dept. outbreak of epidemic, water and food well as other public health-related State/UT contamination as well as other public Supply and problems in the aftermath of a disaster health-related problems in the aftermath Sanitation Dept.  Dept. of Water Resources and Drinking of a disaster Dewatering State/UT Water and Sanitation works with the  Dept. of Water Resources and Drinking 4 Pumps/ Supply and logistic section of the state level IRT to Water and Sanitation works with the Sanitation Dept. provide effective services to the field level logistic section of the state level IRT to Sanitation State/UT IRTs provide effective services to the field Facilities Supply and  Necessary arrangements are made for level IRTs Sanitation Dept. supplying drinking water through tankers  Necessary arrangements are made for State/UT  Necessary arrangements are made for supplying drinking water through tankers supplying chlorine tablets  Necessary arrangements are made for MoU is in place with vehicle manufactures supplying chlorine tablets for vehicle mounted RO Systems with MoU is in place with vehicle manufactures for vehicle mounted RO Systems with

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Preparedness and Response Emergency State/Districts/ Ministries/ Departments and their SN Function Responsibilities State Responsibility – State District Responsibility – District  To disseminate early warning signals to  To disseminate early warning signals to the district administration, local the district administration, local authorities, and the public at large in State/UT, authorities, and the public at large in the the areas likely to be affected by a Early Warning, DDMA, All SDMA, areas likely to be affected by a disaster so disaster so as to reduce loss of life and Maps, Satellite other RD., COR, as to reduce loss of life and property property 5 Data, Department / SEOC,  Dissemination of warnings and  Dissemination of warnings and Information Agencies DDMA, all information up to the last mile information up to the last mile Dissemination other  Ensure appropriate compilation/  Ensure appropriate compilation/ relevant analysis of received data analysis of received data Departments  Use of satellite imageries and other  Use of satellite imageries and other / Agencies  scientific methods for risk assessment scientific methods for risk assessment and forecasting and forecasting

State/UT,  Quick assessment of evacuation needs  Quick assessment of evacuation needs SDMA, such as the number of people and such as the number of people and RD, COR, animals to be evacuated and mode of DDMA, all animals to be evacuated and mode of SEOC, evacuation evacuation F&ES, DDMA, other relevant all  Mobilize transport and resources  Mobilize transport and resources Evacuation of other relevant for evacuation Departments/ for evacuation 6 People and Departments/  Identify and prepare sites for temporary Agencies, SDRF,  Identify and prepare sites for relocation of affected people and Civil temporary relocation of affected Animals Agencies, SDRF, animals Defence people and animals Civil  Identify requirements of resources Defence  Identify requirements of resources for State/UT, SDMA, evacuation such as helicopters, aircrafts, for evacuation such as helicopters, State/UT, RD, COR, SEOC, aircrafts SDMA, RD, COR, SEOC,

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meet shortages, as in drought or meet shortages, as in drought or DDMA, Forest/ scarcity conditions scarcity conditions Fodder for Environment Dept.,  Transport fodder from storage facilities  Transport fodder from storage State/UT, Agriculture Dept., SDMA, or collection centres to the scarcity-hit facilities or collection centres to the Livestock in RD, COR, areas AHD, Animal & scarcity-hit areas 7 Scarcity-hit SEOC,  Organize collection centres for fodder Husbandary  Organize collection centres for fodder Areas DDMA, Forest/ and cattle feed and cattle feed Environment  Enlist PSUs and private agencies for  Enlist PSUs and private Dept., providing fodder and other support agencies for providing fodder Agriculture and other support Dept., AHD, Animal

State/UT, DDMA, Food Food &  Dept. of Food and Civil Supply works SDMA, RD, and Civil 8 Essential with the logistic section of the state  Dept. of Food and Civil Supply works COR, SEOC, Supply Dept., Supplies level IRT to with the logistic section of the state DDMA, Food Organization level IRT to and Civil Supply Dept., Organization State/UT,  Logistic section of the state level IRT to  Logistic section of the state level IRT to

SDMA, RD, coordinate with the relevant departments/ coordinate with the relevant 9 Fuel COR, SEOC, agencies to provide effective services DDMA, Civil departments/ agencies to provide DDMA, (Ground Support Unit) to the field level Supply Dept., effective services (Ground Support Unit) Civil Supply IRTs for response all other to the field level IRTs for response Dept., all  Assess and make the requirement of fuel relevant  Assess and make the requirement of fuel other clear with the Central Ministry and Departments clear with the Central Ministry and relevant coordinate the delivery of fuel through coordinate the delivery of fuel through Departments local arrangements. local arrangements.  Ensure sufficient availability of tankers/  Ensure sufficient availability of tankers/ other vehicles for local transportation other vehicles for local transportation through the relevant Dept. through the relevant Dept.

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Preparedness and Response Emergency State/District/ Ministries/ Departments and their SN Function Responsibilities State Responsibility – State District Responsibility – District  Ensure strict compliance with  Ensure strict compliance with minimum minimum standards of relief as per standards of relief as per Section 12 of Section 12 of DM Act 2005 DM Act 2005  Logistic section of the state level IRT  Logistic section of the state level IRT must coordinate with Railways to must coordinate with Railways to provide provide effective services to the field effective services to the field level IRTs level IRTs for response for response  Alternate places for establishment of  Alternate places for establishment of facilities as mentioned in the IRS facilities as mentioned in the IRS guidelines such as relief camp, base, guidelines such as relief camp, base, camp etc. are identified in advance and State/UT, camp etc. are identified in advance and included in the local DM Plan SDMA, included in the local DM Plan  Identify shelter suppliers for supply of RD, COR, SEOC,  Identify shelter suppliers for supply of tents/ shelters up to the village level Housing and DDMA, UDD., tents/ shelters up to the village level and DDMA, UDD., all and enter into an MoU for supply at all enter into an MoU for supply at short short notice (usually less than 24 hours) 10 Temporary other relevant notice (usually less than 24 hours) as per other relevant as per requirement Shelters Departments requirement Departments  Stockpile tents, tarpaulins and  Stockpile tents, tarpaulins and temporary temporary shelter material in regional shelter material in regional warehouses/ warehouses/ stores/ ERCs stores/ ERCs  Depending upon the requirement,  Depending upon the requirement, coordinate with the relevant Central coordinate with the relevant Central Ministry to make sure that the tents/ Ministry to make sure that the tents/ shelters reach the site on time shelters reach the site on time  Deploy a dedicated team at the local  Deploy a dedicated team at the local level level to receive the tents/ shelters to receive the tents/ shelters  Maintain logs (manual or  Maintain logs (manual or computerized) computerized) of all material of all material movements and details of movements and details of distribution distribution to required locations to required locations

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Preparedness and Response Emergency State/District/ Ministries/ Departments and their SN Function Responsibilities State Responsibility – State District Responsibility – District State/UT all  Adopt SOP in SDMP and DDMP other relevant as per National Guidelines52 and Departments/  Adopt SOP in SDMP and DDMP as implement it properly Agencies State per National Guidelines52 and DDMA and all  Establishing Dead Body Management implement it properly relevant Department Group in the IRS at state and district  Establishing Dead Body Management / Agences levels as per national guidelines Group in the IRS at state and district  Deploy trained squads for detection levels as per national guidelines and recovery of the survivors and the  Deploy trained squads for detection and dead as early as possible after the recovery of the survivors and the dead event

as early as possible after the event  The recovery team will use basic  The recovery team will use basic personal protective kit and follow personal protective kit and follow adequate precautions adequate precautions  Follow the protocols for the

 Follow the protocols for the identification of the dead, recording Management of 11 Dead Persons identification of the dead, recording evidence, transport and burial (i.e., evidence, transport and burial (i.e., disposal as per norms)

disposal as per norms)  Follow protocols to maintain the

 Follow protocols to maintain the dignity dignity of the dead in all possible ways of the dead in all possible ways  If required, establish temporary  If required, establish temporary mortuaries with adequate facilities mortuaries with adequate facilities where where it is possible it is possible  In special cases, appropriate  In special cases, appropriate arrangements and relevant protocol arrangements and relevant protocol must must be followed for victims in certain be followed for victims in certain types types of disaster keeping in view the of disaster keeping in view the safety of safety of survivors and emergency survivors and emergency workers workers Inform the affected  Inform the affected community by community by giving wide publicity to giving wide publicity to the procedure the procedure for the management of for the management of the dead the dead.

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Preparedness and Response Emergency State/District/ Ministries/ Departments and their SN Function Responsibilities State Responsibility – State District Responsibility – District State/UT,  Collect, process and disseminate DDMA, Information  Dept. of Information and Public SDMA, RD, information about an actual or potential Dept., all other Relations works with the Command COR, SEOC, disaster situation to all stakeholders so as relevant staff as Information and media officer to facilitate response and relief Departments of the state level IRT to provide DDMA, operations; update information on disaster effective services Information and disaster victims; maintain contacts  Ethical guidelines for coverage of Dept., all other with mass media; inform public regarding disaster is prepared and shared with all relevant Departments the impact of disaster and the measures media agencies taken for the welfare of the affected  Plan is prepared for providing/ people Broadcasting warnings, do's and don’ts

 Ethical guidelines for disaster coverage etc. to media and ensure its Media 12 by media as per accepted global dissemination Relatios standards respecting dignity and privacy of the affected communities and individuals and work with media to adopt the guidelines through self- regulation as well as oversight by relevant regulatory institutions  Mechanisms for broadcasting warnings, do's and don’ts etc. to media and public before (if applicable), during and after the disasters  Proper schedule for media briefing (once/ twice/ thrice daily depending on the severity of the disaster) and designate a nodal officer

National Guidelines – Psycho-Social Support and Mental Health Services in Disasters, 2009

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Preparedness and Response Emergency State/District/ Ministries/ Departments and their SN Function Responsibilities State Responsibility – State District Responsibility – District for interacting with media on behalf of the Government  Assess medical emergency needs in State/UT,  Assess medical emergency needs in coordination with central agencies as SDMA, RD, coordination with central agencies as DDMA, per situation COR, SEOC, per situation Health Dept., all  Health and Family Welfare Dept. SDRF, F&ES,  Health and Family Welfare Dept. other relevant works with the logistic section of the DDMA, works with the logistic section of the departments, Civil state level IRT to provide effective Health Dept., all state level IRT to provide effective Defence services (Medical Unit) to the field other relevant services (Medical Unit) to the field level IRTs for response. departments, level IRTs for response.  District wise repository of hospitals Civil Defence  District wise repository of hospitals (both Government and Private), (both Government and Private), availability of beds, doctors, availability of beds, doctors, paramedics and other trained staff paramedics and other trained staff available along with other available along with other infrastructure infrastructure details and update it on

13 Medical Care details and update it on a regular basis a regular basis  Include the hospital wise information in  Include the hospital wise information in the DM Plans at local levels the DM Plans at local levels  Tie-up with the companies for easy  Tie-up with the companies for easy availability of common medicines availability of common medicines during the emergency situations during the emergency situations  Hygienic conditions are prevalent at  Hygienic conditions are prevalent at all times in various facilities all times in various facilities established as well as hospitals to established as well as hospitals to curb the spread of diseases curb the spread of diseases  Establishment of sound protocols for  Establishment of sound protocols for coordination between state’s health coordination between state’s health Dept. and the central agencies Dept. and the central agencies  Ensure strict compliance with minimum  Ensure strict compliance with standards of relief as per Section 12 of minimum standards of relief as per DM Act 2005 Section 12 of DM Act 2005 Plan for surge capacity in all the  Plan for surge capacity in all the major hospitals in the state major hospitals in the state

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State/UT,  Electricity Board and Power Distribution DDMA, GESCOM  Electricity Board and Power SDMA, and all other Companies work with the logistic section relevant Distribution Companies work with the Department and of the state level IRT to provide effective Agenceies logistic section of the state level IRT to RD, COR, services to the field level IRTs for provide effective services to the field SEOC, DDMA, response level IRTs for response Electricity Board, Power  Pre-disaster arrangements for quick  Pre-disaster arrangements for quick Distribution restoration of power supply with restoration of power supply with Companies, all 14 Power alternate mechanisms to critical facilities alternate mechanisms to critical other relevant usually within 6 to 12 hours of facilities usually within 6 to 12 hours Departments State/UT, placement of order of placement of order SDMA, RD, COR,  Pre-disaster agreements with central  Pre-disaster agreements with central SEOC, and neighbouring state governments for and neighbouring state governments technical support in restoration of for technical support in restoration of power supply and infrastructure power supply and infrastructure  Mobile power supply units or other  Mobile power supply units or other arrangements with power generation arrangements with power generation companies for quick deployment at the companies for quick deployment at the site during emergency site during emergency Lead Agencies:  Activating Public Health IRS Health Department  Activating Public Health IRS 15 Public Health MoHFW  Assess public health needs in coordination  Assess public health needs in with central agencies as per situation coordination with central agencies as per situation

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Preparedness and Response Emergency State/District/ Ministries/ Departments and their SN Function Responsibilities State Responsibility – State District Responsibility – District  Include provisions for evacuation, DDMA, Forest/  Include provisions for evacuation, safety, and rehabilitation of animals in safety, and rehabilitation of animals SDMP in SDMP Rehabilitation State/UT,  Set up of livestock camps/ shelters Environment Dept.,  Set up of livestock camps/ shelters SDMA, for animals in distress due to Agriculture Dept., for animals in distress due to and Ensuring RD, COR, disasters, including drought AHD, Animal disasters, including drought SEOC,  Organize proper care of animals in  Organize proper care of animals in DDMA, Forest/ Welfare 16 Safety of the camps/ shelters the camps/ shelters Livestock and  Ensure proper management and running  Ensure proper management and Other Animals, Environment of livestock camps/ shelters running of livestock camps/ shelters Dept.,  Proper rehabilitation of animals  Proper rehabilitation of animals Agriculture Dept.,  Provide veterinary care to disaster-  Provide veterinary care to disaster- affected livestock, including in drought- affected livestock, including in Veterinary AHD, Animal hit areas drought-hit areas Care Welfare State/UT, RD/  Provide opportunities for unskilled work  Provide opportunities for unskilled COR, SDMA, in public works for people seeking work DDMA work in public works for people DDMA in drought affected areas as a relief seeking work in drought affected areas measure as a relief measure Relief  Ensure quick and prompt payment  Ensure quick and prompt 17 Employment of wages payment of wages  Carry out health check-up of those  Carry out health check-up of those seeking work seeking work  Draw from various funds including  Draw from various funds including Disaster Response Fund to implement the Disaster Response Fund to implement  employment sch theemployment schemes  emess

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Preparedness and Response Emergency State/District/ Ministries/ Departments and their SN Function Responsibilities State Responsibility – State District Responsibility – District  Establish a mobilisation centre at the airport/railway station for the movement  Establish a mobilisation centre at the of relief supplies within the state DDMA, all other airport/railway station for the movement  Deploy special transportation for the relevant of relief supplies within the state movement of relief supplies within the Departments/  Deploy special transportation for the state Agencies movement of relief supplies within the  Make arrangements to receive and state State/UT, distribute relief and emergency supplies  Make arrangements to receive and SDMA, RD, received from different parts of the country distribute relief and emergency supplies COR, SEOC,  Coordinate transportation (air, rail, road, received from different parts of the 18 Relief Logistics DDMA, all water) with Central ministries/ country and other relevant departments/ agencies  Coordinate transportation (air, rail, road, Supply Chain Departments/ water) with Central ministries/ Management Agencies departments/ agencies

State/UT,  Various positions of IRTs (State, DDMA,  Various positions of IRTs (State, Search and SDMA, RD, District, Sub-division and Tehsil) are all other relevant District, Sub-division and Tehsil) are 19 Rescue of COR, SEOC, trained and activated for response at trained and activated for response at People and SDRF, F&ES, their respective their respective administrative Animals DDMA, administrative jurisdiction jurisdiction all other relevant State/UT,  Dept. of Transport works with the  Dept. of Transport works with the SDMA, RD, logistic section of the state level IRT to DDMA, Transport logistic section of the state level IRT to COR, SEOC, provide effective services (Ground Dept., Forest/ provide effective services (Ground DDMA, Transport Support Unit) to the field level IRTs for Environment Dept., Support Unit) to the field level IRTs Dept., Forest/ response PWD, Railways, for response 20 Transportation Environment  Requirement of transport for the Airport Officer, all  Requirement of transport for the Dept., PWD, transportation of relief material, other relevant transportation of relief material, Railways, Airport responders are arranged Departments responders are arranged Officer, all other  Indian Railway works with the logistic  Indian Railway works with the logistic relevant section of the state level IRT to section of the state level IRT to provide Departments provide effective services (Ground effective services (Ground Support Support Unit) Unit)

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Plan Activation

District Disaster Management Plan (DDMP) remains in operation during all phases of disaster cycle i.e. mitigation, preparedness, response and recovery. However, NEC may activate disaster response system (partially or fully with all support functions activated based on the situation) on the receipt of disaster warning or upon the occurrence of a disaster. The occurrence of disaster may be reported by the relevant monitoring authorities (both national and State) to the NEC by the fastest means. The NEC will activate emergency support functions including the NEOC, scale of which will commensurate with the demand of situation (size, urgency, and intensity of incident).

The activation sequence for national response in the event of a disaster is as given below:

1. The relevant District would assume direct responsibility in the event of a disaster. 2. The response from State agencies would come into operation when the relevant District Government makes a specific request for Central assistance, financial, logistical, or resources – including transport, search, rescue and relief operations by air, inter-State movement of relief materials, among others.

The direct involvement of State Agencies will apply to those cases where the Government has primary jurisdiction: organisation of international assistance, response on high seas, and impact assessment of disasters with the assistance of international agencies, and financial assistance from the National Disaster Response Fund.

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Chapter - 9 Recovery and Building Back Better Scope Recovery is defined as: “The restoring or improving of livelihoods and health, as well as economic, physical, social, cultural and environmental assets, systems and activities, of a disaster-affected community or society, aligning with the principles of sustainable development and “build back better”, to avoid or reduce future disaster risk.” (UNISDR 2016)

The recovery task of rehabilitation and reconstruction begins soon after the emergency phase ends, and should be based on pre-existing strategies and policies that facilitate clear institutional responsibilities for recovery action and enable public participation. The focus of recovery is on restoring livelihoods, shifting to a path of sustainable development that reduces disaster risk. Recovery should be conceived as an integral part of ongoing developmental process at appropriate levels: national, regional, and local. The context in which it will take place will be necessarily shaped by the prevailing social and economic conditions and the vulnerability of the affected states and communities. Recovery processes are aimed at restoring the capacity of the government and communities to recover from the disaster, strengthen the capabilities to cope with disasters and reduce future disaster risk. Building back better envisages seizing the opportunity to rebuild to reduce development deficits of the affected areas going beyond restoration to the pre-disaster ‘normal’. Recovery programmes, coupled with the heightened public awareness and engagement after a disaster, afford a valuable opportunity to develop and implement disaster risk reduction measures and to apply the “Build Back Better” principle.

Globally, the approach towards post-disaster restoration and rehabilitation has shifted to one of betterment reconstruction. While disasters result in considerable disruption of normal life, enormous suffering, loss of lives and property, global efforts consider the recovery, rehabilitation and reconstruction phase as an opportunity to “Build Back Better” (BBB) integrating disaster risk reduction into development measures and making communities resilient to disasters.

The Sendai Framework expects that after a disaster, the stakeholders will be prepared for BBB. Existing mechanisms may require strengthening to provide effective support and achieve better implementation. Disaster recovery tends to be very difficult and long-drawn out. The reconstruction will vary depend on the actual disaster, location, pre-disaster conditions, and the potentialities that emerge at that point of time. The SDMP provides a generalized framework for recovery since it is not possible to anticipate every likely element of betterment reconstruction.

The plan for reconstruction and rehabilitation is designed keeping in view the worst-case scenarios in which the capacity of the State and District administration would be overwhelmed and require assistance from the Central Government for re-establishing normalcy in the disaster affected areas. This chapter provides a general framework for the role of Government and its development partners in restoring after a disaster, various essential and basic services. Much of this support will involve the coordinated working of multiple agencies – government and non- government. All the agencies are required to closely monitor response activities and to obtain valuable data regarding the severity and intensity of the event, the affected geographical area and the potential unmet critical needs of the affected population while evolving a comprehensive recovery plan.

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Approach The approach to re-construction and recovery is guided by the SPDM 2009. Its salient clauses/ sections are given below: Para 9.1.1 of the SPDM District that - the approach to the reconstruction process has to be comprehensive so as to convert adversity into opportunity. Incorporating disaster resilient features to ‘build back better’ will be the guiding principle.

The appropriate choice of technology and project impact assessment needs to be carried out to establish that the projects contemplated do not create any side effects on the physical, socio-cultural or economic environment of the communities in the affected areas or in their neighbourhood. Systems for providing psycho-social support and trauma counselling need to be developed for implementation during reconstruction and recovery phase.

Para 9.2.1 of SPDM District that - Reconstruction plans and designing of houses need to be a participatory process involving the government, affected community, NGOs and the corporate sector. After the planning process is over, while owner driven construction is a preferred option, contribution of the NGOs and corporate sector will be encouraged. Reconstruction programme will be within the confines and qualitative specifications laid down by the Government.

Para 9.3.1 of SPDM District that essential services, social infrastructure and intermediate shelters/camps will be established in the shortest possible time. For permanent reconstruction, ideally, the work including the construction of houses must be completed within two to three years. Relevant Central Ministries/Departments and the State Governments should create dedicated project teams to speed up the reconstruction process.

Para 9.3.2 of SPDM District that plans for reconstruction in highly disaster-prone areas need to be drawn out during the period of normalcy, which may include architectural and structural designs in consultation with the various stakeholders.

Para 9.5.1 of SPDM suggest that state governments should give emphasis to restoration of permanent livelihood of those affected by disasters and to pay special attention to the needs of women-headed households, artisans, farmers and people belonging to marginalised and vulnerable sections. Recovery Process Effective post-disaster recovery usually has the following three broad aspects: a) Physical aspects of recovery, i.e. restoration and reconstruction of damaged community infrastructure, critical infrastructure, private houses and cultural heritage buildings b) Economic aspects of recovery, i.e. livelihoods, productive activities and market services c) Social recovery, i.e. social and psychological aspects of personal, family and community functioning and wellbeing

The key interventions under recovery programmes can be classified under four broad heads:  Physical  Economic  Social  Cross Cutting Sectors After a disaster, a Post-Disaster Needs Assessment (PDNA) must be undertaken, which will be a government-led exercise. Depending on the disaster, this may be undertaken by the state government and through joint efforts of the central and state governments. The PDNA will also provide a platform for the

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international community to assist in recovery and reconstruction, where such assistance is required. A systematic PDNA will provide a credible basis for recovery and reconstruction planning that incorporates risk reduction measures.

Typically, the PDNA comprises of a ‘Damage and Loss Assessment’ (DALA), a ‘Human Recovery Needs Assessment’ (HRNA) and a ‘Recovery Framework. The DALA is quantitative in nature that can be used to value damages arising from a hazardous event, and the subsequent economic losses caused by the event. The DALA highlights the possible consequences on the growth of the economy, the external sector and the fiscal balances, as well as the impact due to decline of income and livelihoods of households or individuals. The HRNA focuses on the social impact of disasters, analyzing how disasters affect local patterns of life, social structures and institutions. A HNRA includes analysis of primary data from household or other units of analysis and provides insight into the recovery and reconstruction from the viewpoint of the affected community. The Recovery Framework summarizes the recovery recommendations from the sectoral assessments within the PDNA. It outlines the short, medium and long-term priorities for the recovery including plans for financing the BBB. The UNISDR consultative document on building back better (UNISDR 2017) in support of the Sendai Framework, states the following: Recovery is the most complex of the disaster management functions, involving the greatest number and variety of stakeholders and affecting the greatest long-term impact on a community’s social and economic success. There are numerous relationships that must be formed and dependencies that must be fostered, many of which are wholly unfamiliar to the recovery stakeholders that typically operate outside of the post-disaster context. An inclusive and comprehensive disaster recovery framework serves as an agreed way forward to simplify the recovery process thereby maintaining or even improving development trajectories while ensuring adherence to Build Back Better principles. Recovery is most successful when the wide-ranging needs of communities, organizations, and individuals are addressed in the coordinated manner that recovery frameworks enable.

Disaster recovery process is rarely a set of orderly actions. It will consist of several related activities such as the following:  Damage and needs assessments (PDNA, DALA, HRNA)  Developing a recovery framework including institutional arrangements and financing plan  Measures to ensure socially inclusive recovery  Focus on sustainable development and climate change adaptation  Demolition of damaged structures, debris clearance, removal and its environmentally safe disposal  Restoration and even upgrading utilities including communication networks  Re-establishment of major transport linkages  Temporary housing and detailed building inspections  Redevelopment planning  Environmental assessments  Reconstruction  Integrating DRR into various development initiatives  Financial management  Economic impact analyses The major steps/ processes of the recovery process and the processes involved are summarized in Table

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Table: Major steps of the recovery process and the key processes involved S.N Major steps Process  Preliminary assessment reports  Compilation and transmittal of damage and loss data  Disaster damage assessments led by government and assisted by humanitarian response agencies, and the initial damage surveys Post-Disaster Needs leading to a comprehensive assessment 1 Assessment and Credible  Quantitative and qualitative baseline for damage, loss, and needs Damage Assessment across sectors, blocks (taluka) and districts  Results monitoring and evaluation plan for recovery program  Select the most appropriate and achievable processes and methodology for conducting early and credible damage and needs assessments  High level meetings as well as broad-based, wider consultations 2 Developing a vision for with experts, civil society, and key stake holders Build-Back Better (BBB)  Build consensus among the range of stakeholders within and outside government Ensure coherence of BBB  Discussions at top level to align the recovery vision with the 3 with the development government’s broader, longer term development goals and growth programs and goals and poverty reduction strategies Consultations and background studies on:  Disaster resistant physical recovery Incorporating resilience  Options for fast economic recovery 4 and BBB in recovery  Gender and equity concerns vision  Vulnerability reduction  Natural resource conservation and environmental protection  Social recovery  Balance public and private sectors BBB programs  Promote norms for non-discriminatory and equitable asset disbursement among individuals and communities 5 Balancing recovery across  Prioritize infrastructure reconstruction sectors  Address the recovery of the lives and livelihoods of disaster- affected communities  Show sensitivity to the needs of the affected population with regard to public expectations from recovery Determine relative importance of various sectors such as housing, 6 Prioritising sectors for water and sanitation, governance, transport, power, recovery communications infrastructure, environment, livelihoods, tourism, social protection, health, and education.

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Early, Mid and Long-term Recovery

UNISDR notes that recovery programmes, coupled with the heightened public awareness and engagement after a disaster, provide a valuable opportunity to develop and implement disaster risk reduction measures and to apply the BBB principle. It is an important component of risk reduction strategy and if implemented systematically, the recovery process prevents the affected community from sliding into further poverty and deprivation. While the DM Act 2005 mandates the government to carry out rehabilitation and reconstruction activities, it does not explicitly refer to ‘recovery’ as a component to be used as a part of disaster management strategy. However, the SPDM 2009 recognizes ‘recovery’ as one of the six elements within the disaster management continuum where it is linked to physical, social and economic assets within the overall context of ‘safe development’. The disaster recovery programmes usually proceed in three distinct stages to facilitate a sequenced, prioritized, and flexible multi-sectoral approach. Three recovery stages, in which appropriate policies and programmes tend to be planned and implemented are: a) Early, b) Mid-Term, and c) Long-Term, which are described briefly in Table 9-2.

The salient provisions of the recovery framework include the following: 1) Institutional arrangements: Ensuring institutional mechanisms at the national, state, district, and local (urban and rural) levels that clearly defines roles and responsibilities in recovery 2) Coordination: There is considerable interdependence between stakeholders – government, international agencies, private sector, civil society organizations – in realizing the objectives of recovery and inter-agency coordination is extremely important 3) Public-Private Partnerships (PPP): Participation of the private sector must be leveraged for larger public good and the Public-Private Partnerships is one effective way to facilitate the private sector involvement in recovery 4) Information and Communication Technology (ICT): Effective use of ICT in recovery programme, disseminating messages among all stakeholders, and providing information on all aspects of recovery programme 5) Decision Support System (DSS): Setting up an adequate DSS that includes Management Information System (MIS), databases, deployment of spatial data management technologies 6) Pool of Expertise: Pooling of professional skills and expertise in diverse areas 7) Community Participation: Ensuring the pro-active involvement of communities, proper community outreach, empowerment, and gender equity in programme formulation and implementation 8) Monitoring and Evaluation (M&E): M&E is an important component required for promoting transparency in the recovery processes and it should include technical and social audits.

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Recovery Stages Recovery Duration Brief Description Stage Early 3 – 18 Months Cash for work, resumption of markets, commerce and trade, restoration of social services, transitional and temporary shelters Mid-Term Up to 5 Years Recovery plans for assets and livelihoods, (concurrent with early reconstruction plans for housing, infrastructure, public recovery) buildings and cultural heritage buildings Long-Term Within 10 Years Implemented along with developmental plans: infrastructure strengthening, environmental, urban and regional planning

Reconstruction Long term recovery efforts must focus on redeveloping and restoring the socio-economic viability of the disaster area(s). The reconstruction phase requires a substantial commitment of time and resources by the Governments (State and Central) and other agencies. It is important to note that much of this commitment would be beyond the scope of traditional emergency management programmes. The reconstruction challenge involved would most often be the result of a catastrophic event that has caused substantial damage over a very large area and/or affected a very large population. These reconstruction efforts include:  Reconstruction of public infrastructures and social services damaged by the disaster, which can be completed over the long-term  Re-establishment of adequate housing to replace that which has been destroyed  Restoration of jobs/ livelihood that was lost  Restoration of the economic base of the disaster areas

Co-ordination of Reconstruction Recovery efforts require the coordination at several levels of government and the stakeholder institutions having specific responsibilities for central, state, private sector, voluntary organizations, and international aid agencies.

Central Government The role of the central government will include among others the following:  Coordinate with various stakeholders  Facilitate solicitation and management of donated resources and volunteers  Coordinate with various stakeholders to promptly resolve recovery issues  Provide resources on “need basis” and which are within the capabilities of Central Government, as per norms State Government The damage assessment and all the phases of recovery and reconstruction (short to long-term) are the responsibility of the State/UT government. Some of the key tasks are:  Lead in and support need and damage assessment operations  Provide relevant data regarding the severity of the disaster and assessment of individual needs

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 Participate in and support public information and education programmes regarding recovery efforts and available Central/ State Government assistance  Coordinate with the Central Government and other stakeholders for reconstruction management

Private Sector There is a need for facilitating the involvement of private sector in disaster management and for businesses to integrate disaster risk into their management practices. There is a need to involve the private sector in the areas of:  Technical support  Reconstruction effort  Risk management including covering risks to their own assets  Financial support to reconstruction efforts  Risk-informed investments in recovery efforts

Voluntary Organizations and International Aid Agencies They may participate in the following activities: 1. Joint need and damage assessment 2. Support government effort in reconstruction process especially in so far as the mandate requires them 3. Provide technical support to reconstruction and recovery efforts 4. Assist the government in disseminating public information regarding reconstruction and rehabilitation plan 5. Training and capacity development of local communities

Rehabilitation Background Rehabilitation, an integral part of disaster recovery; other being reconstruction, could be defined as an overall dynamic and intermediate strategy of institutional reform and reinforcement, reconstruction and improvement of infrastructure and services; aimed towards support to the initiatives and actions of the affected populations in the political, economic and social domains, as well as reiteration of sustainable development. Generally, rehabilitation package includes total reconstruction of damaged physical and psychological infrastructure, as well as economic and social rehabilitation of the people in the affected region. The rehabilitation is classified into the following:  Physical  Social  Economic and  Psychological

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Physical Rehabilitation Physical rehabilitation is a very important facet of rehabilitation. It includes:  econstruction of physical infrastructure such as houses, buildings, railways, roads, communication network, water supply, electricity, and so on  Short-term and long-term strategies towards watershed management, canal irrigation, social forestry, crop stabilization, alternative cropping techniques, job creation, employment generation and environmental protection  Rehabilitation of agriculture, artisan work and animal husbandry  Adequate provision for subsidies, farm implements, acquisition of land for relocation sites, adherence to land-use planning, flood plain zoning, retrofitting or strengthening of undamaged houses, and construction of model houses

Relocation Relocation is a very sensitive part of the physical rehabilitation process and it must be ensured that need based considerations and not extraneous factors should drive the relocation policy. The local authorities, in consultation with the affected population and under the guidance of the State Government shall determine relocation needs employing criteria relevant to the nature of the calamity and the extent of damage. Relocation efforts should invariably include activities such as the following:  Avoid secondary displacement as far as possible  Ensure that relocation when it is unavoidable is undertaken in a socially inclusive manner taking the marginalised communities belonging to SC and ST into confidence  Making the processes as gender-sensitive as possible and giving due consideration to the needs of sexual and gender minorities  Gain consent of the affected communities  Clearly define land acquisition and allocation process ensuring transparency and providing adequate grievance redressal as well as negotiation mechanisms  Take into consideration urban/ rural land use planning before moving ahead  Provide customized relocation packages  Decentralize powers for undertaking the relocation process  As far as possible, ensure relocation site is near to their agricultural lands and/or sources of livelihood, as applicable  Ensure provision of livelihood rehabilitation measures for relocated communities, wherever necessary, to the extent possible

Social Rehabilitation Social rehabilitation is also an important part of disaster rehabilitation. The vulnerable groups such as the artisans, elderly, orphans, single women and young children would need special social support to survive the impact of disasters. The rehabilitation plan must have components that do not lose sight of the fact that the victims have to undergo the entire process of re-socialization and adjustments in a completely unfamiliar social milieu.

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Revival of Educational Activities

Educational facilities may suffer greatly in a major disaster placing considerable stress on children. Therefore, the following steps will be helpful in helping children to recover and cope with the situation:

 Give regular counselling to teachers and children  Encourage children to attend the schools regularly  Provide writing material, and work books to children  Make children participate in all activities pertaining to resurrection of normalcy in the school  Try to inculcate conducive attitudes to enable the students to play a positive role in self- development  Establish village level education committees  Identify local groups that could conduct smooth functioning of education activities

Rehabilitation of the Elderly, Women and Children The elderly, women, and children are more vulnerable after a major disaster. Hence the following measures will help in their rehabilitation:  Identify familiar environs to rehabilitate elderly, women and children  Make efforts to attach destitute, widows and orphans with their extended family, if that is not possible then identify foster families  Organize regular counselling to strengthen the mental health of women and children  Initiate various training programmes to make the women economically self-sufficient  Give due attention to health, nutrition and hygiene in the long-term rehabilitation package for women and children  Activate/reactivate the anganwadis (day-care centres), and old-age homes within the shortest possible time  Set up at least one multi-purpose community centre per village  Make efforts to build residential female children homes at the block level  Set up vocational training camps to improve the skills of orphans and children  Promote self-help groups

Economic Rehabilitation The major components of economic rehabilitation are livelihood restoration and ensuring the continuity of businesses, trade, and commerce. Restoring employment and income generating opportunities to disaster affected communities is a vital component of post-disaster reconstruction. Livelihood opportunities are severely disrupted by the destruction or loss of essential assets; with the result that people are unable to engage in normal income generating activities; become demoralized and dependent on humanitarian aid. Economic recovery should be based on:  Analysis of existing livelihood strategies and sustainability of businesses  A comprehensive analysis of existing and future risks  The vulnerabilities of the affected families  The accessibility of linkages to external influences and institutions including skills and knowledge  Access to functioning markets As per the para 9.5.1 of SPDM, the state governments must give due importance to the restoration of permanent livelihood of those affected by disasters and special attention to the needs of women- headed households, artisans, farmers and people belonging to marginalized and vulnerable sections. 184

Psychological Rehabilitation Another crucial dimension of disaster rehabilitation is psychological rehabilitation. Dealing with victim’s psychology is a very sensitive issue and must be dealt with caution and concern. The psychological trauma of losing relatives and friends, and the scars of the shock of disaster event can take much longer to heal than the stakeholders in disaster management often realize. Thus, counselling for stress management should form a continuous part of a disaster rehabilitation plan.

Efforts should be made to focus more on:  Psycho-therapeutic health programmes  Occupational therapy  Debriefing and trauma care  Tradition, values, norms, beliefs, and practices of disaster-affected people

Fund Mobilization Background Reconstruction and rehabilitation projects after a major disaster are usually highly resource intensive. Such projects are typically financed through the State exchequer. Recently, large funds have been raised from multilateral/ bilateral funding agencies/ international agencies in close coordination with the national Governments. The State Government, through the relevant ministry of the Central Government, shall finalize the fund mobilization strategy, incorporating appropriate conditions governing flow of funds, its disbursement, and usage as per norms decided by the Central Government. This will include: 1. Estimation of funds required based on the detailed damage assessment reports and consolidation of the same under sectoral and regional heads 2. Contracting with funding agencies and evolving detailed operating procedures for fund flow and corresponding covenants.

Mobilizing, Disbursement and Monitoring The domestic or internal sources of on-budget government funds usually consist of the following:  Government operational and capital budgets  Reallocation among the budget items to disaster-hit sectors  Special levies or taxes; additional taxes or surcharge for recovery  Contingency financing arrangements  Issuing sovereign reconstruction or development bonds  Introducing policy incentives for the private sector to share recovery costs  Voluntary contributions from civil society and private philanthropies  Insurance/ risk transfer mechanisms

External resources for post-disaster reconstruction can be sourced from multilateral development banks, regional development banks, bilateral development partners, international NGOs, private philanthropies and charities, and remittances. The possible multilateral financing resources for post- disaster recovery and reconstruction consist mostly of the following types:  Credits or loans from multilateral development banks  Reallocation of existing portfolio of international development institutions  Multi-donor Trust Funds 185

 Debt relief  Ex-ante contingent component of standard investment operations  Risk Insurance  Standby financing  Catastrophic development Deferred Drawdown Option54 (DDO)

Some of the important aspects of mobilizing and managing the funds of a large recovery programme consist of the following and are summarised in Table 9-3: 1. Review of the Damage and Loss Assessment (DaLA) 2. Developing a vision and specific time-bound goals for BBB 3. Estimate financial requirements of the recovery programme 4. Identify likely sources of funds and examine various options 5. Defining and enforcing robust financial norms for the financial management

Table: Important aspects in mobilizing and managing the funds of a recovery programme S.N Major Step Description Review of the Damage & Quantitative and qualitative baseline for damage, loss, and needs 1 Loss Assessment across sectors, blocks (taluka) and districts Developing a vision and  Develop the scope and goals of BBB 2 specific time-bound goals  Disaster resilient physical recovery for BBB  Options for fast economic recovery  Set phase-wise betterment targets Estimate financial  Prepare sector-wise and phase-wise financial estimates 3 requirements of the  Consultations and evaluation of various options recovery programme  Finalization of financial estimates  Domestic resources: • From the state (on budget) and additional fund-raising options (off budget) Identify likely sources of • Central grants and other options – on and off the budget 4 funds and examine various  International including borrowing from IFI – facilitated by the options central govt.  Other Sources: • Donors • Community contribution • Private sector CSR, PPP  Setting norms and rules to allocate funds for new development, retrofitting, owner-driven reconstruction Defining and enforcing (mainly homes), 5 robust financial norms for  Defining norms efficient disbursement along with the degree of the financial management flexibility needed in recovery programs  Implementing mechanisms for monitoring proper utilization including an appropriate MIS

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The funds raised through funding agencies are usually accompanied by stringent disbursement and usage restrictions. It is therefore important to monitor the disbursement of funds to ensure that none of the covenants are breached. The fund disbursal shall be monitored by: 1. Prioritizing resource allocation across approved projects 2. Establishing mechanisms for disbursement of funds to the beneficiaries 3. Strengthen the monitoring mechanisms for fund utilization and progress of implementation

Recovery of reconstruction costs The State Government, in consultation with the relevant Ministry of the Central Government, can finalize and implement select cost recovery measures such as: 1. Imposing special tax/ surcharge (Central Government) 2. Imposing local taxes 3. Issuing tax free Government bonds

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SURVEY WORK / ASSESSMENT OF FLOOD PRONE AREAS – MARKING OF HOUSES

MARKING OF DAMAGED LANDS IN FLOOD – PRONE VILLAGES

RESTORATION AND REHABILITATION OF FLOOD PRONE AREAS

REPAIR OF ROAD AND BRIDGES

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POWER RESTORATION

TANKER IS SUPPLYING WATER TO WATER PROBLEM IN FLOOD – HIT VILLAGES

SPRAYING PESTICIDE / ANTISEPTIC CHEMICAL IN FLOOD PRONE AREAS

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Yadgiri District Mahatma Gandhi National Rural Employment Guarantee Scheme Photos ಬರ ನರ )

Contigency crop (CONTINGENT CROP PLAN - KHARIF 2020) Unit: Area in Hectares

Normal Suggested contingency crops / Variety / Cropping systems for crop/variety in the event Normal Rains Sl. Normal of normal Rains during Major Crops sowing period Rains during 1st during 2nd Rains during 1st No. Area (Ha.) onset of 2nd Fortnight of in the Hobli Fortnight of July Fortnight Fortnight of Aug. monsoon in June 1st FN of of July June Bajra 2nd week of Green gram, Cotton Hybrids Bajra+Tur Bajra Green gram 1 31000 May to 2nd Green gram (China mung), Bajra+Tur (2:1), (2:1), Sunflower

week of June BGS-9 Hybrid Vaerieties Hybrid Hybrid Varieties Vaerieties Bajra 2nd week of Bajra Bajra+Tur 2 Tur 92898 June to 4th Redgram TS-3R Bajra+Tur (2:1), (2:1), Horse gram week of July Hybrid Vaerieties Hybrid Vaerieties 2rd week of Bajra+Tur Bajra+Tur (2:1), 3 Bajra 14000 June to 4th Bajra (2:1), Bajra+Tur - (Tur –TS-3R) week of July (Tur –TS-3R)

2rd week of Bt Cotton Bt Cotton Bt Cotton 4 Cotton 106255 June to 4th Bajra Bajra Hybrids Hybrids Hybrids week of July

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Profile of Relief Camps: Information on evacuation of Krishna and Bheema river flood victims – 2019

RELIEF CAMPS DETAILS No of people in Sl.No Relief camps details Flood Affected Villages relief camps Taluka : Wadagera Government High school Tumakoor, Shivnoor,Konkol,Gonal,Chennuru 01 871 Wadagera (J), Ikoor,Agnihal, Gondenoor,Aanoor(B). Government High school 02 Yashkanti 1185 Hattigudaru Government Higher 03 Primary School Shivnoor, Benakanalli(K) 394 Bendebembali Government Primary 04 Shivapur, Gundloor 225 School Shivapura Murarji Desai Residential 05 Channur (J) , Konkal 491 School Wadagera Taluka : Shahapur Government Primary 06 Goudur 381 School .Goudur Taluka : Hunasagi Government Primary 07 Jumlapur 70 School .Jumlapur Government Lower 08 Primary School geddalmari 95 Geddalmari Taluka : Shorapur APMCRaita Bhana Shelligi, Mushtalli, Choudeshwarihal, 09 3500 Shorapur Adodagi, Devapur, Havinal, karnal.. Government Lower 10 Devapur 40 Primary School. Devapur Government Primary 11 Neelakantharayan gaddi 8 School . Benchigaddi Total 11 28 7260

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Information on evacuation of Bheema river flood victims 2020

Taluk: Shahapur Number Relief camps Affected Number of Sl.No Started Date of Male Female Childreans details Villages Family Peoples

Gover. Higher 15-10-2020 Shirawal - - - - - 1 Primary School Shirwal 15-10-2020 Anabi 30 150 73 68 9

Gover. Higher Roja (S) 2 Primary School 15-10-2020 56 280 115 122 43 Shirwal Hosuru

Gover. Higher 3 Primary School 15-10-2020 Hurasagundgi 165 850 395 415 40 Hurasagundagi

Gover. Higher 4 Primary School 15-10-2020 Habballi 9 30 12 15 3 Imbrahimpur

Gover. Higher 15-10-2020 Tangadagi 30 117 48 52 17 5 Primary School Tangadagi 15-10-2020 Maramakal 18 85 35 38 12

Gover. Higher 15-10-2020 Balakal 37 90 38 43 9 6 Primary School Balakal 15-10-2020 Nalawadagi 12 53 20 25 8

Total 357 1655 736 778 141 Taluk:Wadagera

M.D.R .S 1)Kumanuru 01 15-10-2020 65 175 43 92 40 Wadagera 2)Biranal

02 M.D.R .S 15-10-2020 77 277 95 127 45 Wadagera Shivanooru 03 Gove. High School Naikal 15-10-2020 Naikal 17 125 32 71 22

04 Gove. High 16-10-2020 14 105 30 40 35 School Godihal Godihal 17-10-2020 - - - - -

Total 173 682 200 330 142

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Taluk: Yadagiri

Relief camps Started Affected Number of Number of Sl.No Male Female Childreans details Date Villages Family Peoples

Shrre Abbe 1 Vishwaradhya D,ed 16-10-2020 40 196 120 52 24 Tumkuru College Tumkuru Gover. High School 2 18-10-2020 Lingeri 32 190 - - 24 Lingeri Station

3 KRCRS Saidapur - Guduru - - - - -

Gover. Lower 4 16-10-2020 Aanooru(K) 170 840 400 360 80 Primary School

Total 242 1226 520 412 128 District Total 772 3,563 1,456 1,520 411

Relief Camps opened for people affected by floods in Bheema river

Anuru (K) relief camp Taluk Yadgiri Anuru (K) relief camp Taluk Yadgiri

Bendebenbali relief camp Taluk Wadagera Naikal relief camp Taluk Wadagera

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Rs. 10,000 / - per month as per the Government's and SDRF directive to flood the Bhima River in the month of October 2020

Sl.No Taluk Name G.P Name Affected Villages No.family 10,000 / - per house

01 Naikal Naikal 213 21,30,000/-

02 Wadager Shivanuru 77 7,70,000/- Gonal 03 Suguru 02 20,000/-

04 Yadagiri Yaragol Yaragol 01 10,000/-

Total 03 04 293 29,30,000

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Chapter - 10 Capacity Development – An Overview Background This chapter provides an overview of the capacity development measures described in appropriate contexts in the previous chapters presenting both a summary and a perspective to the capacity building aspects of the plan. The chapter six to nine contain references to specific aspects of capacity development in respective responsibility frameworks and discussion. The list given in this chapter is not exhaustive but indicative and illustrative supplementing the details present in the previous chapters. While the themes included are broadly in consonance with national, regional, and global practices, inevitably there will be changes that must be incorporated in the periodic revisions of the plan and during its implementation. The effort will be to follow the emerging best practices.

Capacity development covers strengthening of institutions, mechanisms, and capacities at all levels of all stakeholders. The United Nations International Strategy for Disaster Reduction (UNISDR) defines 'Capacity Development' for DRR as follows:

“Capacity development is the process by which people, organizations and society systematically stimulate and develop their capacities over time to achieve social and economic goals. It is a concept that extends the term of capacity-building to encompass all aspects of creating and sustaining capacity growth over time. It involves learning and various types of training, but also continuous efforts to develop institutions, political awareness, financial resources, technology systems and the wider enabling environment.” (UNISDR, 2016, revised terminology).

The Sendai Framework challenges all stakeholders to focus on establishing and increasing capacity to manage their country’s disaster risk. It is an important component of investing in disaster risk reduction. In the domain of disaster risk management, the Sendai Framework emphasizes the need for enhancing the technical, financial, and administrative capabilities of institutions, governments, and communities to deal with the identified risks at different levels. The framework calls for reinforcing the capacity to implement and enforce risk reduction measures. Capacity development commonly refers to a process that is driven from the inside and starts from existing capacity assets. The framework underlines the need for capacity development of women in disaster management and building their ability to participate effectively in managing disaster risk.

Investing in capacity development for DRR is a continuing process of enhancing the capability of individuals, agencies, and communities to improve the performance of their DM functions. The process of capacity building will include elements of human resource development, i.e., individual training, organizational development such as improving the functioning of groups, and the strengthening of organizations, regulations, and institutions. Involving stakeholders through participatory approaches is essential to establish ownership and commitment. The sustainability of capacity development initiatives increases in direct relation to the level of participation and ownership of the internal partners. Mainstreaming of DRR is incomplete without mainstreaming of capacity building on DRR by different Ministries/Departments/Agencies. Capacity building should also include creating enabling environment by making relevant provisions in existing laws, rules and regulations etc.

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As capacity development entails activities on various levels, i.e. legal and institutional frameworks, systems of organizations, organization and human and material resources, it is necessary to address challenges on all of them by implementing a mix of activities, on short and long term. The reason for this is that changes at one level often require changes at other levels too, as the levels are interdependent. Therefore, the focus of many capacity development efforts for DRR must go beyond human resource development paying enough attention to organizational and institutional issues. Partnerships and collaborations are integral to institutional capacity building. In institutional capacity building, emphasize should also be on use of state-of-the-art technologies to upgrade the existing system. Public and private investment in disaster risk prevention and reduction through structural and non-structural measures are essential to enhance the resilience to disasters. Investing in capacity development is the cost- effective way to save lives, prevent or reduce losses and ensure effective recovery and rehabilitation.

The District disaster management plan envisages a pivotal role for the District for Disaster Management in capacity development. The Center for Disaster Management ATI, Mysuru and District Disaster Management Professionals are play a lead role in the District in capacity building. The SPDM envisages capacity development in the domain of DM at all levels of government including ministries, line departments and across various autonomous institutions. It also stresses the importance of capacity development efforts to promote community-based DM efforts. The policy notes that to sustain DRR, it is necessary to undertake capacity development across the education sector covering schools to professional institutions. It recognizes that skill development in all sectors to incorporate multi-hazard resistant features along with strengthening of relevant licensing, certification, and standards.

KSDMA AND CENTER FOR DISASTER MANAGEMENT ATI, MYSURU The KSDMA has the mandate to develop disaster preparedness plans for the State to meet any eventuality arising out of all kinds of disasters such as flood, drought, chemical explosion, etc. The CDM ATI, Mysuru has been identified as a nodal training institute for DM training in the State covering functionaries of all concerned departments. KSDMA in consultation with training and technical institutions is responsible for;

(i) Design and develop training programme for the Govt functionaries, decision makers, elected representatives and the Civil Society groups. (ii) Arranging state and district-wise training to enhance the preparedness levels (iii) Establish and maintain a failsafe communication network interconnecting the State, district, block and GP Headquarters for dissemination and collection of information relating to disaster management. (iv) Institutional capacity building in terms of modern equipment, technology, capacity building in all forms required at the state and district levels (v) Capacity building of the communities and Community Based organisations to handle emergencies . (vi) Coordination of NGO efforts.

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OPPORTUNITY FOR CAPACITY BUILDING IN DISASTER MANAGEMENT A strong institutional framework supporting overall capacity building for disaster management has been initiated in India by enacting and enforcing a Disaster Management Act in 2005. The Act has clearly assigned the roles and responsibilities to local, district, state and national authorities for enabling disaster resilient and safe community. The Creation of NDMA, NIDM at national level, SDMA, DDMA, CDM and Disaster Response Forces at State level, , Funding mechanism at various levels, etc., have given a greater thrust to capacity building at every level. In Karnataka, about 23 departments have been identified as responsible for effective disaster management. The Department of Revenue (Disaster Management)(, GoK, KSDMA, SEC, KSNDMC and DDMAs in all the districts have been established and functioning. The Centre for Disaster Management, ATI Mysore is the nodal institute for DM related training in Karnataka. CAPACITY DEVELOPMENT OF LOCAL BODIES – RURAL AND URBAN

The capacities of Panchayats and ULBs must be developed in the sphere of disaster management. Without adequate capacity development, the local bodies cannot contribute effectively to disaster management or in ensuring the proper implementation of DM plans. Capacity development is also necessary for true empowerment of the bodies of local self- governance. The elected leaders and officials of Panchayats and ULBs should be trained to competently handle different types of crises, contribute to disaster preparedness, make proper use of available warnings, organize operations such as search, rescue, relief, medical assistance, and carry out damage assessment. They should also have sound understanding of the needs of proper post-disaster rehabilitation. The local leadership can play a big role in disaster management in all stages and in DM planning. Capacity development must aim at increasing the competence of local bodies in all aspects of disaster management, mainstreaming DRR, and in promoting a culture of disaster prevention and DRR. The capabilities of the local bodies must be developed in financial, technical, and managerial spheres. The Center for Disaster Management, ATI will develop need- based training programs for the capacity development of rural and urban local bodies. Thus, The KSDMA has been forming DM groups at Gramapanchayth level in Karnataka. The elected representatives of the local body / village Panchayath, officers and local youths are the members of the Group. The DM group thus formed are being trained in different aspects of Disaster Monitoring, Management and Mitigation.

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TRAINING OF COMMUNITIES

Enhancing the capacity of communities, as they are the first responders to disasters, is a significant part of the capacity development process. The Sendai Framework notes the need to build the knowledge of civil society, communities, and volunteers on disaster risk reduction. Capacity building has to include awareness, sensitization, orientation, and developing skills of communities and community leaders. Assistance from NDRF, SDRF, Civil Defense, civil society organisations, NGOs, local community- based organizations, and Self-Help Groups will be encouraged. The overall responsibility to give impetus to leadership and motivation will rest with local authorities, PRIs and ULBs under the overall guidance of State and District authorities. Community training programmes should be socially inclusive, and they should place special emphasis on building the capacities of women, children, elderly, SC/ST and PWD.

DISASTER RESOURCE NETWORKS –STATE AND DISTRICT

India Disaster Resource Network (IDRN) is a portal providing nation-wide inventory of DM- related resources covering almost all the basic needs. It is a web-based platform, for managing the inventory of equipment, skilled human resources and critical supplies for emergency response. Primary focus of IDRN portal is to enable the decision makers to find answers on availability of equipment and human resources required to combat any emergency. At the state-level, Government of India has encouraged each state to establish its own State Disaster Resource Network (SDRN) portal on the pattern of IDRN. The resource network shall cover national level, state-level and district level agencies involved in disaster risk management. CAPACITY DEVELOPMENT THEMES The capacity development is applicable to all aspects of disaster management. State agencies will take actions for capacity development of different stakeholders. It must be noted that the division of responsibilities between state and district are described in detail in the responsibility framework given in separate chapters. The capacity development themes for DRM and related responsibilities are summarised in Table Capacity Development for DRR Themes – State and District Sl. No. Thematic Area Sub-Thematic Areas 01  Adopting the state-of-the-art technology Deploying advanced  Identifying technology needs based on hazard risk, vulnerability technology and and experiences. equipment  Procurements of best and most appropriate equipment. 02  Maintaining the resource network and database Disaster Information  Regular updating the resource data System  Developing fail-safe communications with advance technology  Improve data flows across State Dept. and authorized users  Integration of HRVA data with disaster information systems.  Ensuring reliable and credible database on disaster losses (direct and indirect) and post- disaster reconstruction

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03  Mainstream and integrate DRR and strengthen institutional Disaster Risk mechanisms for DRM Governance  Promote participatory approaches, partnerships and networks  Promote quality standards, certifications, and incentives

04  Promote, encourage and facilitate appropriate risk transfer Disaster Risk instruments by collaborating with insurance companies and Management financial Institutions.  Design and implement social safety-net mechanisms, including community-based systems.  Disaster resilience of health care systems by integrating disaster risk management into primary, secondary and tertiary health care  Business resilience, and protection of livelihoods and productive assets throughout the supply chains, ensure continuity of services and integrate disaster risk management into business models and practices. 05  Trainings in DRM at different levels of local governance DM and DRR capacities at  Improve awareness and preparedness of stakeholders at local levels all levels.  Preparing DM plans, regular updating, and mock drills 06  Incorporate subjects of relevance to DRM in school & DRM– in education, collegecurriculum research and professional  Introduced specialized programs, degrees, courses and disciplines diplomas  Promote relevant research projects, programs within institutes and through research grants  Technical and professional programs relevant to various specialized aspects of DRM  Develop ToTs  Research in diverse areas of DRM 07  Deploy the state of art methods and technologies Early Warning  Up-grade technical infrastructure and systems  Improve EW dissemination and ensure the last mile connectivity to the last-mile  Improve the alerts system to make it more relevant and effective at all levels 08  Set up State and District level EOCs with adequately trained Emergency Operation manpower Centres - Strengthening  Enhance emergency response capabilities  Strengthen EOCs, improve infrastructure, upgrade equipment with latest technology,  Improve capabilities based on experience after each disaster event  Deploy best of ICT Tools  Conduct capacity audits of EOCs  Regular reviews and improvement of SOPs, protocols, etc.  Develop Mobile control rooms 09 Global Anthropogenic  Recognise and address climate change risks in DRR Climate Change Risks  Strengthen adaptations to Global Agreement on Climate Change (GACC) 10 Mainstreaming DRM  Incorporating DRM into development plans and programs  Incorporating PM’s Ten Point Agenda for DRR into development plans  Making DRR as an inherent part of all ministry, department, state development plans  Extending convergence to the domain of DRR

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11 Non-Structural  Institutional arrangements, policies, legal support, and Measures for DRR regulatory framework  Revision of building codes and standards for rehabilitation reconstruction practices both for urban and rural areas  Norms and incentives for retrofitting  Reinforce systems to implement, monitor, and enforce regulations for DRR to promote disaster- resistant built environment. 12 Post-2015 Global  Understanding post 2015 global frameworks and their Frameworks – implementation for DRR  Understanding Sendai Framework and its integration into the coherence and mutual implementation of DMP at different levels reinforcement across  Understanding DRR aspects of SDG and its implementation for DRR themes DRR  Understanding COP21 (Paris Agreement on Climate Change) and the integration of climate- related concerns into various DMPs 13 Preparedness and  Institutional reforms, modernization, and changes in legal Response framework  Strengthening of Fire and Emergency Services  Strengthening of the Fire and Emergency Service through revamping, institutional reforms, and modernization  Comprehensive revamping of Fire and Emergency Services with institutional reforms and modernization  Adoption and adaptation of emerging global good practices  Rigorous training and HRD of first responders  Table-top exercises, simulations, and mock drills to improve operational readiness of the plans  Rescue equipment at all levels  Systems to provide basic services in emergencies  Preparedness and response plans at all levels  Community-based DRR and DM 14 Recovery and  Post-Disaster Needs Assessment (PDNA) systems and expertise. Build Back Bette  Credible damage assessment mechanisms and expertise.  Planning capabilities to ensuring coherence of BBB with overall development efforts and goals.  Studies and research for incorporating resilience into BBB models.  Studies on past disasters and recovery to draw useful lessons. 15 Skill Development for  Training and skill development for masons and other artisans. Disaster Resilience  Promoting community-based DM considering specific needs, regional diversities and multi- hazard vulnerabilities.  Training on CBDR & preparedness at local levels.  Address gender issues, and special needs of children, disabled, aged, etc. holistically in the DM context.  Promote private sector and civil society involvement.  Promote PPPs 16 Social Inclusion in DRM  Gender-based vulnerabilities  Scheduled Castes and Scheduled Tribes  Elderly  Children  Persons with Disabilities 17 Understanding Risk  Observation Networks,  Information Systems,  Research  Forecasting  Zoning/ Mapping  Monitoring  Hazard Risk Vulnerability and Capacity Assessment (HVCA)

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PHOTOS OF CAPACITY BUILADING AND TRAINING IN THE DISTRICT

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Chapter - 11 Financial Arrangements The overwhelming expenditure on disaster management in India, more specifically for post-disaster response, relief and rehabilitation, are incurred by the StateGovernments and district administration and almost the entire budgetary allocations for the same are met from the allocations made to the States annually for the five year fiscal cycle on the basis of the recommendations made by the Finance Commissions constituted under article 280 of the Constitution of India. In fact, the entire system of financing disaster management in India has evolved around the recommendations of the successive Finance Commissions. The recommendations of the Finance Commissions have been based on the over-riding principle that financial assistance to the States shall be limited to providing immediate gratuitous relief to the victims of natural calamities and to restore the public utilities so that the affected persons are able to restart their economic activities again. This relief centric approach did notencourage strategic thinking on the total financial requirement of theStates for holistic management of disasters, quantification of resourcegaps and how such gaps can be met over time by various innovativefinancial instruments for risk management. The Disaster Management Act 2005 has ushered a complete paradigm shift in disaster management in India. As per DM Act 2005, financial assistance in wake of notified disasters is provided through State Disaster Response Fund (SDRF) and National Disaster Response Fund (NDRF). These funds have been created under the legal framework of Section 46 and 48 (1) (a) of the Disaster Management Act, 2005 respectively. The allocations to SDRF and NDRF are as per Finance Commission recommendation. The immediate relief is provided in accordance with the guidelines on constitution and administration of State Disaster Response Fund and National Disaster Response Fund issued by Ministry of Home Affairs, Disaster Management Division vide OM No 33-5/2015-NDM-1, dated 30th July 2015, copy of guidelines enclosed. The quantum of relief paid is in accordance with items and norms of assistance approved by Ministry of Home Affairs, Govt. of India. In the event of a calamity of severe nature, when the State’s SDRF is insufficient, additional central assistance is sought from NDRF through submission of memorandum and following other laid down procedure. The MHA will follow the following procedure to release financial assistance to the affected state government:  The memorandum of the State government will be examined to assess the likely requirement of funds as per the items and norms of expenditure under SDRF/NDRF. If a preliminary examination reveals that there are adequate funds in the SDRF with the state for providing relief as per norms, the state will be advised accordingly

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 If a preliminary examination reveals that the state is in need of assistance, an Inter-Ministerial Central Team will be deputed to the disaster affected area for an on-the spot assessment  The report of the Central team will be examined by the NEC through its sub-committee, which will assess the extent of relief expenditure which can be made available through the NDRF, as per the norms of NDRF and SDRF, and make recommendations for the same  The High Level Committee will consider the recommendations of the Sub-Committee of NEC and approve the quantum of immediate assistance to be released from the National Disaster Response Fund.

Brief on 15th Finance Commission’s award pertaining to disaster-related grants

The 15th Finance Commission has made a departure from response to mitigation aspectand recommended setting up of National and State Disaster Risk Management Fund (SDRMF). The recommendations of the commission related to financing of relief expenditure have been accepted by Govt. of India. The coverage of funds recommended by the commission for financing of relief expenditure goes beyond the disaster response funds that already exist at the national (NDRF- National Disaster Response Fund) and state (SDRF-State Disaster Response Fund) levels. National Disaster Risk Management Fund (NDRMF) and State Disaster Risk Management Fund (SDRMF) have been created. The allocation for SDRMF for the year 2020-21 for Karnataka is Rs.1054 crores.

SDRMF break up: SDRMF (allocation Rs. 1054 crore)- Union share 75% and State share 25%

State Disaster Response Fund State Disaster Mitigation Fund (SDRF)- 843.2 crore (80% of (SDMF)-210.8 crore (20% of SDRMF) SDRMF )

Response Recovery and Capacity and Relief - Reconstruction - Building - 421.6 crore 316.2 crore 105.4 crore

Brief Note on State Disaster Mitigation Fund (SDMF):

NDMA is finalizing guidelines for administration of State Disaster Mitigation Fund and National Disaster Mitigation Fund. Broad contour of SDMF draft guidelines is as follows:

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 As per the recommendations of the15th Financial Commission, Mitigationfundshas been created separately at the national and statelevels ,in the form of a National Disaster Mitigation Fund (NDMF) and State Disaster Mitigation Fund (SDMF) are setup. The Mitigation funds aims to support those local level and community-based interventions, which reduce disaster risks and promote environmental-friendly settlements andl ivelihoodpractices,andnotlarge-scale infrastructure interventions.  Mitigation:Concept,StrategyandScope Mitigation refer stop roactive measures aimed atreducing the impact of apotential disaster,while Preparedness meanst aking specific measures just before a disaster strikes. Mitigation measures a real so implement edin course of recovery and reconstruction programmes,sothattheinfrastructureandassetsareina better position to withstand future disasters (“Build Back Better”).

 Mitigation measures can be group Structural and Non-structural. Structural measures consist of engineering interventions such constructions of small dams,dykes ,etc. to contain flooding, orstrengthening and retrofitting of existing structures to with stand the impactofadisaster.Non-structuralmeasurestypicallyincludepromotingenvironmental measuressuchasshelterbeltplantationsandmangroves;policymeasuressuchas regulations,zoning,and enforcementofbuildingcodes;researchanddevelopmentfor disasterriskreduction;and financial measures such as taxincentives etc. However, effective mitigation measures would involve a combination of structural and non- structural measures, multi-hazard risk assessment, life cycle analysis, and coherence with the over all developmental program of the region.  The projectshould not be covered inexistingschemesofeitherState orCentral governments. However, thereisalsospaceforcross-cuttingthemeswhichmaybe considered as part of the overall mitigation efforts.

Public Funded Schemes The primary mechanism for funding DRR related schemes and projects in Karnataka are through Public Funded Schemes at Central and State level. Various nodal Ministries play a key role in disaster management as far as specific disasters are concerned. These nodal Ministries as well as other Ministries and Departments have dedicated schemes, aimed at disaster prevention, mitigation, capacity building, etc. within their particular domain. Existing examples include the scheme of MHA for Strengthening of Fire and Emergency Services, Financial assistance to ATIs and other Training institutions for disaster management, Integrated Coastal Zone Management programme of MOEFCC, and flood management and flood forecasting programmesof MOJS. The Department of Space (DOS)

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has a Disaster Management Support Programme and MOES has a project on Tsunami and Storm Surge Warning System. NDMA is implementation an important World Bank funded project for National Cyclone Risk Mitigation Project. Apart from this, many of the schemes, which are implemented by various ministries/ departments, have embedded DRR components, as for example, those implemented by the MOEFCC. There are many other programmes that improve societal resilience, which is a critical component of DRR, such as the National Rural Health Mission (NRHM), Mahatma Gandhi Employment Guarantee Scheme, and the Urban Development’s Urban Renewal Mission.

Flexi Funds as a part of Centrally Sponsored Schemes As per Department of Expenditure, Ministry of Finance, the NITI Aayog has issued instructions for rationalization of Centrally Sponsored Schemes (CSS), vide OM No. O — 11013/02/2015-CSS & CMC dated August 17, 2016. As per para 6 of the said OM, flexi-funds available in each CSS has been revised to 25% for States, and 30% for UTs, of the overall annual allocation on under each scheme. The flexi -fund component within the CSS can be used to achieve the following objectives: a) To provide flexibility to States to meet local needs and requirements within the overall objective of any given Scheme at the sub-head level. b) To pilot innovation to improve efficiency within the overall objective of any given Scheme atthe sub-head level. c) To undertake mitigation/restoration activities in case of natural calamities, or to satisfy local requirements in areas affected by internal security disturbances.

Externally Aided Projects Besides the funds which are available through public funded schemes, efforts have also been made by the centre to mobilize the resources from external funding agencies for vulnerabilities assessment, capacity development, institutional strengthening of response mechanism and mitigation measures etc. The Central Government would continue to support states for reconstruction and rehabilitation on in the aftermath of major disasters through aid from Word Bank and other such external funding agencies.

Insurance and Risk Transfer PradhanMantriFasalBimaYojana (PMFBY) the government sponsored crop insurance and Weather Based Insurance provides risk cover to farmers.

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Chapter - 12 Strengthening Disaster Risk Governance

Sendai Framework and Strengthening Disaster Risk Governance The Sendai Framework emphasises the importance of governance at different levels for an effective and efficient management of disaster risk. Effective risk governance requires clear vision, plans, competence, guidance, and coordination within and across sectors, as well as participation of relevant stakeholders, as discussed earlier. Strengthening disaster risk governance is necessary to foster collaboration and partnerships for the implementation of disaster risk reduction and sustainable development. The Sendai Framework lays emphasis on the following to strengthen disaster risk governance:

a) Mainstream and integrate disaster risk reduction within and across all sectors and promote the coherence and development of relevant laws, regulations, and public policies. It must guide both the public and private sectors through the legal framework that clearly spells out the roles and responsibilities. It must address disaster risk in publicly owned, managed, or regulated services and infrastructures. It must encourage actions by persons, households, communities, and businesses. It has to enhance relevant mechanisms and initiatives for disaster risk transparency. It must put in place coordination and organizational structures. b) Adopt and implement disaster risk reduction strategies and plans, across different levels (local to national) and timescales, aimed at preventing the creation of risk, the reduction of existing risk and the strengthening resilience – economic, social, health and environmental. c) Carry out assessment of the technical, financial and administrative disaster risk management capacity to deal with the identified risks at different levels d) Promote necessary mechanisms and incentives to ensure high levels of compliance with the safety-enhancing provisions of sectoral laws and regulations, including those addressing land use, urban planning, building codes, environment, resource management, health and safety standards, and update them, where needed, for better disaster risk management e) Develop and strengthen mechanisms to periodically review and assess the progress on various DM plans as well as encourage institutional debates, including by parliamentarians and relevant officials, on DRR plans f) Assign clear roles and tasks to community representatives within disaster risk management institutions and processes and decision-making through relevant legal frameworks, and undertake comprehensive public and community consultations during the development of such laws and regulations to support their implementation g) Establish and strengthen government coordination forums composed of relevant stakeholders at the national and local levels, such as national and local platforms for disaster risk reduction. h) Empower local authorities, as appropriate, through regulatory and financial mechanism to work and coordinate with civil society, communities and indigenous peoples and migrants in disaster risk management at the local level i) Promote the development of quality standards, such as certifications and awards for disaster risk management, with the participation of the private sector, civil society, professional associations, scientific organizations and the United Nations j) Formulate relevant public policies and laws aimed at addressing issues of prevention or relocation, where possible, of human settlements in disaster risk-prone zones.

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Responsibility Framework for Strengthening Disaster Risk Governance Based on these considerations, and the increased emphasis globally on strengthening disaster risk governance to reduce disaster risk and to build resilience, the major tasks, agencies of the central and state government are presented in a responsibility matrix. India currently has in place many institutions dedicated to disaster reduction, response, and for disaster risk governance at the centre and within the states at various levels from local to the state. However, there is wide variation in the functioning, structure, and capabilities.

The DDMP seeks to strengthen the entire system of disaster risk governance in the country using the framework presented here. As discussed in chapter-1, the NDRRP/DDMP envisages the implementation of various measures across the country over the short (T1), medium (T2), and long- term (T3), ending by 2022, 2027, 2030 respectively. Many of these are highly ambitious given the extremely uneven level of institutional arrangements across various states and districts in the country. Based on the current status of implementation of the DM Plans, each central Ministry, Department, and the State Government will restructure the respective DM Plans into these time frames for implementation while preparing plans or revising existing ones.

The generalized responsibility matrix given in this section summarizes the themes for strengthening DR governance and specifies agencies at the centre and state with their respective roles. The matrix has six thematic areas in which central and state governments must take actions to strengthen disaster risk governance:

1. Mainstream and integrate DRR and Institutional Strengthening 2. Capacity Development 3. Promote Participatory Approaches, Partnerships and Networks 4. Work with Elected Representatives 5. Grievance Redress Mechanism 6. Promote Quality Standards, Certifications, and Awards

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s.n Strengthening Disaster Risk Governance Major Themes District and their Responsibilities District Responsibility – District Short Term (T1) 1  Mainstream and DDMA,  Empower local authorities integrate disaster Panchayats, ULBs, all  Carry out assessment of the technical, financial and administrative capacity for disaster risk management risk reduction departments involved in at all levels within the state within and across disaster management  Carry out assessment of the technical, financial and administrative disaster risk management capacity at all sectors state, district, and local levels  Institutional Medium Term (T2) Strengthening  Improve work culture  Promote the coherence and development of relevant laws, regulations, and public policies  Adopt and implement disaster risk reduction strategies and plans, across different levels and timescale  Make institutions efficient and responsive  Develop mechanisms, and processes to ensure transparency and accountability  Enhance relevant mechanisms and initiatives for transparency  Strengthen/ establish coordination and convergence mechanisms at state, district, and local levels Recurring Implementation in state ministries, departments, and agencies  Capacity DDMA, Short Term (T1) 2 Development Panchayats, ULBs, All Develop capabilities at state, district, block, and local levels to understand disaster risk, develop DM plans,  Empower local departments involved in implement relevant policies, laws, and ensure compliance with risk reduction safety standards authorities disaster management Medium Term (T2)  Strengthen  Involve communities, panchayats, municipalities, urban local bodies, etc., elected representatives, civil coordination society organizations, private sector, and educational institutions mechanisms  Develop necessary capacity to understand and effectively enforce regulatory norms and standards for DRR  Sensitise all state departments and agencies about the importance of social inclusion in DRR

 Create awareness of the role of ecosystems and appropriate land-use in DRR Long Term (T3)  Assess existing DRR capacities (all types) at various levels and implement capacity development programmes to address the requirements  Assess current capacities at the state and local levels to address the challenges posed by climate change and implement programmes to develop the required capacities  Integrating environmental and appropriate land-use management in all DRM plans

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DDMA, Recurring Promote Panchayats, ULBs, All Promote for participation of communities, individuals, households, and businesses in all aspects of disaster Participatory departments involved in management 3 Approaches, disaster Short Term (T1) Partnerships and management, Implement participatory approaches in Networks disaster management based on a multi- SDMA, COR, RD, DDMA, Panchayats, ULBs, All Recurring 4 Work with elected departments involved in  Sensitize the political leadership representatives disaster management,  Involve the political leadership at state, district, block, and local levels in discussions on DRR especially DRD and UDD SDMA, COR, RD, Recurring DDMA, Ensuring the functioning of a sound grievance redress mechanism in all the ministries/ agencies involved Panchayats, ULBs, all in disaster response Grievance Redress departments involved in Short Term (T1) 5 Mechanism (GRM) disaster response  Review existing GRM applicable for state and centre and within state  Develop plans to strengthen GRM Medium Term (T2) Implement plans for strengthening GRM Recurring  Ensure implementation of standards , DDMA,  Monitor compliance 6 Promote quality Panchayats, ULBs Short Term (T1) Formulate state-level regulations along with wide public consultations standards, such as Medium Term (T2) certifications and  Develop suitable by-laws specifically for urban and rural areas awards for disaster  Institute systems of certifications and awards for DRR risk management  Develop enforcement mechanisms Long Term (T3)  Implement techno-Legal regimes  Establish institutional arrangements for monitoring compliance

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CHAPTER - 13 INTERNATIONAL COOPERATION PARTICIPATION IN INTERNATIONAL EFFORTS

India plays an active role in global initiatives on disaster management and also a signatory to the Sendai Framework for DRR and is committed to achieve the priorities and the objectives through systematic and institutional efforts. With multi-dimensional initiatives and expertise, India remains committed to playing a leading role in strengthening regional and international cooperation efforts in mitigating and reducing the impacts of disasters.

India is one of the participating countries and works closely with the UNISDR. The United Nation Disaster Management Team in India comprises of UN agencies such as Food and Agriculture Organization, International Labor Organization, United Nations Development Program, United Nations Educational, Scientific and Cultural Organization, United Nations Population Fund, United Nations High Commission for Refugees, United Nations Children’s Fund, World Food Program and World Health Organization. India is participating in the Global Facility for DRR program and is one of the founder members of Asian Disaster Reduction Centre. India has agreements with the several countries for cooperation in the field of disaster management and has been working closely with many countries for the exchange of ideas and expertise in disaster management. Thus, the state Government agencies to develop plans and programs in accordance with the National norms and protocol, programs, initiatives and commitments at international platforms towards Disaster Management. ACCEPTING FOREIGN ASSISTANCE As a matter of policy, the Government of India does not issue any appeal for foreign assistance in the wake of a disaster. However, if the national government of another country voluntarily offers assistance as a good will gesture in solidarity with the disaster victims, the decision on acceptance of all such offers vests solely with the Central Government. The primary responsibility for reviewing such foreign offers of assistance rests with the Ministry of External Affairs which will consult and coordinate with the Ministry of Home Affairs, Govt. of India. All offers of assistance from foreign governments will be routed through the Ministry of External Affairs. Offers of assistance in-kind, including technical assistance, emergency rescue teams, reconstruction assistance, etc. will be evaluated on a case-by-case basis, in consultation with the Ministry of Home Affairs, which will assess the requirements based on inputs from the State government.

In the case of contributions from NRIs, PIOs and foreign non-governmental bodies, donations may be accepted through the Prime Minister’s and Chief Minister’s relief funds. All other donations from foreign non-governmental entities to Indian non-governmental entities must be compliant with extant regulations, including the Foreign Contribution (Regulation) Act 2010.

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ACCEPTING MULTILATERAL ASSISTANCE

In the case of an offer of assistance from UN Agencies, the Government of India will evaluate and consider all such offers on its merits. If accepted, GoI will issue directions to the respective Ministry or State Government to coordinate with the concerned UN agency. India will permit UN agencies and international NGOs already operating in the country at the time of the disaster event to continue render their humanitarian assistance to people in the affected area in coordination with the relevant Central Ministries/Departments and the State Government in accordance with applicable norms and protocols.

ROLE OF AGENCIES IN DISASTER MANAGEMENT

KSDMA/DDMAs will take all appropriate measures for transparency in the relief operations. Affected people shall be apprised of the nature and quantum of relief admissible to them. Proper formats will be developed to acknowledge the receipt of relief materials and their further distribution. GoI has issued norms for relief compensation for different damages and losses vide (Period 2015-20, MHA Letter No. 32- 7/2014-NDM- I Dated 8th April 2015) Following are the different agencies play a vital role at the time of disaster management. VOLUNTARY, BILATERAL AND MULTILATERAL AGENCIES

Participation of the community is crucial in Disaster Management. However, preparing the community for appropriate response within a limited time and motivating it for adopting long-term mitigation measures would require a very sustained, intimate and a flexible approach. This is a challenge which can be effectively addressed through involvement of NGOs and CBOs (Community Based Organizations) due to their close linkages with the community, their outreach and flexibility in procedural matters. NGOs & CBOs

Local NGOs and CBOs, due to their proximity to the community, can act as a vital link between government and the community particularly during emergencies. They are in a better position to appreciate the area and time specific problems of the people and their flexibility in approach makes them more acceptable in the community. These organizations work generally in the fields of health, education, livelihood, micro- finance, infrastructure, animal husbandry, social reforms, etc. Indian Red Cross Society and other international NGOs have considerable experience and expertise in emergency management. These organizations, apart from their resources and expertise, have a network of NGOs whom they can harness during emergencies. They could also play a vital role in information dissemination because of their existing global network.

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The NGOs can be used through following actions: Sl. Issues Action No. Points 1. Geographic spread Develop a database of NGOs at all levels working on disaster management of NGOs focusing on geographic outreach and thematic capacities of the organizations. (Action: SDMA and DDMAs with the help of other Departments and NGOs) 2. Volume of support Compile statistics on quantum of support provided by NGOs at all levels, provided by NGOs both international and national. (Action: SDMA and DDMAs) 4. Coordination Establishing inter agency mechanisms for coordination and networking activities (information and knowledge management, training and capacity building, collaborative advocacy, quality and accountability) at all levels. (Action: DDMA) 5. Accessibility Establish protocols for cooperation and ensure access to the affected areas with support from government agencies at respective levels like NDRF and SDRF that have good logistics base to reach inaccessible areas. (Action: SDMA , DDMA, NGOs, CBOs) 6. Hazard and Conduct community centric hazard and vulnerability analysis at all levels, vulnerability based and develop disaster management plans in accordance. planning (Action: DDMA, NGOs) 7. Community Ensure community participation in assessment, planning, implementation participatio and monitoring of activities at all levels. n (Action: DDMA, NGOs, CBOs) 8 Mainstream Support the most vulnerable groups through mitigation activities as well ing of as disaster preparedness and response, with a particular focus on the Disability special needs of the Persons with Disabilities (PWDs). Issues in (Action: DDMA, NGOs) DM 9 Gender Make women’s as well as men’s concerns and experiences an integral Mainstream dimension in the design, implementation, monitoring and evaluation of ing policies and programs such that inequalities between men and women are not perpetuated through the routine operations of DM. (Action: DDMA) 10 Focus on most State level: Coordinate among actors to identify gap areas vulnerable rather District and Local level: Ensure targeting with equity and outreach to all than only on excluded areas. Epicentre (Action: District NGO Task Forces in DDMA) 11 Rural-urban Develop the capacities of NGOs or specialized civil society agencies at all diversity levels to manage urban as well as rural disasters and accordingly make investments. (Action: DDMAs) 12 Adherence to State level: Develop minimum standards for the state standards District and Local level: Develop capacities for adherence to minimum standards through collective and coordinated efforts of all stakeholders (Action: SDMA, DDMAs, NGOs, CBOs)

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Sl. Issues Action Points No. 13 Develop an agreed framework of accountability for all levels and Transparency and mechanisms to bring in transparency. accountability (Action: SDMA and DDMAs) 14 Advocacy at all levels on Do No Harm through disaster response and Do No Harm development interventions. (Action: District NGO Task Forces in DM) 15 Ensure that the NGO programmes have an exit strategy to link with long Exit strategy term recovery/rehab/development programs of other NGOs or the government. (Action: District NGO Task Forces in DM)

BILATERAL ORGANIZATIONS

Bilateral agencies play a major roles role in disaster management and work through government as well as NGOs and other partner agencies. They provide resources for preparedness, research, networking and institution development, relief, reconstruction and rehabilitation. They can assist in making suggestions for possible changes in policies by sharing of disaster management applications in other parts of the world. In addition they can provide technical expertise and give support by mobilizing advanced rescue and evacuation teams from other countries during the time of extreme emergencies. These organizations carry out responsibilities in coordination with the Government of the affected country, other donor Governments, international organizations, UN agencies and NGOs.

CORPORATE BODIES

So far the role of corporate sector has been limited to relief and reconstruction activities following emergencies. Some business centers and corporate houses have special cells to take up relief activities.  The corporate sector can play an active role in preparedness and planning through raising community awareness in their project areas on various aspects of disaster preparedness.  Providing specialized equipments (earthmoving equipments, boats, etc. for disaster response.  The corporate sector will be encouraged to develop a fund for preparedness and post-disaster activities.  Mobilization and creation of contingency fund for relief and recovery activities.  Provision of technical know-how to manage disasters (especially industrial accidents, fire etc.)

UN AGENCIES:

The UN has a central and unique role through the organizations under its aegis, coordinate international co-operation in the field of disaster management and mitigation. Even though disaster management and mitigation rests on the National Government, the UN agencies are responsible for providing advice and assistance to the government and responsible to mobilize and provide technical and material assistance according to its mandate and resources.

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UNICEF (UNITED NATIONS INTERNATIONAL CHILDREN’S EMERGENCY FUND)

The SDMA/the Department of Revenue (DM)/State administration may request the UNICEF for following assistance Provision of emergency relief to the affected communities

 Immunization  Restoration of health infrastructures  Supply of educational and other infrastructures to the affected schools  Restoration and augmentation of sanitation and drinking water facilities  Establishment of child labour prevention school  Supply of boats to the State Government The key areas of UNICEF’s involvement in disaster mitigation will be

 Post disaster situation and needs analysis with the help of NGOs or Govt. machinery.  Promoting & guiding disease surveillance  Training support for medical personnel for control of epidemics / pandemics  Provision of relief support to the affected community as per its mandate.  Supply of emergent food aid relief, medicine and study materials for children of the affected communities.  Allocate/generate financial assistance for restoration and rehabilitation activities in the affected areas.  Restoration of drinking water and sanitation facilities in post disaster period.  Incorporate disaster preparedness aspects in its ongoing programs.  Special programs for child and mother health UNDP (UNITED NATIONS DEVELOPMENT PROGRAM)

UNDP is mandated to promote incorporation of disaster mitigation in development planning and provide financial support and technical assistance for different facets of disaster management. Assistance is also provided in the planning and implementation of post disaster rehabilitation and reconstruction and incorporation of risk reduction techniques in the affected areas. The activities of UNDP in the State could be as follows;  Supporting the State and district administration in distribution of relief  Co-ordination of NGO activities in the affected areas  Promotion of alternative housing techniques in the affected areas  Strengthening of disease surveillance  Supporting Disaster Preparedness initiatives in the State through organizing workshops, training programs for various stake holders

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 Initiating community based disaster preparedness program in the State  Initiation of sustainable livelihood programs  Provision on agricultural inputs immediately after emergencies  Provision of tents, family relief kits UNDP can play the following roles in a disaster management;

 Incorporation of disaster mitigation in development planning.  Support and get involved in planning and implementation of relief and rehabilitation activities of the State Govt.  Propagate disaster preparedness in community level through Govt. machinery.  Support the State Govt for preparing DM plans at state, district, block and community levels.  Provide necessary support and guidance for designing early warning systems.

WFP (WORLD FOOD PROGRAM)

World Food Program provides targeted food aid to vulnerable communities for humanitarian relief and supports rehabilitation, reconstruction and risk reducing development programs. FAO (FOOD AND AGRICULTURE ORGANIZATION)

FAO provides technical advice in reducing vulnerability and helps in the rehabilitation of agriculture, livestock, fisheries and local food production. It also monitors food production and forecasts any requirements of exceptional food assistance. WHO (WORLD HEALTH ORGANISATION)

WHO provides advice and assistance in various aspects of preventive and curative health care including preparedness of health services for rapid disaster response.

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Chapter - 14 Maintaining and Updating the Plan Background

Regular maintenance is critical to ensure the relevance and effectiveness of the DM plans. Plan maintenance is the dynamic process. The plan must be periodically updated to make it consistent with the changes in Government policies, initiatives, and priorities as well as to incorporate technological changes and global experiences. Evaluating the effectiveness of plans involves a combination of training events, exercises, and real-world incidents to determine whether the goals, objectives, decisions, actions, and timing outlined in the plan led to a successful response. In this way, the emergency preparedness exercises become a nintegral part of the planning process.The DM planners must be aware of lessons and practices from various parts of India as well as lessons from across the world. The trainings, mock drills and exercises is crucial to evaluating the operational aspects of the plan, rectify gaps,and improving the efficiency of the plan.The like lihood so femer genciesandactua occurrence sareals ooccasions for evaluating the plan, making innovations, and for updating the plan, SOPs and guidelines. At times, operations experience setbacks due to outdated information, ineffective procedures, incorrect role assignments, and outdated norms. Further, the priorities for a jurisdiction may change over time as the makeup of the included communities change, as resources expand or contract, and as capabilitiesevolve.

Training

At different levels, the nodal agency tasked with developing respective DM plan has to disseminate it to all other agencies associated with the plan execution having with specific responsibilities (State Govt. depts. etc.).Thesekeystakeholderagenciesarerequired to train their personnel, so that they have the knowledge, skills and abilities needed to perform the tasks identified in the plan. Each agency shall assign nodal officers for DM and prepare adequate trainingschedule.Each nodal agency for DM must hold, in accordance with a mandatory timetable, training workshops with regular mock drills, at least twice a year. Such programs are crucial to ensure full preparedness and to maintain operational readiness of the disaster response operation teams, institutional mechanisms,and theequipment. These drills will be organized to test their readiness to deploy within the shortest possible time following the DMP activation. They shall be conducted in a manner similar to that of the drills carried out firefighting department or the army units. These workshops and drills must be held at the pre-designated locations or base camps under the guidance of the designated incident commanders and associated departmental heads. The objective of all these trainings and drills would be to both familiarize the teams with the DMP and to increase their operational efficiencies.The training sarecrucial because they go beyond concept sand guidelines into inculcating in the individuals the critical importance of working as a coherent team for emergency response with a clear chain of command.The workshop sand drills will also provide a no pportunity to practice SOPs. These workshops would also give the teams an opportunity to develop all the stakeholders into a cohesive responseunit. Testing the Plan and Learning to Improve Evaluating the effectiveness of a plan involves a combination of training events, exercises and real- time incidents to determine whether the goals, objectives, decisions, actions and timings outlined in the plan led to a successful response. The purpose of exercises and drills is to promote preparedness by testing the plan with equal participation of all relevant stakeholders. The process of evaluation and remedial actions will identify, illuminate, and correct problems with the DMP. This process must capture information from exercises, post-disaster critiques, self-assessments, audits, administrative

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reviews, or lessons-learned processes that may indicate that deficiencies exist. Members of the planning team should reconvene to discuss the problem and to consider and assign responsibility for generating remedies across all missionareas.

Remedial actions may involve revising planning assumptions and operational concepts, changing organizational tasks, or modifying organizational implementing instructions (i.e., the SOPs/SOGs). Remedial actions may also involve reassessment of capabilities, revisiting assumptions made in the DMP, and finding solutions to overcome the deficiencies. The final component of a remedial action process is a mechanism for tracking and following up on the assigned actions.

Revise/Update

This step closes the loop in the planning process. It focuses on adding the information gained by exercising the plan to the lessons learnt while executing and start the planning cycle all over again.All the relevant stakeholders should establish a process for reviewing and revising the plan. Reviews should be a recurring activity. Each DM plan must be reviewed at least once in a year. It should also be reviewed and updated as indicatedbelow:  Major review and revisions after each majorincident  After significant change in operational resources (e.g., policy, personnel, organizational structures, management processes, facilities,equipment)  Subsequent to any notification or formal update of planning guidance orstandards  After every case of plan activation in anticipation of anemergency  After the completion of major exercises  A change in the district’s demographics or hazard or threatprofile  Enactment of new or amended laws orordinances Every office of the Government of India and of the State Government at the district level and the local authorities shall, subject to the supervision of the District Authority,— (a) prepare a disaster management plan setting out the following, namely:— (i) provisions for prevention and mitigation measures as provided for in the District Plan and as is assigned to the department or agency concerned; (ii) provisions for taking measures relating to capacity-building and preparedness as laid down in the District Plan; (iii) the response plans and procedures, in the event of, any threatening disaster situation or disaster; (b) coordinate the preparation and the implementation of its plan with those of the other organisations at the district level including local authority, communities and other stakeholders; (c) regularly review and update the plan; and (d) submit a copy of its disaster management plan, and of any amendment thereto, to the District Authority

As per section 31 (4) of the DM Act, DDMP is to be reviewed and updated annually.

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CHAPTER-15 District Contact Details

Office S. Office (STD Designation Fax Mobile No. Email No Adress/R.No Code: 08473)

1 2 3 4 6 7

Deputy

1 253700 253701 9482570780 [email protected] Commissioner-

Addl. Dy.

2 253703 253701 7760265920 [email protected] Commissioner

Office Assistant

3 to Deputy 253704 253701 7975639410 [email protected] Commissioner Calamity Section (DC 253771 4 253771 8317486317 - Office) Ground Floor 253772 Controll Room - A1 to A 8 Election

5 branch (DC 253705 253801 7348988149 [email protected] Office)

D.C. Office 08473- 6 - - - Helpline 253771

Assistant Director, Social 7 Security - - 9632318627 - Schemes, Yadgir Assistant Commissioner, First Flor, - 252688/

8 252166 7619143111 [email protected] Yadgir Revenue A3 to A6 253311 sub-division

Tahsildar, Old D.C.Office [email protected] 9 252370 - 9845612361 Yadgir. Station Road m

Mini Vidhana Soudha Tahsildar, 8479- tahasildarshahapur@gmail. 10 Bidar- - 9945718291

Shahpur. 243321 com Srirangapatta na Road Mini Vidhana Tahsildar, 8443- tahasildarshorapur@gmail. 11 Soudha Near - 9538523163

Shorapur. 256043 com Court

Tahsildar, 12 - - - 9901301385 - Gurmitkal

U.K.P Camp Tahsildar, 13 near Police - - 8951420399 - Hunsagi station Tahsildar, 14 - - 9901112994 - Wadager Grade-2 First Flor, - 252688/

15 Tahasildar AC 252166 8951999689 [email protected] A3 to A6 253311 Office Yadgir. Grade-2 Tahasildar Old D.C.Office [email protected] 16 252370 - 9632318627 Tahasil Office Station Road m Yadgir. Mini Vidhana Grade-2 Soudha Tahasildar 8479- tahasildarshahapur@gmail. 17 Bidar- - 9448786697

Tahasil Office 243321 com Srirangapatta Shahapur. na Road

218

Grade-2 Mini Vidhana Tahasildar 8443- tahasildarshorapur@gmail. 18 Soudha Near - 9741646895

Tahasil Office 256043 com Court Shorapur. Spl Tahasildar, 19 Tahasil Office - - - 9482002921 - Gurumitkal. Spl Tahasildar, 20 Tahasil Office - - - 9448786697 - Wadigera. Spl Tahasildar, 21 Tahasil Office - - - - - Hunusagi. Chittapur District Waqf 22 Road near 253881 - 9480825477 - Officer R.T.O.

Dy. Director Ground Floor [email protected] 23 253770 - 924117114

Land records. - A13 to A 15 [email protected]

Project Director Iind Flor, -

24 253288 - 7760265920 [email protected] DUDC Yadgir A14

Dy. Director

25 Food and Civil First Flor A10 - 253707 9448830277 [email protected] suppliers Senior Geologist Mines IInd Flor, -

26 253708 - 9845281231 [email protected] & Geology A15 Office. Geologist IInd Flor, -

27 Department of 253709 - 9900797750 [email protected] A15 Mines and Geo

Dist: Statistical II nd fflor -

28 253710 - 7259440400 [email protected] officer A 6

Dist: Treasury Ground Flor [email protected] 29 253711 - 9886553740

Officer A17,18,21 [email protected]

New Bus Dist: Insurance 30 stand 253712 - 9845679646 - Officer KGID opposite

First Floor

31 Dist. Registrar 253714 - 9448030204 [email protected] A14

Dy. Registrar of II nd floor -

32 Co-Operative 250424 - 9448813536 [email protected] C11 Societies. Dy. Director Seccond Floor

33 Co-Operative 296716 - 9449124026 [email protected] A13 Audit Joint Director jd- 34 Dist: Industry - 250541 - 9448100319 yadagiri@karnatakaindustr

Center y.gov.in Dist. Employment Seccond Florr

35 Office 253718 - 9448226704 [email protected] B1, B2 Empolyment exchange Office Near Old Chief Librarian D.C.Office,

36 Dist: Center Basvaeshwar 253719 - 9901567144 [email protected] Liberary Kalyan Mantap Road Senior Deuty Seccond Flor 37 Director Local 253716 - 9448577852 [email protected] A 18 Audit Circle. Asst Director of 38 Land records - - - 9686230955 - Shahapur.

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Asst Director of 39 Land records - - - 9448324904 - Shorapur. Asst Director of 40 Land records - - - 9686230955 - Yadgir.

Asst Statistical 41 - - - 9972646330 - Officer Yadgir.

Asst Director of Second Floor 42 Agriculture - - 8277933403 - C12,C13 Yadgir.

AD Kannada & First Floor

43 253721 - 8884900832 [email protected] Culture Dept. A14

Asst. Director First Floor B2, varthabhavanyadagiri@gma 44 Information 253722 - 805079304

(A&B) B3 il.com and Publicity sr.Asst. Director First Floor B2, varthabhavanyadagiri@gma 45 253722 - 805079304

Information (A&B) B3 il.com and Publicity The Dist.

46 Marketing - - - - [email protected] Officer Yadgir The Asst. First Floor

47 Director Dept. 253724 - 7353239011 [email protected] A15 A16 of Tourism Asst. Controller Chittapur

48 Weights and Road Kalburgi 253725 - 9483486117 [email protected] Measures Tower Asst. Director Second Floor

49 Small Savings 253726 - 9731042685 [email protected] A11 office.

Dist. Labour First Floor A7

50 253727 - 9164046824 [email protected] Officers to A9

Chittapur Road 253730 [email protected] 51 Supt. Of Police 252776 9480803601

D.C.Office 251778 /[email protected] Opposite

Home guards Balaji Temple commandanthomeguardydg 52 250673 - 9986092987

Commedant. Road @ gmail.com

Deputy conservator of

53 Station Road 253728 - 9480449954 [email protected] ForestTerritor ial Dy. conservator of forest Social Seccond Floor

54 253731 - 7019210940 [email protected] forestry C 3 division Deputy

55 Commisioner of Laxmi Nagar 250479 - - [email protected] excise Fire Station Officer, APMC Gunj 9739012229

56 252101 252101 [email protected] Karnataka Fire Yard 9480823687 services, Yadgir

S.P Lokayukta Old Bus stand [email protected] 57 250077 - 8660848300

office Opposite [email protected]

Additional S.P Old Bus stand 58 253355 - 9448138378 - (Lokayukta) Opposite

59 Control Room Chittapur 251778 - - [email protected] Road D.C.Office Opposite 60 Special branch 253737 - - [email protected]

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61 D.C.R.B 253738 - - -

Chief Executive Ground Floor

62 253750 253756 9480879500 [email protected] Officer ZP C1 to C16

Joint Director Seccond Floor

63 of Agriculture 253748 - 8277933400 [email protected] C12 C 13 JDA Sr. Asst. Director of 64 - 253745 - 9480461234 - Horticulture (ZP) Deputy director First Floor 9480461234 [email protected] 65 of Horticulture 253747 - C17 (A &C ) 9448999250 [email protected] ZP Sr. Asst. Director of 66 - 253749 - 9481664211 - Horticulture state sector Deputy [email protected] 67 Director of - 293751 - - [email protected]

Sericulture m Deputy Director, Animal Seccond Floor 9916512190

68 253752 - [email protected] Husbandary & C8 7619348880 Veterinary services.

Sr.Asst.Directo First Floor

69 253753 - 9880749105 [email protected] r of Fisheries C14 ,15

Asst. Director Seccond Floor

70 Handloom and 250387 - 9845906227 [email protected] C6 Taxtiles

71 PD. D.R.D.A - 253756 - 9448204625 [email protected]

Chief Planning

72 - 253757 - 8762775105 [email protected] Officer

Dy. Secretary,

73 - 253758 - 9480879501 [email protected] ZP

Chief Accounts

74 - 253760 - 9480879503 [email protected] Officer

Dy. Director First Floor

75 Women and 253739 - 9449270314 [email protected] C17 (B) Child Welfare The District Ground Floor

76 Disabled 253740 - 9902193325 [email protected] B11 B12 Welfare Officer

Dist. Social Seccond Floor

77 253741 - 9901188337 [email protected] Welfare Officer C1

Deputy

78 Director - - 8722722084 [email protected] Minorities 253742 Deputy Seccond Floor

79 Director - 9483123537 [email protected] C4 Backward class Dist. Manager Dr. Ambedkar Seccond Floor [email protected] 80 253743 - 9980398015

Co-Operative C9 C10 m Limited Dy. Director for P.U.College 81 Pre-University 253744 - 9449661294 - Fround Education

221

Asst. Director Chittapur

82 Youth and Road Distrcit - - 6362010383 [email protected] Sports Statidum District Adult Seccond Foor

83 Education 250170 - 7349136336 [email protected] B5 Officer, Dist. Devaraja Arasa Seccond Floor

84 253746 - 9449985479 [email protected] Backward C14 15 Corporation

Medical Officer 85 253763 - 8971003376 - Dist. TB Centre

Dist. Malaria

86 253764 - 8277508294 [email protected] Officer

Dist. Leprosy & Seccond Floor 87 Blindness 253765 - 9480101600 - A7 ,8, A Officer 16,17 Dy. Director of 88 - - 8105980658 - Ayush

Dist. Health &

89 Family Welfare 253767 - 9741568789 [email protected] Officer

Asst. Drugs [email protected] 90 Controller - 253768 - 9483510158 [email protected] Officer

Dist. Ground Floor

91 Surveillance 253769 - 9019410909 [email protected] A20 Office

Reproductive & Child Health Officer & Dist. 92 - 250857 - 9945068981 - Programme Management Officer (NRHM)

District

93 Govt. Hospital 252102 - 9845750413 [email protected] Surgeon

District Officer, Khadi & Village

94 - - 9480825640 [email protected] Industries Board, Yadgir Seccond Floor Deputy C5 Director, Khadi 95 Village - - 9845906227 [email protected] Industries, Yadgir District Officer, Karnataka ST Seccond Floor 96 Development - - 9740343331 - C9 C10 Board Ltd., Yadgir Deputy Director of Opposite

97 Public Govt. Degree 250913 - 9480695021 [email protected] Instructions, Collefge Yadgir (DDPI)

Lead Bank

98 - 250414 - 9480841772 [email protected] Managr, Yadgir

Director, Bhima Institute for Training in Self [email protected] 99 - - - 9986875558

Employment & .in Rural Development (BITSERD)

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Station Manager, 100 - - 9731674198 - South Central Railway, Yadgir POLICE INSPECTOR FOR EXCISE ENFORCEMEN 101 - 250380 - 9449845046 - T & LOTTERY PROHIBITION WING, YADGIR DISTRICT MANAGER, Karnataka 102 Minority - 253785 - 8722722084 [email protected] Development Corporation KMDC 1.ASSISTANT COMMISSIONE R OF 8310266105 COMMERCIAL 103 - 252313 - 9448347682 - TAXES 2.Audit 9448251918 Dept 3.Enfocement

Regional [email protected] 104 Transport - 252580 253216 9449864033 mallikarjuna57rotti@gmail. Officer, Yadgir com

DM Sub

105 Division PWP & - 252686 - 9448577963 [email protected] IWTD.Yadgir. Principal, Govt. 106 Degree College, - 252438 - 9448651191 [email protected] Yadgir Joint Director, Dept. of 107 Employment & - - - 9844774390 - Training, Yadgir Principal, Govt. Womens 108 - - - 9448732239 - Degree College, Yadgir Principal, Govt. 109 Jr. College - 250500 - 9449661294 - (boys), Yadgir Principal, Govt. 110 Jr. College - - - 9740412410 - (Girls), Yadgir

Principal, ITI 111 - - - 9900289127 - College, Yadgir

Divisional [email protected] 112 Controller, - 289083 - 7760992450

[email protected] NEKSRTC SE KBJNL 113 Circle No-1 - - - 9483545669 - Narayanapur. Execuitive Engineer Dam 114 - - - 9448751466 - Division Narayanapur. Executive Engineer PWD

115 - 252685 - 9448038789 [email protected] & IWT Division, Yadgir Executive

116 Engineer PRE - 252310 - 9449704694 [email protected] Division, Yadgir

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Assistant Executive 117 Engineer PRE - - - 9448138824 - Sub-Division, yadgir. Assistant Executive 118 Engineer PRE - - - 9448829768 - Sub Division, Shahapur. Assistant Executive 119 Engineer PRE - - - 9448586097 - Sub-Division, Shorapur. Environmental Officer, KSPCB, Yadgir -

120 - 250034 - 8088006888 [email protected] Karnatak state Pollution Control Board District Manager, Karnataka 121 - - - 9448114868 - state z Corporation Ltd. Executive Engineer, Rural

122 Water Supply & - 253805 - 9449704694 [email protected] Sanitation, Yadgir division. AEE, Rural Water Supply & 123 Sanitation, - - - 7899756769 - Sub- division.Yadgir. AEE, Rural Water Supply & Sanitation, 124 - - - 9880983451 [email protected] Sub- division.Shaha pur. AEE, Rural Water Supply & Sanitation, 125 - - - 9448489629 - Sub- division.Shorap ur. Director 126 Employment & - - - 9945536838 - training (ITI)

127 DTI Yadgir - - - 9448600389 [email protected]

Chief Enng

128 - - - 8548864937 [email protected] Narayanpur

129 CE Bgudi - - - 9972040495 -

08472- 130 C&E Gulbarga - - 9449863508 - 250601

KUWS &D (karnataka urban water 08473-

131 - - 9480813204 [email protected] suppy 253734 &Driange Board D.D.-

132 Commercial - 253791 - 9845906227 [email protected] &Industry

224

E.E- PMGSY

133 Yadagiri / - 272659 - 9448577601 [email protected] Kalburgi A.EE- PMGSY 9449599483

134 Yadagiri / - 250035 - [email protected] 9480162494 Kalburgi D.D.-Deputy

135 Director of - 253754 - 8277933401 [email protected] Agriculture A.R.C.S - Dept of Co- 136 - - - 9036419519 - operatives Socities P.D- Karnataka 137 Rajya Mahila - - - 9448225857 - Ayoga Yadagiri

138 Principal- DIET - - - 9480695021 [email protected]

Kalburgi 08472- /Bidar/ 139 - 257475 9448146475 - Yadagiri co-op 258193 KMF

AEE- Minor 140 - 250366 - 9480337317 [email protected] Irrigation

EE-Minor 141 - 220196 - 9448652227 [email protected] Irrigation

CMC itstaf 142 Commissioner - - - 9902389037 [email protected] Shahapur CMC itstaf 143 Commissioner - - - 9448036150 [email protected] Yadagiri CMC itstaf 144 Commissioner - - - 9663916444 [email protected] Shorapur Chief Officer itstaf 145 TMC - - - 9663916444 [email protected] Gurumitkal.

Chief Officer itstaf 146 - - - 9731041509 TMC Kakkera. [email protected]

Chief Officer itstaf 147 TMC - - - 9901444631 [email protected] Kembhavi.

Nirimiti Kendra

148 - - - 9483379337 [email protected] Yadagiri

Tata Trust

149 - - - - [email protected] (Girish)

150 EE-KRIDL - - - 9480826108 [email protected]

AEE-GESCOM 151 - - - 9448482158 - Yadagiri

AEE MI Sub- 152 - - - - Division Yadgir.

AEE MI Sub- 153 Division - - - 9480337317 - shahapur. AEE MI Sub- 154 Division - - - - shorapur.

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Sholapur 0217- Railway -SCR 0217- 155 - 231275 - - (Emergency 2312752 3 Quota )

156 E.O Shorapur -- - - 6362275823 -

157 E.O.shahapur - - - 7760056321 -

158 E.O.Yadagiri - - - 9740262480 -

Assistant Director Of

159 A.P.M.C - - - 9845376646 [email protected] Yadagiri (Dist. Officer) Secretry - 160 A.P.M.C - - - - 9902224089 - Yadagiri Secretry - 161 A.P.M.C - - - - 9481644415 - Shahapur Secretry- 162 A.P.M.C.- - - - 9481002193 - Shorapur Dist. Surveillance Office Food

163 safety And - 253769 - 9019410909 [email protected] Standards Authority of India (FSSAI) KIADB-DDO (Karnataka 164 Industrial Area - - - 9449647465 - Development Board Driver of Deputy 165 - - - - - Commissioner Yadgir. Driver of Deputy 166 - - - 8970982010 - Commissioner Yadgir. Driver of Deputy 167 - - - 9449697264 - Commissioner Yadgir. Driver of Additional 168 Deputy - - - 9902520745 - Commissioner Yadgir.

PSI Rural 169 - - - 9480803576 - Yadagiri

PSI Town 170 - - - 9886312454 - Yadagiri

171 PSI Hunasagi - - - - -

172 PSI Kembavi - - - - -

173 PSI Wadagera - - - 9480803577 -

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CHAPTER – 16 DISTRICT RESOURCE MAP’S

MAP -1

227

Map-2

228

229

230

231

232

233

234

235

236

237

238

239

::CONCLUSION::

When Disaster strikes, power goes out and all most communication (telephone etc) becomes in operable, lifts stop functioning drinking water becomes contaminated, roads and bridges collapse, thereby normal modes of transportation suddenly becomes impossible and casualties start coming in groups. That is not the time for planning but is the time for acting. This fact makes it imperative for community disaster preparedness and disaster reduction. There is need for amending, enacting and affectively enforcing the relief operations in providing immediate relief by disbursing cash and kind to officers designated for relief measures. Constructing new buildings safe from the disasters and retrofitting existing buildings for improving disaster resistance. Community shelters near by the river bed at a higher level have to be constructed as a stand by to enable to shift the people affected by flood. Need for change of strategy from post-disaster reactive approach to pre-disaster pro-active approach to reduce the damage, loses to the property and human suffering along with prevention of human lives on one hand and reduce the cost of relief, rehabilitation and reconstruction on the other hand.

No master plan can be evolved to fit every emergency situation but a general schedule of emergency activity could prove extremely helpful in times of disaster, if executed in a coordinated and disciplined fashion. The better awareness for disaster preparedness and mitigation is expected to result in coordinated extensive efforts to ensure better disaster management.

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