1.2.3.A) the DISTRICT CRISES MANAGEMENT COMMITTEE, BALLARI

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Sl No Name of the Subject Page No I Preface II Abbreviations 1-2 III Glossary 3-4 1 Chapter-1 : Preliminaries 5-24 1.1 Rationale 5-7 1.2 Paradigm Shift, 7 1.3 Main Pillars of the DDMP, 8 1.4 Legal Mandate 8 1.5 Three Post-2015 Global Frameworks—Disasters, Sustainable Development 9 and Climate Change: Mutual Reinforcement and Coherence 1.6 Prime Minister’s Ten-Point Agenda for Disaster Risk Reduction 10-12 1.7 Social Inclusion 12 1.8 Mainstreaming DRR 12 1.9 Vision 13 1.10 Scope 13 1.11 Objectives 14-15 1.12 Time Frames – Short, Medium and Long-Term 15 1.13 Types of Disasters 16-18 1.2 Institutional Framework 19-24 1.2.1 National Level 19 1.2.2 State Level 20 1.2.3 District Level 21-23 -1.2.3.a) District Crises Management Committee Ballari -1.2.3.b) Incident Response System at District level -1.2.3.C) Ballari district level advisory committee -1.2.3.d) Ballari district Taluka level Sub committee 1.2.4 DDM Plan Implementation 24 2 Chapter-2 : Ballari District Hazard Risks and Challenges 25-158 2.1 Ballari district Profile 25-31 Ballari district feature, General Proﬁle, Climate, economy Industrial profile, Focus Sectors, Mineral Profile of the District, Iron Ore in Ballari District, Geology and Rocks and Transportation. 2.2 District Hazard Risks and Vulnerabilities 32-62 2.2.1 Multi-Hazard Vulnerability 32 2.2.2 Hazard Analysis 2.2.3 Natural Hazards 32-36 2.2.4 Human-induced Hazards 37 2.2.5 Biological and Public Health Emergencies (BPHE) 37-39 2.2.5.a) COVID-19 Pandemic 2.2.6 Accidents – Road and Rail 39 2.2.7 Emergencies Associated with Mass Gatherings 40 2.2.8 Fire Risk 41 2.2.9 Forest Fire Risk 2.2.10 Disaster Management for Hampi Cultural Heritage Site and Precincts and 42-43 Museums

2.2.11 District occurrence of disaster in past in Ballari and Seasonality of Hazards 43 2.2.12 Risk and District Risk Assessment / Analysis 44 District Risk Assessment / Analysis 44-49 a) District past flood assessment and analysis. b) District past drought assessment and analysis c) Past Impact on Health (Mining) assessment and analysis d) Past district Road Accidents assessment and analysis e) Past Ballari Building collapse assessment and analysis: f) Past Ballari Fire in Cold Storage assessment and analysis: 2.2.13 District Vulnerability assessment 50-51 2.2.14 District Capacity analyses 52 2.2.15 District human resource 53-56 2.2.16 Resource/Equipment’s in district 57-62 2.3 A District industries hazards and Off Site Emergency Management plan 63-96 2.3.1 Introduction 63 2.3.2 Potential for Off Site Emergencies Due to Accidents at MAH Industries 2.3.3 The main objectives of the Off Site Emergency Plan 64 2.3.4 The Off Site Emergency Plan is applicable to the following industries of Ballari 2.3.4 a) Major Accident Hazardous Industries 65-72 1. M/s. JSW Steel Limited,Toranagallu. 2. M/s. JSWIGPL,Toranagallu. 3. M/s. Bellary Oxygen Company Ltd,Toranagallu. 4. M/s. Air Water India Pvt Ltd,Toranagallu. 5. M/s. Praxair India Private Limited,Toranagallu. 6. M/s. BMM Ispat Limited, Danapur. HosapeteTaluk b) Potentially Hazardous Industries 72-73 1. M/s. JAMIPOL, Toranagallu,Ballari 2. M/s. Galaxy Chemicals, Mundargi Industrial Area, Ballari.

2.3.5 Dispersion of Gases 74-79 I. Severity Analysis for LPG Bullets – Industrywise II. Severity Analysis for Carbon Monoxide in Corex gas/ Blast Furnace Gas – Industry wise. III. Severity analysis for Liquid Oxygen. IV. Corex Gas V. LPG VI. Hydrogen Gas Holder VII. Liquid Oxygen VIII. Calcium Carbide

2.3.6 Material Safety Data Sheet 80-83 I. OXYGEN -Praxair and BOC II. NITROGEN -Praxair and BOC III. ARGON -Praxair and BOC IV. LIQUIFIED PETROLEUM GAS-: JSWSteel V. Calcium Carbide-JAMIPOL Limited

2.3.7 Notification of Emergency 84-86 i. Declarer of Emergency ii. Main Functions of the Chief Disaster Controller (CDC ) iii. Emergency Control Room IV. Emergency Parking Yards V. Rescue Shelters VI. Mobile Communication System (Convoy team) VII. Termination of Emergency & all Clear Signal VIII. Rehabilitation 2.3.8 Functions of Various Departments 86-90 2.3.9 Resource Directory 91-95 2.3.10 Transport Facilities 96 2.3.11 Rescue Shelter cum Rallying Posts 2.3 B National Mineral Development Corporation (NMDC) Disaster Management 97-134 Plan in integrated with emergency preparedness action plan. 2.3.B.1 Introduction 97 2.3.B.2 Authorities and institutional arrangements 98-99 2.3.B.3 Onsite Emergency Management Plan 100-111 2.3. B.4 Off site Emergency Management Plan 112-114 2.3. B.5 Assistance from District Authorities 114-116 2.3. B.6 Financial arrangement for disaster management 116 2.3. B.7 Suppliers of rescue equipment’s 117 Annexures 118-134 2.4 Disaster Management plan for Hampi world heritage area 135-158 2.4.1 Context 135 2.4.2 Hazard, Risk and Vulnerability Assessment 135-140 2.4.3 Organizational Structure of HWHAMA 140-141 2.4.4 Incident Response at HWHAMA or Hampi WHS 142-143 2.4.5 Preparedness, Response and Rehabilitation Plan 144-147 2.4.6 Hampi Utsav : Crowd and Stampede Management 148-151 2.4.7 Roles and Responsibilities 152-155 2.4.8 Important Emergency Contact Numbers and Resources 156-158 3 Chapter-3 : Coherence and Mutual Reinforcement of Three Post - 2015 159-170 Global Frameworks for DRR 3.1 Background 159 3.2 Sendai Framework for DRR 3.2.1 New Emphasis on Disaster Risk Management 159-161 3.2.2 Four Priorities, Seven Targets 3.3 Sustainable Development Goals (SDG) and Disaster Resilience 162-163 3.4 COP21 Paris Agreement on Climate Change Action and Disaster Risk 163-165 Reduction 3.5 Coherence and Mutual Reinforcement—Thematic Area for DRR 165-170 4 Chapter-4 Social Inclusion in Disaster Risk Reduction 171-182 4.1 Background 171 4.2 Gender Perspective and DRR 172-174 4.3 Scheduled Castes and Scheduled Tribes 175-176 4.4 Children 176

4.5 Elderly 177 4.6 Persons with Disabilities (PWD) 178 4.7 Making Disaster Risk Management Inclusive 179 4.8 Ballari district responsibility framework 180-182 5 Chapter-5 Mainstreaming Disaster Risk Reduction 183-188 5.1 Background 183 5.2 Mainstreaming—Sub Thematic Areas for DRR 184-188 5.3 Implementation 188 6 Chapter-6-Building Disaster Resilience – Responsibility Framework: 189-192 Part-A, Prelude 6.1 Introduction 189 6.2 Thematic Areas for DRR 190-192 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 7 Chapter-7-Building Disaster Resilience– Responsibility Framework 193-248 Part-B, Prelude 7.1 Cyclone and Heavy rainfall Responsibility Framework 193-200 7.2 Flood Responsibility Framework 201-209 7.3 Drought Responsibility Framework 210-218 7.4 Thunderstorm, Lightning, Dust, Squall and Strong Winds Responsibility 218-220 Framework 7.5 Hailstorm, Cloudburst Responsibility Framework 221-223 7.6 Heat Wave Responsibility Framework 223-230 7.7 Chemical (Industrial) Responsibility Framework 231-234 7.8 Biological and Public Health Emergencies (BPHE) Responsibility Framework 235-241 7.9 Fire Risk Responsibility Framework 242-243 7.10 Forest Fire Responsibility Framework 244-248 8 Chapter-8 Preparedness and Response 249-260 8.1 Background 249 8.2 Institutional Framework 250 8.3 District Early Warning system 251 8.4 Coordination of Response at National & State Level 252 8.5 Karnataka State Fire and Emergency Services (KSF&ES) 253 8.6 Emergency Functions and the Responsibilities: Centre, State and District 254 8.7 Responsibility Matrix for Preparedness and Response 255-260

8.8 Plan activation… 260 9 Chapter 9 Recovery and Building Back Better 261-273 9.1 Scope 261 9.2 Approach 262 9.3 Recovery Process 262-264 9.4 Early, Mid and Long-term Recovery 265

9.5 Reconstruction 266 9.6 Co-ordination of Reconstruction 9.7 Rehabilitation 267-270

9.8 Fund Mobilization 270-272 10 Chapter 10 Capacity Development – An Overview 273-281 10.1 Background 273 10.2 Capacity Development of Local Bodies – Rural and Urban 274 10.3 Training of Communities: 10.4 Details of Stakeholders Training and Mock-Drills in Ballari (2019-20) 275-277 10.5 Capacity Development Themes 278-281 11 Chapter 11 Financial Arrangements 282-287 11.1 Background 282-284 11.2 Brief on 15th Finance Commission’s award pertaining to disaster-related 284 grants 11.3 Note on State Disaster Mitigation Fund (SDMF): 285-286 11.4 Public Funded Schemes 286 11.5 Flexi Funds as a part of Centrally Sponsored Schemes 11.6 Externally Aided Projects 287 11.7 Insurance and Risk Transfer 12 Chapter 12 Strengthening Disaster Risk Governance 288-293 12.1 Background 288 12.2 Sendai Framework and Strengthening Disaster Risk Governance 289 12.3 Responsibility Framework for Strengthening Disaster Risk Governance 290-293 13 Chapter-13 Cooperation/Coordination 294-296 14 Chapter-14 Maintaining and Updating the Plan 297-298 15 Chapter-15 District contact numbers 299-317 16 Conclusion 318 Annexure-I District Maps 319-326 Annexure-II: 2019 Disaster management progrmmes Photos 327-330 gallery I. Disaster management preparedness and mitigation Training photos. II. Disaster management preparedness and mitigation Mock drill exercises in Industries and School safety. III. Early warning and evacuation Photos (Motivated to vacant village With Police support ) IV. Kalaji Kendra Photos -2019. V. Crop loss assessment Photos -2019 VI. Houses damage assessment Photos -2019

Annexure-III: Sendai Framework Indicators 331-333

334 Bibliography

List of Figures

Figure No list of figure Page No Disaster Management Cycle Figure 1-1 5 Time Frames—Short, Medium and Long Term Figure 1-2 15 National Disaster Management structure Figure 1-3 19 Ballari district Incident Response System (IRS) team Figure 1-4 22 Ballari district Geography and climate Figure 2-1 28 Flood Area Hazard Map in Taluka level Figure 2-2 33 Heat wave declared Chart Figure 2-3 36 Corex Gas Chart Figure 2-4 75 LPG Chart Figure 2- 5 76 Hydrogen Gas Holder chart Figure 2-6 77 Liquid Oxygen chart Figure 2-7 78 Calcium Carbide chart Figure 2-8 79 HWHAMA Level Incident Response System Figure 2-9 143 Sendai Framework for Disaster Risk Reduction - 7 Global Targets Figure 3-1 161 Seventeen Sustainable Development Goals Figure 3.2 162 Coherence and mutual reinforcement of SDGs and Sendai Framework Figure 3-3 163 Main elements of the COP21, Paris Agreement on Climate Change Figure 3-4 164 Common concerns of climate change adaptation and disaster risk Figure 3-5 reduction 164 Post-2015 Global Frameworks—Coherence and Mutual Reinforcement Figure 3-6 within National Eﬀort 166 Envisaging coherence and Mutual Reinforcement of SDGs and Sendai Figure 3-7 Framework 167 Envisaging coherence and mutual reinforcement of SDGs and COP21 for Figure 3-8 climate change action 167 District Level Incident Response System Figure 8-1 250 District Early Warning System Figure 8-2 251

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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

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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 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 UNCRPD UN Convention on the Rights of Persons Assessment 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.

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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.

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 Preliminaries

1.1 Rationale The revised terminology of the United Nations Oﬃce for Disaster Risk Reduction (UNISDR) 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 effect of the disaster can be immediate and localized but is often wide spread, often persisting for long after 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 neighboring 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 or 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 (Fig. 1-1). 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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Figure 1-1: 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 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 State Governments and other concerned stakeholders in Karnataka. 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, 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 often 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” which 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 maintained. 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.

1.2 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

Ballari District Disaster Management Plan-2020 8 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 analyses 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.

1.3 Main Pillars of the DDMP The NDMP, in a sense, can be said to have ﬁve main pillars:

I. Conforming to the national legal mandates – the DM Act 2005 and the NPDM 2009 II. Participating proactively to realise the global goals as per agreements to which India is a signatory – Sendai Framework for Disaster Risk Reduction (SFDRR), Sustainable Development Goals (SDGs) and Paris Agreement on Climate Change – consistent with the international consensus for achieving mutual reinforcement and coherence of these frameworks III. Prime Minister’s Ten Point Agenda for DRR articulating contemporary national priorities IV. Social inclusion as a ubiquitous and cross-cutting principle V. 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.

1.4 Legal Mandate

Section 31 of the DM Act 2005 mandates that there shall be a District Disaster Management Plan (DDMP) for the Ballari 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 district, the hazard-specific department’s notified by the Government of Karnataka will prepare detailed DM plans specific to the disaster assigned.

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As per the mandate of the DM Act, the DDMP assigns speciﬁc and general responsibilities to all 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.

1.5 Three Post-2015 Global Frameworks—Disasters, Sustainable Development and Climate Change: Mutual Reinforcement and Coherence

The adoption in 2015 of three landmark global agreements - the Sendai Framework for Disaster Risk Reduction (UNISDR 2015a), Sustainable Development Goals (UN 2015) and COP21 Paris Agreement on Climate Change (UNFCC 2015) has opened the significant opportunity to build coherence across DRR, sustainable development and response to climate change. The adoption of SDGs – ‘Transforming Our World: The 2030 Agenda for Sustainable Development’ is a global transformative plan of action that has poverty eradication as an overarching aim. It has, at its core, the integration of the economic, social and environmental dimensions of sustainable development. The Paris Agreement on global climate change points to the importance of averting, minimizing, and addressing loss and damage associated with the adverse effects of climate change, including extreme weather events and slow onset events, and the role of sustainable development in reducing the risk of loss and damage. DRR and resilience are recurring common theme in the three global agreements. All three agreements share a common aim of making development sustainable. The most significant shift recognised in the Sendai Framework is a strong emphasis on disaster risk management in contrast to disaster management. These three agreements recognize the desired outcomes in DRR as a product of complex and interconnected social and economic processes, which overlap across the agendas of the three agreements. Intrinsic to sustainable development is DRR and the building of resilience to disasters. Further, effective disaster risk management contributes to sustainable development. Strong commitment to ambitious goals and accelerated implementation of these international agreements are global priority. Given the complementarities between the post-2015 agendas, synchronizing and mutually reinforcing the actions in the three domains helps in better outcomes. Efforts must be made to ensure that each of them do not build in “policy risks” or, contradictory policies, that generate more - rather than less - risk in development. Promoting coherence and mutual reinforcement in all three agreements requires political recognition, monitoring, reporting and supporting partnerships at various levels. Recognising the emerging global consensus, the NDMP has attempted to address the challenges of providing coherence and mutual reinforcing of the national initiatives corresponding to the three Post-2015 global frameworks embracing the domains of DRR, sustainable development and the responses to meet challenges of global climate change.

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1.6 Prime Minister’s Ten-Point Agenda for Disaster Risk Reduction

The Prime Minister, Shri Narendra Modi, enunciated 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 DMP. 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 after 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 point 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.

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.

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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 after 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 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.

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Ninth, ensure that the opportunity to learn from a disaster is not wasted. After every disaster there are studies and reports on lessons learnt that are rarely applied. Often 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 afterwards. 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 aftermath 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. 1.7 Social Inclusion

Hazards do not discriminate based on human social conditions, but human responses to disasters often 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. 1.8 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-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 DDMP. 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.

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1.9 Vision The vision incorporates the goals reﬂected in national policies, laws and the PM’s Ten-Point Agenda for DRR as well as international best practices, frameworks and discourses:

Make Ballari 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.

1.10 Scope

As per the DM Act 2005, the DDMP shall include: a. Measures to be taken for prevention of disasters or the mitigation of their eﬀects b. Measures to be taken for the integration of mitigation measures in the development plans c. Measures to be taken for preparedness and capacity building to eﬀectively respond to any threatening disaster situations or disaster d. Roles and responsibilities of different Departments of the district Government in respect of measures of the three aspects mentioned above

The DDMP provides an over-arching planning framework for DM for the whole country, which must be reviewed and updated periodically. Central 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 a large country like India. 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 departments and other agencies among themselves and the devolution of responsibilities between central and state government in all spheres of disaster prevention, preparedness, response and recovery within Ballari district. The deployment of armed forces and central agencies during disaster within India will be subject to norms adopted by the Central government and the relevant protocols agreed upon between Central and State Governments. Any State may seek the assistance and support of the Centre and other States at any time during a disaster. Responding to incident speciﬁc emergencies is the responsibility of designated agencies.

The plan is based on detailed hazard-speciﬁc guidelines (Annexure-I) prepared by the NDMA. Unless otherwise speciﬁed, the guidelines issued by NDMA serve as the primary reference for this document.

The GOI has notified certain 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.

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1.11 Objectives Along with the mandate given in the DM Act 2005 and the NPDM 2009, 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 NDMP are:

1. Improve the understanding of disaster risk, hazards, and vulnerabilities 2. Strengthen disaster risk governance at all levels from local to center 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 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)

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27. Strengthen disaster risk modeling, 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

1.12 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.

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.

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

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

Long-Term (T3) T1/T2/T3 T2/T3 T3 (2030) Figure 1-2: Time Frames—Short, Medium and Long Term There is considerable variation in the implementation status of the proposed measures across ministries, departments, states, and UTs. Each central Ministry, Department, and the State Government must appropriately categorize the items in their DM Plans according to the time frames for implementation while preparing their plan or at the time of revising existing plans. In the case of recovery, there are three recovery periods after 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 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.

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1.13 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.

A. Natural Hazards

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 after a disaster has occurred.

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Table 1-1: Categories of Natural Hazards

S.No Family Main Event Short Description/ Secondary Disaster Earthquake • Landslide following earthquake / Mass • Urban fires triggered by earthquakes 1 Geophysi movement • Liquefaction - the transformation of (partially) water-saturated soil from a cal of earth solid state to a liquid state caused by an earthquake. materials • Mass movement of earth materials, usually down slopes • Surface displacement of earthen materials due to ground shaking triggered by earthquakes. Main Event Short Description/ Secondary Disaster • Surface displacement of earthen materials due to 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; Volcano • 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 earthquakes, volcanic eruptions or landslides. Tsunami waves travel at very high speed across the Tsunami ocean but as they begin to reach shallow water they slow down, and the wave grows steeper. • Avalanche, a large mass of loosened earth material, snow, or ice that slides, flows or falls rapidly down a mountainside under the force of gravity • 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 • Coastal flood - Higher-than-normal water levels along the coast caused by tidal changes or thunderstorms that result in flooding, which can last from days to weeks • Debris Flow, Mud Flow, Rock Fall - Types of landslides that occur when heavy • Flood rain or rapid snow/ice melt send large amounts of vegetation, mud, or rock 2 Hydrologi • Landslides downslope by gravitational forces cal • Wave • Flash Flood Hydrological - Heavy or excessive rainfall in a short period of time Action 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).

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S.No Family Main Event Short Description/ Secondary Disaster 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). Hazard • Cyclone, Storm Surge, Tornado, Convective Storm, Extra-tropical Storm, caused by Wind short-lived, • Cold Wave, Derecho micro- to Extreme Temperature, Fog, Frost, Freeze, Hail, Heat wave 3 Meteorol • meso-scale Lightning, Heavy rain ogical • extreme • Sandstorm, Dust-storm weather and • Snow, Ice, Winter Storm, Blizzard atmospheric conditions that may last for minutes to days Unusual, extreme weather • Drought conditions • Extreme hot/cold conditions related to 4 Climatolo Forest/Wild re Fires long-lived, • fi gical Glacial Lake Outburst Flood (GLOF) meso- to • macro- scale • Subsidence atmospheric processes ranging from intra- seasonal to multi- decadal (long-term) climate Variability Exposure to • Epidemics: viral, bacterial, parasitic, fungal, or prion infections germs and Insect infestations 5 Biological • toxic • Animal stampedes substances B. 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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1.2. Institutional Framework 1.2.1 National Level

National Disaster Management Authority (NDMA) :

National Disaster Management Authority has been constituted with the Prime Minister of India as its Chairman, a Vice Chairman with the status of Cabinet Minister, and eight members with the status of Ministers of State. Each of the members has a well-defined functional domain covering various states as also disaster specific areas of focus and concern to carry out the mandated functions, NDMA has evolved a lean and professional organization which is IT-enabled and knowledge based. Skills and expertise of the specialists are extensively used to address all the disaster related issues. . A functional and operational infrastructure has been built which is appropriate for disaster management involving uncertainties coupled with desired plans of action

Figure 1-3 National Disaster Management structure

The concept of the organization is based on a disaster divisions-cum-secretariat system. Each member of the Authority heads disaster-specific divisions for specific disaster and functional domains. Each member has also been given the responsibility of specified states and UTs for close interaction and coordination. The NDMA Secretariat, headed by a Secretary is responsible to provide secretarial support and continuity. It is proposed to have two Disaster Management Wings under the Secretariat. They are:-

DM I wing dealing with mitigation, preparedness, plans, reconstruction, community awareness and dealing with financial/administrative aspects. DM II wing is proposed to be composed of the National Disaster Management Operations Centre with the state-of-the-art multi-redundant communication systems, to carry out the tasks of capacity development, training and knowledge management.

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1.2.2 State Level

Karnataka State Disaster Management Authority (SDMA):

THE DISASTER MANAGEMENT ACT, 2005 (NO53 / 2005) DATED 23rd Dec 2005 received the ascent of the President, Government of India.

• Based on the provisions contained in the Disaster Management Act 2005, the Karnataka State has adopted the DM Act 2005 and as per the section 14 (1) the state has established State Disaster Management Authority. The Chief Minister of Karnataka is the Ex-officio Chairperson of the Karnataka State Disaster Management Authority and 8 Cabinet Ministers are members to the Authority.

• As per the DM Act 2005, the State Government has constituted the District Disaster Authority in each of the district with Deputy Commissioners of the district as the chairperson of the authority and concern department as its members (including ZP).

• The State Executive Committee (SEC) is chaired by the Chief Secretary, Government of Karnataka and Principal Secretaries of Agriculture, Home, Rural Development and Panchayat Raj and Director General of Fire & Emergency Services (permanent invitee) are members of the SEC. SEC meets every quarter or whenever there is emergency situation to take stock of the situation and give necessary instructions to all stakeholders to address the situation. The Chief Secretary and SEC Chairperson is the Commander (Incident Command System) at the State level.

• Government has constituted the State Crisis Management Committee under the Chairmanship of Chief Secretary of Government of Karnataka and other stake holders as its members, vide G.O number RD 61 ETC 2007(P-1) dated 27-04-2010.

• The Administrative structure in the Government for Disaster Management is under the Revenue Department and is being headed by the Secretary to Government, Revenue Department (Disaster Management), the Deputy Secretary, Under Secretary and DM section with supporting staff. • The KSDMA co-ordinates with all departments of the state to effectively implement the DM Act 2005. It has got responsibility to address Disaster Management issues and Disaster Risk Reduction programs. • KSDMA has prepared Disaster Management Guidelines, Policies, and Standard Operating Procedures for 11 key departments, State Disaster Management Plan and District Disaster Management Plan.

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1.2.3 District Level District Disaster Management Authority (DDMA):

The Disaster Management function at district level is assigned to the district disaster management authority (DDMA), headed by the deputy commissioner. The Ballari district comprises of members from various govt. Department, major industries & institutions in the district.

Table: 1.2 THE DISTRICT DISASTER MANAGEMENT AUTHORITY, Ballari. S.No Official Designation Position in Authority 1 Deputy Commissioner, Ballari Chairman 2 President ZillaPanchayath, Ballari Co-Chairman 3 Chief Executive Officer, Zp, Ballari Member 4 Superintendent Of Police, Ballari Member 5 Commissioner, City Corporation Ballari Member 6 District Health Officer, Ballari Member 7 Executive Engineer, ZP, Ballari Member 8 Joint Director, Agriculture Department Ballari Member 9 Addl. Deputy Commissioner, Ballari Chief Executive Officer

1.2.3.a) THE DISTRICT CRISES MANAGEMENT COMMITTEE, BALLARI.

1. Deputy Commissioner, Ballari. Chairman 2. Additional Deputy Commissioner, Ballari Emergency Officer 3. Superintendent Of Police, Ballari Member 4. Chief Executive Officer, Zp, Ballari Member 5. District Forest Officer, Ballari. Member 6. Assistant Commissioner, Hospet, Member 7. Assistant Commissioner Ballari Sub-Divisions. Member 8. District Commondant,Home Guards, Ballari Member 9. District Fire Officer, Ballari Member 10. District Health Officer, Ballari Member 11. Deputy Chief Controller Of Explosives, Ballari Member 12. Regional Environmental Officer, Ballari Member 13. Commissioner, CMC, Ballari and Hosapete Member 14. Regional Transport Officer, Ballari Member 15. Information & Publicity Officer, Ballari Member 16. Joint Director Of Agriculture, Ballari Member 17. Trade Union Leader, Ballari Member 18. DD Animal Husbandry & Veterinary Services Member 19. Senior Inspector Of Factories, Ballari Member 20. Station Director, All India Radio, Ballari. Member

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15.1.3.2 Incident Response System at District level:

Effective response planning requires realistic likely identification of response functions, assigning specific tasks to individual agencies and supply of goods commodities and services to given agencies this crisis response plan requires incident command system in place. The ICS is an on scene management system to deal with wide variety of disasters the ICS management function includes following 5 functions, • Command • Operations • Logistics • Planning • Finance

Figure 1- 4 Ballari district Incident Response System team’s forms an important component of IRS.

District Level Incident Response System

• Prepare DDMP • Coordinate Policies and Plans District Disaster Management Authority • Take measures for (DDMA) mitigation & prevention • Constitute advisory Deputy Commissioner committees • Ensure communication systems Incident Commander • Provide Leadership • Prepare Action Plan • Assess Needs • Delegate Authority • Liaisioning Liaisyn

District Emergency Operation Centre

Designated Officials Emergency Support Functions

Information Media Liaison

Safety

Operations Planning Logistics

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15.1.3.3 Ballari district level advisory committee

Formed as per Disaster Management act-2005 (Sec-28) Constitution of district level advisory committee in Ballari district. Below mention the committee details.

1. Deputy Commissioner, Ballari. Chairman 2. Additional Deputy Commissioner, Ballari Emergency Officer 3. Superintendent Of Police, Ballari Member 4. Chief Executive Officer, Zp, Ballari Member 5. District Forest Officer, Ballari. Member 6. Assistant Commissioner, Hospet, Member 7. Assistant Commissioner Ballari Sub-Divisions. Member 8. District Commondant,Home Guards, Ballari Member 9. District Fire Officer, Ballari Member 10. District Health Officer, Ballari Member 11. Regional Environmental Officer, Ballari Member 12. Commissioner, CMC, Ballari and Hosapete, Kurekoppa Member 13. Regional Transport Officer, Ballari Member 14. Information & Publicity Officer, Ballari Member 15. Joint Director Of Agriculture, Ballari Member 16. DD Animal Husbandry & Veterinary Services Member 17. Senior Inspector Of Factories, Ballari Member 18. Managing director JSW Toranagallu Member

15.1.3.4 Ballari district Taluka level Subcommittee (Disaster Management Subcommittee)

Formed as per Disaster Management act-2005 (Sec-28) Constitution of 11 Taluka level Sub committees in Ballari district. Below mention the committee details.

1. Tashiladhar, Concerning Taluka Office Co-Chairman 2. Executive Officer, Concerning TP Member 3. PSI, Concerning taluka Member 4. Station Fire Officer, Concerning taluka Member 5. Assistant Director, Agriculture Concerning taluka Member 6. Assistant Director, horticulture Concerning taluka Member 7. Taluka Officer, Homegurd Concerning taluka Member 8. Taluka Health Officer, Concerning taluka Member 9. Assistant Engineer, PRED Concerning taluka Member 10. Assistant Engineer, GESCOM Concerning taluka Member 11. Assistant Engineer, RDWS Concerning taluka Member 12. Assistant Engineer, PWD Concerning taluka Member 13. Child Development Progrmme Officer, Concerning taluka Member 14. Taluka Social Welfare Officer Concerning taluka Member 15. Block Education Officer, Concerning taluka Member 16. Commissioner/ Chief Officer, Concerning taluka Member 17. NGOs and CBOs representatives Concerning taluka Member

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1.2.4 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 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 also district 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 DDMP will be implemented within short, medium and long-term timeframes ending in 2030, with the actions under these timeframes often 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 implementation 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. Ballari District Hazard Risks and Challenges 2.1 BALLARI DISTRICT PROFILE

Background: Ballari is a major district in Karnataka state, India. It is located at north-eastern part of Karnataka. This district belongs to Kalyana-Karnataka. This district is one of the biggest districts in Karnataka. The main source of irrigation is Tungabhadra Dam. The Canal network accounts for 64 % of irrigated area. The important rivers are Tungabhadra, Vedavathi. The western taluks of the district are dogged with scarcity conditions with the failure of rains during successive years. However during 2009-10 and 2019- 2020 year heavy rains have created havoc in the district leaving many in lurch.

Ballari district is rich in natural resources which need to be tapped to a great extent for overall development of the district. This district is endowed with rich mineral resources. It has both metallic and non-metallic minerals. The metallic minerals include Iron ore, Manganese Ore, Redoxide, Gold, Copper and Lead. The non-metallic minerals include Andalusite, Asbestos, Corundum, Chay, Delomite, Limestone, Limekankan, Moulding sand, quartz. Soap stone, granite and red ochre. The metallic minerals are abundant is only three taluks viz., Sandur, Hospet and Ballari in the order of mining activity intensity. Despite the availability of minerals in large quantities, this district is considered to be an industrially backward district. There are 23 units of large and medium scale industries in this district with an investment of Rs.447.76 cores employing around 9,222 persons at present it occupies ninth place in the state.

S.No Feature Description 1 Area 8450 sq.kms The district lies between 75o 42 to 77o 10 E longitude and 14o 33 2 Location ’ ’ ’ to 15o 50’ N latitude North: Raichur district Borders/ Sate and west: Koppal district 3 districts South: Chitradurga and Davangere districts Neighboring East: Anantapur, Kurnool districts of Andhra Pradesh Tungabhadra, Vadavathi Twelve with total catchment area of 252.8 4 Major Rivers million hectares 5 Forest 692,027 sq.km (21.5 percent of the total geographical area) 7 Desert 442,289 sq.km 8 Population 24.53 Lakhs ; Male: 12,36,954 Female: 12,15,641 (Census 2011) 9 Talukas 11 11 Sex Ratio 983 females per 1,000 males (Census 2011) 12 Population Density 290 persons per sq.km (Census 2011) 14 Population share Rural: 62.48 %; Urban: 37.52% (Census 2011) Tropical monsoon; tropical climate marked by relatively high summer temperatures and dry winters. Main seasons: a) Winter 15 Climate (Dec.-Feb.) b) Summer (Mar.-Jun.) c) South-West monsoon (Jun.- Sep.) and d) Post monsoon (Oct.-Nov.)

Table: 2.1 Ballari district feature details

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Table 2-2: Ballari - General Proﬁle S.No Particular Year Unit Statistics 1 Geographical features (A) Geographical Data 2020 i) Latitude 75o 42’ to 77o 10’ E ii) Longitude 14o 33’ to 15o 50’ N iii) Geographical Area Sq.Kms 8450 sq.kms. (B) Administrative Units 2018-19 No i) Sub divisions 3 3 ii) Tehsils 11 11 iii) Nagar Palika 16 16 iv) Gram Panchayat 237 237 v) Revenue villages 632 632 vi) Assembly Area 8 8 2 Agriculture 2017-18 Hect. No of Hect. Total Geographical Area Hect. 989600 Gross Sown Area Hect. 606890 Area Sown More Than once Hect. 102827 Gross Irrigated Area Hect. 284833 Net Irrigated Area Hect. 225324 A. Land utilization 2017-18 Hect No of Hect. i) Total Area Geographical Area Hectare 989600 ii) Forest cover “ 119247 iii) Non Agriculture Land “ 179943 v) Cultivable Barren “ 32980 5 Livestock & Poultry Nos Nos A. Cattle i) Cows Nos. 410952 ii) Buffaloes Nos. 178929

B. Other livestock Nos i) Sheep 2012 Nos 922461

ii) Goats 2012 Nos 220151

ii) Pigs 2012 Nos. 15437

iii) Dogs & Bitches 2012 Nos. 32383

6 Railways Kms i) Length of rail line 2019 Kms 241 7 Roads Kms (a) National Highway 2019 Kms 355.07 (b) State Highway 2019 Kms 923.74 (c) Main District road 2019 Kms 2137.24 (d) Pacca road 2019 Kms 1812.16 (e) Rural road/ Ag Mark. 2019 Kms 912,83 (f) Kachcha Road 2019 Kms 4633.66 8 Communication (a) Telephone connection 2019 Nos 18889 (b)Mobile phones 2019 279879

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(c) Post offices 2019 Nos. 447 (d) Telephone center 2019 Nos. 112 9 Public Health (a) Allopathic Hospital 2019 Nos. 113 (b) Beds in Allopathic Hospitals 2019 Nos. 2863 (c) Ayurvedic Hospital 2019 Nos. 3 (d) Beds in Ayurvedic Hospitals 2019 Nos. 26 (e) Unani hospitals 2019 Nos. 2 (f) Community health Centers 2019 Nos. 13 (g) Primary health Centers 2019 Nos. 91 (h) Dispensaries 2019 Nos. 82 (i) Private hospitals 2019 Nos. 687 10 Banking No (a) Commercial Bank 2018-19 Nos. 317 (b) Rural Bank Products 2018-19 Nos. 104 (c) Co-Op Bank products 2018-19 Nos. 25 (d) PLDB Branches 2018-19 Nos. 8 11 Education No (a) Primary school 2018-19 Nos. 888 (b) Middle schools 2018-19 Nos. 1600 (c) Secondary & senior 2018-19 Nos. 644 secondary schools (d) Colleges 2018-19 Nos. 135 (e) Degree collages 2018-19 Nos. 25 (e) Technical University 2018-19 Nos. 18 IRRIGATION BY DIFFERENT 2011 12 Nos Area (Ha) SOURCES (Area in Sq.Km) Dug wells 2860 7159 Bore wells 17768 53256 Tanks/Ponds - 2054 Canals 2+Branch 79706 canals Lift 3322 11943 Other sources - 7115 Net Irrigated area 161233

Climate:

Ballari district is part of the northern maiden region with an extensive undulating plateau. Ballari district is known for hot summer and very dry weather for a major part of the year, and the temperature varies between 22 C and 43o C. The annual rainfall varies from 350 mm to 650 mm with an average rainfall of 574.9 mm. The rainfall is mostly (60%) confined to the period from June to September during south west monsoon. October to November are the months of retreating monsoon (24%), and another 16% of rainfall occurs as sporadic in other months of the year. On an average, the district has 39 rainy days in a year. The rainfall decreases from southwest to northeast. The year wise rainfall data are presented in Table-2.3.In general, the annual average rainfall has shown a decreasing trend except for the year 2009-10.

Ballari District Disaster Management Plan-2020 28

Table 2-3. ANNUAL RAINFALL AND RAINYDAYS-YEAR 2011 TO 2018 Rain gauge Annual Normal Rainfall Stations

Taluks Not Norm Workin Rain Workin al g R,Gs y g Rainfal 201 201 201 201 201 201 201 201 days l 1 2 3 4 5 6 7 8 BALLARI 7 1 27 519 363 348 420 488 587 248 727 237 HADAGALI 2 1 51 642 493 461 527 593 365 391 622 376 H.B. HALLI 5 2 42 518 460 485 442 538 508 347 605 438 HOSPET 6 0 40 700 440 490 636 691 415 370 592 420 KUDLIGI 5 1 45 610 318 378 417 526 431 260 494 464 SANDUR 3 1 54 817 537 257 538 675 577 299 458 451 SIRUGUPPA 8 0 52 667 537 527 538 675 577 299 485 451 HARAPANAHAL 7 0 49 576 497 565 644 915 542 437 684 547 LI Dist.Total 43 6 380 418 428 567 483 338 626 386 (ªÀiÁ»wªÀÄÆ®:-fˉÁè ¸ÁATåPÀ C¢üPÁjUÀ¼À PÀbÉÃj §¼Áîj)

Figure 2.1 Geography and climate

Bellary has a semi-arid climate, it is located at 15.15°N 76.93°E.[3] It has an average elevation of 495 meters (1459 ft).[3] The city stands in the midst of a wide, level plain of black cotton soil.[10] As the city lies in the rain shadow region of the Western Ghats, it receives little rain from the southwest monsoon. Temperatures remain high from the months of March to mid-June, with highest temperature recorded at 44.9 °C (110 °F),hereby one of the hottest cities in Karnataka. The months from July to October are relatively pleasant, and the months from November to February are mild warm with average mean temperatures of around 22 °C (71 °F). The city receives about 25 inches (634 mm) of rain every year, mainly in the months from August to October, but can receive up to 36 inches of rain sometimes. Bellary has four distinct seasons: • December to February - winter (10 °C - 30 °C) • March to May - summer (24 °C - 40 °C) • June to September - monsoon (22 °C - 32 °C) • October to November - post-monsoon (20 °C - 31 °C)

Ballari District Disaster Management Plan-2020 29

ECONOMY & INDUSTRIAL PROFILE

Industrial base for steel, cement, rice mills, readymade garments and textiles • Cotton based industries and oil extraction units contribute significantly to Ballari’s growing economy • Sathavahana I spat Ltd. is the first pig iron plant setup in the region to utilize the abundant iron ore reserves available, Kirloskar was the next to follow with their pig iron plant. • Cotton, being a commercial crop, contributes heavily to the 48 cotton based industries in the district • Groundnut and sunflower cultivation contribute to the 45 oil-extraction units in the district

Focus Sectors • Mining, • Textiles and apparels • Automobiles and auto ancillaries • Agriculture & food processing

Industries: There are about 481 registered factories located in the district under the purview of the Factories Act 1948 out of which around 70 industries are considered as Industries involving hazardous processes .Six Units viz., M/s. JSW Steels Ltd, M/s. JSW Industrial Gases Pvt Ltd, M/s. Praxair India Pvt Ltd., M/s. Air Water India Pvt Ltd., M/s. Bellary Oxygen Company Ltd and M/s. BMM Ispat Ltd are classified as Major Accident Hazard industries. For other industries having storage close to being declared as potentially Hazardous industries namely M/s. JAMIPOL & M/s. Epsilon Carbon Pvt Ltd.

MAJOR ACCIDENT HAZARDOUSINDUSTRIES 1. M/s. JSW Steel Limited,Toranagallu. 2. M/s. JSWIGPL,Toranagallu. 3. M/s. Bellary Oxygen Company Ltd,Toranagallu. 4. M/s. Air Water India Pvt Ltd,Toranagallu. 5. M/s. Praxair India Private Limited,Toranagallu. 6. M/s. BMM Ispat Limited, Danapur. HosapeteTaluka.

POTENTIALLY HAZARDOUS INDUSTRIES.

1. M/s. JAMIPOL, Toranagallu,Ballari. 2. M/s. Galaxy Chemicals, Mundargi Industrial Area, Ballari

Mineral Profile of the District:

Ballari is endowed with a number of major economically important metallic and nonmetallic minerals. Large deposits of lateritic haemostatic iron ore in association with manganese ore from prominent ridges are found in Sandur schist belt in Ballari district known as Ballari-Hospet-Sandur (BHS) region. This region is known for its mining activity since 50 years mainly due to the availability of mineral sources. The metallic minerals include iron ore, manganese ore, red oxide, and gold, copper and lead. The non-metallic minerals include asbestos, corundum, clay, dolomite, limestone, lime Kankan, molding sand, quartz, soap stone, granite and red ochre. The metallic minerals are abundant only in three taluks of Ballari, Hospet and Sandur. In the order of high grade 65 to 68% haemostatic iron ore, BHS Sector is considered among the world’s richest deposits. Most of the mining lease areas are located at the crest of the hill

Ballari District Disaster Management Plan-2020 30 ranges at an altitude of about 900 m to 1000 m iron ore deposits in the district. Various mineral deposits are distributed over eight mountain ranges of Sandur Schists Belt consisting of 960 km 2 area (Map-2.3). There are six mountain ranges carrying iron ore deposits, viz., Donimalai, Kumaraswamy, Ramandurg, Kanavehalli, Devagiri and Thimmappanagudi. The Ramandurg deposit is about 10,400 m long and 150 m wide with 62.3 to 62.6% Fe. Donimalai has been estimated to have six ore bodies with sizeable reserves of 65.2% Fe. In Kumaraswamy, Geological Survey of India (GSI) has estimated iron ore over a strike length of 2.5 km and width of 465 m. GSI has estimated a reserve of about 1876 million tons of iron ore with about 63% of total iron in Sandur belt. The important iron ore deposits of BHS region are grouped into the following main blocks:

i. North Eastern Block ii. Kumaraswamy block iii. Ramghad block iv. Donimalai block v. Devagiri block vi. Thimmappanagudi block vii. Belgal range or Copper mountain block viii. Ettinahatti block

Iron Ore in Ballari District: Total iron ore reserves of Ballari, Sandur and Hospet sectors have been conservatively estimated at around 1000 million tons (NEERI, 2004). However, as per United National Framework Certification (UNFC) system as on 1.4.2005, IBM has estimated the total Hematite reserve to be 1148 million tons in the district. Out of these 528 million tons ore reserves and 620 million tones are resource.

The details of the reserve in terms of proved, certified by GSI and probable are given in the total hematite from BHS sectors is estimated to be 1148.324 million tonnes. It has been reported that this amount could be double if deeper unexplored ores are included (Steel Times, 2011). The BHS sectors have been estimated by GSI for Iron ore up to 40 meters depth, whereas the proved depth persistence is up to 200 meters.

Geology and Rocks: The important geological rock formations in the district are crystalline schists, epidiorites, granites gneisses and later granites. The basic and acidic dykes are common in the area. The crystalline schists and epidiorites of Dharwar system are reckoned as the oldest rocks which due to lateral pressure were crumpled into folds with general northwest-south-east strike. The schistose formations (Dharwar series) occur in the form of prominent bands striking across the district northwest to southeast direction. These are generally associated with volcanic flows, sills and other minor intrusions. The Kunchur- Kallahalli gudda band occupies the western most part of the district. The Sandur Synclines and the copper mountain band occupy the central portion of the district. The Pennar-Hagari band runs from the Nadivi on the bank of the river Tungabhadra towards southeast upto the Valley of Hagari River. The schistose rocks consist of complex series of crystalline schists, phyllitic schists (giving rise to pockets of manganese ore), quartzite’s and band ferruginous quartzite’s with frequent concentrations of haematitic iron ore. Schistose rocks are the repositories of economically important ores and minerals, and are encountered in Hospet, Kudligi and Sandur taluks. Peninsular gneisses are exposed mostly in the eastern parts of the districts

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Transportation:

Air: Bangalore Airport is the nearest Airport - 300 Kms away. Air strips are available at Ballari and Jindal, Toranagallu.

Rail: Ballari is well connected by rail to Bangalore, Ballari, Tirupati, Hubli, Guntakal, Vijayawada etc. Gguntakal is one of the important junctions near Ballari from where many important trains pass through. Trains to Delhi, Chennai, Mumbai and other important places in India are available from this junction.

Road: Ballari city is well connected by road to all major cities, towns and important cities of neighboring states.

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2.2 District Hazard Risks and Vulnerabilities

2.2.1 Multi-Hazard Vulnerability

As per the deﬁnition adopted by UNISDR, hazard is a dangerous phenomenon, substance, human activity, or condition 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. India, due to its, physiographic and climatic conditions is one of the most disaster-prone areas of the World. Nearly 59 per cent of the landmass is prone to earthquakes of moderate to very high intensity. More than 40 million hectares (12 per cent of land) is prone to ﬂoods and river erosion. Of the nearly 7,500 km long coastline, close to 5,700 km is prone to cyclones and tsunamis. Nearly 68% of the cultivable area is vulnerable to drought. Large tracts in hilly regions are at risk from landslides and some are prone to snow avalanches. Vulnerability to disasters/emergencies of CBRN origin also exists. Heightened vulnerabilities to disaster risks can be related to expanding population, urbanisation, and industrialisation, development within high-risk zones, environmental degradation, and climate change.

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 mitigate 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 Ballari district.

2.2.2 HAZARD ANALYSIS

The Hazard may be termed as any event/ object/ rivers/ industries/ earth quaque/ fire/ building/ excess or deficit of rainfall which can cause a potential damage to a population/ Animals/ property/ 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 Ballari district comprises of seasonality of different hazards, history, and area affected etc. with a special emphasis on hazard due to breach of dams.

2.2.3 Natural Hazards

a) Flood/ Heavy Rainfall:

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. The floods are quite common in the districts of Belgaum, Bijapur, Bagalkote, Raichur, Gulbarga, Shimaoga, Chikkamagalur, Udupi, Coorg, Ballari, Dakshina Kannada, Dharwad, Davanagere,Gadag, Hassan, Uttara Kannada, Ballari, Bidar, Bangalore (R), Bangalore (U), Kolar, Mandya,Mysore, Chamarajanagara. Ballari district also flood affected from some areas in Thunga Bhadra River and Vedavathi rivers.

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The Tungabhadra project is a joint venture of the states of Karnataka and Andhra Pradesh. The Tungabhadra dam, 2441 meters in length and 49.38 meters in height, is constructed on the Tungabhadra river at Mullapuram (in Ballari district) about 4.8 kilometers from Hospet.

Tungabhadra dam Figure 2.2. Flood Area Hazard Map in Taluka level

b) 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).

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Karnataka stands Second only to Rajasthan in terms of Drought Affected areas. The state is highly vulnerable to drought as compared to its neighboring states. Every year, more than 50% of the talukas are declared as drought affected. About 152.1 Lakhs ha (80%) out of 190.238 Lakh ha is affected by drought in Karnataka. 2018-19 six talukas and 2019-20 4 talukas (Kariff drought) are declared as drought affected in district Groundwater levels are depleting due to successive droughts and quality of water is getting deteriorated in terms of Fluoride, Nitrate and Salinity. Although, drought may not pose great danger immediately within a few minutes as could happen in case of a severe earthquake, it has huge impact on the occurrence of loss of livelihoods, exodus, poverty, unrest, terrorism, robbery etc.

Sl. No. Taluka Name 2017 2018 2019 1 Bellary Yes Yes Yes 2 Siruguppa Yes Yes Yes 3 HB Halli Yes Yes 4 Hosapete Yes Yes Yes 5 Harapanahalli Yes Yes 6 Hadagali Yes Yes 7 Sandur No No Yes Table 2-3- 3 years drought affected talukas

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 • 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:

a) Early season: delayed rainfall (delayed onset of monsoon), prolonged dry spells after Onset. b) Mid-season: inadequate soil moisture between two rain events, and c) Late season: early cessation of rains or insuﬃcient rains The IMD recognizes ﬁve drought Situations: d) ‘Drought Week’ when the weekly rainfall is less than half of the normal e) ‘Agricultural Drought’ when four drought weeks occur consecutively during mid-June to September

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f) Seasonal Drought’ when seasonal rainfall is deficient by more than the standard deviation From the normal g) Drought Year’ when annual rainfall is deficient by 20 per cent of normal or more, and h) ‘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.

c) 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 Ballari district.

d) 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.

Ballari District Disaster Management Plan-2020 36

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. 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

Figure 2.3 Heat wave declared Chart Higher daily peak temperatures and longer, more intense heat waves are becoming increasingly frequent globally due to climate change. Ballari 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.

Ballari District Disaster Management Plan-2020 37

2.2.4 Human-induced Hazards

Chemical (Industrial) Disasters

Ballari district have famous for Iron manufacturing and other products. It is one type hazards in the district future days. There are 48 large and medium industries in the district with an investment of Rs.6, 193.28 corers and there are 353 Factories in the district. Prominent Players: JSW Ltd, JSW Cements, MSPL, Ballari Thermal Power Corporation, Sirugappa Sugars and Chemicals, Mukund Steels and Kalyani Steels.

I.Major accident hazardous industries II.Potentially hazardous industries 1. M/s. JSW Steel Limited, Toranagallu. 1. M/s. JAMIPOL, Toranagallu,Ballari 2. M/s. JSWIGPL,Toranagallu. 2. M/s. Galaxy Chemicals, Mundargi 3. M/s. Bellary Oxygen Company Ltd,Toranagallu. Industrial Area, Ballari. 4. M/s. Air Water India Pvt Ltd,Toranagallu. 5. M/s. Praxair India Private Limited, Toranagallu. 6. M/s. BMM Ispat Limited, Danapur. HosapeteTaluka. III. Accident hazardous industries Mineral industries: 1. NMDC - National Mineral Development Corporation Sandur

The Scope of the plan is to mobilize all the resources through its Chief Disaster Controller (CDC) to oversee the effective implementation in achieving its objectives and extend assistance to the needy. 2.2.5 Biological and Public Health Emergencies (BPHE)

Disasters related to this sub-group are biological emergencies and epidemics, pest attacks, cattle epidemics and food poisoning. Biological emergency is one caused due to natural outbreaks of epidemics or intentional use of biological agents (viruses and microorganisms) or toxins through dissemination of such agents in ways to harm human population, food crops and livestock to cause outbreaks of diseases. This may happen through natural, accidental, or deliberate dispersal of such harmful agents into food, water, air, soil or into plants, crops, or livestock. Apart from the natural transnational movement of the pathogenic organisms, their potential use as weapons of biological warfare and bioterrorism has become far more important now than ever before. Along with nuclear and chemical agents, many biological agents are now considered as capable of causing large-scale mortality and morbidity.

Handling exotic pathogens warrants suitable infrastructure, notably, high containment laboratories of bio-safety levels 3 and 4; recruitment of highly committed, dedicated and trained professionals; continuous availability of diagnostic reagents; enhancement of skills at various echelons of health professionals in early identiﬁcation of such infections, investigation of outbreaks and institution of speciﬁc control measures. Current system of surveillance and mechanism to control the outbreak of endemic diseases are through the National Programme for Surveillance of Communicable Diseases.

Natural outbreaks of disease may become epidemics and assume disastrous proportion if not contained in the initial stages. Pest infestations have recurred as major disasters for the agrarian economy of India since time immemorial. Locust swarms coming from Central Asia used to be a major cause for concern. Besides such consolidated events, infestation of localized pests is a threat to plant as well as human life. A major factor responsible for deterioration and the loss of food grains, their products and the economic losses besides health hazards is the contamination caused by rodents and insects. Pest control is achieved primarily through chemical methods subject to safety standards and regulatory norms for the safe use of such chemicals.

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The growth of human society has rested largely on the cultivation of crops and domestication of animals. As crops and animals became necessary to sustain a divergent social structure, the depletion of these resources had far-reaching consequences. Along with the growth of societies, crop and animal diseases acquired more and more importance. Infectious agents are constantly evolving, after acquiring enhanced virulence or epidemic potential. As large number of people now travels within and across national boundaries, the likelihood of fast global spread of epidemics has increased dramatically making localised outbreaks into national epidemics and global pandemics. As our society is in a state of flux, novel pathogens emerge to pose challenges not only at the point of primary contact but also in far removed locations. The increased interaction between humans and animals has increased the possibilities of zoonotic diseases emerging in epidemic form. The Biological DRR covers the legal frameworks and institutional aspects needed for addressing safety and security of microbial agents, managing epidemics, containing biological terrorism (BT), managing threats to livestock, and all forms of agriculture. Desert locusts fly with the wind and can travel 100-150 km in a day. The Bombay locust ( Nomadacris succincta) was a major pest in India and South-Eastern Asia in the 18th and 19thcenturies but has seldom swarmed since the last plague in 1908. The desert locust swarms from as far as Africa sometimes can reach India and Pakistan crossing the Indian Ocean. The Locust Control and Research Division under MAFW Keeps constant vigil through field surveys to prevent crop losses due to locust attack in approximately two lakhs sq.km of Scheduled Desert Area in the States of Rajasthan and Gujarat. Locust Watch under FAO monitors the locusts worldwide and issue early warnings to countries about locust swarms. After receiving warning, Government takes urgent measures for monitoring and control.

Directorate of Plant Protection Quarantine and Storage under the MAFW with sub-oﬃces across India, is the apex organization responsible for taking measures related to plant protection. Such measures are important in the overall crop production programmes for sustainable agriculture. Plant protection activities encompasses activities aimed to minimizing crop losses due to pests through integrated pest management, plant quarantine, regulation of pesticides as well as locust warning and control.

To eﬀectively tackle the issue of livestock health, the Department is supplementing the activities of the State Governments/ Union Territories through 'Livestock Health & Disease Control Scheme’, which has the following components:

1. Assistance to States for Control of Animal Diseases 2. Professional Eﬃciency Development 3. National Project on Rinderpest Surveillance and Monitoring 4. Foot and Mouth Disease Control Programme 5. National Animal Disease Reporting System 6. Peste des Petits Ruminants Control Programme 7. Brucellosis Control Programme 8. Establishment and Strengthening of existing Veterinary Hospitals and Dispensaries 9. Classical Swine Fever Control Programme 2.2.5.a) 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 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

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Physical distancing in the facility Physical distancing in the facility should be instituted to reduce the spread of COVID-19: • Restrict the number of visitors (see below) • For group activities ensure physical distancing, if not feasible cancel group activities. • Stagger meals to ensure physical distance maintained between residents or if not feasible, close dining halls and serve residents individual meals in their rooms. • Enforce a minimum of 1 meter distance between residents. • Require residents and employees to avoid touching (e.g., shaking hands, hugging, or kissing).

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.

2.2.6 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.

Ballari District Disaster Management Plan-2020 40

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.

2.2.7 Emergencies Associated with Mass Gatherings

Throughout the Ballari 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 ineffective 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 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

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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.

2.2.8 Fire Risk

Fires in Built Environment

Fires can start due to human activities or from natural causes. Forest fires can start from either natural causes or human activity or from a combination of both. The most common fires are the residential and non-residential structural fires caused usually by human activities. Most industrial and chemical fires are triggered by human activity. They are sometimes caused by human errors, faulty designs, or mechanical failures. Fire can also be the secondary effect of a disaster like earthquake. Secondary fires after a disaster like earthquakes constitute a substantial and heavy risk. Damage to natural gas systems during an earthquake can lead to major fires and explosions. Damages to electrical systems during a disaster can ignite major fires. The growth of fire-services in the country has been on an ad- hoc basis and needs to be professionalized. Varying risk scenarios need different types of equipment. The risk varies with geographical location such as hilly area, coastal-area, desert–area, and with different types of residential (medium/ low-rise/ high-rise) buildings, industrial, commercial area or a combination of these. There is considerable need for skill upgrade of the staff and modernization of the entire fire service system. The NDMA guideline on fire services notes that the Standing Fire and Advisory Council (SFAC) has stressed the urgent need to strengthen the Fire and Emergency Services (F&ES) and overcome major shortcomings in the response and its capabilities.

2.2.9 Forest Fire Risk

India is one of the richest areas of biodiversity in the world having nearly seven lakh square kilometres of forest cover. Increasing human interference is a major cause for the incidents of the forest fires. Despite its natural and essential roles, fire has negative consequences when it conflicts with the public interest. Examples of negative impacts include loss of homes, property and critical infrastructure, damage to domestic watersheds and destruction of commercially valuable timber. Smoke from forest fires can also interfere with road and air transportation, inhibit tourism, and cause serious public health problems. It is also a threat to human settlements dwelling within or adjacent to the forests.

Forest fires in India are generally ground fires. As per Forest Survey of India (FSI), which has been conducting field investigations since 1965, human activities trigger nearly 95 per cent of the forest fires in India. Forest fire is a major cause of injury and loss to forests. Area affected by forest fire annually is nearly 35 million hectares. In general, all over the world the main causes of forest fires are anthropogenic. The data on forest fires in India is very weak and needs to be improved. FSI's 1995 data considers nearly 50 per cent of the forest areas as fire prone with 43 per cent having occasional fire incidents. According to this assessment, very high, high, and frequent forest fires occur in 0.84 per cent, 0.14 per cent and 5.16 per cent of the forest areas respectively. The states with frequent occurrence of forest fires are: 1) Andhra Pradesh 2) Himachal Pradesh 3) Karnataka 4) Manipur 5) Madhya Pradesh 6) Nagaland 7) Orissa 8) Rajasthan 9) Telangana 10) Uttar Pradesh and 11) Uttarakhand. The moist deciduous forest is the most vulnerable to fire in India. Nearly 15 per cent of this ecosystem is frequently disturbed by fire and 60 per cent is occasionally affected. In the case of

Ballari District Disaster Management Plan-2020 42 wet/semi— evergreen forests, fire occur somewhat frequently in nine per cent, and occasionally in additional 40 per cent. In the North-Eastern region of India, recurrent fires annually affect up to 50 per cent of the forests. The coniferous forests in the Himalayan region are also very fire prone with many wildfires occurring during the winter drought. The proportion of the forest areas prone to forest fire ranges greatly across different states.

The traditional view of fire as a destructive agent requiring immediate suppression has given way to the view that fire can and should be used to meet land management goals under specific ecological conditions. The impact of the fire is diverse on the forest ecosystem. Besides directly damaging the forest, the fire also adversely affects forest regeneration, microclimate, soil erosion, and wildlife etc. In most of the cases, the forest fire causes retrogression of forest vegetation. Forest fire is one of the major degenerating factors, which extensively damages the growing stock and its generations and making area vulnerable to erosion. It has wide-ranging adverse ecological, economic and social implications.

2.2.10 Disaster Management for Hampi Cultural Heritage Site and Precincts and Museums Cultural heritage has only recently been recognised as a key aspect within overall frameworks of disaster risk reduction. A general lack of awareness and a lack of prioritisation of heritage is one of the key challenges in this area. The relevant DM guidelines published by NDMA are, a) cultural heritage sites and precincts and b) museums. Museums are repositories of diverse heritage, both natural as well as cultural, and as institutions they make signiﬁcant contributions to the socio-cultural development of a community. Museums, through the objects and collections they house and display, contribute to regional, state and national identities. Over centuries, the scope and nature of museums expanded from presentation of private collections of artefacts and oddities to institutions that promoted learning through objects collected and presented with a meaningful narrative. The historical monuments and heritage structures in Hampi world heritage site have over the years witnessed structural weakness, erosion, degradation and fraught with inadequacy in the basic infrastructure needed for rising population, which made them vulnerable to different natural and man disasters. In the recent years, disasters both natural and man-made are causing widespread damages and losses. Hence, the Disaster Mitigation and Management Plan as per the provisions of Disaster Management Act-2005 are prepared in order to ensure disaster resilience and minimize the extent of losses and damages the monuments are subjected to. The Disaster Management is the sole responsibility of Government with participation of all other stakeholders. State, District and Local administrations. It is seen over the years that the heritage monuments of Hampi have witnessed progressive damages and degradation due to natural and man-made disasters, thereby giving an alarming warning to the Authorities concerned, to initiate preventive and mitigation measures by involving the key agencies like HWHAMA, the line Departments and community. The Heritage Disaster Management Plan of Hampi as per the provisions of the DM Act 2005 comes under the jurisdiction of the District Administration of Bellary and Koppal, since the heritage site spreads across these two districts in the talukas of Hospete and Gangavathi. Risk Management Plan aims to prevent or reduce the negative impacts of various hazards on the World Heritage Property. It is primarily concerned with reducing risks to the heritage values embedded in the property; its authenticity and integrity but also to human lives, physical assets and livelihoods. The protection and preservation of epigraphical resources of Hampi is the responsibility of the State Department of Archaeology and Museums (DAM). The DAM is a body under the Department of Kannada and Culture, Government of Karnataka. From the field observations and survey, several risks owing to structural weakness and damages have been noticed.The vulnerability and risks are identified based on; 1. Gathering information on the past history of disasters at the World Heritage Site WHS. 2. Hazard mapping of the region helped in identifying the vulnerability of the site due to exposure. 3. Resource mapping to know the resources

Ballari District Disaster Management Plan-2020 43

4. Seasonality of disasters 5. HRVC Matrix Analysis 6. Failure mode analysis 7. Micro-zonation in order to understand localized vulnerabilities of various heritage attributes due to their location and resulting exposure to hazards, which are evaluated as low, medium, high and very high. 8. Risks owing to crowds and large congregations during Hampi Utsav 9. Vulnerabilities being evaluated as low, medium, high and very high. 10. Risks to the site; their causes and evaluation of existing disaster preparedness measures for the site. 11. Development of alternate disaster scenarios and their evaluation vis-a-vis probability of events and impacts on the site in general and specific heritage attributes in particular.

2.12.11 District occurrence of disaster in past in Ballari and Seasonality of Hazards in Ballari district Table 2.4 OCCURRENCES OF DISASTERS IN THE PAST IN BALLARI DISTRICT Disasters 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Floods - - - Yes - Yes - Yes - - - Yes Cyclones/ Heavy Rains------Yes Yes _ Yes - Yes Droughts Yes Yes Yes - Yes - - Yes Yes Yes Yes Industrial accidents ------

Fire - - - Yes - Yes Yes - - - - - Accidents Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Building capsize - - - - Yes ------Yes Biological and Public ------Health Emergencies Chemical(industrial) ------MAH Cultural Heritage ------Table 2.5 Seasonality of Hazards in Ballari district:

Type of Hazard Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Flood Drought Cyclone/Heavy rain fall √ √ √ √ √ Fire √ √ √ √ √ √ Accident √ √ √ √ √ Food poisoning √ √ √ √ √ √ √ √ √ √ √ √ Heat Wave √ √ √ √ √ √ √ √ √ √ √ √ Chemical (industrial) √ √ √ √ √ √ √ √ √ √ √ √ MAH √ √ √ √ Biological and Public Health √ √ √ √ √ √ √ √ √ √ √ √ Emergencies √ √ √ √ √ √ √ √ √ √ √ √ Chemical (industrial) MAH Cultural Heritage √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √

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2,2,12 RISK

The probability of harmful consequences, or expected loss of lives, people injured, property, livelihoods, economic activity disrupted or environmental damaged resulting from interactions between natural or human induced hazards, and vulnerable / capable conditions. Conventionally risk is expressed by the equation

Risk = Hazards x Vulnerability / capacity Beyond expressing a probability o f physical harm, it is crucial to appreciate t h a t risks are always created or exist within social systems. It is important to consider the social contexts in which risks occur and that people therefore do not necessarily share the same perceptions of risk and their underlying causes.

Risk Assessment / Analysis

A process to determine the nature and extent of risk by analyzing potential hazards and evaluating existing conditions of vulnerability / capacity that could pose a potential threat or harm to people, property, livelihoods and the environment on which they depend. The process of conducting a risk assessment is based on a review of both technical features of hazards such as their location, intensity and probability, and also the analysis of the physical, social and economic dimensions of vulnerability, while taking particular account of the coping capabilities pertinent to the risk scenarios.

a) District past flood assessment and analysis

Table 2.6 Flood Effect assessment on 2009, 2015 and 2019 in Ballari District:

Details 2009 2015 2019 Human Lives Lost 17 People 6 12 Loss of Livestock 558 103 192 House Damaged 69,878 159 2479 Agriculture Crops loss:- Kharif season- 39,447. Hector 14722 Hector 9978.8 Hector Rabi season 803 Hector Horticulture Crop Damaged 2,759 Hector 503 Hector 5158.7 Hector

Roods Damaged 3,804 Kms 326 Kms Bridge Culvert 610 78 17 Tank Damaged 38 13 4 Major Irrigation Damaged 217 - 1 Minor Irrigation Damaged 52 2 1 Water Supply Damaged 820 12 2 Power Supply Damaged 15,300 228 54 Govt Building Damaged 49 316 382 Health Hospital Damaged 02 1 2

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2009, Flood in Siruguppa, Ballari District

2019, Flood in Siruguppa,Hadagali and Harapanahlli in Ballari District

Crop loss in Siruguppa taluka -2019 (Flood) Crop loss in Hadagali taluka -2019 (Flood)

Heavy rainfall affected in Kurgod Taluka 2019 Flood affected in Hadagali Taluka 2019

Heavy rainfall affected in Siruguppa taluka 2019 Resque operation in Shreedhar village

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a) District past drought assessment and analysis

Ballari district Every year, more than 50% of the talukas are declared as drought affected. 2018-19 six talukas and 2019-20 4 talukas (Kariff drought) are declared as drought affected in district Groundwater levels are depleting due to successive droughts and quality of water is getting deteriorated in terms of Fluoride, Nitrate and Salinity. Although, drought may not pose great danger immediately within a few minutes as could happen in case of a severe earthquake, it has huge impact on the occurrence of loss of livelihoods, exodus, poverty, unrest, terrorism, robbery etc.

Table 2-3- 3 years drought affected talukas Sl. No. Taluka Name 2017 2018 2019 1 Bellary Yes Yes Yes 2 Siruguppa Yes Yes Yes 3 HB Halli Yes Yes 4 Hosapete Yes Yes Yes 5 Harapanahalli Yes Yes 6 Hadagali Yes Yes 7 Sandur No No Yes

Past Impact on Health (Mining) assessment and analysis

To assess the impact of mining on human health, data were obtained on incidences of various diseases from Primary Health Centers (PHC) of Ballari, Hospet and Sandur taluks. Data were provided from four PHC s of Sandur taluk, seven PHC s of Hospet taluk and twelve PHC s from Ballari taluk and is indicative of health status in and around mining villages. Under the table shows the number of patients treated/registered’ for diarrhea, respiratory’ infections and other disea’ ses:- Number of Patients Treated for Different Diseases in PHCs of Ballari, Hospet and Snadur taluka.

Table 2.7: Number of Patients Treated for Respiratory Infections Year Acute Diarrheal Disease Acute Respiratory Total

Male Female Child Male Female Child 2006 7649 7649 5634 16307 16154 13525 66918 2007 8921 7673 4959 11223 11872 11026 55674 2008 10625 8716 6485 11817 12018 11600 61261 2009 10150 10057 6521 13575 13503 12588 66394 2010 10086 9040 5490 17226 18505 15238 75585 2011 21010 21771 11762 36494 39525 26783 157345 2012 22961 22921 11211 33838 39772 24835 155538 2013 21681 21290 8987 45037 33656 23236 153887 2014 14462 13780 432 26179 25063 2746 82662 2015 19658 16862 00 32658 27637 00 96815 2016 21604 18341 00 31321 26584 00 97850 2017 24268 19141 00 48902 40966 00 133277 2018 40955 32331 00 69369 55273 00 197928 2019 39629 30499 00 70103 58303 00 195534 (Source: District Health Office, Ballari)

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Acute diarrhea and respiratory diseases contribute 42% of the total health related problems in the three mining taluks. A trend of the respiratory diseases treated in three taluks together is presented in Fig- 6.10. The number of patients suffering from acute respiratory diseases continues to rise from 2011 with a sharp increase in 2018 compared to the previous year. Very similar trend can be observed for diarrhea.

Deterioration in health, as suggested by the increasing number of patients, in these three taluks coincides with the growth in mining activity in the region. Respiratory diseases can be attributed to the fine dust present in the air all the time due to mining and allied activities. Similarly, rise in diarrhea cases can be attributed to poor quality of water. d) Past district Road Accidents assessment and analysis :

With the increase in mining and allied activities, a large number of heavy vehicles ply on road in the surrounding area. The increasing vehicle population and deteriorating poor road conditions had a direct consequence in terms of road accidents. Number of road accidents in Ballari district along with the involvement of mining vehicles was obtained from the Superintendent of Police (SP) office of the Ballari district as shown in table below:

Table 2.8 Road Accident cases in Ballari District No.of Mine No.of Persons No.of Persons Year Fatal Non-Fatal Vehicle Deaths injured Involved 2000 143 723 148 977 67 2001 150 937 167 1918 76 2002 172 861 211 1678 70 2003 174 1284 196 1905 192 2004 249 1704 275 2406 215 2005 237 1860 259 2466 165 2006 233 1708 266 2900 205 2007 300 1374 343 2693 120 2008 291 1138 314 2346 140 2009 275 1096 320 2109 142 2010 332 978 370 2110 101 2011 276 840 291 1753 215 2012 273 843 308 1827 201 2013 286 819 324 1592 225 2014 304 810 331 1672 255 2015 317 1091 334 1614 265 2016 330 723 348 1406 263 2017 287 657 307 1338 215 2018 309 690 338 1338 243 2019 316 693 345 1080 263

(Source: Office of the Superintendent of Police, Ballari)

Ballari District Disaster Management Plan-2020 48 e) Past Ballari Building collapse assessment and analysis:

The under-construction five-strayed building collapsed on an adjacent students' hostel in Gandhinagar on January 26. 2010. With the recovery of three more bodies from the rubble, the toll in the five-strayed building collapse near here rose to 18, officials said. Bangalore-based Binyas Company, which began the clearing operations yesterday, broke the back wall of the half collapsed structure and retrieved three more bodies, they said."Of the 18 casualties, 16 have been identified so far," they said. The under-construction five-strayed building collapsed on an adjacent students' hostel in Gandhinagar on January 26. The rescue operations being carried out by Pune-based National Disaster Response Team and Madras Engineering Group are being supervised by Deputy Commissioner and Ballari MLA. Deputy Commissioner said at least 15 more bodies are still suspected to be under the rubble and all efforts are being made to pull them out. The 19 rescued persons are "recovering" at Vijayanagara Institute of Medical Sciences (VIMS) hospital here.

Building Collapse in Ballari, Collected from Hindu News Paper

On 23-8-2019 Taluk stadium was collapsed in Siruguppa. Two persons died and 29 people suffered injuries after the roof of a building in the taluk stadium complex collapsed on them during a sporting event in Siruguppa. Both were from Siruguppa. Six of the injured were shifted to VIMS Hospital, Ballari, and the rest were administered first aid at a Siruguppa hospital. More than 50 students had climbed on to the roof of a building in the sports complex and were standing on the edge watching the sporting event. That was when the extended part of the roof gave way and chunks of concrete fell on the lintel 3ft below. Those standing under the lintel bore the brunt of the accident. Soon after they were informed of the accident, Siruguppa police managed to rescue those trapped under concrete blocks.

Taluk stadium Building Collapse in Siruguppa, Collected from The Times of India News Paper

Ballari District Disaster Management Plan-2020 49 f) Past Ballari Fire in Cold Storage assessment and analysis:

June 4th - 2013: Fire and Emergency Services personnel, after relentless efforts for nearly 60 hours, put out the fire in the cold storage unit in the industrial area here. Fire broke out in the early hours of Sunday and destroyed hundreds of tones of agricultural produce including paddy, wheat, jowar, maize, groundnut, Bengal gram, tamarind and chilli belonging to farmers and traders. The fire-fighters had a tough time in dousing the fire because the building had only one entry and exit point. Portions of walls had to be demolished to put off the fire. A portion of the five-storey building collapsed on Monday. Preliminary estimates have put the loss at more than Rs. 20 corer.

January 14th-2014: A major fire broke out in a cold storage building on the Ballari- Bangalore Road in the Ballari industrial area at around 2am on Tuesday and destroyed property and agricultural produce worth around Rs 25 corer. Fire fighters are still battling to completely put out the fire. When the fire fighters reached the five-strayed building, the fire was fast spreading to other floors. Eight water tenders with more than 30 fire fighters and Bronto sky lift machine were pressed into service to put out the raging fire. Over 1 lakh gunny bags of agricultural produce, including chilli and pulses, were gutted in the fire.

Fire in Cold storage collected from Hindu Daily News Paper

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2.2.13 VULNERABILITY ASSESSMENT There are instances of many man-made disasters such as strikes and incidents of fire and burning of buses and vehicles at the time of strikes, Road accidents are common. A few rail accidents have taken places.

Table 2.9 Proneness to different Disasters: Type of Time of Potential impact Vulnerable area Hazard occurrence Floods When the Inflow to House Damages, Crop Loss, Cattle Villages along the T.B.Dam increases Loss and Human Deaths. Damage to Tungabhadra river side( Few with simultaneously infrastructures such as Villages of Hospet, heavy rain fall in the Roads/Bridges, Private /Govt, Siruguppa and hadagali District Buildings, Reservoirs, Electricity etc. Taluk) Heavy June to Sept (During House Damages, Crop Loss, Cattle Entire District rainfall Monsoons) Loss and Human Deaths. Damage to infrastructures such as Roads/Bridges, Private /Govt, Buildings, Reservoirs, Electricity etc. Drought October to may (in Crop Loss, lack of Drinking Water Entire District case of Monsoon and Fodder in the District Failure) Fire Any Time House Damages, Cattle Loss and Entire District accident Human Deaths. Cold Storages Earth Any Time House Damages, Crop Loss, Cattle Entire District Loss and Human Deaths. Damage Quake to infrastructures such as Roads, Buildings Chemical Any Time Cattle Loss and Human Deaths. Villages along the disasters Damage to infrastructures such as industries side (few Roads, Buildings villages of Hosapet,Sandur and Ballari taluka) Building Any Time House Damages, Cattle Loss and Entire District Collapse Human Deaths. Cold Storages

During rainy season, rivers and its tributaries in the district may pose threat of floods. Things get worse as the flood devastates the crops in the affected area and is also a source of epidemics.

The district had never experienced any earthquake expect minor tremors from time to time. Since the district falls under seismic zone II and III, i.e., less risk to moderate risk zones, the possibility & can never be ruled out as it can happen any time.

Drought may occur due to want of rain at proper time. Or sometimes heavy rainfall may damage the crops. Cyclonic effect in the eastern coast and Bay of Bengal may cause excessive rainfall which would result in crop damage and other loss. Fire accidents and incidents such as strikes, burning of vehicles are frequently happening in the district particularly fire accident occurs during the summer season.

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Table 2.10- Name of Gram Panchayats (GPs) and Villages affected by flood during (vulnerable villages and population) Estimated for vulnerable to be flood Type of Name of Vulnerable Preg Taluk the Name of affected 1,severity nan Name affected Villages in the GP popul Disa Mt Childr Eld 2.Medium t GP ation bled g en's erly 3.Low mot her Bhagewadi 2.Medium 3000 52 42 6 442 7 Bhagew Bhrudhavana camp 2.Medium adi 1230 5 2 0 41 1 Kududharahalu 2.Medium 1756 22 19 4 150 18 Kududh Shreedharagaddi 2.Medium arahalu 1522 16 14 2 155 12 Siraguppa Honnaralli 2.Medium 1070 6 6 2 64 1 Chikkaballari 2.Medium 2150 26 26 5 193 6 Hachch olli Hachcholli 1.severity 4753 56 29 12 444 10 Challakudulur 2.Medium 1695 15 10 3 90 8 Hottu Murani 2.Medium 922 12 13 1 80 9 Biralli Kottalachinthe 2.Medium 1349 15 64 4 157 12 Kampli Kampli Kampli 3.Low 300 10 6 0 42 20 Hampi Hampi 2.Medium 150 11 4 0 49 42 Hosapete Hosur Hosur 2.Medium 258 0 0 0 24 28 Allipura 3.Low 138 4 8 0 10 16 Rajaval 2.Medium 75 2 6 0 12 4 Navali Navali 2.Medium 140 6 4 0 30 10 Honnaru 2.Medium 54 2 6 0 10 6 Pura 2.Medium 30 0 2 0 6 4 Kombali Madalagatti 1.severity 90 6 4 0 15 22 Magala Magala 2.Medium 120 5 8 0 22 22 Hadagali Birabbi Anguru 2.Medium 80 12 6 0 20 12 Hosalli 1.severity 72 2 5 0 19 15 Makara Byalahunsi 1.severity 168 8 18 0 14 40 bbi Herebannimatti 1.severity 152 6 16 0 39 20 Makkarabbi 1.severity 173 3 17 0 38 29 Kuravatti 1.severity 168 8 14 0 33 20 Kuravatt Linanayakanahalli 1.severity 80 8 12 0 19 20 i Haravi 1.severity 160 7 13 0 48 50 Haravibasapur 1.severity 120 5 15 0 32 30 Halavag Halavagalu 1.severity 340 7 2 0 38 18 Harapana alu Grabhagudi 2.Medium 280 4 2 0 20 12 halli Kadati Kadati 2.Medium 40 3 1 0 3 5

5 22635 344 394 2359 529

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2.2.14 CAPACITY ANALYSES:

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

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

CHART

Supdt. of Police, Secy. to Govt. of Dy. Commissioner, Bellary Bellary Karnataka, Revenue (DM) Dept., Chief Exe. Officer, Z.P.,

Bellary H.Q. Assistant to Dy. TV/Radio/Press Asst. Supdt. of Police, Commissioner Bellary Bellary (Nodal Agency)

Asst. Comr, Asst. Comr, Dist.Health Dy. Director Pollution Ballari Hospet Dvl. Fire Dist. Surgeon, Officer, of Factories Control Brd Officer, Hubli Ballari Ballari Gulbrga Ballari

Senior Dy. Dir. Asst. Dir. of Supdt. Bus/taxi Geologist Animal Exe. Engr, Factories, RTO, Ballari Engineer, Owners (M), DMG, HusbandryBa PHE, Ballari Ballari Ballari association Ballari llari ’ Dy. Dhier Dist. Comdt., Dist.Agrl. Executive Dir. Dist. Controller of Home guards, Officer Engineer, Controller, Information Explosives, Ballari Ballari KEB. KSRTC. Officer Gulbrga

Tahsildar, Tahsildar, Tahsildar, Tahsildar, Tahsildar, Tahsildar, Tahsildar, H.B Halli Hadagali Sandor Siruguppa Hospet Ballari Kudalagi

Gen. Mgr. Private Govt. Truckers Dy. Dir. Mutual Aid Voluntary Telecom, Hospitals, Hospitals, Association Public Instr, Industries Organization Ballari Ballari Ballari Ballari Ballari

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 godowns. These locations could also be used as storage points for medicines, blankets etc.

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IMPORTANT DEPARTMENTS AND ORGANISATIONS

All the departments working under the D.C. such as S.P., A.C., Tahsildar, 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 centres, wireless relay stations etc., have been provided with protection and security and the same will be intensified during disaster. 2.2.15 Human resource: Table:2.11 Police Department, Ballari Sl. Sanctioned Strength Availability Designation No. Male Female Male Female 1 Superintendent of Police, Ballari 1 ------Additional Superintendent of 2 -- 1 -- 1 Police, Ballari 3 Dy.S.P., Ballari City Sub-Division 1 -- 1 -- Dy.S.P. Ballari Rural 4 1 -- 1 -- Sub-Division 5 Dy.S.P., Kudligi Sub-Division 1 -- 1 -- 6 Dy.S.P., Hospet Sub-Division 1 -- 1 -- 7 Dy.S.P. Hadagali Sub-Division 1 -- 1 -- 8 Dy.S.P. Hampi Sub-division -- 1 -- 1 9 Dy.S.P., DCRB Unit, Ballari 1 ------10 Dy.S.P., D.A.R. Ballari 1 -- 1 -- Armed Police strength 1 RPI 2 -- 2 -- 2 RSI 7 -- 2 -- 3 ARSI 50 -- 49 -- 4 AHC 129 -- 128 -- 5 APC 260 -- 196 --

Table:2.12 Details of Staffs in Department Animal Husbandry S.No Designation Sanctioned Availability 1 Deputy Director 1 1 2 Deputy Director (Pali Clinic) 1 0 3 Assistant Director (administration) 9 4 4 Chief Animal Medical Officer 17 6 5 Chief Senior Animal Medical Officer 23 12 6 Animal Medical Officer 87 46 8 Animal Development Officer 9 4 8 Assistant administrator 1 0 9 Animal Officer 23 17 10 Senior Animal Supervisor 43 31 11 Animal Supervisor 79 38 12 Animal medical helper 59 28 13 Lab-technician 1 0

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14 Superintendent 2 2 15 FDC 4 4 16 SDC 9 9 17 Computer Operator 2 0 18 Driver 10 3 19 Agriculture helper 0 0 20 D Group 266 102 Total 646 307

Table:2.13Fire department:

Name of the taluk Sl.No. Disposition of Man Power and fire station RFO-01, DFO-01 FSO-01, AFSO-03, LEADING 1 Ballari FIREMEN-06, FIREMEN DRIVER-09, FIREMEN-24 TOTAL-45 FSO-01, AFSO-01, LEADING FIREMEN-03, 2 HOSPET FIREMEN DRIVER-06, FIREMEN-15 TOTAL-26 LEADING FIREMEN-04, FIREMEN DRIVER-03, 3 H B Halli Driver Mechanic-01 FIREMEN- 08 TOTAL-16 LEADING FIREMEN-03, FIREMEN DRIVER-02, 4 Huvin Hadagali FIREMEN- 09 TOTAL-14 AFSO-01, LEADING FIREMEN-02, FIREMEN DRIVER- 5 HARAPANAHALLI 03, Driver Mechanic-01 FIREMEN- 06 TOTAL-13 AFSO-01, LEADING FIREMEN-03, FIREMEN DRIVER- 6 Kudligi 03, FIREMEN- 09 TOTAL-16 FSO-01, AFSO-01, LEADING FIREMEN-04, FIREMEN 7 KURUGODU DRIVER-03, Driver Mechanic-01 FIREMEN-10 TOTAL-20 AFSO-01, LEADING FIREMEN-02, FIREMEN DRIVER- 8 KOTTUR 01, FIREMEN-11. TOTAL-15 LEADING FIREMEN-03, FIREMEN DRIVER-04, 9 sandur FIREMEN- 13. TOTAL-20 LEADING FIREMEN-04, FIREMEN DRIVER-04, Driver 10 siruguppa Mechanic-01 FIREMEN-12, TOTAL-121

Table:2.14Forest Department

Sl Name of the Designation & strength No Division Range Forest Officer Forester Guards 1. Social Forestry 6 11 13 Division, Ballari 2. Research Circle 4 12 3 TOTAL 10 23 16

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Table:2.15 Public Works Port & Inland Water Transport Department. Ballari Division. Sl Designation Availability No. 7 Assistant Engineer 14 8 Junior Engineer. 14 9 Audit Officer. 1 10 Superintendent. 1 11 Stenographer. 1 12 F.D.C. 5 13 F.D.A.C. 1 11 Stastical Inspector. 1 14 S.D.A. 8 15 Tyoists. 2 16 Computer Operator. 4 17 Driver. 3 18 Attenders. 3 19 Peons. 7 20 Cook 0 21 Metri 1 22 Watchman 2 23 Sweeper 1 71

Table:2.16 N.C.C.

Sub-units and Cadets strength as below:

Sl. No Place Associate NCC Officers Cadets Strength

1 Ballari 22 1910

Table:2.17 CIVIL DEFENCE – HOME GUARDS Following are the contact details of this department

Sl. No. Designation Contact No. 1 Commandant 9845145046 2 Deputy Commandant - 3 Instructor 9481047857

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Table:2.18 The number of home guards in the Ballari District is as follows: -

Name of Taluk Men Home Guards Women Home Guards Total Number Ballari 456 51 507 Siruguppa 106 - 106 Sandur 52 - 52 Hospet 150 24 174 H,B,Halli 78 - 78 Kudligi 68 - 68 Hadagali 123 - 123 Kampli 89 - 89 Kurugodu 63 - 63 Harapanahalli 96 - 96 Kotturu 42 - 42 Total 1323 75 1398

TRAINING: - As the home guards form an important wing during any emergency operation, regular refresher training and mock drills need to be conducted on an annual basis when the full force compliment should attend compulsorily. Table:2.19 Statement showing the Home guard personnel trained in different aspects of Civil Defence. Sl. Particulars Male home Women home No. guards guards 1. First – aid training 18 13 2. Rescue Course 18 - 3. Flood Rescue Course 24 - 4. Fire Fighting Course 34 - 5. Traffic Control and Crowd Control 10 - 6. Wireless Operators Course 23 12 7. Communication Course 23 12 8. Leadership Course 28 14 9. Disaster Management Course 12 -

Table:2.20 Karnataka State Excise Department Ballari District. Sl Designation Staff Availability No of Vehicles 1 Deputy Commissioner of Excise 1 02 Four Wheeler Vehicles 2 Deputy Superintendent 1 01Four Wheeler Vehicle 3 Deputy Superintendent 1 01 Four Wheeler Vehicle 4 Deputy Superintendent 1 - 5 Inspector of Excise 14 09 Four Wheeler Vehicles 6 Sub-inspector of Excise 16 - 7 Excise Head Guard 01 - 8 Excise guard 49 - 9 Driver 07 - 10 Office Superintendent 01 - 11 F.D.A 04 - 12 S.D.A 10 -

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2.2.16 Recourse/Equipment’s in district Table:2.21 Details of Ballari District Materials in Fire and Emergency *Item Name *Item *Item *Transport- Mode *Operator Provided Description Quantity (Road, Train, Air, (Yes/No/ NA) and Unit Water or NA)

Bolt cutters cutting 16 Road yes Electric drill drilling 2 Road yes Circular saw cutting 2 Road yes Chain saw cutting 5 Road yes Hydrolic Cutter Iron cutting 1 Road yes Cutter battery battery 1 Road yes Hydrolic speeding 1 Road yes speeders Spreader battery battery 0 Road yes airlifting bag lifting 1 Road yes Jack 5 ton lifting 6 Road Yes axe cutting 23 Road yes inflatable light lighting 6 Road yes searchlight lighting 10 Road yes E.genaretor power 6 Road yes Diving suit Water rescue 2 Road yes Under water Water risqué 1 Road yes B.A.setset Lifebuoy Water rescue 110 Road yes Life jackets Water risqué 105 Road yes B.A.sets Resque 35 Road yes B.A.compressor B.A.cylender filling 5 Road yes Pump Water pumping 24 Road yes Ladder Resque 24 Road yes CO2 fire First aid firefighting 94 Road yes extinguishers

Foam fire First aid firefighting 27 Road yes extinguishers DCP fire First aid firefighting 26 Road yes extinguishers Fire Tenders Fire fight & risqué 20 Road yes Resque tenders Presque, 1 Road yes

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Table:2.22 Details of Ballari District Materials in Jindal Factory

Item Availability Transportation Item Name Item Description Quantity month Mode) and Unit (Specify) Gas Cutter Gas Cutter 1 12 Road Bolt Cutter Bolt Cutter 4 12 Road Circular Saw Circular Saw Electrical Operator 2 12 Road Cutters-Hydraulic Cutters-Hydraulic 3 12 Road Air Bag Air Bag 2 12 Road Jack Jack 5 12 Road Hammer Hammer 7 12 Road Heavy Axe Heavy Axe 8 12 Road Glooves Electrical 8 12 Road Stretcher Stretcher 2 12 Road Light mast 5 K W 5 12 Road Search Light 12 V 6 12 Road Generator 25 K VA 1 12 Road Life Bouy Water Rescue 4 12 Road Life Jacket Water Rescue 6 12 Road Fire Suite Fire Suite 7 12 Road Breathing BA Set 110 12 Road apparatus B A Comp Compressor 2 12 Road pump Water pump 7 12 Road Ladder Extension Ladder 8 12 Road ABC Extinguisher 12 Road CO2 Extinguisher 12 Road Foam Extinguisher 12 Road DCP Extinguisher 12 Road Tender Water 1 12 Road Tender Foam 4 12 Road Tender Rescue 1 12 Road Tender DCP 1 12 Road Oxygen Cylinder Medical Oxygen 7 12 Road Jeep Four Wheeler 1 12 Road Light Ambulance Ambulance 2 12 Road VHF Set VHF Static Set 8 12 Road VHF Set Mobile VHF Set Mobile Willkie 12 12 Road Air Sampler Air Sampler - battery operated 1 12 Road Chlorine Kit Capping kit - for chlorine leak 2 12 Road Dosimeter Direct reading dosimeter 1 12 Road LEL Meter Explosive Meter 4 12 Road Multi Generator Multi Generator 1 12 Road Traffic Cones Traffic Cones 300 12 Road

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Table:2.23 Health Department Resource & Equipment’s

The Health Institutions which come under the control of the Zilla Panchayat are as under

Sl.No Name of the Institution Number 1 Primary Health Centers 92 2 General Hospitals 7 3 Community Health Centers 13 4 GAD's 00 5 Primary Health Unit 00 6 Urban Family Welfare Centre 3 7 M.L.C.U. Centers 00 8 National Leprosy Centers 00 9 Taluk Health Offices 8 10 T.B. Control Centers 2 11 Mobile Medical Units 9 12 Mobile Ophthalmic Unit 1 Total 135

Table:2.24 Details of Ballari District Materials in Home Guard and Fire Department

Item Name *Item present *Availability *Transport Quantity at the month Mode and Unit department (Specify) Blankets 4 Home Guard 12 Road Office, Bellary Search and Rescue Teams 5 Home Guard 12 Road for Collapsed Structures Office, Bellary Lifebuoy 11 Home Guard 12 Road Office, Bellary Life Jackets 25 Home Guard 12 Road Office, Bellary Fiber boat (12 persons) 1 Siruguppa 12 Road First aid kits 1 Home Guard 12 Road Office, Bellary Bus 1 Home Guard 12 Road Office, Bellary

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Table:2.25 Details of Materials in Department of Police Item Name Item Description Item Quantity Specify location District Police HQ Station, Search light 50 mtr 21 DAR HQ, Ballari 1 at Dist. police station & Electric Generator 29 Kv 2 another at DAR, Ballari DSP, Hampi & DSP, DAR Life Jackets -- 10 Office, Ballari Inflatable boat (12 persons) 40 HP 2 DSP, DAR Office, Ballari Foam Type Fire Extinguisher 4 DAR HQ, Ballari 4 wheel drive vehicle Bolero Jeep 1 CPI, Hadagali Taluk Truck Either/Tata 2 DAR HQ, Ballari Swaraj, Tempo Mini Bus 12 DAR HQ, Ballari traveler, Ashok

Water Tanker Medium – Ashok Leyland 1 DAR HQ, Ballari capacity VHF Sets Static -- 335 District Control Room Willkie Talkie Sets -- 720 District Control Room Video Camera Digital -- 7 -- Camera Digital -- 15 -- Table:2.26 Police Vehicles available in Ballari district Sl.No Vehicle Qty Sl No Vehicle Qty 1 Ambassador car 02 23 Bajaj Pulsor 57 2 Toyota Qualis 01 24 TVS Apache 39 3 Maruthi Zypsy 01 25 Bullet proof car 01 4 Jeeps 03 26 Toyota Innova 08 5 Tempo trax 09 27 Tavera Choverolet 02 6 Minibus 0 28 Interceptor 04 7 Bediford van 0 29 TATA Sumo 22 8 TATA 807 01 30 Ashok layland Minibus 01 9 TATA 407 0 31 Water Tanker 01 10 Cab king 0 32 Crane (2.5 Ton tiger) 01 11 Tempotraveler 07 33 Crane (10 ton escort) 01 12 Metoddor 0 34 Trucks 02 13 Maruthi Omini 0 35 Mahindra Bolero RIV 01 14 Swaraj mazda 11 36 Mahindra Bolero 35 15 TATA spacio 03 37 Scorpio 03 16 Scooter 02 38 Maruthi Ertiga 03 17 Rajdoot Yamaha 0 39 Xenon Cab 03 18 Bullet M/C 04 ------19 Yamaha YBX 03 ------20 Herohonda Splender 02 ------21 TVS Feiro 02 ------Note: Sl No.37 Allotted 02 Scorpio Vehicles for Emergency Response Support System Duties to Ballari District.

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Communication systems available in the District :- 1. Total No. of Wireless sets : Police Dept. : Waki-Talki-720, VHF Sets Static-335 Revenue Dept. : Walki-Talki-50, VHF Sets Static-44.

Table:2.27 Details of Materials in NOPASANA, Private Organization Item Name Item Specify location if not present Availability Quantity month

Electric Drill 2 NOPASANA Head Office 12 Chain Saw Diamond 1 NOPASANA Head Office 12 Sledge Hammer 1 NOPASANA Head Office 12 Heavy Axe 1 NOPASANA Head Office 12 Two handled cross cut-saw 1 NOPASANA Head Office 12 Gloves-Rubber, Tested up to 2 NOPASANA Head Office 12 25,000 volt stretcher harness (Set) 2 NOPASANA Head Office 12 Blankets 50 NOPASANA Head Office 12 Chains-6 feet (3 ton lift) 2 NOPASANA Head Office 12 Search light 5 NOPASANA Head Office 12 Electric Generator 2 NOPASANA Head Office 12 Lifebuoy 10 Raj Kumar, Boating center, Ballari 12 Life Jackets 100 Raj Kumar, Boating center, Ballari 12 Inflatable boat (12 Persons) 3 Raj Kumar, Boating center, Ballari 12 Fiber boat (12 persons) 2 Raj Kumar, Boating center, Ballari 12 Motor boats 2 Raj Kumar, Boating center, Ballari 12 Spine boards 3 NOPASANA Head Office 12 Stretcher normal 10 NOPASANA Head Office 12 Stretcher medical evacuation 2 NOPASANA Head Office 12 First aid kits 10 NOPASANA Head Office 12 Anti-snake venom 2 NOPASANA Head Office 12 Tent 80 Kgs 20 NOPASANA Head Office 12 Tent 40 Lbs 30 NOPASANA Head Office 12 Tent MK-III Private 10 NOPASANA Head Office 12 Tent Store 10 NOPASANA Head Office 12 Tent Arctic 40 NOPASANA Head Office 12 4 wheel drive vehicle 4 NOPASANA Head Office 12 VHF Sets Static 2 NOPASANA Head Office 12 VHF Sets Mobile 2 NOPASANA Head Office 12 UHF Sets Static 2 NOPASANA Head Office 12 Willkie Talkie Sets 10 NOPASANA Head Office 12

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Table:2.28 Education Department Information Block wise schools statistics. Primary Schools Sl. No Taluk Govt. Aided Un Aided Grand Total LPS HPS TOTAL HPS LPS HPS TOTAL 1 Ballari (E) 50 97 147 13 40 21 61 221 2 Ballari (w) 58 61 119 10 42 29 71 200 3 Hadagali 73 69 142 4 16 4 20 166 4 H.B.Halli 53 71 124 2 11 9 20 146 5 Hospet 86 106 192 14 49 34 83 289 6 Kudligi 117 153 270 5 18 14 32 307 7 Sandur 74 74 178 2 20 10 30 180 8 Siruguppa 88 67 155 2 32 18 50 207 Total 599 698 1297 52 228 139 367 1716

Table:2.29 High Schools & Composite Junior Colleges

Sl. No Taluk High Schools Un Aided Grand Govt Aided Un Aided Total Govt Aided Un Aided Total Total 1 Ballari (E) 14 2 13 29 3 1 - 4 221 2 Ballari (w) 9 8 23 40 1 1 1 3 200 3 Hadagali 13 6 3 22 5 - - 5 166 4 H.B.Halli 8 8 7 23 3 - 2 5 146 5 Hospet 10 8 36 54 6 - - 6 289 6 Kudligi 16 17 11 44 1 2 - 3 307 7 Sandur 7 7 4 18 1 1 1 3 180 8 Siruguppa 10 1 11 22 2 - - 2 207 Total 87 57 108 252 22 5 4 31 1716

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2.3. A. District industries hazards and Off Site Emergency Management plan

2.3.1 Introduction

An offsite emergency arising out of chemical hazards is one, which has the potential to cause serious damage or loss of life beyond the plant boundary. In addition, accidents during transportation of hazardous chemicals by road, rail, pipeline, etc. can also cause offsite emergencies. Emergency services such as police, fire, medical, etc. need to be prepared to handle such situations promptly and effectively. The snowballing of a small incident into a major chemical disaster and the subsequent effects on the life and property can be mitigated if

There is a readily implementable emergency preparedness plan available with the concerned district authorities. In order to be in a state of preparedness to respond to the accidents and minimize their adverse impacts on the off-site population, Rule 14 of the Manufacture, Storage & Import of Hazardous Chemical (MSIHC) Rules 1989, under the Environment (Protection) Act (EPA), 1986 requires an Off-site Emergency Plan to be prepared by the District Collector for every district of industrial area, as applicable.

The Environment (Protection) Act 1986 passed by Government of India in the backdrop of the ghastly chemical accident at Bhopal. The said Act is in forefront, insisting on the various protection measures to be taken by the Industrial Establishments handling hazardous materials and processes. This legislation has further paved way for forging series of related rules such as:- • Environment ( Protection ) Rules1986 • The Manufacture , Storage and Import of Hazardous Chemical Rules,1989; • The Hazardous Waste ( Management& handling ) Rules ,1989; • TheChemicalAccident(EmergencyPlanning,PreparednessandResponseRules) 1996 • AmendedCentralMotorVehicleRules1989forTransportationofHazardous Chemicals by Road • Public Liability Insurance Act,1991. • Major Accident Hazards Control ( Karnataka ) Rules1994

These regulations speak out the guidelines for prevention and effective management of hazardous materials and the dangerous results of violating the same.

It is imperative that the legislation alone cannot fulfill the objectives but need complete cooperation and involvement of Industries, District Administration and the Public. It is equally important that Contingency Plan coordinating the resources is prepared and kept ready in full preparedness to handle any eventualities. It is in this context the Ballari District Administration has taken initiatives in preparing a comprehensive off site emergency plan for Ballari district to manage the eventualities from the Major Accident Hazardous industries located in the District

2.3.2 Potential for Off Site Emergencies Due to Accidents at MAH Industries The Complete study of chemicals stored, used, transported & manufactured in these units reveals that the hazards associated with these industries.

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Ø Fire Ø Explosion Ø Asphyxiation Ø Toxic release Consequently the disasters would be Ø Fire and Explosion Ø Asphyxiation Ø Toxic release Chemical emergencies either arise from the industrial installations or from transportation of chemicals. Wherever it occurs, depending on the nature and quantity of hazardous chemical and the location of accident, it may have the potential of affecting the general population in the surrounding area. 2.3.3 The main objectives of the Off Site Emergency Plan are:

ü To Provide resources and methods for effective control of emergencies arising out of the leakage ,explosion and fire due to hazardous materials ü To prevent emergency turning into disaster ü Synchronized action from all the coordinating agencies with least possible delay. ü To minimize damage to the property ,people and the environment ü Effective rescue operation and treatment of the causalities ü To train the people and the concerned to act efficiently and with confidence in an emergency ; ü To bring back normal situation in the least possible time; ü To provide authoritative information to the news media and government agencies ü No panic among the general public .No exploitation or exaggeration of the situation by any agency. 2.3.4 The Off Site Emergency Plan is applicable to the following industries of Ballari.

2.3.4 a) MAJOR ACCIDENT HAZARDOUSINDUSTRIES 1. M/s. JSW Steel Limited,Toranagallu. 2. M/s. JSWIGPL,Toranagallu. 3. M/s. Bellary Oxygen Company Ltd,Toranagallu. 4. M/s. Air Water India Pvt Ltd,Toranagallu. 5. M/s. Praxair India Private Limited,Toranagallu. 6. M/s. BMM Ispat Limited, Danapur. HosapeteTaluk 2.3.4 b) POTENTIALLY HAZARDOUSINDUSTRIES

1. M/s. JAMIPOL, Toranagallu,Ballari 2. M/s. Galaxy Chemicals, Mundargi Industrial Area, Ballari. The Scope of the plan is to mobilize all the resources through its Chief Disaster Controller (CDC) to oversee the effective implementation in achieving its objectives and extend assistance to the needy.

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2.3.4 C) SYNOPSIS OF MAJOR ACCIDENT HAZARDOUS INDUSTRIES

The District Administration has identified six industries as Major Accident Hazardous Industries in the district of Ballari. The Synopsis of the industries is as follows:

1. M/s. JSW Steels Ltd. Address: Vidyanagar – 583 275 (Toranagallu) District: Ballari(Karnataka)

Location: Toranagallu – 30 Kms from Ballari Activity: JSW Steel Limited (JSWSL) is an integrated steel plant with a capacity of 12 MTPA. It started way back in August 1994 its Integrated Steel Plan to operation since 15th August 1999. Hot strips Mill is the first division to come on stream on 23rd August 1997. On a back ward in tegration concept the project has started and other divisions RMHS,Corex, BOF-CCP have gone on stream in August 1999.The Pellet Plant has come on stream on 28th Nov2000. JSWSL is certified with ISO- 9001: 2015, ISO-14001: 2015 and ISO-45001:2018 standards.

S.No a) Number of Persons working Shifts Employees I General Shift Personnel 9252 II I Shift Personnel 4893 III II Shift Personnel 4734 IV III Shift Personnel 4259 V Average no. of Visitors per day 250 Total 23388

b) Information of Important Officers:

S.No Name Office Ph No. Residence Ph No. 1 Shri RajashekharPattanasetty -Site President 08395- 243339 08395 - 245263

2 Shri Manjunath Prabhu-Sr.VP (Admn, Security, PR, CSR) 08395- 243099 08395 - 240486

3 Shri Sampath Kumar M G HOD –Safety & Fire Services 08395 - 248701 09448286123 4 Emergency Control Room 08395-243333 9449598000

c) Brief Description of hazardous materials stored & processed:

S.No Description Capacity No. Hazard associated 1 LPG stored in horizontal bullet 25 MT 3 Fire & BLEVE 2 Blast furnes#1&2 gas holder - used to maintain the 50000 1 Fire & toxic pressure in the gas distribution system. M3 3 Blast furnes#3&4 gas holder - used to maintain the 50000 1 Fire & toxic pressure in the gas distribution system M3

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4 Coke oven#3 gas holder - used to maintain the 50000 1 Fire& Explosion pressure in the gas distribution system M3 5 Coke oven#4 gas holder - used to maintain the 50000 1 Fire& Explosion pressure in the gas distribution system M3 6 LD gas holder at steel Melting shop #1 – used to 30000 1 Fire & toxic maintain the pressure in the gas distribution system M3 7 LD gas holder at steel Melting shop # 2 – used to 50000 1 Fire & toxic maintain the pressure in the gas distribution system M3 8 Corex gas holder - usedto maintain the pressure in the 100000 1 Fire & toxic gas distribution system M3 9 Hydrogen bullet at Cold Rolling Mill#1 & 2- 81 M3 1 Fire& Explosion Used to process 225 M3 1 10 Nitrogen bullet at Cold Rolling Mill#1 & 2-Used to 81 M3 3 Asphyxia process 225 M3 3 2. M/s. JSW Industrial Gases Private Limited

Address: Post Box no. 16, Vidyanagar – 583275.Toranagallu, District: Ballari, Karnataka State

Location: Toranagallu– 30 Kms from Ballari Activity: JSW Industrial Gases Private Ltd has set up an Air Separation Unit. USA as an onsite installation for supplying gaseous oxygen, nitrogen and argon to JSW Steels Limited. A Back up product supply system comprising of storage tanks for liquid oxygen & liquid nitrogen are available in order to meet the steel plant demand in the case of unforeseen shut down of air separation plant. The plant is fully mechanized. JSWIGPL is complied with the requirements of ISO 9001: 2000 and ISO 14001: 2004.

a) Number of persons working: Shift Total General Shift (9.00 am to 6.00 pm) 23 I Shift (6 am to 2 pm) 03 II Shift (2 pm to 10 pm) 03 III Shift (10 pm to 6 am) 03 TOTAL 32 b) Hazardous Chemical Stored and types of hazards identified:

S.N Product Name Storage Mode of Quantity Purity Hazards o container storage associated 1 Liquid Oxygen LR 27 Double walled 1000 MT > 99.5 % O2 Fire & Cold burn cryogenic tanks 2 Liquid LR 19 Double walled 500 MT < 5 PPM O2 Cold Burn Nitrogen cryogenic tanks 3 Liquid Argon LR 13 Double walled 600 MT < 2 PPM O2 Cold Burn cryogenic tanks < 2 PPM N2 4 Liquid Oxygen TK 702 Double walled 56 MT > 99.5 % O2 Fire, Cold Burn cryogenic tanks

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5 Liquid TK 902 Double walled 40 MT < 5 PPM O2 Cold Burn Nitrogen cryogenic tanks 6 Liquid Argon TK 1002 Double walled 17 MT < 2 PPM O2 Cold Burn cryogenic tanks < 2 PPM N2 7 Liquid Stored in 10KL Single walled 10 KL 98% Corrosion capacity tank with containment Sulphuric Acid dike 8 Corex Only in 140 M3 Toxic pipeline. No storage tank

c) In case of an Emergency, please contact JSWIGPL Office:

S.No Name Land Line Mobile 1 Shri. Harish Nair-Director 08395 - 250856 +91 9448286152 Ext : 44851 2 Shri. Rangnath Punekar 08395 - 250856 +91 7829018844 Deputy General Manager Ext : 44877 3 Shri. Ravi Kumar 08395 - 250856 +91 9663808063 Safety Manager Ext :48744 4 JSWIGPL 08395 -250856 +91 08395-20532 Control Room Ext:44856/44857

3. M/s. Bellary Oxygen Company Pvt Ltd

Bellary Oxygen Co Pvt. Ltd has set up an Air separation Unit as a joint Venture of Linde India Limited and Inox Air Products Ltd. as an onsite installation for supplying gaseous oxygen and nitrogen to JSW Steels Limited. A Back up product supply system comprising of storage tanks for liquid oxygen & liquid nitrogen are available in order to meet the steel plant demand in the case of unforeseen shut down of air separation plant. The plant is fullymechanized. Belloxy is complied with the requirements of ISO 9001: 2015, ISO 14001: 2015 and OHSAS18001:2007. Address: Vidyanagar – 583 275(Toranagallu) District :Ballari (Karnataka)

Location: Toranagallu– 30 Kms from Ballari Activity: Manufacture of Liquid Oxygen, Liquid Nitrogen and Liquid Argon.

a) Number of persons working: Shift Total General Shift (9.00 am to 6.00 pm) 23 I Shift (6 am to 2 pm) 08 II Shift (2 pm to 10 pm) 07 III Shift (10 pm to 6 am) 09 TOTAL 47

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S. Product Storage Mode of Quantity Hazards No Name container storage associated 1 Liquid T 80 Cryogenic tanks 1000 MT Cryogenic Liquid, Highly Oxygen Oxidizing & strongly supports combustion 2 Liquid T 81 Cryogenic tanks 700 MT Cryogenic Liquid, Nitrogen Asphyxiate 3 Liquid Argon T 83 Cryogenic tanks 350 MT Cryogenic Liquid, Asphyxiate 4 Liquid Store in Stored in small 01 MT Corrosive Sulphuric designated place containers of 40kgs Acid 5 Sodium Store in Stored in small 01 MT Toxic & Corrosive Hypochlorite designated place containers of 40kgs

6 Mixed gas Getting from JSW through pipeline Toxic & flammable (Corex)

7 LPG Getting from JSW through pipeline Flammable c) Contact details:

Information of Important Officers: Name & Designation Office Ph No. Control room 9606916571 M. Chandramohan-Plant Manager 9980358278 Ashok Kumar Alagesan-Sr. Engineer Process 9686198241

Karthik Ponnambalam- Engineer- Maintenance (Electrical) 7625014512 Sunny Varshney-Sr. Engineer - Maintenance (Instrument) 8720836788 Devashish Kumar-Sr. Engineer - Maintenance (Mech) 8348009100

4. M/s.Air Water India Private Limited

Address: Vidyanagar – 583 275 (Toranagallu) District: Ballari(Karnataka) Location : Toranagallu– 30 Kms fromBallari Activity: Manufacture of Liquid Oxygen, Liquid Nitrogen and Liquid Argon. a) Number of persons working: Shift Total General Shift (9.30 am to 6.00 pm) 26 I Shift(7 am to 3 pm) 8 II Shift(3 pm to 10 pm) 8 III Shift (10 pm to 7 am) 6 TOTAL 48

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b) Hazardous Chemical Stored identification and kind of hazard:

S.N Product Name Storage container Mode of storage Quantity Hazards associated o 1 Liquid Oxygen D 7110 Cryogenic tanks 1000 MT Cryogenic Liquid, Highly Oxidizing & Strongly Supports Combustion 2 Liquid D 7310 Cryogenic tanks 1000 MT Cryogenic Liquid, Nitrogen Asphyxiant 3 Liquid Argon D 7510 Cryogenic tanks 450 MT Cryogenic Liquid, Asphyxiant 4 Liquid Oxygen D 7131 Cryogenic tanks 58 MT Cryogenic Liquid, Highly Oxidizing & Strongly Supports Combustion 5 Liquid Store in Stored in small 01 MT Corrosive Sulphuric Acid designated place containers of 40kgs 6 Sodium Store in Stored in small 01 MT Toxic & Corrosive Hypochlorite designated place containers of 40kgs 7 Mixed Gas Getting from JSW through pipeline (Corex) 8 LPG Getting from JSW through pipeline

c)Contact details :

Information of Important Officers: Name & Office Ph No. Designation Control room 7338179938, 7760966277 Rahaman M Athiqur-GM – Operations Onsite 9980677123 Abhijith Kumar Shetty 9925241619 Manager Instrumentation Maint. - onsite Operations Kailash S -Associate Manager – Safety 8639053374 Dipesh Dattaram Pawar Manager Mechanical Maint. - onsite Operations 8373072613 Saravanavadivel V 9686551414 Sr. Manager Electrical Maint. - onsite Operations Trideb Banerjee-Associate Manager-Distribution 8886806478

5. M/s. Praxair India Private Limited

Address: Adjacent to M/S JIGPL, Vidyanagar – 583 275. Toranagallu, District: Ballari, Karnataka State Location : Toranagallu– 30 Kms fromBallari Activity :PIPL has set up an Air separation Unit as an onsite installation for supplying gaseous oxygen, nitrogen and argon to M/s. JSW Steels Limited. A Back up product supply system comprising of storage tanks for liquid oxygen & liquid nitrogen & liquid Argon are available in order to meet the steel plant demand in the case of unforeseen shut down of air separation plant. The plant is fully mechanized.

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a) Number of persons working: Shift Total General Shift (9.00 am to 6.00 pm) 30 I Shift (6 am to 2 pm) 06 II Shift (2 pm to 10 pm) 06 III Shift (10 pm to 6 am) 06 TOTAL 48 In case of an Emergency, Please contact PIPL Corporate Office:

Praxair India Private Limited Mercury 2B Block, 6th Floor, Prestige Technology Park, Outer Ring Road, Marthahalli, Bangalore - 560103, Phone : +91-80-37991000-09 b) Hazardous Chemical Stored and types of hazards identified S.N Product Name Storage Mode of Quantity Purity Hazards o container storage associated 1 Liquid Oxygen LR Double walled 1000 MT >99.5% O2 Fire & (2 Bulk Tank) 1611+TC1610 cryogenic tanks +3000 MT Cold burn 2 Liquid Nitrogen TC11710+TC17 Double walled 1000MT <2PPM O2 Cold Burn (2 Bulk Tank) 10 cryogenic tanks +3000MT 3 Liquid Argon TC Double walled 235MT <2PPM O2 Cold Burn (2 BulkTank) 1930+TC1931 cryogenic tanks +235MT <2PPM N2 4 Liquid Argon TC 1930 Double walled 121.4 MT <2PPM O2 Cold Burn (Bulk Tank) cryogenic tanks <2PPM N2 5 Liquid Oxygen TC 1640 Double walled 58.1 MT >99.5% O2 Fire, (High Pressure cryogenic tanks Cold Burn Tank) 6 Liquid Nitrogen TC 1740 Double walled 41.1 MT <2PPM O2 Cold Burn (High Pressure cryogenic tanks Tank) 7 Liquid Argon TC 1910 Double walled 16.69 <2PPM O2 Cold Burn (High Pressure with containment MT+16.69MT <2PPM N2 Tank)(2 TM Tank) dike 8 Liquid TO Plastic Tank with 3500Ltrs 98% CHEMICAL Sulphuric 2081+TO1081+ containment dike +2000Ltrs+300 BURN Acid(4 Tanks) TO2081+TO 0 Ltr+2000LTR 1081 c) Contact Details: S.No Name Land Line Mobile 1 Shri. KVV Bhimeswara Reddy 08395 - 244895 +91 9341324725 GM- Operations Onsite 2 Shri. Ujjal Kumar Choudhury, +91 9880342914 Plant Manager- Operations 3 Ms Jyotsna BN,-Manager –SHEQ +91 9108517485 4 Shri. CH V K Sumanth- Associate +91 9741087552 Manager- Electrical Maintenance

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6. M/s. BMM Ispat Ltd.

Address: #114, Danapura –583222 Hosapete (Tq), Ballari (Dist.) Karnataka Location : Danapura – 75 Kms from Ballari& 12 Kms form Hosapete Activity: BMM was started in the year 1976 with the name Bharat Mines & Minerals with the core business activity of Iron or remaining in Ballari-Sandurregion.M/s BMM Ispat Ltd., came to existence in the year 2003 with 2X100 TPD sponge iron plant. Over a period of time till 2015 the company had taken next pension to reach the following capacities.

Beneficiation Plant :2.60 Million Tons per annum Pellet Plant : 2.40 Million Tons per annum Sponge Iron Plant : 0.76 Million Tons per annum Induction Furnace : 1.08 Million Tons per annum Rolling Mill :1.08 Million Tons per annum Power Plant : 235 MW Steel Melt Shop : 1.10 Million Tons perannum Bar Mill : 0.85 Million Tons perannum Oxygen Plant : 500Tons per Day (Yet to commission) BMMIL is also complied with the requirements of Integrated Management Systems (IMS) – ISO – 9001:2015 standards and ISO – 14001:2015 & ISO 45001:2018 Standards. S.No Number of persons working Shifts Employees I General Shift Personnel (9am to 6pm) 1142 II I Shift Personnel (6am to 2pm) 602 III II Shift Personnel (2pm to 10pm) 411 IV III Shift Personnel (10pm to 6am) 465 V Average no. of Visitors per day 50 Total 2670 Brief Description of hazardous materials stored & processed : S.No Description Capacity No Hazard associated 1 LPG stored in Bullets 50 MT 2 Fire & BLEVE 2 Liquid oxygen 3 1 Cryogenic liquid & highly 1000M Oxidizing

3 Furnace Oil 450 KL +250KL+250KL+50KL 4 Fire 50KL+20KL+15KL+50KL 4 Diesel(HSD) 8 Fire & Explosion +45KL+20KL+10KL+10KL 1 MT + 1 MT 5 Sulphuric acid (H2SO4) 2 Corrosive 16 MT + 16 MT 6 Hydrochloric Acid(HCL) 2 Corrosive 3 7 Nitrogen Bullet 1000M + 80KL+80KL+2KL 4 Cryogenic liquid & Asphyxiate.

3 3 Cryogenic liquid & Asphyxiate. 8 Argon 74M + 20M 2

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Information of important officers: S.No Name Office Ph. No Residence Ph. No Shri. VVV Raju 08394 – 264121 9686550706 1 Executive Director & Chief Financial Officer 2 Shri. K Narasimha Murthy-Occupier 08394 – 264121 7338598880 Shri. Manish D Vernekar 08394 – 264352 9945892148 3 Factory Manager & AVP – Head Operations Shri. Ganesh Hegde 4 08394 – 264012 9686720733 DGM – Administration & PR and Liasoning

5 Shri. Maruthi Prasad D-Dy. Manager – Safety & FS 08394 – 264269 7022036297

II. Synopsis of Potentially Hazardous Industries 1. M/s.JAMIPOL Limited, Address: Jamipol Limited,Toranagallu - 583 123, Ballari. JAMIPOL is a joint venture company, promoted by Tata Steel, SKW Stahl Metallurgies AG, Germany and TaiIndustries, Bhutan for the production and marketing of Desulphurising Compounds (DCs) used by the Steel Industry for external desulphurization of hot metal (liquid iron). The product is required for the production of low sulphur high quality steels to International Standards and helps in increasing productivity and reducing cost. The setting up of JAMIPOL plant marked the beginning of a new era for supporting Indian Steel Industry, where a high-tech product vital for the Steel Industry was made available indigenously.

a) Number of persons working: Shift Total

General Shift (9.00 am to 6.00 pm) 14 officers and 45 contract labors Total 59

b) Brief Description of hazardous materials stored &processed :

S.No Description Capacity Hazard Associated 1 Calcium Carbide(Including finished goods & raw 1200 MT Fire material and WIP) 2 Magnesium 100 MT Fire

c) Information of Important Officers :

Name & Designation Mobile

P.S.Reddy-Managing Director 9234502886 K.M.Jalajakshi-Safety incharge 9535849566 Sudhakar M. David-Plant Head 7022620428 Tajuddin-Operation head 9386807397 Manjunath Savdi-Market head 94487 25199 Mr. Mahesh Joshi-Admin. 94489 82686

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2 M/s. Epsilon Carbon Ltd.

Address:Musinaykanhalli,Sultanapur Torangallu- 583123, Sandur(Tq), Ballari The proposed project is set up within the existing plant boundary of JSW, Vijayanagar near Sultanpur village which is located at Musinaykanhalli, Toranagallu, Dist. Bellary, and Karnataka. The site is approximately20kms away from Sandur in the WSW direction. The nearest railway station is Toranagallu Railway Jn., 6.5km NW & the nearest commercial airport 180kms away. Board gauge railway lines between Guntakal& Hubli pass through this section. The eastern port of Chennai is 450kms & the western port of Goa is 440km.Mumbai is about 750km on the North West. Brief Description of the Process.- Process & operating steps of the plant starting from receipt of Raw materials to dispatch of products are briefly described below. Coal tar will be received at plant by road tankers. The coal tar bought to the plant will be unloaded in the unloading tanks. Coal tar from unloading tanks will be pumped to storage tanks using pumps. The preheated coal tar will then be fed to distillation system in which various fractions will be separated depending on product mix.

a) Number of persons working: Shift Total General Shift (9.00 am to 6.00 pm) 150 A - Shift ( 07.00 am to 03.00 pm ) 100 B - Shift ( 03.00 pm to 11.00 pm ) 80 C – Shift ( 11.00 pm to 07.00am ) 70

b) Brief Description of hazardous materials stored &processed :

S.N Product Name Quantity Hazard o ( InTonnes) Associated 1 Mixed gas ( Major Constituents CO,Hydrogen& Methane) 0.2 Fire 2 Light oil 200 Fire 3 Carbon Black oil 3280 Fire 4 Anthracene Oil / Heavy Creosote Oil 1600 Fire 5 Naphthalene 150 Fire 6 Phenol Oil 150 Fire 7 Crude Coal tar 10,000 Burn Injuries

c) Contact Details: Information of Important Officers : Name & Land Line Mobile Designation Mr. Sai Prasad Jadhav-Chief Executive Officer 09099099471 Mr. Bhupathi K-Plant Head 9513361002 Mr. Naresh Ranka-DGM – Human resources 9513361510 Mr. M. Ashok Kumar-G.M.Operations 9513606234 Mr. G.K.Kulkarni-Sr.Manager Safety. 9513361518

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2..3.5 Dispersion of Gases: When the toxic gas, such as Corex gas , LD gas, Cryogenic such as liquid Oxygen Liquid Nitrogen and Chlorine are released into the atmosphere, they are carried by wind and spread out due to atmospheric turbulence .The Pattern of dispersion and the extent of spreading of this gas can be approximately evaluated knowing the wind speed, stack height and the properties of the Gases. The toxic gas that can get released into the atmosphere from the factory storage area is Corex / LD gas which contains carbon monoxide, a highly toxic gas. Inert gas such as nitrogen in sufficient quantity in confined space will cause starvation or asphyxiation resulting in death. Release of Oxygen into the atmosphere will support combustion. The Maximum accident credible scenario for toxic gases approximately works out to be 720 M from the storage point.Isopleths Simulation

I. Severity Analysis for LPG Bullets – Industrywise

S.N Industry Persons likely to be affected First Degree o Burns Zone A 155 Zone B 232 M Zone C 310 M Zone D 390 M M 1 JSW Steel Limited Ten Fifteen Twenty Fifty persons II. Severity Analysis for Carbon Monoxide in Corex gas/ Blast Furnace Gas – Industry wise

S.No Industry Persons likely to be Safety distance in Meters affected > 800 M Zone A Zone B Zone C 400 100M 250 M M 1 JSW Steel Limited 10 15 10 Discomfort for long exposure 2 JSW Industrial Gases Pvt Ltd. 5 5 10 Discomfort for long exposure 3 Bellary Oxygen Company 5 5 10 Discomfort for long exposure Private Limited 4 Air Water India Pvt Ltd 5 5 10 Discomfort for long exposure 5 Praxair India Private Limited 5 5 10 Discomfort for long exposure III. Severity analysis for Liquid Oxygen S. Industry Persons likely to Safety distance in Meters No be affected > 500 M Zone A Zone B Zone C 100M 250 M 400 M 1 JSW Industrial Gases 10 10 10 Immediate evacuation as it supports combustion Pvt. Ltd. 2 Bellary Oxygen Company 10 10 10 Immediate evacuation as it supports combustion Ltd. 3 Air Water India Pvt. Ltd. 10 10 10 Immediate evacuation as it supports combustion

4 Praxair India Pvt. Ltd 10 10 10 Immediate evacuation as it supports combustion

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IV. Corex Gas

Figure 2-4 Corex Gas Chart

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V. LPG

The Thermal Load Chart and Severity Zone Mapping

Distance Thermal Load (kWm2) Damage (Meters)

155 032 100% Lethality. Process Equipment damage 0232 13.6 100% Lethality. Process Equipment damage 0310 7.4 Less Lethality, 1st degree burns 0390 4.5 0% lethality, 1 st degree burns 0780 1.0 No discomfort for long exposure

Figure 2-5 LPG Chart

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VI. Hydrogen Gas Holder

Figure 2-6 Hydrogen Gas Holder chart

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VII. Liquid Oxygen

Figure 2-7 Liquid Oxygen chart

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VIII. Calcium Carbide

Figure 2-8 Calcium Carbide chart

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2.3.6 Material Safety Data Sheet I. OXYGEN Source: Praxair and BOC

Sl.No. Properties 1 Physical Properties Appearance & State Light blue Liquid, Odorless 2 Chemical Properties Solubility in water Negligible 3 Fire & Explosion Lower Explosive N.A Limit Hazard Data Upper Explosive N.A limit Flash Point N.A Vapor Density Heavier than air 4 Fire Protection Extinguishing media Water shower- most preferred 80% or more Oxygen at atm. Pressure for few 5 Health Hazard Data Effects of Exposure hrs may cause nasal stiffness, cough, sore throat, Chest pain & breathing difficulty Inhalation N.A. Skin & Eye contact Frostbite 6 First Aid measures Eye protection Safety Goggles Protective Respiratory Not Required Equipment Protection Hand Protection Loose Cryogenic Gloves Foot Protection Safety Shoes Clothing's Nomex / Cotton Clothing Special Protections N.A. 7 In case of Spills Evacuate, allow spilled liquid to evaporate.

EFFECTS OF OXYGEN DEPLETION

Percentage Symptoms Oxygen in Air 20 Normal 17 Respiration volume increases, muscular coordination diminishes, attention and clear thinking more efforts. 12 to 15 Shortens of Breath, head ache, dizziness, quickened pulse, efforts fatigue quickly, muscular coordination for skilled movements lost. 10 to 12 Nausea and Vomiting, exertion impossible, paralysis of Motion 6 to 8 Collapse and unconsciousness occurs 6 or Below Death occurs in 6 to 8 minutes

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II. Material Safety Data Sheet NITROGEN Source: Praxair and BOC Sl.No. Properties 1 Physical Properties Appearance & State Light blue Liquid, Odorless 2 Chemical Properties Solubility in water Negligible 3 Fire & Explosion Lower Explosive Limit N.A Hazard Data Upper Explosive limit N.A Flash Point N.A Vapor Density Lighter than air 4 Fire Protection Extinguishing media N.A 5 Health Hazard Data Effects of Exposure Inhalation Asphyxiant Skin & Eye contact Frostbite 6 First Aid measures Eye protection Safety Goggles Protective Equipment Respiratory Protection Not Required Hand Protection Loose Cryogenic Gloves Foot Protection Safety Shoes Clothing's Nomex / Cotton Clothing Special Protections N.A. 7 In case of Spills Evacuate, allow spilled liquid to evaporate.

III. Material Safety Data Sheet ARGON Source: Praxair and BOC Sl.No. Properties 1 Physical Properties Appearance & State Colourless, Oderless, Liquid

2 Chemical Properties Solubility in water Negligible 3 Fire & Explosion Hazard Data Lower Explosive Limit N.A Upper Explosive limit N.A Flash Point N.A Vapor Density Lighter than air 4 Fire Protection Extinguishing media N.A 5 Health Hazard Data Effects of Exposure Inhalation Asphyxiant Skin & Eye contact Frostbite 6 First Aid measures Eye protection Safety Goggles Protective Equipment Respiratory Protection Not Required Hand Protection Loose Cryogenic Gloves Foot Protection Safety Shoes Clothing's Nomex / Cotton Clothing Special Protections N.A. 7 In case of Spills Evacuate, allow spilled liquid to evaporate. Ventiliate the area of Leak.

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IV. Material Safety Datasheet LIQUIFIEDPETROLEUMGAS Source: JSWSteel S.No Properties 1 Physical Properties Appearance & State Colourless gas at room temperature with odorizing agent / Pungent smell 2 Chemical Properties Solubility in water 3 Fire & Explosion Hazard Data Lower Explosive Limit 1.8 %

Upper Explosive limit 9.6 % Flash Point Extremely Flammable Vapor Density Heavier than air 4 Fire Protection Extinguishing media Co2, DCP or Water Spray 5 Health Hazard Data Effects of Exposure Inhalation Unconsciousness & Subsequent asphyxiant 6 First Aid measures Skin & Eye contact Evaporate Quickly causing frostbite or cold burns Protective Equipment Eye protection N.A Respiratory N.A Protection Hand Protection N.A Foot Protection N.A Clothing's N.A Special Protections N.A 7 In case of Spills Evacuate, allow spilled liquid to evaporate, Ventilate the area of Leak. V. Material Safety Data Sheet Calcium Carbide Source : JAMIPOL Limited S.No Properties 1 Physical Properties Appearance & State Grayish Black, Solid with odor of Acetylene. Specific Gravity 1 @ 27 C Melting Poing 1700 C to 2200 C 2 Chemical Properties Solubility in water Decomposes 3 Fire & Explosion Flammability Flammable when comes in contact with water or Hazard Data moisture. Acetylene generated in inflammable. Fire / Explosion Dangerous whenwet. Produces acetylene gas in Hazard contact with water or moisture. Generates sufficient heat on contact with small amount of water to ignite acetylene produced. Do not extinguish acetylene fire of wet DC as unburned acetylene may form pockets and explode on ignition. 4 Fire Protection Means of Fire Dry chemical powder or cover with dry sand Extinction after isolating water. Special Instructions Do not use water, vaporizing liquid or foam for fire extinction. Carbon dioxide is ineffective.

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S.No Properties 5 Health Hazard Data Route of Entry Through Skin, Inhalation and ingestion Effect of Acute The effects of DC are limited to local action at the site Exposure of contact with moist surface. The residual lime acts as irritant. First aid is directed towards the removal of irritant. Dry powder reacts with body moisture to form alkali, which irritates the skin, eye and respiratory passage and can cause burns. Irritancy of Mild Material

6 First Aid measures Skin Flush thoroughly with water; wash with mild soap and cold water. Treat irritation same as in case of burn. Eyes Flush with plenty of cold water for around 15 minutes lifting upper and lower eye - lids occasionally. Get prompt medical attention. Ingestion If conscious, give water to drink and call a physician immediately. Never give anything by mouth to an unconscious person. Inhalation Remove to fresh air. If discomfort or illness develops, get medical attention. 7 Protective Equipment Hands Rubber Gloves

Eyes Chemical Safety goggles Nose Nose Mask Feet Normal heat resistant footwear 8 Preventive Measures Fire Protection Dry sand

Engineering Generally good ventilation, local exhaust Leak & Spills Eliminate heat sources. Cover with dry sand or dry inert non - combustible material. Sweep and place in suitable container. Waste Disposal Handle waste as in case of spills. Dispose of in an approved incinerator or contact licensed chemical waste disposal service. Storage Under dry nitrogen cover. Prevent water ingress. Shipping In rains, vehicle should be fully covered with tarpaulin.

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2.3.7 Notification of Emergency

On receipt of information from the Incident Controller of the Hazardous units about the existence of off – site emergency, Chief Disaster Controller (Deputy Commissioner) will analyze & scrutinize the information as deemed necessary &thereafter notify the off site emergency. CDC to operate from the HQ The Incident controller will be responsible in combating the situation and keeps the CDC well informed. During this period the responders will assist him in the mitigation procedure. The incident controller will immediately see that initiating the required measures shuts down the whole plant and guides the evacuees to the safe assembly points as already planned at the site. Continuous Emergency Siren will be blown to invite the attention of all the concerned. i. Declarer of Emergency The Deputy Commissioner / District Magistrate of Ballari District (herein after called “Chief Disaster Controller “ in brief CDC) are the declarer of Off – Site Emergency. In the absence of the Deputy Commissioner, the Head Quarter Asst to DC will assume the role & act as chief Disaster Controller.

ii. Main Functions of the Chief Disaster Controller (CDC )

1. Declaration of emergency; 2. Taking control of situation to mitigate the emergency; 3. Dissemination / Acceptance of information to / from various agencies like rescue, police,fire,transportation,trafficcontrol,medicalaid,maintenanceofrehabilitation center , rallying posts, parking yards ,supply of food & water for affected people & the evacuees ,livestock

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4. Mobilization of all resources to mitigate the emergency; 5. Establishing of safe rescue, evacuation of people, supplementing firefighting/ rescue equipment at the site of emergency 6. Activation of various NGO's / Voluntary organization for necessary materials; 7. Establishments liaison with public, media, kith & kin of the affected persons 8. Notifications of termination of emergency & declaration of all clear signal 9. Assessment of damage to human life, livestock, property, environment & provide adequate relief for subsistence.

iii. Emergency Control Room:

The Office of the Deputy Commissioner will be the control room. The control room will be equipped in line with the control room at site / installation to the extent of serving as information cum communication Centre. Taking into the consideration the maximum accident credible scenario, Safety & Fire Services Department at M/S JSW and M/S JSW E will be designated control rooms for operation in the event of any emergency. Either of the two will be used as per convenience. The control rooms are equipped with the following infrastructure facilities.

Ø Copy of the offsite emergency plan; Ø Telephone and intercom facility Ø Name and address of the responders Ø Resource directory Ø Emergency Lights Ø Gas Masks ,advanced respiratory equipment Ø Equipped first aid kit Ø Implements and gears The incident controller of the factory will shoulder the responsibility of combating emergency till such period; the Chief Disaster Controller comes and assumes the task. The Various responders who are involved in the mitigation procedure will work under the advice of the Incident Controller. IV. Emergency Parking Yards Ø The Parking yard facilities are to be parked for housing various rescue vehicles, plant vehicles and Crisis Group Management vehicles related to emergency Ø It is located at a place which is at a Safe distance from respective units Ø To park the vehicles at different places, areas are identified.

V. Rescue Shelters :

Ø The Number of persons likely to be affected has been assessed taking into consideration the maximum credible accident scenario &provided . The rescue shelters cum rallying posts identified.

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VI. Mobile Communication System (Convoy team):

Ø The CDC in consultation with police will deploy as many communication vehicles as required, fitted with public address system. VHF, Mobile talkies etc for dissemination of correct information. depending upon the severity & type of emergency to safe guard the life of public &property Ø The Convoy team will be under direct control & contact of the CDC during the continuance of emergency for conveying to the messages to public as directed by the CDC & vice versa. Ø The Convoy team will be in constant touch with the Revenue authorities who manages the rescue shelter cum rallying posts, parking yards etc& accordingly initiate appropriate action in ensuring smooth vehicular traffic. Ø The Convoy team will also communicate the position of law &order, traffic movement, the number of persons affected, livestock affected to CDC Ø An estimated account of number of persons likely to be affected industry wise is given for ready reference at annexure 44

VII. Termination of Emergency & all Clear Signal

Ø The CDC will undertake as on the spot study along with the concerned agencies to assess the situation & declare termination of emergency Ø Then he will issue order for All clear Signal. All Clear Signal will be issued by blowing intermittent siren for a period of 5minutes.

VIII. Rehabilitation Ø On termination of Emergency, the CDC will assess the damage in consultation with appropriate agencies & take a decision to rehabilitate the affected including relief.

2.3.8 Functions of Various Departments

d) Police Department: Ø The main function of police authorities would be to maintain law order, regular patrolling of affected areas, establish rescue safe routes in advance for timely response, cordoning off the area, control of traffic, shifting of all vehicles to the parking yards Ø To render assistance in controlling and fighting disasters, salvage operations rendering first aid and medical help ,shifting of the affected to rallying posts / rescue shelters, deploying adequate protection at the rescue shelter and at the place of incident. Ø Another important function would be identification of the deceased, informing their relative, removal and disposal of dead bodies . Finally preparing of the list of missing persons and take steps to trace them. b) Superintendent of Police, Ballari Ø The Officer will be overall in charge of the functions of police department in case of OFF Site Emergency. He will receive the communication and instructions from CDC from time to time in case of an Emergency arising outside JSWcomplex.

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Ø In case of any Major Emergency arising due to JSW complex operations, SP, Bellary shall be briefed by the Incident Controller designated by JSW. Ø On receiving the information about the emergency from CDC, the office will rush to the site, assess the situation, obtain first-hand information, take control of complete law and order and organize for additional requirement of men and home guards if required. Ø Arrange for necessary transportation for vehicles in cooperation with RTO Ø Arrange for necessary ambulance vans integrate the same in the medical facilities in cooperation with the district health officer / deputy director animal husbandry for evacuation of people and livestock respectively Ø In Confirmation with CDC , arrange for removal of dead bodies and will pass on the information to the relatives of the deceased and will ensure disposal of bodies after the formal procedure Ø Arrange for maintaining law and order at site of emergency , rescue shelters, parking yards , main and cross roads leading to emergency site etc by instructing the concerned Ø Pass on the regular information to the CDC about the actions on various issues.

d) Functions of DSP Ballari / Hosapete: Ø He will in coordination with the traffic police immediately stops the vehicular traffic in the Bellary – Hospet road entering fromBallari Ø TheDSPtrafficwillbeoverallInchargeoftrafficmanagementwhoisassistedbyCircle inspector , Bellary in case of Off Site Emergency Ø Receive the communication about the off site emergency from CDC and disseminate the information to all the sub ordinate forces and put them into action for managing the various traffic points, outset. Ø Receive the information from Incident controller of factory in case of an Emergency arising inside JVSL Complex. Ø Mobilize necessary police personnel / vehicle to man and control the traffic on the roads identified as safe routes and also take measures to divert or restrict normal traffic in the emergency routes. Ø Ensure adequate number of vehicle available fitted with the public address system and wireless etc and supervise manning of routes and parking yards Ø Initiate action to ensure adequate number of vehicles if required in consultation with RTO,KSRTC. Ø His actions will be in concurrence with his superiors a CDC. e) Police Inspector, Toranagallu / Hosapete / Ballari Rural Ø He will in coordination with the traffic police immediately stops the vehicular traffic in the Hospet – Ballari road entering from Hosapete. Ø The Officer will receive information from SP Bellary or site in charge of actory and immediately rush to the site along with maximum possible personnel.He shall help fire – fighting personnel in rescue operations Ø In view of close proximity of the police station to MAH units , the responders will take immediate control of the emergency site and carry rescue operation in coordination with site in charge Ø Alertallthesubordinateofficerscomingunderhisjurisdictionandensuretheir availability at the site of emergency to maintain law and order, traffic, rescue, salvaging.

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Ø Ensurethattheinformationispassedontosuperiorofficersandnecessaryinstructions are received and adhered to; Ø Ensure that all the anti social elements are identified and rounded off if required His activities will be in accept ance with his superiors. f) Fire Services Department: Functions of Station Fire Officer, Sandur / Hosapete: Ø On receipt of emergency call, the fire officer will rush to the site of incident with all crew members and equipment and start fighting the fire and control the gas leakage. Ø Assist the police ,home guards and other rescue ,evacuation of persons ,salvage operations etc Ø Continue to be in action till such time the District Fire Officer or his deputy arrives at the place of incident and takes charge .From there onwards, he will continue to assist the said officials. District Fire Officers, Ballari Ø The District Fire Office is situated at Ballari. Ø The District Fire Officer is made responsible to fight and control the fire, leakage, spillage of cryogenic liquids as the case may be and deploy adequate number of men for control of fire, leakage, spillage etc with proper instructions and guidance. Ø Rush to the site of emergency on receipt of information from the site controller or an emergency call or CDC Ø Establish safe routes in advance from Bellary in association with police personnel for rushing to the site and to ensure best response time to minimize damage Work out advance plan for requirement of resources like fire tenders, trained personnel, protective equipment and the ways to meet the extra requirement, if any. Ø Assist the on Site Emergency personnel in fighting emergency, rescuing injured/ affected people trapped in dangerous zones & participate in salvage operation. Ø Assistant medical / police personnel in imparting first aid. Ø Ensure availability of adequate water supply. Ø Maintain Constant contact and communicate the message to the CDC with regard to control measures undertaken, salvage operations, rescue methods etc and any other information's required by the CDC on continuous basis. Ø Take any other appropriate actions as deemed necessary and in concurrence with CDC in controlling the Emergency. g) Revenue Department. Functions of Asst Commissioner Ballari /Hosapete Ø He will be the over all in charge of Rescue Shelter / rallying pot & parking yard. Ø He will ensure adequate food and clothing in co-ordination with Dy Director of Food and civil supplies Ø Voluntary organizations will function under the guidance of Asst Commissioner and seeking his opinion Ø He will also ensure proper medical aid ( first aid as well as shifting of affected persons in consultation with District Health Officer) Ø He will ensure adequate security & safety in Co – ordination with S.P of Bellary at the site of emergency and at the rescue shelters.

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Ø In addition to these specific responsibilities, the A.C will assist the CDC in all other matters as the case may be. Tahsildar Ballari, Sandur,Hosapete. Ø He will look after all the facilities required at rescue shelter/rallying past like food, clothing, medical aid, water, electricity, sanitation and other basic necessities in coordination with respective Government agencies as well as voluntary organization Ø He will manage & arrange for any other requirements on need basis at that point of time in coordination with respective GovernmentAuthorities Ø He will alert all his subordinates and utilize their services to manage the rescue shelters / rallying posts. Ø His action will be in concurrence from A.C – Hosapete /Ballari

h) Health and Medical Services Department.

District Health Officer:

Ø DistrictHealthOfficer(DHO)willbetheoverallinchargeofhealthandmedical Ø Services to be rendered at the site of emergency or at various rescue shelters, affected places, hospitals pathology laboratories etc. Ø On receiving the information from CDC, he will contact all Hospital Superintendents, Drug Controller, and Blood Banks for mobilization of required Ambulance / Doctors/Nurses/Medicines / Life Saving drugs, Bloodetc., Ø Rush to the site, assess the extent of Severity & establish adequate TMCs (Temporary Medical Centers ) .Ensure hygienic conditions at the rescue Shelter cum rallying Post , temporary , medical centers .Take appropriate action in shifting affected persons to hospitals either in Koppal or Hospet and ensure them appropriate treatment. Ø Arrange for removal of dead bodies if any after post mortem and dispose the same in consultation with CDC &SP Ø Render advises to CDC on pre cautionary measures to be taken by public at the site / villages, rescue shelter cum rallying posts to prevent the out breaks of epidemic diseases.

i) Karnataka State Pollution Control Board Ø On receiving the information from CDC, the Environment officer will mobilize the possible resource at his disposal and keep the laboratory functioning for analysis of pollutants, emissions etc. Ø Rush to the site ,collect the sample, analyze the pollutants and the likely effect on humanlife/environmentandinformtheCDCaboutthesame&thecorrectiveactions to be taken to prevent for further damage Ø Act as an expert and advice the CDC about the kind of message to be disseminated to the public and press etc on pollution matters.

j) Mutual Aid – Neighboring Industries Ø On receiving the information from CDC or Emergency alarm, the neighboring industries will alert their workmen; Ø Mobilize the resources viz., doctor, ambulance van, trained personnel in the firefighting and first aid and rush to emergency area and report to the CDC.

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Ø Will Mobilize firefighting equipment and other implements and gear required for combating emergency and supply to the emergency site against the request and instructions of the CDC; Ø Will help the rescue activities with the trained personnel and work on the instructions of the CDC Ø Provide any expertise and help if required by the CDC in emergency combating proceedings.

k) Regional Transport Officer(RTO) Ø The RTO will be the overall in charge for providing sufficient number of rescue vehicles like trucks, buses, cars or any other type of transportation vehicles to the emergency site / rescue shelter cum rallying post etc for transportation of human beings as well as animals. Ø Receive information from CDC and act accordingly Ø Mobilize all possible resources in arranging transportation vehicles in coordination with KSRTC, Truck owners Association ,travel agencies etc also ensure availability of adequate number of skilled drivers and advise the SP /DSP Ø Work out of requirement of heavy moving equipment like cranes etc and mobilize the same in coordination with such agencies /parties. l) Veterinary Department Ø Deputy Director of Animal Husbandry will be overall in charge for treatment of affected animals in coordination with police / voluntary organization and revenue authorities Ø On receiving information from CDC, he will rush to the site and activate the temporary medical centers (TMC) at appropriate place in consultation with CDC. Ø Deputy Director will also coordinate with Asst Commissioner / RTO / DSP / Inspector of Police for arranging necessary vehicles for shifting of animals if required.

Ø The officer will be provided with one police officer with adequate number of police personnel and Home guards to ensure the orderly treatment and management of temporary medical center. Ø The Officer will identify the drug stores and ensure the supply of adequate and necessary drugs through the Drug Control Authorities of Koppal. m) KPTCL Ø The Superintendent of Engineer will be responsible for providing temporary electrical power supplies & illumination of places like site of incident, rescue shelter and rallying posts, parking yards, temporary medical centers, emergency route etc and ensure adequate and continuous power supply. n) District Crisis Group Ø All the members of DCG will be communicated about the emergency Ø On receipt of emergency communication they will immediately inform the Control room about the place of their availability and simultaneously report to the CDC. Ø They will receive the necessary instructions from the CDC and act accordingly Ø They will render adequate & timely technical guidance and assist CDC and other agencies involved in the mitigation of emergency Ø They will also advise CDC on the message to be given to the public / press on technical matters.

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2.3.9 Resource Directory: 1. Ambulances Sl.No. Name of the place Phone No. No. of Distance Person In Vehicles from charge / Ballari in Mobile Kms. number 1 M/s. JSW Steel Limited, Toranagallu. 9449598000 02 45 2 M/s JSW Energy Limited 08395 -282111 01 45 3 Basaveswara Medical Center 08392- 256 01 - 554,255 621 4 St. Mary's Hospital 08392 - 242641 01 - 5 Vijayanagar Institute of Medical Sciences(VIMS) Ballari. 08392 - 235252 02 - 6 Smt. Vasanthi Devi Baldota Blood Bank, Hosapete. 08394-230200 01 - 7 ACC Cements, Kudithini. 7760990626 01 65 8 JSW Severe field structures Limited. 08395 - 660008 01 35 9 BTPS, Kudithini. 9448290770 01 35 10 JSW Cements 08395-241048 01 45 11 BMMIspatLimited,Hosapete. 97419 20934 02 65 12 SLR Metallics Pvt. Limited, Hosapete. 9448291646 01 65 9449868398/99 13 Janaki Corp. Limited. 9448284156, 01 65 9448280220 14 Jindal Saw Limited, Toranagallu. 9480358163 01 35 08395 - 222110 15 Minera Steels Limited. 9972194134 01 65 2. Blood Banks Sl.No. Name of the Place Name of the Telephone Numbers person to be contacted Office Residence Mobile 1 SmtVasanthi Devi Baldota Blood Bank, Dr. Nagendra Dr. 08394- 08394- - Hosapete. Sulochana 231901 230200 2 Vijayanagar Institute of Medical Superintendent 08392 -242 Sciences, Ballari 327,242099 3 Swami Vivekananda Mr. Gopala 08392 08392 94480 Reddy 266938 266938 68318

3. District Crisis Group and officers involved in the action plan –Bellary Telephone Numbers Sl.No. Description Office Residence 1 Deputy Commissioner, Ballari 08392 - 277100 277 300 2 Additional Deputy Commissioner, Ballari 08392 - 277413 247510 3 Superintendent of Police Ballari 08392 - 258 400 266 333 4 Commandant of Home Guards 08392 - 276 421

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5 District Fire Officer, Ballari 266001, 266 933 266933 6 Regional Transport Officer – RTO, Ballari and Hosapete 08392 -240048 08394 -230766 7 Executive Engineer, Panchayat Raj Engg. Dept, Ballari 8 Asst. Executive Engineer, Panchayat Raj Engg. Dept, Hosapete 08394- 231048 9 District. Agriculture Officer 08392-276 224 10 Environmental Officer, Ballari Dy. Environmental Officer 08392 - 228 365 228 365 11 District Information & publicity officer ,Ballari 08392- 275198 12 Commissioner, Ballari City Corporation 08392-273479 13 Dist. Health Officer, Ballari 08392- 276250 14 President Ballari Chamber of Commerce & Industries 08392 - 276 427 / 9448124685 273983 15 Asst. Commissioner, Ballari 08392 - 277413 16 Asst. Commissioner, Hosapete 08394 - 252209 17 Deputy Director of Factories, Ballari 08392 - 240 474 9845344116 18 Dy. Chief Electrical Inspector, Ballari Dy. Electrical 08392 - 267648 Inspector, Ballari 08392 - 266094 19 VIMS Hospital Director 08392 - 242387 20 VIMS Hospital – Medical Superintend 242327, 235251 21 Asst. Directory of Animal Husbandry, Ballari 08392 - 275146 22 Tahsildar, Ballari 08392 - 277415 23 Divisional Controller NEKRTC, Ballari 268627, 267060 24 Supdt. Engineer, PWD, Ballari Executive Engineer, PWD, 08392 - 266123 / Ballari 274301 25 Mr.Sampat Kumar General Manager Safety & Fire Services, JSW Steels Ltd 9448286123 08395 - 248701 26 Mr. Rangaswamy, Manager 08395 - 250 801 08395- 240 (Safety, Security & Fire Services), JSW Energy 268 9449849730 27 Mr. BhimeswarReddi, 08395-244895 9341324725 GM – Operations Praxair India Pvt Ltd 28 Rahaman M Athiqur 9980677123

GM – Operations Onsite- Air Water India 29 M. Chandramohan 9980358278 Plant Manager – Bellary Oxygen 30 Sudhakar M. David 7022620428 Plant Head – Jamipol 31 MrGururraj Kulkarni 08395- 9513361518 Safety Manager- Epsilon Carbon Ltd 32 Dy. Chief Controller of Explosives, 0824-441 588 Mangalore 33 Sanjeevini Hospitals, Toranagallu 08395- 250700 34 Govt. Hospital, Amaravathi, Hosapete 08394- 231099 08394- 231888 35 Depali Hospital, Hosapete 08394-221133 36 City Hospital, Hosapete 08394-231713 37 Mythri Hospital, Hosapete 08394-230616 38 PHC MM Halli 08394-244022

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4. Earthmoving Equipment

Sl.No. Name of the Company Types of Vehicles Telephone. No 1 JSW Steel Limited, Toranagallu JCB, Hydra, Tip- pers, Cranes, etc., 08395 - 250120 / 130 2 Vijayalakshmi Earthmovers DO 08395 - 250 631

5. Fire Stations Sl.No. NameofthePlace & Phone No. of No. of Dist. from Anticipa- Personincharge Vehicles Crew the Plant tedresp- members TNGL onsetime 1 Fire Station, 08392- 4 12 30 1 Hour Ballari 266001 2 Fire Station, 08395- 1 4 20 1Hour Sandur. 260211 20min 3 Fire Station, 08394- 2 25 30 1 Hour Hosapete 230555 4 JSW Steels 08395- 03 12 3 Min Limited 550120 5 JSW E L, 08395- 01 04 3 Min Vidyanagar 250767

6. Mutual Aid Partners Sl.No. Name of the Company Contact Telephone No. Persons / Emails / Mobile Numbers 1 JSWSL, Vidyanagar - 583 275 Ballari Mr.Sampat Kumar 08395 - 250 120 / 130 2 JSWEL, Vidyanagar - 583 275 Ballari Mr. Surendra Reddy 250 801, 9449849730

7. Medical Telephone Directory -Ballari

Sl.No. Hospital / Nursing Home Clinic / Residence Mobile Phone Hospital

1 VIMS Hospital - OPD 24209 235201 2 VIMS Hospital - Director 244705 242387

3 VIMS Hospital - Casualty 08392- 235218 235251

4 D.H.O. Ballari 08392-276250

5 Basaveshwara Medical Centre (BMC) 256554 254151 / 260721

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6 Adarsha Nursing Home 256016 256130

7 B.K.S. Murthy Nursing Home 256400 / 256500

8 Kamineni Nursing Home 231527

9 St. Mary's Hospital 242007/ 242641

10 L. V. Nursing Home 266251 / 266948 266530

Sl.No. Hospital / Nursing Home Clinic / Residence Mobile Hospital Phone 1 Dr. Vasanth S. Sheth 277238 266233 9845291617 2 Dr. A. VidhyadharKinnal 231516 274900 98452-27370 NEURO SURGEON 1 Dr. S. F. Gaddi 272562 / 270361 OTRHOPEDIC SURGEON

1 Dr. Prabhanjan Kumar 257738 256232

2 Dr. Venkateswarlu 230952 278808

PHYSICIAN 1 Dr. Srikanth Gadwalkar 231453 276141 98441 32863

2 Dr. Vedamurthy 272266 255250

3 Dr. B. M. Kotriah 242312 266171

4 Dr. Ajit Kumar. B. K. 278002 256714

5 Dr. Somnath 278771 275957

6 Dr. B. K. S. Murthy 256500 256055 98440 86789

CHEST PHYSICIAN

1 Dr. Md. Khaizer 272418 / 240023

2 Dr. G. Rama Pradad 273091 / 242383 240023 EYE 1 Dr. J. Sudhakar 255002 256411 98440 85086 2 Dr. V. N. Kulkarni 273638 274648

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3 Dr. Jayashree 278771 275959

4 Dr. Neelakanta Swamy 272418 / 277978 E. N. T.

1 Dr. S. S. Hegde 242144 242144

2 Dr. Hari Vittal 277112 256381

3 Dr. Ravi Tippa 274291 175412

SKIN 1 Dr. T. Y. Raghu 255516 2 Dr. Vadiraj 273487 255187

3 Dr. Veeresh 242945

Medical Telephone Directory, Hosapete

Sl.No. Hospital / Nursing Home Clinic / Residence Mobile Hospital Phone

1 Amareshwar Nursing Home 224611 2 Depali Hospital, Hosapete 221133 3 B. R. Achar Nursing Home 228812 4 Bijoy Nursing Home 228811 5 Childrens Nursing Home 228993 6 City Hospital, Hosapete 231713 7 Mythri Hospital, Hosapete 230616

8 K. L. S. Nursing Home 227789 225789 9 Mallige Nursing Home 224223 228706

10 PHC MM Halli 244022

11 R. M. Nursing Home 228556 12 Santhosh Orthopaedic Clinic 229899

13 Sripathi Nursing Home 228784 14 Sudheendhra Nursing Home 225347 227247

15 Sushrutha Nursing Home

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2.3.10 Transport Facilities Sl.No. Name of the Place Name of the Telephone Number of Person incharge Vehicles 1 NEKRTC, Depot-1, Ballari. Depot Manager 267 167 125 Six Lines 7760992163 267 167 115 2 NEKRTC, Depot-2 Depot Manager Six Lines 7760992165 3 NEKRTC, Depot, Hosapete Depot Manager 431466-7760992310 150 4 NEKRTC, Depot, Kudligi Depot Manager 7760992311 91 5 NEKRTC, Depot, Hadagalli Depot Manager 7760992312 87 6 NEKRTC, Depot, H.B Halli Depot Manager 7760318899 57 7 NEKRTC, Depot, Sandur Depot Manager 7760992309 55 8 NEKRTC, Depot, Siriguppa Depot Manager 7760992165 92 9 Hosapete LO Mr. Ravi 7760992306 2.3.11 Rescue Shelter cum Rallying Posts

Sl.No. Locations Rellyng Post-Cum-Rescue Shelter. Capacity Sanitation Persons /Lighting 1 Vidyanagar DAV - Jindal Vidya Mandir 500 Yes V V Nagar-Adarsh Vidya Mandir 300 Yes Vidyanagar sports Club 400 Yes 2 Vaddu Govt. Higher Primary School 200 Yes Anjanayya Temple 75 Yes Eswara Temple 75 Yes KalyanaMantapa 100 Yes 3 Toranagallu Govt. Higher Primary School 200 Yes Govt. High School, Village 150 Yes Govt. High School, Station 200 Yes 4 Taranagar Govt. Higher Primary School 200 Yes

Govt. High School 150 – 5 Kurekuppa Govt. Higher Primary School 200 Yes 6 Taluru Govt. Primary School 75 Yes 7 Basapura Govt. Primary School 100 Yes 8 Bannetti Govt. Primary School 75 Yes 9 Gangalapura Govt. Primary School 75 Yes 10 Bhuvanahalli Govt. Primary School 100 Yes 11 BMMIL, C.H. Centre 50 Yes 12 MM Halli Govt. School 200 Yes 13 Danapur Govt. School 100 Yes 14 Hanumanahalli Govt. School 100 Yes

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2.3. B. NMDC Disaster Management Plan in integrated with emergency preparedness action plan.

2.3. B.1: INTRODUCTION

Donimalai Complex of NMDC Ltd is located in Sandur Taluk, Bellary district, Karnataka. The word “Donimalai” is comprised of Doni=Boat & Malai=Mountain, the shape being of an inverted boat. Donimalai is located at a distance of about 325 Km due north of Bangalore city and is accessible by road and rail. The nearest railway station is Toranagallu on Hubli-Guntakal division of South Central Railway and is at a distance of 26 Km from Donimalai.

Donimalai Complex consists of Donimalai Iron Ore Mine, Kumaraswamy Iron Ore Mine and Pellet Plant. It is one of the major production projects of NMDC Limited, a Public Sector Undertaking and the single largest producer of Iron Ore in India, located in Bellary district of Karnataka state with a present production capacity of 13 MTPA of Iron Ore and 1.2 MTPA of pellets.

Mining is done by open cast mechanized method. Both ore and waste are worked systematically by forming benches of 12/6 meters height and width not less than 20-40 meters. The mining is done in scientific manner by using blast hole drills, Hydraulic excavators and heavy duty rear tipping dumpers as major mining equipments. The waste is removed by Hydraulic Excavators. Further the excavated ore is physically processed in the OCSL Plant involving crushing, screening and loading. This material is loaded in to the wagons for dispatching ore to the different parties. 1.1 EMERGENCY:

The following unexpected events are considered as an emergency at Donimalai Complex: • Accidents • Explosion (Due to explosives / LPG cylinder / Fuel filling station / Pressure vessels) • Ground Movement resulting in failure of Strata, Slope Stability leading to Rock Slides • Collapse of Mine Faces • Any Fire, with special mention to Massive Fire which may occur in Offices/ Buildings • Leakage of gasses. • Failure of Dam due to heavy rains.

1.2 EMERGING CONCERNS AT DONIMALAI COMPLEX:

In the wake of enhancement of production capacity and augmentation of Pellet plant of Donimalai Complex following high risk hazards have been identified for which continuous monitoring as well as emergency preparedness are required, viz. Accidental Explosion at Explosive Magazine, and Fire Hazard at Office buildings, OCSL plant, Pellet plant and Explosive Magazine.

1.3 PURPOSE OF THE PLAN:

This plan details the organization’s requirement to deal with emergencies and to establish & maintain a documented procedure to ensure the execution of ‘on site emergency plan’ in the event of accidents, gas leakage, occurrence of fire, explosion, slope failures and natural calamities as well as to make the best use of resources at its command and/or outside agencies for the following purposes: • Rescue victims and their treatment for speedy recovery. • Safe- guarding others by evacuating them to safer places. • Control emergency with minimum damage to life and property.

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• Eliminating emergency, if possible. • Identifying the casualty or affected personnel and informing their relatives. • Provide authoritative information to the media. • Providing relevant data record for subsequent enquiry. • Rehabilitation of the affected. • To be ready for mutual aid if need arises (to help neighboring units). • Provide authoritative information to concerned authorities in terms of relevant acts.

1.4 SCOPE

This procedure is applicable to the following sites: 1. Donimalai Iron Ore Mine. 2. Kumaraswamy Iron Ore Mine. 3. Pellet Plant. 4. Township within NMDC area. 1.5 OBJECTIVE:

The objective of this Plan is to eliminate any chance of casualty / minimize damage(s) to men, material and living beings in case there is any emergencies.

2.3.B.2: AUTHORITIES AND INSTITUTIONAL ARRANGEMENTS

EMERGENCY ORGANISATIONAL STRUCTURE

The Emergency Organizational structure so set up, to put off an emergency, will basically comprise of two committees as mentioned below:

• Standing Consultative Committee: This committee will be formed of the members, as detailed in Annexure 1. This committee will meet in the case of a severe emergency only and advise and help the Project Officer to deal with the situation.

• Action Committee: This committee will consist of the officers as detailed in Annexure 2. This committee, working under the guidance and control of the Jt. Gen. Mgr. will share the work of emergency response.

KEY PERSONNEL OF THE ORGANISATION:

In addition to the above following categories of officials have been appointed for emergency response services:

A. Emergency Response Supervisor (ERS): • The persons named in Annexure 3 will be Emergency Response Supervisors (ERS) and will be responsible for notification of the Emergency. • To take immediate steps to control the situation, as soon as he is informed of the emergency. • To make himself available at Emergency Control Centre, till the Action Committee or other senior officers take over. • To assess the magnitude of the situation and maintain a continuous review of possible development in consultation with Incident Controller and other Key Personnel for further action. • To exercise direct operation controls over areas other than affected. • To wear an armband or other visible marker for easy Identification.

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• He will act in consultation with Incident Controller. On receipt of information, he will immediately rush to the site of incident. • He will be assuming full responsibility in handling the situation including security measures. • He will provide the latest information to the Incident Controller. • He will depute one Senior Security Supervisor to the Control Centre for assisting the Site Controller.

B. Incident Controller: • The Operation / Maintenance In-charge or his nominated deputy will act as the Incident Controller. On hearing the emergency siren/ alarm he will do the following acts: • Immediately report to the Site Controller and rush to the emergency site and take over all charge. • Direct all the operations within the affected areas, arrange for safety of the personnel, minimize the damages to the plant, properties etc. • Inform the Electrical substation to “Switch off” the power supply. • Provide advice and information to the Security Officers and the local Fire Services as and when they arrive. • Ensure that workers of the affected areas are evacuated to the Safe Assembly Point. • Arrange for preservation of evidence such as to facilitate and enquiry regarding the causes etc. • After a thorough inspection of the affected areas, with a team of operations and maintenance engineers of the plants, issue instruction for the “All Clear” and then issue instruction to restart the plants as per the “Restarting Procedures.” • Report all significant development to the Liaison Officer.

C. HOD of Personnel Department: • On hearing the Fire Siren/Message, he will rush to the Emergency Control Centre. • Inform State Government officials as per Annexure No. 12. • Essential officials to be kept informed as per Annexure Nos. 1 & 2. • Handle police, press and other enquiries. • Ensure that the casualty received adequate attention, arrange additional help if required and inform relatives. • Control traffic movement inside the mine/plant and arrange alternate transport when need arise. • When emergency is prolonged arrange for refreshments/ catering facilities. • Issue authorized statement to news media. • On getting information about emergency or hearing the siren about emergency arrive at site for rescue operations. Co-ordinate with various assembly points to look-after person/casualties assembled there with the help of assembly point-in-charges. Also co-ordinate to transfer them to other safe places.

D. Departmental Heads: • The Departmental Heads of the nearby area of the Incident will provide assistance if required. • HOD will inform the exact no. of person working at the place of accident and inform the Personnel officer in case of casualty. • Allocation of resources to deal with the emergency situation. • Appraising the situation from time to time to the Standing Consultative Committee.

E. Rescue Trained Persons: • Annexure 4 gives the details of the first aid trained persons. F. Fire Fighting Persons & Training: • Annexure 5 gives the names, telephone numbers of all persons trained in fire fighting.

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2.3. B.3: ONSITE EMERGENCY MANAGEMENT PLAN

The Onsite Disaster Management Plan has been prepared based on Safety and Emergency Preparedness norms, current industrial practices as well as the past experiences and hazard identification associated with various processes which have direct impact on the surrounding stake holders in and around the premises of the Donimalai Complex. Considering the importance of quick and effective response to the emergency situations, roles and responsibilities of the committees and members have been clearly defined and are as follows:

2.3. B.3.1 Plan Management

I. Action to Be Taken By Noticing Person:

• Immediately on noticing any emergency, he/she should inform, over phone to the Emergency Response Supervisor/Supervisor Staff/Attendance Clerk, as mentioned in Annexure 3. • Identify himself. • Give the location of incident. • Hold on until the message is repeated back. • He shall also try to deal with the situation within his means.

II. Action by Emergency Response Supervisor:

• The person in the control room will receive details of the emergency. • Verify the authenticity of the report. • Hoot the emergency siren. • Send information to the Time Office in Charge. • Withdraw work persons from the area affected or likely to be affected & will assume the full charge for handling the situation and rescuing the affected employee. • Depute a representative at the Emergency Control Centre/Field Office and plan for deployment of vehicles, whenever/wherever necessary. • Initiate action to deal with the emergency and continue with his efforts till his seniors take over. • Keep Ambulance available in the Control Centre. • Ascertain with the help of the Time Office in Charge, the details of missing persons, if any, and report the same to the control room in Annexure 6.

III. Action by the Times Office in Charge:

• He will immediately switch off main power supply, if the emergency is due to electricity. • Rush to the Emergency Point and keep the maintenance crew in readiness. • Arrange the availability of electrical supply in the affected area.

IV. Duties of Attendance Clerk:

• Immediately inform the CISF check post to ensure that he operate the emergency siren to sound three blasts. • Make sure that the emergency response supervisor has been informed. • Also, inform assistant manager, engineer, personal manager and medical officer. • In consultation with Supervisor, prepare a list of missing persons and send the same to control room. • Not to allow anybody to enter the affected area unless he is wearing an emergency badge. • Shall not waste time in discussing the circumstances; instead give message clearly and concisely

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V. Duties of Officer In Charge of Field Office:

• Ensure that all key personnel are on duty. • Keep a constant watch on the requirement of men and material and arrange the same (including fire fighting and rescue persons). • Arrange distribution of emergency badges to keep unwanted persons away. • Shall record the sequence of events in the operation log book and leave written instructions for his successor. • Ensure that a record in Annexure 7 of all incoming and outgoing calls is maintained. • Leave the Control Room only when he is relieved by his successor as recorded by the Jt. Gen. Mgr. (Prod.) in the register.

VI. Duties of Safety Officer:

• Report to the control room. • Arrange rescue trained and fire fighting persons. • Inform surveyor and fire officer. • Ensure availability of PPE including respiratory protecting devices, asbestos fire proof suits, smoke masks etc. • Reporting and Documentation • Conducting detailed enquiry into causes & circumstances which led to the incident. • Documentation of reports & evidences • Formats for reporting to different statutory & governmental bodies • Insurance follow up both for men and material. • Posting written instructions and notices warning about poisonous gases, liquids or affected atmosphere etc. and there by cautioning the general public.

VII. Duties of Workshop in Charge & Plant in Charge:

• Report to the control room. • Ensure availability of materials from stores. • Ensure disconnection of electric supply from the emergency area, if so required. • Arrange withdrawal of machines, when required • Contact Electricity Substation to maintain uninterrupted power supply to safe areas. • Maintain a proper P&T communication system with the help of P&T department.

VIII. Duties of Medical Officers (OHS):

• Report to the control room and Chief Medical Officer. • Organize ambulance and a team of first aiders to help him. • Proceed to the mine/emergency site with necessary drugs and instruments. • Arrange necessary medical treatment of the injured and transport to hospital if necessary. • Arrange to send dead bodies to the mortuary. • Prepare a list of injured/dead in Annexure 8. IX. Duties of Chief Medical Officer (CMO): • Being in close touch with the action committee and control room. • Keeping the entire medical and sanitation staff on alert and organizing all the emergency resources viz. emergency medicine, ambulance, beds, stretchers, transportation arrangements etc. and a team of first aiders ready to meet the need. • Coordination of all actions related to medical treatment of the injured and transport to hospital, if necessary.

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X. Duties of Security Officer (CISF): • Arrange for identification of dead bodies. • Supervise mortuary arrangements. • Maintain law and order in general. • Assist in fire fighting when required.

XI. Duties of Civil Engineer:

• Provision of alternate water supplies. • Clean up dead/contaminated live stock. • Post incidents testing of the water and water stream for contamination. • Structural inspection after fires, explosions and inundation etc. • Provision of post incident recovery services. • Ensure supply of water in all the hydrants concerned in the event of fire.

XII. Duties of Personnel Managers (IR & Estate Officers):

• Report to the control room and send necessary information to the Police/District. Magistrate/Collector etc. • Assist in setting up of casualty station, mortuary and field laboratory room (with water and electricity). • Cooperate with police to identify dead bodies. • Deal with unions and press (but shall not issue any statement). • Deal with enquiries from relatives of dead and injured. • Along with Security Officer organize control of crowd and maintain the law and order in general. • Prepare list of volunteer workers/social workers/local NGOs. • Along with Canteen In Charge arrange food supply. • Notification and control of traffic/transport. • Designate authorities for public protection. • Public alert/public notification/instruction procedures.

XIII. Duties of Environmental Manager:

• Ensure minimum adverse effect on air, water, soil and plantation. • Ensure that the pollutants created in the process of emergency dealing are cleared and/or safely disposed off in an environment friendly way. • In case of gas leaks etc., ensuring spill containment and cleanup. • Plugging leaks. • Suppression of hazardous gas. • Containment of spills or liquids or solids on land/water bodies. • Containment of spills to water bodies. • Cleanup of spills into water bodies. • Support services for field response forces. • Maintenance of apparatus and equipment. • In case of contamination of water appropriate notification to be sent to all concerned with copies to be displayed on notice board. • To inform Emergency Response Centre, KSPCB, Bengaluru.

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XIV. Duties of Workmen Inspector: • Report to the Control Room. • Assist safety Officer in arranging the rescue team of Trained Fire Fighting Persons. • Assist in providing First Aid to Persons. • Associate them in Preliminary Enquiry with the Safety Officer.

XV. Duties of Contractors:

• Keep daily up to-date list of workers working in the mine/plant at any time (in all shifts) with Name, Address and Work Place where they are working and identifications. • Instruct all Workers to evacuate affected areas and go to safe assembly points/ locations, if advised by the Incident Controller. • Provide any assistance if asked by the Incident Controller in controlling emergency.

XVI. Duties of Canteen In Charge:

• On getting information/hearing the siren about emergency, contact Emergency Response Supervisor, as mentioned in Annexure 3. • Make arrangements for providing water/snacks/food etc. at incident site and assembly points and at other places as per the requirements. • Make alternate arrangements if existing canteen has been affected /un-approachable. • Arrange to evacuate canteen personnel if canteen building has been affected to safe assembly point/ location.

XVII. Duties of Other Heads of the Departments:

• The Departmental Heads of the nearby area of the incident will provide assistance if required. • Concerned HoD will inform about the prevailing situation to the head of standing consultative committee and head of action committee. • HOD will inform the exact no. of person working at the place of accident and inform the Personnel Officer in case of casualty.

XVIII. Duties of Principal, Educational Institutions, Donimalai:

• On getting information/hearing the siren about emergency, contact Emergency Response Supervisor, Control Room. • Make an Emergency Response Plan for quick action against fire, natural disasters viz. earth quake, thundering, as well as unusual situations like bomb threat, hostage, collapse of any part of building etc. • Educate and train students and teachers and other personnel for emergency response. • Arrange to evacuate students and other personnel to safe assembly point location in case of emergency and arrange for First Aid. • Ensure sufficient supply of clean water.

XIX. Duties of Observers:

• The Persons responsible to act as observers during the case of Emergency or Mock Drill, are as mentioned in Annexure 9. The frequency of mock drill is once in every 6 month. Their responsibilities include the following:

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• They will not leave the site till the work is completed. • They will observe the site and suggest remedial measures for improvement, if any. • Recording the lacunae/grey areas of the observed procedure. The procedure would be modified in consultation with relevant personnel if required. • Submit the report to the Jt. Gen. Mgr (Prod.)/Mines Manager.

XX. Duties of Welfare Officer

• Monitor the needs and welfare of the persons dealing with emergency and also affected people. • With the assistance of First Aiders, help injured people and assist the community in organizing emergency transport of seriously injured to Hospital for medical treatment. • Encourage and motivate the community to ensure proper Sanitation, Hygiene. • To make sure enough food and water is available for the rescue team and to the people sheltered in relief camps. • Assisting the rescue team in safe guarding others by evacuating them to safer places. • Maintaining harmonious relations between the management and workers during dealing with an emergency.

XXI. Duties of Mines Manager:

• Order emergency siren, if considered necessary. • See that all members of Action Committee are informed. • Arrange to inform all members of the Standing Consultative Committee, if circumstances so warrant. • Depending on nature of emergency arrange to inform first-aid/rescue station, fire station and other mines (when outside help is required). • Prepare a report on the emergency and how it was dealt. • Inform to the Head of the project and Head (Safety), Head Office. • Send information to the Director/Deputy Director of Mines Safety. • Report to the control room • Ensure availability of materials from stores. • Arrange men and materials for withdrawal of machines, when required.

2.3. B.3.2 PREVENTION & MITIGATION

B.3.2.1 Periodic Inspections and Maintenance:

• All Emergency Equipments are inspected once at least in 30 days and record thereof is being maintained. • Deficiencies/defects observed during such inspections are being made good/rectified promptly. • The entries in all Annexure of this On Site EPAP, as and when and wherever required, are continuously being reviewed and made up to date. • For inspection and maintenance of fire fighting equipments the services of fire fighting officer/inspector or any other person fully trained in fire fighting may be utilized. A team of firemen should assist him.

B.3.2.2.PRECAUTIONARY MEASURES FOR TAILING DAM:

• The present system of Inspection of Tailing dam is to give sufficient warning for any unexpected failure of the dam structure. The present inspection system is as follows:

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• The dam is to be inspected by a Civil Engineer authorized by Head of Civil Engineering Department (HOD-Civil) every month in non-monsoon months and every week during monsoon months, not only from the top of the dam; but also at the bottom of the dam, including quantity of seepage. • Any abnormal seepage or crack(s) seen by the Civil Engineer shall be reported immediately to HOD- Civil and also to Jt. G M (Production)/GM. • Every inspection will be recorded in a bound page book kept in Civil Engineering Department, which will be counter signed by the Head of the Civil Engineering Department. • Head – Civil Engineering Department will also inspect the dam; both at the top and at the bottom, including seepage, every three months during non-monsoon seasons and every month during monsoon season i.e. during July to October. This shall also be recorded in the same register. • Regular monitoring of the Rain gauge during the monsoon period shall be carried out and cleaning up of the overflow channel shall also be taken up before the onset of monsoon, each year by Civil Engineering Department. If rainfall exceeds 20 centimeters in a day, then an immediate Inspection shall be carried out by the HOD-Civil and a report to this effect shall be submitted to the Head of the Project and Head-Production. • In case of any anticipated failure after inspection the HOD-Civil should keep nearly 1000 sand bags ready; as a pre-cautionary measure.

B.3.2.3.PRECAUTIONARY MEASURES FOR ACCIDENTAL EXPLOSION AT MAGAZINE:

• The present system of the inspection of explosive magazine is to give sufficient warning for any unexpected damage(s) likely to cause and affect the man, material and living beings. The present system of inspection shall be as follows: • The Blasting In-Charge authorized by the Head-Mining shall inspect the explosive magazine once in a week and maintain a record for the same. • Head-Mining shall inspect the Explosive Magazine, at least once in a fort-night. • Mines Manager shall Inspect Explosive Magazine once in a month. • Dry grass / growth of vegetation around the Explosive Magazine premises shall be cleaned on regular basis. • CISF personnel posted at the Explosive Magazine site shall undertake daily inspection all around the Explosive Magazine and in case of any abnormality observed during the course of inspection; shall be brought immediately to the notice of the Asst. Commandant, CISF, In-Charge (Blasting), Head of the Department – Mining and Mines Manager. • CISF personnel posted at the Explosive Magazine check post shall prohibit unauthorized people / movement of animals near the Explosive Magazine area and ensure that no electronic devices such as mobile phones and contrabands are carried inside the magazine area. • Personnel other than Blasting In-Charge / Head – Mining / Mines Manager / Head of the Project shall not be allowed to enter into the premises of Explosive Magazine without prior permission from Mines Manager. • Any abnormality observed during the inspection by Blasting-In-Charge, shall be reported immediately to Head of the Mining & also to Mines Manager. • All inspection made by Blasting-In-Charge shall be recorded in a bound register maintained for the purpose, which shall be counter-signed by Head of the Mining Department. • Head - Mining and Mines Manager shall also record their Inspection of the Explosive Magazine in the relevant register maintained at the Magazine. • In case of any anticipated failures to the Explosives Magazine, the same should be brought to the notice of the Head of the Project immediately either by Head of the Mining / Mines Manager through immediate available means of communication. • In-Charge (Blasting) shall ensure that Explosive Magazine is maintained as per the Explosives Act, 1884, Explosive Rule, 1983 and as amended from time to time. • Fire Officer shall ensure regular inspection of the Fire extinguishers / appliances provided at the Explosive Magazine. Record for the same is to be maintained.

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• Head - Electrical Services in co-ordination with In-Charge (Blasting) shall ensure proper functioning of the lightening arrester and check earthling as per the Mines Statute / Explosives Act. A record of such inspections / checks shall be maintained.

B.3.2.4.PRECAUTIONARY MEASURES AGAINST FIRE HAZARDS:

• Portable fire extinguishers have been provided in all the equipments and designated places in offices, mines, OCSL plant and Pellet plant. In most of the equipments AFPS (Automatic Fire Protection System) is provided. Two numbers of Fire tenders are always kept ready at Fire Station along with fire brigade to mitigate any emergency situations. One fire tender is available at KIOM. Regular training and mock drills are being conducted in this regard. The details of fire fighting plan has been furnished in chapter -6.

2.3.B.3.3 PUBLIC WARNING

B.3.3.1 General Siren:

• Siren is being regularly operated at the time of the start and end of various shifts at Security Check- Post.

B.3.3.2 EMERGENCY SIREN:

• Emergency siren is being provided to indicate the emergency and is audible throughout the plant and township premises. • This siren of sufficient range audibility is provided at the CISF Check Post. • The sound produced by the siren, during an emergency is different from regular siren. • Three Intermittent Blasts of the Siren will indicate that there is a fire emergency. • Five intermittent blasts of siren will indicate that there is an emergency other than fire. • An alternate source of power supply has been provided to ensure that the siren is operating in the failure of power supply.

B.3.3.3 All Clear Siren/End of Emergency:

• To mark the end of the emergency a long siren of one minute should be operated. • If the indication of the Emergency is over, on hearing the ALL CLEAR SIREN – i.e. a long siren for 60 seconds, all men will report back to their jobs except personnel who are to stay back for necessary jobs. • The Incident Controller is responsible for giving the ALL CLEAR signal after assessing the entire area conditions.

B.3.3.4 Restarting Procedures:

• Ensure all the main panel in maintenance and respective department are in O.K. condition for smooth functioning, by Incident Controller. • After getting assurance from the team of operations and Head of the Department of the plant that everything is O.K., Incident Controller will switch on the main supply. B.3.3.5 Emergency Power Supply:

• UPS for EPABX & • Batteries for the running of Sirens

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B.3.3.6 Emergency Shutdown Procedures:

• On receiving the information, main supply will be switched off of the respective and the nearby departments. Switch location awareness is already there with Maintenance Dept.

2.3.B.3.4 PREPARDNESS TO HANDLE DISASTER

B.3.4.1 FIRE FIGHTING SYSTEM AND PLAN:

An Updated Fire Fighting Plans should be prepared / maintained, which shows the following details: • Fire stations. • Pumps with head and quantity and their pipelines with control valves, water transfer points/filling points. • Fire fighting pumps and system of pipelines, hydrants and hoses, couplers, nozzles etc. • Fire buckets and sand dumps. • Fire extinguishers indicating locations, type, capacity and number thereof at each location. • Firefighting equipment available in the stores. • Water resources (tanks, ponds, reservoirs etc.) where from water can be drawn to fight fires with quantity at each of such places.

B.3.4.2 DETAILS OF FIRE FIGHTING EQUIPMENTS:

The entire mine and plant are protected with sufficient number of fire hydrants, which are connected with overhead tank, capable of supplying water round the clock. Apart from fire hydrant following type of fire extinguishers are also available. *CLASS OF FIRE SUITABLE TO EXTINGUISH FIRE INVOLVING ‘A’ Class Paper, Textile, Cloth, Wood, Furniture & Timber. ‘B’ Class Flammable Liquids (Petrol, oil, sprit etc.)Benzene, Camphor, Naphtha, Petroleum products, Paints, Ether Cellulose, Solvents Varnish, Tar grease, Wax, Resins and pigments. ‘C’ Class Gases, flammable Gases like LPG etc. ‘D’ Class All Metal fires.

Locations have been identified. Extinguishers are being reviewed periodically for the validity. Record is being maintained and updated by fire officer/fire captain. Location of the Fire Extinguishers & protective equipments are provided in Annexure No. 16. B.3.4.3 FIRST AID & MEDICAL FACITILITIES:

DETAILS OF FIRST AID AND HOSPITAL SERVICES AVAILABLE: • Equipped first aid boxes are available at identified places. • Company has dedicated Ambulances to meet any emergency. • In case of emergency the Hospitals and the Contact personnel who ought to be referred to are as mentioned in Annexure No. 15. • All regular employees are covered under Medical Insurance Hospitalization Scheme. • Casualties and Contractors’ employees are provided medical facilities. B.3.4.4 MOCK REHEARSALS:

• For the purpose of rehearsals, the mine should be divided into sections (Workshop, plant and mine). • Rehearsal, to be held in one section at a time.

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• The date and time of the rehearsal should be decided in advance and informed only to the concerned personnel. • At the time of the rehearsal, a worker, chosen at random, should be approached and told to imagine an emergency of a specified type at a specified place within the section and asked to initiate action prescribe. • Mock rehearsals should be held at least once in six months. • Before any such rehearsals are held, it should be ensured that the workers and officials have been trained in emergency response thoroughly. • After every rehearsal, there should be a workshop or panel discussion to discuss the deficiencies, as observed by the observers and revealed in the process of rehearsal for corrective action. • A record of the deficiencies revealed and corrective actions taken are to be maintained. B.3.4.5 SAFETY EQUIPMENTS AND OTHER FACILITIES AVAILABLE ACROSS THE SITES:

1. Fire Extinguishers:- Fire Extinguishers of the type and capacity on a scale indicated against each of the equipment/place below are mentioned in Annexure-16. As a precautionary measure about 10% of the number of fire extinguishers distributed in the mine is maintained in the stores. Adequate number of refills i.e. 10% of the total number of each type of fire extinguishers shall be maintained in the stores. The following may be kept in the mind: • One water or foam type extinguisher of 9 ltrs. Capacity should be provided for every 210 Sqm. of floor area covered. If there are electrical installations or inflammable liquid or grease, a proportion of the fire extinguishers should be of a type suitable for that. • Not less than 18 ltrs. of combined capacity on each floor. • Higher capacity extinguishers are more effective than smaller ones of combined equal capacity specially with semi-skilled fire fighters. • It may be noted that a 9 ltrs. foam of water type is considered equivalent to a 5 Kg. DCP type or 9 Kg. CO2 type or 3 buckets, 9 ltrs. capacity each of water or dry sand.

2. Fire Buckets and Sand Dump: The details of the Fire Fighting Equipments along with their respective location are provided in Annexure No. 16. 3. Water: (a) Location of Water Hydrants • On the way to mine hill top, near old check post. • Mining Field Office (DIOM) • Mining Diesel Bunk (DIOM) • Near Service Centre of KIOM • 53 numbers of Water Hydrants at Pellet Plant (b) Location of Sprinklers • In front of Mine Field Office at DIOM • Service Centre at KIOM 4. Fire Tender : Three fire tenders are available in the project. Two fire tenders are kept under the control of Fire Officer/ Fire Captain. These two fire tenders are usually placed ready near the CISF check post. It can be accessed by sending message on wireless or by telephone to CISF Check post-2444. The third fire tender is at KIOM for use of KIOM area.

5. Electrical Maintenance Van with Telescopic Safety Cabin: The project has got 02 nos. of LCV's for maintenance of the electric LT line which can reach up to the maximum height of 30 ft.

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B.3.4.6 PROJECT HOSPITAL:

Donimalai Complex has one project hospital, being run and maintained by Yashoda Hospital Group and by deploying sufficient no. of doctors trained in handling emergencies. The project hospital is administered by Chief Medical Administrator whose contact details have been provided in Annexure- 2. The project hospital has 3 ambulances and one mortuary van. The project hospital has a capacity of 50 beds. It has an in-house medical store and pharmacy to maintain the stock of medicines and the requirement of the project. KIOM has one ambulance to cater the emergencies.

B.3.4.7 RESPONSE AFTER AN INCIDENCE/DISASTER

In addition to the responsibilities defined in the earlier chapters of "Institutional Arrangement"&" Plan Management", additional roles and responsibilities of the HODs have been given in the form of 'Action plan' to be followed in case of occurrence of disaster.

ACTION PLAN On assembly in the Project Head Secretariat, the Control Room (CR) members along with other HODs will have a short meeting with Chairman of the CR/ the Project Head. Subject to the instructions given in the meeting, the members of CR along with HODs will plan their work as per the duties and responsibilities specified hereunder:

A. Head of the Project – Responsibilities: He will be the Over-all In-Charge of the entire CR activities.

B. Head-Production – Responsibilities: He will act as Chairman of CR and will co-ordinate the action plan of other members and will respond to any doubt raised by any of the member in respect of their action plan. He will be available always during the crisis period either in his Office or on telephone / wireless to be contacted by any of the member of the CR. He wills co-ordinate different sections during normal period and in case of crisis. In case of any emergency, he will inform to the concerned authorities.

C. Head of Personnel Dept – Responsibilities:

1. He will be responsible to keep a liaison with Panchayat Officials, in addition to the district administration and carry out other public relation jobs (as detailed in Annexure 12) connected with the disaster. In case, any of the above officials are not available, intimation will be given to the next deputy. 2. He will personally inspect the school buildings etc. at Donimalai Township & plan for temporarily accommodating the likely affected persons. 3. He will organize for the essential requirements of the persons like water, food etc. from the Corporation resources. 4. He will co-ordinate with the District & Panchayat Officials & Head of Mechanical Services Department for making transport arrangement to the villages and their animals.

D. Mines Manager of DIOM & KIOM - Responsibilities:

He will be member of Consultative Committee and Action taken Committee and responsible for the Safety of the DIOM/KIOM. Functions: 1. Having come to know about the dangerous situation of the disaster, he shall inform Head of the Project and CR immediately.

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2. He shall take all possible means to avoid any expected danger in the workings of DIOM/KIOM. Any help required by him from other HoDs, in case of crisis, will be made available by them without any loss of time. 3. He shall be constantly available at the site and supervise the work with the help of other members of the CR and committees in case of occurrence of disaster at DIOM/KIOM. 4. If situation warrants, he shall evacuate the people from the site to minimize the damage(s).

E. Head of Mining Department – Responsibilities: He will be responsible for the safety of the Explosive Magazine; both during normal time and when the Explosive Magazine has been declared as dangerous, which may result in disaster. Functions: A. Having come to know about the dangerous situation of the disaster, he shall inform Head of the Project and Mines Manager immediately. B. He shall take all possible means to avoid any expected danger to the Explosive Magazine. C. Any help required by him from other HoDs, in case of crisis, will be made available by them without any loss of time. D. He shall be constantly available at the site and supervise the work with the help of other members of the CR. E. If situation warrants, he shall evacuate the people from the site to minimize the damage(s).

F. Head of Services Mechanical – Responsibilities: He will be responsible for providing necessary transportation required for the entire operation and any other help required from the workshop of the project. Functions: He will pool-up the trucks and buses available in the project at his command and make them available as desired by the Head of Personnel department.

G. Head of Plant Division – Responsibilities:

He will extend all necessary help, technical or otherwise to the Head–Mining, or Head-Mechanical Services dept and other members of the CR as and when needed. He will be the stand-by Officer to take care of the responsibilities and functions specified to any Members of the CR.

H. Head of Hospital/Medical Administrator– Responsibilities: To provide necessary medical aid depending upon the situation. Functions: - He will keep the entire medical staff on alert to meet any eventuality. Ambulances shall be kept ready to manage the crisis. He will be in contact with other possible medical aid from other Government/ Non Government hospitals/ agencies, if required.

I. Head - Civil – Responsibilities:

He shall ensure uninterrupted water supply to the site at the time of crisis. He will be the stand-by officer to take care of the responsibilities and functions specified to any members of the CR.

J. Fire Officer – Responsibilities:

On hearing the signal, Fire Officer along with Fire Tender and other members of the Fire Team shall rush to the site and co-ordinate with the Head-Production, HODs and Mines Manager for extinguishing the fire or any other works depending upon the situation.

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K. Head – Electrical Services–Responsibilities: Shall ensure illumination of the area and other places as per the need and shall attend all electrical works depending upon the situation.

L. Head – Training & Safety/Safety Officer – Responsibilities: Shall ensure Safety appliances needed for the purpose are readily available and provided for handling the crisis.

M. Asst. Commandant, CISF – Responsibilities:

To maintain law and order at site.

N. EPS to Project Head – Responsibility:

To maintain control room in Project Head’s Secretariat. Functions: - From the time of hearing disaster signal, informing about the disaster and till the action is completed; he will ensure round-the-clock manning of the disaster control room.

O. Police Inspector, Sandur:

Project has to inform the Police Inspector, Sandur/ In charge Police Station, Sandur about the emergency and his presence to maintain the law and order in the area. If required, project has to extend transport facilities for the same.

P. Principal/ Head of Educational Institutes of Donimalai:

On receiving request from Head, Personnel Department or any authorized person on his behalf, he will immediately make arrangements for evacuation and handover the school building(s) and facilities for accommodation of injured persons and/ or any other purpose. He will keep the entire staff on alert to meet any eventuality and to render voluntary service.

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2.3. B.4 OFF SITE EMERGENCY MANAGEMENT PLAN

An offsite emergency plan is a comprehensive plan to deal with emergency situation arises in the Donimalai Complex and has potential impact or serious damage or loss of life with the help of District Authorities viz. District Collector, Police, Tehasildar etc. Emergency services such as police, fire, medical etc. need to be prepared to handle such situations effectively. The snowballing of a small incident into a major mining disaster and the subsequent effects on the life and property can be mitigated if there is a readily emergency preparedness plan available with the concerned district authorities. In a disaster like situation, it is very difficult for an industry to address all the issues single handedly and may require available resources in the surrounding areas. A well prepared plan of procedures with proper chain of command, training, mock drills, arrangements for proper equipment and safety appliances, mutual aid with neighboring industries and liaison with District Collectorate, Police, hospitals, Fire services etc help to take timely and appropriate action so that loss of property /human lives and damage to environment is minimum.

B.4.1 Objective of Offsite Emergency Management Plan:

The main objectives of the Off Site Emergency Plan are: • To provide resources for effective control of emergencies arising out the mining operations; • To prevent emergency turning into disaster; • Synchronized action from all the coordinating agencies with least possible delay. • To minimize damage to the property, people and the environment • Effective rescue operation and treatment of the causalities; • To train the people and the concerned to act efficiently in an emergency; • To normalize the situation in the least possible time • To provide authoritative information about the incident

B.4.2 Emergency Scenarios – Offsite

1. Failure of Tailing Dam due to heavy rains 2. Dump failure (Active as well as Inactive dumps) 3. Forest fires. 4. Natural calamities

B.4.3 Standard Operating Procedures for Offsite Emergencies:

The SoP’s for offsite emergencies would be a set of step wise instructions specific to each emergency situation with fixed duties and responsibilities of personnel compiled by Donimalai Complex. These SoP’s are prepared to deal with each emergency situation in an effective manner with all available resources, proper communication and minimal damage to man, machine and environment.

a) Failure of Tailing Dam due to heavy rains:-

The preventive and mitigation measures for tailing dam are detailed in Chapter 3, Point no. 3.2.2. Despite of following these preventive measures, if the tailing dam would fail/breach due to unconditional heavy rains, the noticing person would immediately inform to his Supervisor/ Office in charge/ Safety Officer/ Mines Manager / Production Manager / Union Representatives and Project head over the phone. The HoD of Personnel department will immediately inform the situation to President, Village Panchayat of nearby village i.e. Narsapur to act responsibly depending on the situation. A rescue team along with CISF personnel will be sent to the village to understand the gravity of situation and be prepared to deal with it. The same information will be provided to Sandur Police Station, OHS head, Tehsildar-Sandur, District Collector, Ballari.

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If, the condition get worsen viz huge amount of water come out from the tailing dam and it would lead to breaking of the dam wall, the rescue team on nearest safe place to the site will be keep informing the Project Head about the situation.

b) Dump failure/slide (Active as well as Inactive dumps)

Dump failure: - In open cast mining of iron ore, the overburden material being a waste and non-marketable product, it is removed and dumped safely. The primary aim of overburden dump is to provide an effective stable working surface for ongoing mining operations. .

The failure of a dump, mass of soil located beneath a slope is called a dump slide. It involves a downward and outward movement of the entire mass of soil that participates in the dump slope failure. Dump slide may occur in almost every possible manner, slowly or suddenly and with or without any apparent provocation. Usually, dump slides are due to excavation or to undercutting the foot of an existing dump slope. However, in some instances, they are caused by a gradual disintegration of the structure of the overburden dump.

Preventive Measures of Dump Slide/ failure:-

• An accurate mine plan showing all mine workings, previous landslides, springs, water courses and other natural and other topographical features. • The angle of slope of overburden dumps should be less than the angle of repose of the materials. • Terracing shall be carried out with the ongoing dumping operations so that dump failure can be avoided at any point of time. • Once, dump becomes inactive, vegetative measures shall be implemented i.e. geo coir matting, hydro seeding for primary succession and further means of vegetative successions. • Toe wall shall be constructed at the toe of each dump so that no unauthorized person can approach any dump. • Toe of any dump shall not be permitted to approach any railway lines/public road, building or any other permanent structure not belonging to the owner of the mine. • Proper drainage shall be provided at the toe of the dump so that it may not become water logged.

If there is Dump failure, the noticing person would immediately inform to his Supervisor/ Office in charge/ Safety Officer/ Mines Manager / Production Manager / Union Representatives and Project head over the phone. The HoD of Personnel department will immediately inform the situation to President, Village Panchayat of nearby village i.e. Ubbalagandi / Kamthur to act responsibly depending on the situation. A rescue team along with CISF personnel will be sent to the village to understand the gravity of situation and be prepared to deal with it. The same information will be provided to Sandur Police Station, OHS head, Tehsildar-Sandur, District Collector, Ballari.

c) Forest fires

NMDC Ltd., Donimalai is located in Kumaraswamy & Swamimalai forest blocks of Sandur South Range, Bellary Forest Division. The occurrence of forest fire is common in these forest blocks due to increased biotic pressure. In order to tackle forest fires, NMDC Ltd. has established dedicated fire station to handle industrial fire as well as forest fires. Additionally, forest watchers are engaged to report the incidence of forest fire to the fire officer and forest officers to take mitigate actions. As preventive measures, fire lines are created in these forest blocks to reduce the chances of expansion of forest fire, if occurs.

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d) Natural Calamities:

Natural calamities are catastrophic events with sudden changes in atmospheric, geological, and hydrological origins leads to earthquakes, floods, lightening, heavy rains etc. that can cause fatalities, damage of property, environmental pollution and social disruption. In case of any of such natural calamities in the proximity of NMDC Donimalai, the noticing person will report to his Village Representative/ Union Representatives/ Supervisor/ Office in charge/ Safety Officer/ Mines Manager/ Production Manager/ Personnel head or Project head over the phone about such occurrence. On receiving such information, the HoD of Personnel department will immediately inform the situation to the rescue team and the rescue team will be sent to the affected village/ area to understand the gravity of situation and impart rescue operations as soon as possible. The same information will be provided to Tehsildar-Sandur, Sandur Police Station, OHS head of NMDC and District Collector, Ballari. The report of rescue operations shall constantly updated to Head of Project and if any casualties or injuries occurred than affected persons shall immediately shift to nearest hospital for medical treatment. If situation is demanding, then evacuation shall also be carried out by rescue team.

2.3. B.5 Assistance from District Authorities

B.5.1 Assistance from Deputy Commissioner, Ballari. During the emergency:- • On getting information of the incident Deputy Commissioner will contact the site incident controller i.e. Project Head for detailed information regarding the level of emergency. • If he found that the emergency is major and need his intervention, he will immediately put all the emergency services into action. • Investigate the status of evacuation if conducted. • Take overall in charge of fire fighting operations. Keep in touch with site incident controller of the industry and district administration. • Advise the district administration for the development of additional fire fighting personnel/ requirement of additional equipment etc. • Seek help of police/ civil defense in fire fighting operation. • Safe guard the adjacent property/ population from fire by confining the fire spread. • Take overall in charge of status of persons who injured/ trapped/ buried persons and causalities and assess the medical aid provided to them.

After the emergency:- • With help of Project Head and Rescue team, ensure that there is no further chance of fire at the site. • With help of Project Head and Rescue team, assess the damage to surroundings infrastructure. • Ensure proper medical aid to those who are affected. • Documentation of damage/ casualties / losses. • Make record of fire fighting facilities used. • Investigate into the cause of fire in collaboration with investigating officer and suggest remedial measures for future.

B.5.2 Assistance from Deputy Commissioner of Police, Ballari

During Emergency • Rush to the site of emergency on call by DC. • Be in regular contact of control room and Deputy Commissioner. • Take charge of fire fighting/ rescue and evacuation operation with rescue team. • Arrange to send the Injured/ affected persons to hospitals.

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• Arrange to control the traffic by cordoned off/ barricade the affected area. • Maintain the law and order in the area. • Arrange to guard the public property in the evacuated area. • Search the affected area for injured/ affected person and causalities in the unit and outside the unit. • Report all significant development and activities to D.C. • Take/ preserve evidences. • Arrange to deal with casualties. • Assist the medical services & the fire fighting team.

After Emergency • Arrange for the rehabilitation of evacuated person. • Arrange to put the traffic to normal. • Communicate the situation to general public. • Arrange to give information of Injured/ affected personals and casualties to their relatives. • Keep the record of injured / casualties. • Set up communication center to give information to the relatives of affected persons. • Keep watch on law and order situation.

B.5.3 Assistance from Medical Officer, Ballari

DURING EMERGENCY BY MEDICAL DEPARTMENT

• On getting information rush to the hospital. • Arrange for relevant emergency medicine, blood and antidote in sufficient quantity. • Keep in constant touch with D.C./SP/ AD to know the scale of emergency and no. of people affected. • Send the medical crew and ambulances to the affected site for onsite medical aid. • Ensure the arrival of all medical staff to their pre-assigned locations. • Inform the various hospital to arrange for immediate medical aid. • Direct the injured / affected people to different hospital as per premedical plan. • Arrange for the treatment for injured and affected person. • Take account of the persons attended in the hospitals and admitted for treatment. • Deal with causalities. • Inform any development or change to Deputy Commissioner.

AFTER EMERGENCY BY MEDICAL DEPARTMENT

• Take account of the affected / admitted persons. • Arrange for the treatment of the side effects (long term) • Research for any kind of chronic disease/ epidemics after the incident due to long term effect of chemicals. • Attend the injured people in hospital. • Report all significant development to D.C. • Arrange to release the people after treatment. • Record all developments/ treatment given during emergency. • Give preventive advice and medicine to public. • Advise the people and district authorities to take particular precaution related with health, in future i.e. preventive measures and medicine. • Arrange medical camps in affected area for the treatment of general public and study purpose. • Ensure the availability of essential/ life saving drugs in affected area. • Arrange for follow up medical examination.

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B.5.4 Assistance from Environmental Officer, Ballari • On receipt of information officer of the Pollution control board shall proceed to the affected site. • Conduct investigation including collection of data. • Ensure that the spills have been totally contained with no further damage possible to humans and environment. • In the case of any contamination to the environment, to arrange, with the help of the industry and other agencies, decontamination of the area. Further to declare the area fit for re-entry after the decontamination is completed. • In case of an environmental disaster, the pollution control board shall, based on the contaminant released in to the environment, carry out with the help of the industry and other agencies, such investigations as may be necessary to establish the degree of contamination. Arrange for suitable decontamination using resources available in the area as well as with the board

2.3. B.6 FINANCIAL ARRANGEMENT FOR DISASTER MANAGEMENT

Presently at Donimalai Complex, the Disaster Management / Emergency Preparedness Facilities are provided through the allocated funds to the concerned departments. Further, it is being planned to allocate a separate fund head for incurring expenses during the management of disaster.

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2.3. B.7: SUPPLIERS OF RESCUE EQUIPMENTS

B.7.1 SUPPLIERS OF FIRE FIGHTING EQUIPEMNETS: 1. M/s. Brijbasi Hitech Udyog Ltd. Delhi Agra Bye Pass Road, 2. M/s. Eco Fire Indusries 3. M/s. Vijayta Fire Service & Engg. Mathura – 281 004 (UP) Madr Park, Central Delhi, Delhi – 110 026. Delhi–110 008. B.7.2 SUPPLIERS OF RESCUE EQUIPMENTS RELATED TO HOSPITAL: Sl.No. Suppliers Item 01 M/s. Tata Motors Ltd., Bengaluru Ambulance and Mortuary van 02 M/S South India surgical Co Folding stretcher 25 A Street,Sri K.R road,Opp.Vani Vilas Hospital,Banglore Ramdev Pharmaceutical &Surgical Opposite Hotel Krishna palace, Station road,Hosapete-583201. 03 M/S MSPL Gases Limited Oxygen Cylinder Nehra Co Operative colony ,Hosapete -583201. 04 Shah Trading Co. First aid Box 10/9, Dasappa Building, D.V.K.L Yengar Rroad,Banglore-560053. 05 Unique Medicals Multipara Monitor #24,Ploice station Road, Basavanagudi,Banglore-26622862. 06 Unique Medicals Defibrillator #24, Police Station Road, Basavanagudi,Banglaore-26622862. 07 Bharath Hospitals Supplies, Ram Vihar, East Delhi-110092. Ventilator B.7.3 SUPPLIERS OF PERSONAL PROTECTIVE EQUIPMENTS: Sl.No. Name of Firm Item supplied 1 M/s Vinayaka Sales Corporation, Badravathi 1.Full body Harness 2.Forked Lanyard (Double) 3.Harness Steel Hook 4.Webbing Lanyard. 2 M/s Subham Safety Solutions, Visakhapatnam Arc protection suit 3 M/s SVS Industrial Needs, Hospet 1.Alluminised Apron (Coat Type) 2.Kevler Hand Gloves 3.Heat Resistance Face Shield 4.Ear Plugs 5.Flourescent Jackets 6.Safety Goggles 4 M/s Udyogi Plastics (P) Limited, Kolkata Safety Helmets 5 M/s. Utkal Industrial & Safety Product., Bhubaneshwar Dust Mask (Half Face Respirator) 6 M/s Divya Darsini & Company, Chennai 1.Leather Hand Gloves 2.Welders Hand Sleeve 3.Welders Leg Guard 7 M/s Aditya Enterprises, Hyderabad Leather Safety Shoes M/s JVG Corporation, Hyderabad 8 M/s Liberty Shoes Limited, Haryana Safety Rubber Ankle Shoes 9 M/s Venus Safety & Health Pvt. Ltd., Mumbai Ear Guard 10 M/s Usha Enterprises, Chennai Leather Hand Gloves 11 M/s ACME Protective Solutions Pvt.Ltd., Mumbai Rain Suits 12 M/s Industrial Components, Kolkata 1.Half Mask Respirators 2. Electrical Resistant Seamless Rubber Hand Glove

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Annexure No. 1:- MEMBERS OF STANDING CONSULTATIVE COMMITTEE Designation Telephone No. Office (landline/HAL) Residence (landline/HAL) Mobile Project Head 274624/2400 274627/2600 9425266310 Production Head 274654/2402 274647/2611 9449871040 Mines Manager-DIOM 274625 / 2425 274738 / 2792 9449871038 Mines Manager-KIOM 2469/274640 2868 9449871008 Head - OCSL Plant 2407/274653 2802 9448280840 Head- Material Management 2405 2871 9449864865 Head –M&S 2576/274014 2605 9425266422 Head of Pellet Plant 8100/274613 2943 9449871047 Head – Mining , DIOM 2409 / 274601 2957 9449871011 Head – Mechanical Services 2408/274605 2795 9449871014 Head – (Personnel) 2506/274638 2602 9425591803 Head – Electrical Services. 2461/275028 2661 9425266368 Head – Civil 2503/274644 2640 9449864862 Head – Environment 2421 2583 9490759646 Head – Hospital 2410 2610 9449844535/ 8088484677 Fire Officer 274118/2423 2793 9448274630 Safety Officer –DIOM 274625 / 2425 2823 9611732400 Safety Officer-KIOM 2469 2985 9480722845 Safety Officer-Pellet Plant 8078 2669 9448728901 AC – CISF –Security Officer 274642/2505 274622/2705 9449871015 GENERAL SECRETARY-DIOPEA 2570 2774 / 2758 9480046758 GENERAL SECRETARY-MMWU 2540 2754 / 2742 9448781725 Annexure No. 2:- MEMBERS OF ACTION COMMITTEE Designation Telephone No. Office(landline/HAL) Residence(landline/HAL) Mobile Production - Head 274654 / 2402 2611 9449871040 Mines Manager –DIOM 274625/2425 2792 9449871038 Mines Manager-KIOM 2469 2868 9449871008 Safety Officer –DIOM 274625/2425 2823 9611732400 Safety Officer-KIOM 2469 2985 9480722845 Safety Officer-Pellet Plant 8078 2669 9448728901 Fire Officer 274118/2423 2793 9448274630 Head - OCSL Plant 2407 2802 9448280840 Head –M&S 2576 2605 9425266422 Head of Pellet Plant 8100/274613 2943 9449871047 Head – Mining, DIOM 2409 / 274601 2957 9449871011 Head – Mechanical Services 2408 2795 9449871014 Head – (Personnel) 2506 2602 9425591803 Head – Electrical Services. 2461 2661 9425266368 Head – Civil 2503 2640 9449864862 Head – Environment 2421 2874 9490759646 Head – Hospital 2410 2610 9449844535/8088484677 AC – CISF -Security Officer 274642/2505 274622/2705 9449871015 DIOM Workmen Inspector– Electrical 9480279943 DIOM Workmen Inspector – Plant 9449136297 DIOM Workmen Inspector- Mining 9483899238 DIOM Workmen Inspector- Mechanical 7829795216 KIOM Workmen Inspector – Mining 9480568574

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Annexure No. 3:- EMERGENCY RESPONSE SUPERVISOR

S. No. LOCATION DESIGNATION WORKSITE TELEPHONE NO. 01 Admin Building Fire Officer 2423/2525/2753 02 Machine Shop Shift in charge.(Mech) 2483 Shift in charge.(Elec.) 2462 Section in charge(Mech) 2481 03 Engine Over Haul Shift in charge. (Mech) 2487 Shift in charge.(Mech) 2487 Shift in charge.(Mech) 2487 Section In charge(Mech) 2481 04 DIOM-Mining Mine Field Office In charge 2497, 2720 Dumper Platform In charge 2494 Blasting Section In charge 2493 05 Electrical Services Shift In charge 2460/2699 ERS In charge 2462/2830 Sub Station In charge 2464/2761 06 Crushing Plant-DIOM Section In charge/Shift In charge 2471/2477 07 Screening Plant Section In charge / Shift In charge 2478 / 2820 08 Loading Plant Section In charge/Shift In charge 2473/2479 09 KIOM-Mining Shift In charge 5120 10 KIOM-Crushing Plant Section In charge 5140 11. KIOM-Mech. Ser. Section In charge 5165

Annexure No. 4 FIRST AID/RESCUE PERSONS

Sl. No. Name UEC Department 1. S M Jagadeeshwar B2191 T&S 2. Dhiren Bhushan E1250 KIOM 3. K. N. Srinivasaiah D1772 Mining-Liaison 4. Suraj Kumar D2610 Mining 5. Vipin Kumar C7026 Mining 6. Rama Shankar Singh C8680 T&S 7. Raj Kiran Singh C4064 Mining 8. Balakishan Daravath C4205 Mining 9. Dasari Suresh C4250 Mining 10. Ravikumar G D3074 CSR 11. Gundeaboina Yadagiri D3101 Materials 12. Marepally Pradeep Chandra A1410 Mining 13. Madhu Pepakayala A1411 Mining 14. Kuvar Bijendra Singh A1414 Mining 15. Standly Kanikraj D3080 Mining 16. M Joseph Raj D3095 Materials 17. Bapudev Mahanta D3097 Materials 18. Asif Sarkhar Khan D3098 Mining 19. George Thomas N T D1779 Mining 20. Md. Khursid Seikh D3075 Mining 21. Trishant Khatri A1301 Mining 22. Poli Naveen Kumar D3094 Mining 23. Shankara Murthy K C3092 T&S

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24. T Vinay Kumar D3083 T&S 25. Maruthi D2191 Mining 26. G V Satyanarayana Rao D2519 Mining 27. G Devendrappa D2412 Mining 28. B Kumarappa D1846 Mining 29. Mallikarjuna N D1913 Mining 30. Ramesh Kumar Tekam B1363 KIOM 31. Abraham Tigga B1576 KIOM 32. Rajkumar Manda D2755 KIOM 33. Madhusudhan Vadali D2776 KIOM 34. Prasad S K E1222 KIOM 35. Anantha Devanatha Pipare E1224 KIOM 36. Sarada Prasad Sahoo D3081 KIOM 37. Suresh Kumar D3082 KIOM 38. Ramesh D3085 KIOM 39. Prashanth Vidam D3092 KIOM 40. Tapan Kumar Sethy D3100 KIOM 41. Vivek Chebolu A1413 KIOM 42. Jayant Kumar A1548 KIOM 43. Malleshi N D3086 KIOM 44. Kamlesh Tanwar D3090 KIOM 45. Jayanta Kumar Sahu D3091 KIOM 46. Rahim Khan Pattan D3088 KIOM 47. Ramesh Basappa Vadar D3104 KIOM 48. A Mounesh Achar D1804 Mech Ser 49. Marihulugappa D1868 Mech Ser 50. G S Venkateshappa D2458 Mech Ser 51. Y Darukesh D2037 Mech Ser 52. Wilson Fernandez D2630 Mech Ser 53. M Avinash D2631 Mech Ser 54. R Nagraj D2632 Mech Ser 55. K B Shivakumara D3187 Mech Ser 56. Lingaraja D3197 Mech Ser 57. Prakash Chowgule D2636 Mech Ser 58. P Nagraj D2133 Screening Plant 59. S Murulidhara D1844 Screening Plant 60. U Honnurappa D2038 Screening Plant 61. K Nagaraj D1995 Screening Plant 62. Satish Kumara D2233 Loading Plant 63. Ashok Biradar D1929 Loading Plant 64. V Chennabasappa D1930 LP (Electrical) 65. S Nagaraj D2693 LP (Electrical) 66. T Nagaraja D2660 CP (Mechanical) 67. Imtiayaz Ahmed D1848 Electrical Services 68. H N Papanna D2192 Electrical Services 69. K Hanumantha Rao D1800 Electrical Services 70. B Honnurswamy D1869 Liaison 71. K Siddaramappa D2015 Materials Management 72. B G Shivakumaragouda D2298 Materials Management 73. G Basavaraj D2811 Finance

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74. Venkateshwaralu D2910 Vigilance 75. R G Mallikarjuna D1525 Civil 76. Allabaksh D1650 Civil 77. O P Rajora M0228 Pellet Plant 78. Rakesh Kumar D3151 Elec Plant 79. Chethan B D3182 Elec Plant-KIOM 80. K Parashurama D3147 Elec Plant 81. B K Murali Babu D3021 KIOM 82. M Krishna Murthy D3040 KIOM 83. Girish Chandra Naik D3037 KIOM 84. Gavi Siddappa D2307 Civil 85. G Yogesh D2379 Civil 86. Sharoon Kumar Rai D3181 Pellet Plant 87. N Jagadheesh D2633 Mech Ser 88. S Sudheer D2705 Mech Ser 89. P Ravindranath D2662 Mech Ser 90. N Rajappa D2315 Mech Ser 91. Veeresha S M D2921 Mech Ser 92. G M Mohan D2941 Mining 93. Ravi Hoogar D3172 Mining 94. Malleshwar D2849 Mining 95. Vijaya Kumar D3043 Mining 96. H Nagaraj D1936 Mining 97. Mallikarjuna D D2395 Mining 98. M.H Parasuram D1808 Mining 99. G Nagaraju D2841 Electrical Services 100. J G Mallikarjuna D2695 Electrical Services 101. M Siddalingaswamy D2829 Electrical Services 102. V Pradeepa D3178 Mech Plant 103. K Praveen Kumar D3202 Mech Plant 104. Raja D D3017 Mech Plant 105. Bhukke Vijayabaskar D3143 Elec Ser 106. Dasu Rajesh Babu A1540 Elec Ser 107. P S Kumaraswamy D3154 Mech Plant (S/P) 108. Nunkesha H D2932 Mech Plant(S/P) 109. Anil Kumar Singh D3128 Mech Plant(S/P) 110. Hrudananda Mirdha A1403 Mech Plant(S/P) 111. Balaram V B D2149 KIOM 112. Anjanayya D2963 Mech Ser 113. Bhaskar P D1512 Mech Ser 114. Nissar Ahamed D3224 Mech Plant 115. Khaneppa K D2736 Mech Plant 116. Ganesh G M D2856 Mech Ser 117. Arjun Singh D2881 Mech Plant 118. Huliraju M E D2975 Material 119. Md Sulaiman Khalid D2989 Mining 120. Nagesh J N D3033 Chemical 121. Pranab Majhi C4544 Chemical 122. Thippeswamy S M S D2914 KIOM 123. Mailvanan T D3014 Elec Plant

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124. S Sathish D3135 Elec Plant 125. Prakash Mistry D3171 Pellet Plant 126. B Prathap D3120 Pellet Plant 127. Bhupender Onker D3207 Mech Plant(C/P) 128. S Kumara Gowda D3195 Mech Plant(C/P) 129. Bharghu Var Jangid A1376 T&S, Env. 130. Sunita K Kulkarni D2216 T&S, Env. 131. Sajitha P K D2795 Finance 132. B Manjunatha Swamy D3149 Elec Ser 133. Ranjit Eknathrao Dhiware D3073 Materials 134. Vitesh Kumar Bairwa A1228 KIOM 135. Manas Ranjan Behera D3246 KIOM 136. Shivakumara H D3006 Materials 137. Goudara Parameswara D2955 Mech Plant 138. Nagaraja M D1988 Elec Plant 139. Dipanjan Kundu D3138 Elec Plant 140. Shivanna K M D2683 Mining 141. Manjunatha D S D3210 T&S, Env. 142. Nasir Khan D2715 Elec Plant 143. Nagaraj E D2917 KIOM 144. Vinod Sunil Kumar A D2739 Mining 145. Swapnil Dhembare A1382 Indl Engg 146. Dhiraj D Dharmik D2808 Civil 147. Narendra Pusaji Ramteke D3250 T&S, Env. 148. Manish A1405 Mining 149. Somashekhara B D2685 Mech Ser 150. Rajesh Kumar Verma A1298 Mining 151. Nitin Kumar Upadhyay A1546 Mech Plant 152. Debtanu Bhuiya A1268 Elec Plant 153. Barakeru M Ramesh D2701 Elec Plant 154. Thippeswamy K D2696 Elec Plant 155. C M Mahesh Kumar D3153 KIOM 156. Mohammed Idris D2382 Mining 157. Jambugeswaran A D3141 Elec Ser 158. Ajay Kumar Rathore A1146 Elec Plant 159. Dr. Swarupa Padhi D3077 Medical 160. Madhurima Murthy C3105 Medical 161. Guddeti V S Ramakrishna A1385 Materials 162. Bheemasena Setty A D1461 KIOM 163. Sekhar C D1819 Elec Plant 164. Sivarudra Gowda B D1520 Mech Ser 165. Nagaraj K D1995 Mech Plant 166. Gopalakrishnan P D2182 Mining 167. Manjunatha Desai D3186 Pellet Plant 168. Venugopala M D2725 KIOM 169. Lobo Celine D2262 Elec Ser 170. M S Pravin C4495 Civil

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Annexure No. 5:- FIRE FIGHTING PERSONS

Sl.N Name Desgn. Port Folio P&T Mobile No Dept. Phone o. 1. K N Srinivasaiah AGM(Min) Fire Officer 9448274630 2423/2793 2. Abraham Tigga AGM(Min) Fire Captain 9480849213 2406/2644 3. H N Papanna Sr. Elec - II Fire Man 274351 9481568055 2462 4. G Devendrappa Sr. HEM Optr-II Fire Man 275132 9483421591 2720 5. R Ramesh Sr. HEM Optr-1 Fire Man 274999 9480723330 2495/274999 6. M Jagdish MHEMO-I Fire Man 274247 9449535932 2486 7. T Kumarappa MCO-II Fire Man 9902738370 2575 8. Arjun Singh TCO Fire Man 9741173719 2477/274193 9. M.E. Huliraju TCO Fire Man 9449498578 2455 10. S Saleem Basha TCO Fire Man 9480399212 2492 11. Anjanayya TCO Fire Man 9740260361 2489 12. G M Ganesh TCO Fire Man 9483849319 2489 13. K Khaneppa MCO-II Fire Man 9449950651 2478 14. G M Mohan HEM Opt-III Fire Man 9008030439 2495 15. Nissar Ahamed MCO-I Fire Man 9148405538 2478 16. Sulaiman Khalid TCO Fire Man 7353440551

Annexure No. 6:- LIST OF PERSONS MISSING

Sl. No. Name Designation Place of work Signature of Emergency Response Supervisor

Annexure No.7:- EMERGENCY TELEPHONE CALL REGISTER FORMAT

Sl. No. Date Time of Incoming/ Person called or Tel. No. of Signature of Outgoing Call Calling 0utgoing Register Keeper calls/Incoming Calls

Annexure No. 8:- LIST OF PERSONS KILLED/SERIOUSLY INJURED

Sl. No. Name Designation Nature of injuries or Signature of cause of death. Medical Officer

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Annexure No. 9:- LIST OF OBSERVERS

Contact Number Name Shift Designation Residence Office

Annexure No. 10:- ALLOCATION OF ROOMS

1. Operation Control Room Site Office/Time Office of Area concerned 2. Casualty Room Project Hospital 3. Mortuary Project Hospital. 4. Public Relations, Police, Press Annexe Office of Time Office/Canteen/ Guest House

Annexure No. 11:- CONTACT NUMBERS OF CONTROL ROOM AT DONIMALAI COMPLEX

Designation Telephone No. Office Residence Mobile (landline/HAL) (landline/HAL) SANJEEV SAHI 274618/2401 2600 9425266310 P. RAMAIYAN 274654/2402 2611 9449871040 S K BANSODE 274638/2506 2602 9425591803 S.M. JAGADEESHWAR 274625/2425 2792 9449871038 DHIREN BHUSHAN 271051/ 2469 2868 9449871008 K. N. SRINIVASAIAH 274118/2423 2793 9448274630 SURAJ KUMAR 274601/2409 2691 9449871011 SHASHI SEKAR 2896 2639 9480849210 K.SRINIVASA RAO 2829 2845 9449844521 B K KHAMARI 2440 2842 9481161595 V MADHUSUDHAN 2469 2689 9480722845 AC-CISF 2444 / 2505 2705/2751 9449871015 GENERAL SECRETARY-DIOPEA 2570 2774 / 2758 9480046758 GENERAL SECRETARY-MMWU 2540 2754 / 2742 9448781725 Annexure No. 12:- LIAISON WITH GOVT. OFFICIALS SL. CONCERNED OFFICIAL CONTACT NUMBERS NO. OFFICE RESIDENCE MOBILE 01 Deputy Commissioner, Bellary 08392-230000 08392-277300 02 Superintendent of Police, Bellary 08392-254870 8392-258300 03 Deputy Conservator of forests, 08392-2240797 8762801602 Ballari 04 Director of Mines Safety 08392-240614 08392240491 7903014806 Dy. Director of Mines Safety 08392-240614 08392240491 9471192357 05 Fire Officer, Sandur 08395-260101 06 Regional Office, KSPCB, Bellary 08392-267514 9980807042 07 Tahasildar, Sandur 08395-260241 08 Police Station, Sandur 08395-260249 09 Range Forest Officer, Sandur 08395-260974 9448682121 10 Fire Station, Sandur 08395-260101 11 Fire Station, Bellary 08392-266001 12 Fire Station, Kudligi 08391-216101.

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Annexure No. 13:- ASSISTANCE FROM OUTSIDE

Designation Mine/Organisation Telephone No. Mobile Off Mines Manager Ms. SMIORE 9448497915/9448497955 Fire Officer Sandur Fire Station 08395-260101 Safety Officer JVSL, Toranagallu 250120 to 30

Annexure No. 14:- PROTECTIVE EQUIPMENTS

Sl. No. Equipments Used for protecting 1. Leather Gloves Hands 2. Rubber Gloves Hands 3. Safety Goggles (Plain) Eyes 4. Welding Glasses (Plain) Eyes 5. Welding Glasses (Black) Eyes 6. Welding Screen Handset Eyes 7. Safety Goggles (Black) Eyes 8. Dust Mask Lungs 9. Gum Boots Foot 10. Safety Shoes Foot 11. Safety Belt Full Body 12. Leather Apron Body 13. Safety Helmet Head 14. Ear Plug Ears 15. Ear Muff Ears Annexure No. 15:- LIST OF HOSPITALS FOR EMERGENCY

Sl. Name of Hospital Address Designation Contact Number No. Res. Off. 01 Project Hospital Donimalai CMA 08395-274631 08395-274651 02 Government Hospital, Sandur Medical Officer- 08395-260360 Sandur Incharge 03 VIMS, Bellary Bellary Superintendent 08392-235251 04 Sanjeevani Hospital, Toranagallu Medical Officer- 08395-250700 JSW, Toranagallu Incharge

Annexure No. 16:- FIRE EXTINGUISHERS’ LOCATION FIRE POINTS AT FIELD OFFICE AREA TYPE OF FIRE EXTINGUISHERS MF MF.50 WC CO2 DCP A F P S FIELD OFFICE(S - 1) (STANDS - 2) 4 1 FIELD OFFICE(S - 1) (STANDS - 2) 4 1 HILL TOP SUB STATION(S - 1) 4 2 HILL TOP CANTEEN 2 HILL TOP DIESEL BUNK(S - 1) 2 1 TOTAL 6 8 2 0

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FIRE POINTS AT TYPE OF FIRE EXTINGUISHERS SERVICE CENTRE AREA MF MF.50 WC CO2 DCP AFPS CRAWLER SHOP(S - 1) 4 1 1 C/SHOP WELDING M/C ROOM MACHINE SHOP(S - 1) 2 1 E.R.S 2 1 MINING OFFICE 2 DUMPER MAINT 2 SHOP(S - 1) DUMPER MAJOR 2 REPAIR SHOP(S - 1) DOZER SHOP(S - 1) 2 TOTAL 12 6 2 0 TYPE OF FIRE EXTINGUISHERS FIRE POINTS AT MAIN STORE (HILL TOP) MF MF.50 WC CO2 DCP AFPS NEAR OIL SHED (S - 1) 2 TYRE,C-WASTE,SHED(S - 1) 2 AT THE ENTRENCE OF M/STORE(S - 1) 2 AT RECEPTION SECTION 2 ISSUE SECTION 1 1 HEM SPARES SECTION 2 1 1 TOTAL 9 0 1 4 0 TYPE OF FIRE EXTINGUISHERS FIRE POINTS AT CRUSHING PLANT AREA MF MF.50 WC CO2 DCP AFPS DUMPER PLOT FORM(S - 1) 2 CRUSHER AREA 2 LUBRICATION AREA(s - 1) 2 CONTROL ROOM/ PLC CONTROL ROOM 1 3 SECONDARY 108 CON 2 SEC/CRUS HEAD END 1 MECH. OFFICE( S - 1) 2 PUMP HOUSE IV STAGE 1 TUNNEL ENTERENCE(S - 1) 2 TUNNEL INSIDE 2 1 TOTAL 15 1 1 4 0 TYPE OF FIRE EXTINGUIOSHERS FIRE POINTS AT SCREENING PLANT AREA MF MF.50 WC CO2 DCP AFPS TIPPER TAIL END 1 TIPPER HEAD END 1 CONTROL ROOM 1 1 NEAR TRANSFERMARS 6 BELOW CONTROL ROOM(S - 1) 2 1 PRIMARY SCREEN 1 1 CONVEYOR 210 1 SLOW FEED CLASIFIER 2 1 ELE. PLC ROOM 5 P - ROOM 1 1 H - ROOM 1 Q - ROOM 1 TOTAL 7 3 7 11 0

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FIRE POINTS AT TYPE OF FIRE EXTINGUISHERS MAGAZINE AREA MF MF.50 WC CO2 DCP AFPS MAGAZINE No. 1 (S - 1) 2 1 MAGAZINE No. 2 (S - 1) 2 1 MAGAZINE No. 3 (S - 1) 2 1 MAGAZINE No. 4 (S - 1) 1 1 1 EXPLOSIVE VAN No.KA35 A 2606 2 EXPLOSIVE VAN No.KA35 A 2607 2 EXPLOSIVE VAN No.KA35 A 7084 2 EXPLOSIVE VAN No.KA35 A 7176 2 TOTAL 7 3 0 2 8 FIRE POINTS AT TYPE OF FIRE EXTINGUISHERS VALLEY AREA MF MF.50 WC CO2 DCP AFPS DIESEL BUNK(S - 1) 2 1 OLD VTC 6 IN FRANT OF V/STORE (S-3) 6 V/STORE GAS GODOWN(S-1) 2 V/STORE USED OIL SHED(S-1) 2 V/STORE SCRAP GODOWN(S-1) 1 V/STORE CHEMICAL GODOWN 1 V/STORE TYRE GODOWN 1 V/STORE RECEPT HALL 1 V/STORE OFFICE HALL 1 V/STORE UPS - ROOM 1 CHEMICAL LAB(S - 1) 2 2 AUTO GARAGE(S - 1) 5 1 V/CANTEEN 1 W.T.PLANT ENTRENCE(S - 2) 2 AT SAND FILTER BED 1 AT 3 B MOTOR ROOM 1 AT 3RD STAGE PUMP HOUSE 1 TOTAL 19 16 6 FIRE POINTS AT TYPE OF FIRE EXTINGUISHERS LOADING PLANT AREA MF MF.50 WC CO2 DCP AFPS K.ROOM 1 CCTV CONTROL ROOM 1 M.ROOM 1 1 R.ROOM 1 L.ROOM END 2 CONTROL ROOM(PLC) 5 1 LUMP ORE STOCKER 1 FINE ORE STOCKER 1 2 NEW RECLAMER 2 NEW LOADER 1 1

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RECLAMER - OLD 1 509 CONVEYOR 2 S.ROOM 1 MECHANICAL OFFICE 2 MACHINE SHOP 1 1 TOTAL 6 16 7 FIRE PIONTS AT ADMIN. TYPE OF FIRE EXTINGUISHERS BUILDING AREA

MF MF.50 WC CO2 DCP AFPS

C I S F . MAIN CHECK POST(S - 1) 2 NEW VTC 2 FIRE STATION(S - 1) 1 1 PETROL BUNK(S - 1) 2 OUT SIDE ADMIN. BUILDING(S - 1) 2 PERSONNEL SECTION 2 FINANCE SECTION 2 INSIDE PLANT HOD OFFICE 1 TELE PHONE EXCHANGE 1 C & IT SECTION 3 ADMIN BUILDING FIRST FLOOR HALL 1 ADMIN BUILDING FIRST FLOOR . 2 ADMIN BUILDING SECOND FLOOR . 2 ADMIN BUILDING CANTEEN 1 TOTAL 7 1 17 0 TYPE OF FIRE EXTINGUISHRES FIRE POINTS AT MF.5 TOWN SHIP AREA MF 0 WC CO2 DCP AFPS SUB STATION(S - 3) 2 2 NEW SUB STATION 8 DIESEL GENERATOR(S - 2) 1 4 4 CISF BARRECK(S - 1) 1 1 ICH/CANTEEN - ET - HOSTAL 1 NMDC ECOPS N/B 5 NMDC ECOPS S/B 2 GAS GODOWN(S - 1) 2 1 2 ELEC.MAINT.OFFICE 2 1 GUEST HOUSE(S - 1) 2 1 IN FRANT OF KV SCHOOL(S - 1) 2 IN CHEMICAL LAB(KVS) 1 AT OFFICE ROOM(KVS) 1 AT PRI.COMPUTER SECTION(KVS) 1 KANNADA SCHOOL(S - 1) 2 HEAD MASTER'S ROOM(KS) 1 PROJECT HOSPITAL(ENTRENCE) 2 PROJECT HOSPITAL(X-RAY ROOM) 1 PROJECT HOSPITAL(LABORATORY) 1 PROJECT HOSPITAL(O T) 1 PROJECT HOSPITAL(MALE WARD) 1 PROJECT HOSPITAL(FEMALE WARD) 1 PROJECT HOSPITAL(PT) 1

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PROJECT HOSPITAL - STORE 1 PROJECT HOSPITAL(OHS) 1 PROJECT HOSPITAL(CANTEEN) 1 CIVIL MAINT.OFFICE(S - 1) 2 TOTAL 14 41 8 0 FIRE POINTS AT TYPE OF FIRE EXTINGUISHERS SHOVELS MF MF.50 WC CO2 AFPS DCP BE – 1 INST 1 BE – 2 INST 1 HS – 3 INST 1 HS – 4 1 INST 1 HS – 5 1 INST 1 HS – 6 INST 1 BHS – 7 INST 2 BHS – 1 INST 1 F.E.L.2 INST 1 TOTAL 2 0 10 FIRE POINTS AT TYPE OF FIRE EXTINGUISHERS DUMPERS MF MF.50 WC AFPS CO2 DCP HP - 4B INST 1 HM - 8A INST 1 BH – 14 INST 1 BH – 15 INST 1 BH – 16 INST 1 BH – 17 INST 1 BH - 21B INST 1 TYRE HANDLER 1 WS – 1 INST 1 WS – 2 INST 1 WS – 3 INST 1 TOTAL 0 0 11 FIRE POINTS AT DRILLS TYPE OF FIRE EXTINGUISHERS MF MF.50 WC AFPS CO2 DCP BD - 3A 1 INST BD - 4A INST 1 BD - 5A 2 BD - 6A INST 2 BD - 7(R.C.E) INST 1 TOTAL 3 0 4 TYPE OF FIRE EXTINGUISHERS FIRE POINTS AT DOZERS MF MF.50 WC AFPS CO2 DCP D - 1B INST 1 D - 2A INST 1 D - 3A 0 1 D – 4 INST 1 D - 4A INST 1

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D - 5A INST 1 D - 6A INST 1 D – 7 INST 1 WD – 1 INST 1 WD – 2 INST 1 JCB INST 1 TOTAL 0 0 11

FIRE PIONTS AT PELLET PLANT TYPE OF FIRE EXTINGUISHERS AREA 1 MF MF.50 WC CO2 DCP AFPS ADMIN BUILDING OFFICE 3 CANTEEN 1 2 KIOCL OFFICE 2 MRSS - SUB STATION (AUX - 1) 1 1 MRSS - SUB STATION (AUX - 2) 1 1 SUB STATION MAIN OFFICE 1 BUB STATION OFFICE - 2 1 SWITCH GEAR ROOM 2 GALARY 2 LT SWITCH GEAR ROOM 3 1 STORE ROOM 1 GISS - SUB STATION 1 2 PELLET PLANT STORE 4 LSHS UNLOADING POINT 1 1 2 TOTAL 2 0 0 18 14 0

FIRE PIONTS AT PELLET PLANT TYPE OF FIRE EXTINGUISHERS AREA - 2 MF MF.50 WC CO2 DCP AFPS MRS(MECHANICAL REPAIR SHOP) 7 NITROGEN BUILDING 2 COMPRESSOR HOUSE 2 1 ECR – 50 1 PCI(PELVERISED COAL INJECTOR) 2 PCI(HAGG) 1 ROTARY KILN HYDRAULIC ROOM 1 1 1 MECHANICAL CUBBOARD PELLET PT 3 PUMP HOUSE (ECR - 51) 1 4 ECR - 42 1 1 BENTONITE/AGS 1 1 1 PROPOTIONATE BUILDING 1 TOTAL 3 3 2 10 15 0

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FIRE PIONTS AT PELLET PLANT TYPE OF FIRE EXTINGUISHERS AREA - 3 MF MF.09 WC CO2 DCP AFPS ECR - 48 - GPOUND FLOOR 3 4

ECR - 48 - FIRST FLOOR 1 ECR - 48 - SECONDFLOOR 3 6 ECR - 48 -THIRD FLOOR 2 ECR - 49 1 BALL IN BUILDING 1 D.FOG SYSTEM COMPRESSOR ROOM 1 1 LABORATORY - GROUND FLOOR 2 LABORATORY - FIRST FLOOR 1 LABOTATORY - SECOND FLOOR 1 1 TOTAL 0 0 0 11 17

TYPE OF FIRE EXTINGUISHERS FIRE PIONTS AT PELLET PLANT AREA - 4 MF MF.50 WC CO2 DCP AFPS ECR - BENEFICIATION PLANT 5 1 BP - OPERATION CONTROL ROOM 5 2 MCC 5 NEAR PUMP HOUSE 1 TOTAL 0 0 0 11 3 0

FIRE PIONTS AT KIOM TYPE OF FIRE EXTINGUISHERS AREA - 1 MF MF.50 WC CO2 DCP AFPS

MRSS - 33KV/6.6KV SUB STATION 12 PUMP HOUSE 1 MINING OFFICE 2 MINING CANTEEN 2 MTSS CONTROL ROOM 1 WHETHER MONITORING ROOM 1 TELE COMMUNICATION ROOM 1 FIRST AID ROOM 1 TOTAL 0 0 0 21 0 0

FIRE PIONTS AT KIOM TYPE OF FIRE EXTINGUISHERS AREA - 2 MF MF.50 WC CO2 DCP AFPS

S/C DISTRIBUTION TRANSFERMER 2 S/C SWITCH GEAR ROOM 4 ERS 6 TOTAL 0 0 0 12 0 0

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FIRE PIONTS AT KIOM TYPE OF FIRE EXTINGUISHERS AREA - 3

MF MF.50 WC CO2 DCP AFPS

SERVICE CENTRE BAY - 1 1 1 SERVICE CENTRE BAY - 2 1 1 SERVICE CENTRE BAY - 3 1 1 SERVICE CENTRE BAY - 4 1 1 1 SERVICE CENTRE BAY - 5 2 TOTAL 6 0 1 1 3 0 TYPE OF FIRE EXTINGUISHERS FIRE PIONTS AT KIOM

AREA 4 MF MF.50 WC CO2 DCP AFPS FIELD OFFICE 2 MAIN STORE 4 CISF SECURITY ROOM 1 PANEL BOARD ROOM 1 1 DIESEL BUNK 4 1 HOCL FILLING POINT 4 TOTAL 8 0 1 8 1 0 TYPE OF FIRE EXTINGUISHERS FIRE PIONTS AT KIOM

AREA 5 MF MF.50 WC CO2 DCP AFPS B - BLOCK MINING OFFICE 2 B - BLOCK DISPATCH WEIGH BRIDGE(B2& 2 B3) B - BLOCK PRODUCTION WEIGH BRIDGE 1 C - BLOCK DISPTCH CONTROL ROOM 2 C - BLOCK DISPTCH WEIGH BRIDGE(CD 2) 1 C - BLOCK DISPATCH WEIGH BRIDGE(CD3) 1 C - BLOCK DISPATCH WEIGH BRIDGE(CD 4) 1 C - BLOCK DISPATCH WEIGH BRIDGE(CD 5) 1 C - BLOCK DISPATCH WEIGH BRIDGE(CD 6) 1 C - BLOCK DISPATCH WEIGH BRIDGE(CD 7) 1 C - BLOCK PRODUCTION WEIGH BRIDGE(OLD 1 CP 1) C - BLOCK PRODUCTION WEIGH 1 BRIDGE(NEW CP 1) C - BLOCK PRODUCTION WEIGH 1 BRIDGE(NEW CP 3) C - BLOCK PRODUCTION WEIGH 1 BRIDGE(NEW CP 5) TOTAL 0 0 0 13 4 0 TYPE OF FIRE EXTINGUISHERS

FIRE PIONTS AT KIOM AREA 6 W MF MF.50 C CO2 DCP AFPS DUMPER PLAT FORM 2 3RD FLOOR 2 2ND FLOOR 2 4 2ND FLOOR CONTROL ROOM 1 2ND FLOOR PLC ROOM 1

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2ND FLOOR UPS ROOM 2 2ND FLOOR CONTROL ROOM ENTRENCE 2 1ST FLOOR PANEL ROOM 6 1 TOTAL 4 0 0 14 5 0 TYPE OF FIRE EXTINGUISHERS FIRE PIONTS AT KIOM

AREA 7 MF MF.50 WC CO2 DCP AFPS BELT FEEDER 708 2 708 AREA WELDING SPOT 1 CRUSHING PLANT TRANSFORMER ROOM 2 CRUSHING PLANT OFFICE 2 S/C MOTOR AND PANEL BOARD 2 718 BELT CONVEYOR NEAR ILMS 2 719 BELT CONVEYOR 10 DFDS - DOWN HILL DRY FOG 2 PUMP HOUSE 2 TOTAL 10 0 0 15 0 0 TYPE OF FIRE EXTINGUISHERS FIRE PIONTS AT KIOM

AREA 8 MF MF.50 WC CO2 DCP AFPS D/H SUB STATION TRANSFORMER - 1 1 D/H SUB STATION TRANSFORMER - 2 1 D/H SUB STATION TRANSFORMER - 3 1 D/H SUB STATION TRANSFORMER - 4 1 SS - 1 MCC ROOM (GROUND FLOOR) 4 VFD ROOM (FIRST FLOOR) 11 BELT CONVEYOR 723 MOTOR ROOM 2 KIOM PARKING STATION - 1 2 BELT FEEDER 720 2 SACRIFING CONVEYOR (BC) 721 2 TOTAL 0 0 0 27 0 0 TYPE OF FIRE EXTINGUISHERS FIRE PIONTS AT KIOM

AREA 9 MF MF.50 WC CO2 DCP AFPS NEAR SS - 2 - SUB STATION TRANSFORMERS 4 SS - 2 - SUB STATION GROUND FLOOR. 6 SS - 2 - SUB STATION FIRST FLOOR ENTRENCE. 2 SS - 2 - SUB STATION FIRST FLOOR CORRIDOR 1 FEFT SIDE WALL. SS - 2 - SUB STATION FIRST FLOOR IN FRANT OF 2 AC & VENTILATION PANEL ROOM. SS - 2 - SUB STATION FIRST FLOOR IN FRANT OF 4 VFD ROOM SS - 2 - SUB STATION FIRST FLOOR PLC ROOM. 2 SS - 2 - SUB STATION FIRST FLOOR AC 2 COMPRESSOR ROOM. TOTAL 0 0 0 23 0 0

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TYPE OF FIRE EXTINGUISHERS FIRE PIONTS AT KIOM

AREA 10 MF MF.50 WC CO2 DCP AFPS SS - 3 - SUB STATION MCC ROOM 4 PUMP HOUSE - 02 - NEAR SS - 3 1 PARKING STATION 2 GROUND FLOOR 2 PARKING STATION 2 F/F(TOP FLOOR) 2 CONVEYOR 723 DISCHARGE END 2 CONVEYOR 723 BEND PULLEY 2 CONVEYOR 723 TAKE UP PULLEY 2 BELT FEEDER 725 2 BELT CONVEYOR 727 RECEIVING END 2 BELT CONVEYOR 727 300 MTRS LENGTH 10 BELT CONVEYOR 727 DISCHARGE END 2 TOTAL 14 0 0 17 0 0

TYPE OF FIRE EXTINGUISHERS FIRE PIONTS AT KIOM

AREA 11 MF MF.50 WC CO2 DCP AFPS COVEYOR TRALLEY No.1 2 CONVEYOR TRALLEY No.2 2 TOTAL NOTE: 0 0 0 4 0 0

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2.4 DISASTER MANAGEMENT PLAN FOR HAMPI WORLD HERITAGE AREA 2.4.1 Context

The historical monuments and heritage structures in Hampi world heritage site have over the years witnessed structural weakness, erosion, degradation and fraught with inadequacy in the basic infrastructure needed for rising population, which made them vulnerable to different natural and man disasters. In the recent years, disasters both natural and man madeare causing widespread damages and losses. Hence, the Disaster Mitigation and Management Plan as per the provisions of Disaster Management Act-2005 is prepared in order to ensure disaster resilience and minimize the extent of losses and damages the monuments are subjected to.The Disaster Management is the sole responsibility of Government with participation of all other stakeholders.

In order to stress the significance and streamline the systematic management of disasters, the Government of India on 23rd December, 2005 has passed the Disaster Management Act-2005. The Act clearly lays down the roles and responsibilities of the Government and other stakeholders describing them over 11 chapters and 79 sections, each giving set of guiding principles and procedures for the Centre, State, District and Local administrations. It is seen over the years that the heritage monuments of Hampi have witnessed progressive damages and degradation due to natural and man-made disasters, thereby giving an alarming warning to the Authorities concerned, to initiate preventive and mitigation measures by involving the key agencies like HWHAMA, the line Departments and community. The Heritage Disaster Management Plan of Hampi as per the provisions of the DM Act 2005 comes under the jurisdiction of the District Administration of Bellary and Koppal, since the heritage site spreads across these two districts in the talukas of Hospete and Gangavathi. 2.4.2 Hazard, Risk and Vulnerability Assessment a) Introduction Risk Management Plan aims to prevent or reduce the negative impacts of various hazards on the World Heritage Property. It is primarily concerned with reducing risks to the heritage values embedded in the property; its authenticity and integrity but also to human lives, physical assets and livelihoods. The protection and preservation of epigraphical resources of Hampi is the responsibility of the State Department of Archaeology and Museums (DAM). The DAM is a body under the Department of Tourism, Government of Karnataka. b) Methodology

From the field observations and survey, several risks owing to structural weakness and damages have been noticed. The vulnerability and risks are identified based on;

1. Gathering information on the past history of disasters at the World Heritage Site WHS. 2. Hazard mapping of the region helped in identifying the vulnerability of the site due to exposure. 3. Resource mapping to know the resources 4. Seasonality of disasters 5. HRVC Matrix Analysis 6. Failure mode analysis 7. Micro-zonation in order to understand localized vulnerabilities of various heritage attributes due to their location and resulting exposure to hazards, which are evaluated as low, medium, high and very high. 8. Risks owing to crowds and large congregations during Hampi Utsav 9. Vulnerabilities being evaluated as low, medium, high and very high.

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10. Risks to the site; their causes and evaluation of existing disaster preparedness measures for the site 11. Development of alternate disaster scenarios and their evaluation vis-a-vis probability of events and impacts on the site in general and specific heritage attributes in particular Coordination with various line departments needs be done to ensure that risks to various heritage attributes are addressed by the relevant departments. For example, risks to historic canals would require coordination with department of irrigation. c) Proneness to Various Types of Disasters

Time of Vulnerable Area Type of hazard Potential Impact Occurrence Entire dist/urban area etc Geological Hazards June- Damage to the monuments, road block, Hampi Circle (Core 41.8Sq Km Landslides and September life loss, loss to property and & Buffer zone 191Sq Km) Rock slides and environment Auchutraya Temple, Vittala Rock collapses Temple, Prakash

Nagar, Anagundi area and other low lying areas. Earthquakes Damage to the monuments, road block, Any time life loss, loss to property and Core and buffer zone environment. Illegal quarry Any time Cracks, dust accumulation, collapse of operations monuments and other structures, damage (Building stone to crops and vegetations, effect on Core and buffer zone & Sand) biodiversity (birds & animals), depletion of ground water etc.,

II. Water Submergence of monuments, temples, Purandaradasara Mantapa, and cultivated areas and settlements etc., Ancient Bridge, Kotilinga, June to Sept Climate Part of the low lying area related In and around Vittalla Temple, Hazards a)Flash 64 pillared mantapa b. Water logging June to Sept Widening of the fractures/cracks in the Royal enclosure, Krishna monuments, temples, temple, Achutaraya temple, Virupaksha temple and other Inundation of cultivated areas and low lying areas. Sub surface settlements, spreading of viral diseases, drainage system, Pathways, blockage of sub surface drainage system, roads. path ways etc., c. Heat waves Summe Development of Cracks in rock boulders, Core and Buffer zone r and monuments, expansion & contraction of winter joints d. Wind June to Aug Erosion in natural boulders and monuments Core and Buffer zone etc.,

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Time of Vulnerable Area-Entire Type of hazard Potential Impact Occurrence dist/urban area etc III. Fungus attack on monuments, Core and Buffer zone Biological Hepatitis –B, Malaria, Hazards Rainy and Dengue, chickengunya, EBOLA,COVID-19 a. Epidemic summer seasons disease HIV, Gastro intestinal disease etc., Cattle, trees and crops IV. Chemical and Any time Due to crushing units, Quarry Core and buffer zone industrial Hazards operations, movement of vehicles and industries. (All around the a. Air pollution Discharge of domestic sewage, monuments covering pesticides/fertilizer traces entering into rivers villages / hoblies / tandas and water bodies from the upstream b. Water towns/cities Improper municipal solid waste etc.,) Pollution c. Solid waste

V. Other Summer accidental Hazards. a. Road accidents b. Forest fire

c. Crop fire d. Bush fire Loss of life, damage and destruction of HWHS Buffer zone e. Stampede Hampi Utsava properties/monuments f. Bomb threat Summer Event routes of Hampi Utsav, g. Heavy Any time Large congregated areas road transpor t d) Risk Assessment Matrix

Probability Risk Preparedness Total High Med Low Non life Health High Med dis Low Poor Fair Good Score e disroption ruption dis Flood √ √ √ 18 Epidemic √ √ √ 16 Stampede √ √ √ 30 Bomb Threat √ √ √ 15 Structural √ √ √ 30 Damage/Collapse Electrical Accidents √ √ √ 30 Mass Casualty √ √ √ 30 Infant Abduction √ √ √ 18 Earthquake √ √ √ 6

Ballari District Disaster Management Plan-2020 138 e) Risks are mainly attributed to, • Heavy rainfall • Vandalism and looting • Fire • Epidemics • Quarrying and mining • land/rock slides • Communal violence and conflicts • Stampede • A private resort (under the name of a guest house) came up in the core zone of the site resulting in heritage alteration • The famous Akka Thangi Gudda (Sister Boulders) at Hampi have suffered damage. A huge chunk of one of the boulders fell off during thundershowers. • World-renowned monuments in the river basin such as Purandara Mantap, Seetheseragu, Lakshmi Narasimha and Narayanaswamy temples near Chakrateertha, ancient bridges and several other monuments get submerged during excess water released from Tungabhadra reservoir to the river • The recent Cyclone Nilam played havoc at Salu Mantapa which crumbled into a heap of ruins. Rainfall in the past few years has damaged many monuments with enclosure walls surrounding major monuments developing cracks.

• A portion of the western wall of Sri Achyutharaya temple complex, the enclosure wall of Lotus Mahal, the Doomed Gate wall and fencing wall of Gejjela Manatap on the banks of river Tunghabhadra had collapsed during the incessant rainfall in October 2009.

• In the subsequent years, portions of the Kudre Mantapa, the domed gate, the Janana enclosure wall and the `pushkarni’ on Bazaar Street near Vittala temple collapsed and, a portion of the protected Shiva temple at Hampi, popularly known as Varaha temple collapsed. • Some portions of the Ananthashayana, Pattabhirama, Vittala, Krishna and Virupaksha temples are weak and rainfall in the area has further weakened the structures. About 15 structures are in a precarious condition and their partial collapse in heavy rain cannot be ruled out. • Some miscreants have attempted to steal a Shivalinga near the Moola Virupaksha temple in Hemakoota hill, adjacent to the Virupaksha temple at the world famous Hampi. Incidents of vandalism and theft have been reported from the site. In fact many sculptures and fragments of historic structures that lie scattered throughout the site are highly vulnerable to looting • On 22 January 2009, the Anegundi Bridge at the World Heritage Group of Monuments at Hampi collapsed, killing eight construction workers. • Now motorised boats without precautions are also being operated posing potential danger to the lives • Several fairs and festivals such as Hampi and Anegundi Utsav take place in the Site during which thousands of pilgrims and tourists throng the site. There is risk of stampede and damage to heritage structures and life and also thefts during this period • Many of the boulders are precariously situated and there is risk that they may fall down due to vibrations or after heavy rains thereby posing risk to the safety of visitors and staff. • There is also a risk that the use of water for irrigation may cause damage to heritage structures located in the middle of agricultural fields. • Women and children are regularly using canal and river water for domestic purpose may slip to danger • There are slow and progressive risks to heritage structures due to weathering, growth of vegetation and traffic vibrations

Ballari District Disaster Management Plan-2020 139 f) Seismic Risks

The Bellary region, which experienced a strong earthquake in 1840’s, has been downgraded to Zone II. The 1984 BIS zoning map has placed Bellary region in Zone III. Bellary region which falls in Zone II seismic zone is referred to as low damage risk zone, the probable intensity is MM VI.Most significant event of the area is the Bellary Earthquake of 01st April, 1843 with magnitude ranging between 5.0 - 5.9 as per the data period. The 1900 event occurred in an ENE-WSW linear belt bound on either side by Dharma- Tungabhadra fault and Kumudavati-Narihalla faults. This earthquake occurred with an intensity (Imax) of VII was widely felt in the Deccan Plateau with a radius of beyond 300 kms. VSAT Enabled Permanent Seismic Monitoring Station of KSNDMC is established in the premises of TB Dam towards monitoring of Seismic activity in and around the Dam site for Dam Safety. g) Agriculture and Drought Risks

A survey conducted by the HWHAMA indicated that over 70% farmers own less than 3 acres land either dry or irrigated. Also the rampant use of pesticides and chemical fertilisers is leading to pollution of soil, water and degradation of land. Due to pollution, farmers risk their health and also indebtedness on fertilisers and pesticides. Following table indicates the drought vulnerability of the region

Agriculture and Drought Risks

The Tungabhadra dam, 12 kms south west of the World Heritage site is getting water to its brim during peak monsoon and releases to the downstream at the rate of 12,500 cusecs.Excessive rain fall may result in large quantity of water being released in order protect the TB Dam structure. Such release is disastrous to the area downstream like Hampi WHS affecting the monuments and people. The highest rainfall recorded during the study period is 817mm during 1990. Which is 76% more than the normal and minimum of 175mm recorded during 1994. • Heavy rainfall this year coupled with release of reservoir water from TB Dam from 50000 to more than 1.0 Lakh cusescs lead to flooding and breaching of canals resulting in submergence of agricultural fields and residential areas causing loss of life and livelihood.

• The temple of Kodanda Rama one of the important monuments that submerges during the floods to its maximum.

• The pathway leading to Vitthala temple from the cave of Sugreeva, Kotilinga rock sculptures witness total submergence.

• The Purandaradasa mantapa, which is known for the great saint Purandara-dasa who use to perform Bhajan and Kirthan in this mantapa on the banks of this river, goes under 20ft water and only the bhagavata flag is visible.

• Almost all the water bodies like cisterns, tanks, stepped tanks, subterranean chambers are full and water logged in the citadel area, temple complexes and bazaars.

• The low lying areas around the monuments and inside the monuments are water logged • Uprooting of heritage trees during rainy season at the WHS are regularly seen causing damages to monuments and property • A number of vernacular houses in Hampi and Anegundi village have either partially collapsed or have been significantly damaged

Ballari District Disaster Management Plan-2020 140 h) Human vandalism and Treasure hunter

In fact many sculptures and fragments of historic structures that lie scattered throughout the site are highly vulnerable to looting. Recently special cameras have been installed at various vantage points in the site through which observations can be made through web. However it was felt that there is general lack of coordination between security staff and various agencies. Effective action through this monitoring system would require adequate communication and coordinated response mechanism. i) Illegal Quarrying and Damage to Monuments 1. Illegal quarrying and rampant blasting activities have resulted in collapse of significant portion of the entrance tower of the Varha temple (also known as the Shiva temple) including other monuments. In June 2011, the 13th century Varaha temple which had weakened due to blasting for mining activities at Hampi had collapsed after heavy downpour 2. Monuments such as Vijaya Vittala temple tower and the Kudure Gombe Matapa are among the ones which have developed cracks. j) Thermal Cracks The brick tower over the northern entrance of outer prakara of the Achyutaraya temple has developed vertical cracks and a chunk of 2 mt cube has dislodged from its position and fallen. This may further lead to the fall of similar chunks once the thermal action of blazing sun in the following days.

2.4.3 Organizational Structure of HWHAMA

Hampi world heritage area management authority basically deals with providing design solutions and guidelines for local development. The technical wing of authority comprising of architects, engineers and surveyors, study the drawings submitted for building construction permission within the LPA (local planning area) as well as check on site and in accordance with the norms laid down in the master plan and comment on feasibility of the building. Apart from these, various projects falling under tourism sector and development of tourism is also being taken care of. The technical wing of Hampi world heritage area management authority also provides consultancy services to various other government bodies namely, archaeological survey of India, public works department, Zillapanchayat, A.P.M.C and lot more.The Master plan was prepared by the Hampi World Heritage Area Management Authority (HWHAMA) as part of its mandate to protect cultural, natural heritage and regulate development in the Local Planning Area. The plan was prepared under Karnataka Town and Country Planning Act – 1961 with the assistance of the Department of Town and Country Planning, Government of Karnataka a) HWHAMA Institutional Framework

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HWHAMA Functions Funds earmarked for HWHAMA: Rs.45 lakh (plan), and Rs. 35 lakhs (non plan)

In addition to the above funding, the Tourism Department, Go Khas released Rs. 14 croresduring 2013-14 to take up tourism related conservation activities like development of thematic tours, performing stages, signages, providing access to inaccessible monuments of historical importance etc. The State Archeology Department has been entrusted with the preparation of detailed project report based on the preliminary project proposal being initiated through HWHAMA in this regard.

Among these project Historic Pathway, Anesalu & Onte salu Anegundi, Ghat at Anegundi & performance stage works are completed. Signages work is going on. The technical tasks performed by the HWHAMA are list below; • Cultural resource mapping - Mapping of Vernacular Housing and Community spaces

State Archaeology monuments

• Study of Intangible Heritage • Cultural events at the weekends • Quiz programme during the HampiUtsav • Preparation of Thematic paper on HampiUtsav 2007 • Preparation of Annotated bibliography • Mapping of historic pathways • Mapping of historic settlements using inscriptional evidence • Conservation of Chandra mouleshwara temple • Proposal from Sri DharmastalaManjunateswaraDharmasthana Trust to participate in the conservation of monuments of Hampi by sponsoring 40% of the conservation costs • Preparation of Brochures • Conducting Heritage walks during HampiUtsav • Preparation of the state of Conservation report • Mapping of historic vegetation • Development of a circulation network • Compilation of traditional building skills and information about use of materials • Proposals from various funding agencies

Archeological Survey of India (ASI):

The Archaeological Survey of India (ASI) under the provisions of the AMASR Act, 1958 protects monuments, sites and remains of national importance by giving a two-months’ notice for inviting objections, if any in this regard. Maintenance of ancient monuments and archaeological sites and remains of national importance is the prime concern of the ASI. Besides it regulate all archaeological activities in the country as per the provisions of the Ancient Monuments and Archaeological Sites and Remains Act, 1958. It also regulates Antiquities and Art Treasure Act, 1972. The organization has a large work force of trained archaeologists, conservators, epigraphist, architects and scientists for conducting archaeological research projects through its Excavation Branches, Prehistory Branch, Epigraphy Branches, Science Branch, Horticulture Branch, Building Survey Project, Temple Survey Projects and Underwater Archaeology Wing. For the administrative convenience the entire country is divided into 24 Circles. Each Circle is headed by a Superintending Archaeologist (S.A.), who is further assisted by Deputy Superintending Archaeologist (Dy.S.A.), Deputy Superintending Archaeological

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Engineer (Dy.S.A.E.), Assistant Superintending Archaeologist (A.S.A.), Assistant Superintending Archaeological Engineer (A.S.A.E.), Assistant Archaeologists (A.A.) and Conservation Assistants (C.A.).

Funds earmarked and Released per annum for Hampi Conservation works = Rs. 1.50 Cores 2.4.4 Incident Response at HWHAMA or Hampi WHS

Action By Whom • Take Charge as the Incident Commander or depute this charge Deputy Commissioner or to another capable officer his delegated Officers • Establish an incident staging area – this is usually the EOC, or any ADC or AC of Hospete or other location from where all the directions in case disaster Tahasildar based on the strikes can be coordinated level of disaster • Define the incident objectives – during the early warning phase these are v Mobilise resources to respond to all needs if incident strikes v Prevent loss of lives and injury v Minimize damage to property v Define strategy and tactical direction – who does and how Establish the incident Response Team : Extent of command functions required, and how they will expand or retract given changing scenarios, (All command functions may not be required to operate, or more than one command function can be managed by a single team. However with changing scenarios, the IRT may need to be expanded or retracted. If planned in advance this process can be quickly initiated and required personnel informed/alerted in advance) Ø Assign resources – with support ESFs can direct this step Ø Monitor scene safety – with support of the safety officer Ø Manage planning meetings Ø Approve and authorise the implementation of an incident plan Ø Authorise release of information to media v Convene HWHAMA and District level committee meetings Deputy Commissioner HWHAMA Commissioner Ascertain availability of resources – manpower, material and funds and Incident Response Team support required from the state

v Ascertain the need for evacuation v Ascertain the level of support that is likely to be required from the district, line departments and the state Plan and implement a. Community warning b. Evacuation – from when, where c. Transit camps d. Relief distribution and sourcing e. SAR f. Restoration of essential services g. Provision of health services Mobilise resource for the response as directed by DC Department Heads and HWHAMA Commissioner Dispatch support to the disaster sites/transit campus Department Heads and HWHAMA Commissioner Inform state authorities of plan Deputy Commissioner

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Figure 2-9 HWHAMA Level Incident Response System

HWHAMA Level Incident Response System

• Prepare HDMP • Coordinate Policies and Plans District Disaster Management • Take measures for Deputy Authority (DDMA) mitigation & prevention Commissioner or his delegated • Constitute advisory committees

Provide Incident Commander • Leadership • Prepare Action Plan • Assess Needs

HWHAMA Emergency Operation District Emergency Operation Centre/Commissioner Centre Designated Officials Emergency Support Functions

Information Media Liaison

Safety

Operations Planning Logistics

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2.4.5 Preparedness, Response and Rehabilitation Plan a) Preparedness for Response

Ø The Officers of HWHAMA, all officers of line departments coming under Hospete and Gangavathi taluks namely Tahasildars and RO/RIs of Police, Homeguards, GESCOM, Health, Irrigation, PWD, GP/TP/ZP, Food and Civil supplies, TB Dam, Archaeology and Museums, Hospitals, NGOs/CBOs etc., will be kept in red alert Ø Almost all the social workers, NGOs and the likeminded people have been listed with contact details and are asked to provide their services in times of need. Ø The action plans are developed for immediate response which would be initiated on a trigger mechanism basis upon the occurrence of a calamity of extreme nature. Ø Incident Response System at the HWHAMA level and at the taluka level (suitably modified/indigenized). Ø Emergency Operation Centre for HWHMA site. Ø Alert mechanisms-early warnings through IMD, KSNDMC, etc. Ø Disaster risk reduction framework for hazard risk management. Ø Probabilistic scenario-building for different levels of various disasters at HWHAMA site Ø The yearly schedule for the conduct of mock exercises for different disasters in different b) Institutional Arrangement for Response

Departments/Agencies Response Phase/Indicative Task All 23 departments of GoK, PRIs, DDMA, HWHAMA, • Search and Rescue IRS, EoC, SoC, NGOs, CBOs, SDRF, ULBs, PRIs, • Evacuation Plan GESCOM, PWd, • Activate Control Rooms Search and Rescue Team Irrigation,KPC, NIMHANS, BSNL, AIC (Police, Fire • • Early warning and Communication Service, Civil Defence, Home Guards, Para-Military • Identification of Nodal Officer Forces, Government and Private Hospitals have special • Relief role) IMD, CWC, KSNDMC, • Rehabilitation SEOC, MHA have special role in early warning • Reconstruction

c) Agencies involved in evacuation search and rescue and their roles. Scenario Evacuation Primary Agency Secondary agencies ordered by Scenario A: Deputy Fire and Rescue Police, home guards. Health Fire Incident Commissioner Services and HWHAMA

Scenario B: Deputy Fire and Emergency Police, Home Guards, NCC, Rock/Monument Commissioner Services and HWHAMA community volunteers and other line Collapse in the Departments like PWD, TP, GP etc heritage site Scenario C: Deputy Fire and Rescue Police, Home Guards, NCC, Commissioner Services and community volunteers,SDRF, NDRF, Floodiing HWHAMA, CRPF, CISF,Red Crossand other line Irrigation departments Scenario C: Deputy Police, Fire and Home Guards, NCC, community Stampede during Commissioner Emergency Services and volunteers,SDRF, NDRF, CRPF, Hampi Utsav HWHAMA,DAM CISF,Red Cross and other line departments

Ballari District Disaster Management Plan-2020 145 d) Role of agencies/individuals in evacuation, search and rescue

Agency Role

Hampi World Heritage Area

1 DDMA 1. Direct preparation of an Evacuation plan (during preparedness) 2. Monitor implementation of the plan 2 DC As the IC and chairman of DDMA, 1. Oversee the evacuation 2. Requisition for support of state/central level assistance if situation warrants 3. Order air operations – as advised by Fire Services/Police if situation warrants 4. Send sitreps to the state 3 Operation Chief of the IRS 1. Coordinate evacuation and SAR to be designated by the DC 2. Guide air operations- as advised by Fire Services /Police 3. Update IC on status (preferably either Tahasildar or AC/ADC/SP) 4 Fire and Emergency Service 1. Develop the Evacuation plan in consultation with other Dept. key stake holders-fire dept., home guards, and community representatives of the vulnerable areas 2. Primary agency during evacuation 3. Guide and lead task teams at the ground 4. Inform the operation chief of the status of evacuation- every 3 hours 5 Police, Home Guards, 1. Secondary agency for evacuation SDRF/NDRF/CISF/CRPF 2. Support evacuation and SAR Armed Forces 6 Dept of Health 2. Go with evacuation teams (as possible) and provide immediate first-aid to injured (DHO or THO and 3. Direct referrals of seriously injured to higher levels of medical care Team ) 4. Triage Management 5. Casualty Management 6. First Aid e) Organisations for Evacuation Operation

Following organizations/systems will be activated for Disaster Management at all phases depending on the level of disasters namely L1, L2 and L3. L1- can be managed with district or local resources L2: can be managed with State Government resources L3: can be managed with resources from the Centre

Ø DDMA(DC) Ø DEOC(DC) Ø SEOC (Secretary DM) Ø State Disaster Response Force Ø National Disaster Response Force) Ø Civil Defense

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Ø Home Guards(Commandant) Ø NCC Ø NSS Ø NYK Ø Educational and training institutions Ø Civil society, CBOs, corporate entities Ø Fire brigade Ø Civil police Ø Media—electronic, print and through folk media, inter personal communication Ø Line departments :PWD, Irrigation, TB Dam, Food and Civil Supplies etc, Ø Nominate/designate hospitals, doctors and paramedics to cover emergency health management including trauma and psycho-social care Ø Arrange for the use of ICT tools and resources such as Community Service Centers Ø Testing of the plans—through mock drills and rehearsals. Ø GIS process for collecting and analysing spatial data for emergency management problem solving. Ø Fail-safe communication including last-mile connectivity. f) HWHAMA Emergency Operation Centre

It is the nodal agency responsible for management of activities of Hampi world heritage site. There shall be an emergency Operation Centre to be set up at Hampi heritage site, operated 24x7 with adequate staff and equipped the necessary emergency facilities like information kiosk, Telephone, Internet, Fax, Ambulance, Boats, Quick Rescue Van, First Aid facility etc., with free toll number. The EOC shall be networked with key line Departments and Deputy Commissioner of Ballary and Koppal. g) Facilities / Amenities to be provided in the Emergency Operation Centre (EoC) at HWHAMA The Emergency Operations Centre has

• Adequate space for a work station • VSAT Ø Computer with internet Ø UPS Ø CCTV and other surveillance equipment’s Ø GPS enabled response vehicle Ø Telephones Ø Fax Ø Computer with Printer Ø Typewriter Ø NIC terminal and Ø Wireless communication system Ø The phones, i.e. intercom, STD phone, EPBX extension, hotline etc., would be of different colours, and with distinct rings if possible, to enable them to be distinguished from each other. An emergency light, fire extinguishers and a generator for the computer and fax machine would also be provided in the control room Ø Communication Networking with DC, SP and other Officers of District Administration(Lie Departments including Hospitals)

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The following facilities are available in the control room

Ø Telephones-Intercom units for contact within Departments Ø VSAT connection to the Deputy Commissioner-Hotline to District Disaster Management Control Rooms, Police Control Rooms Ø Networking of Computers Ø Internet-PC with printer-Mobiles and wireless communication Ø Xerox machine

h) Community assistance to relief authorities at the site to Ø Organise cultural and recreational activities in order to protect the mental health and sustain the ethical and moral values. Ø Encourage self-help Ø Organise skill training Ø Locate and identify the dead, disposal of dead bodies, disposal of carcasses and disposal of damaged food stocks Ø Contribute labor (loading, unloading, distribution, temporary constructions, salvage and restoration of water supplies, food distribution centers, relief camps, cattle camps etc.) Ø Update records of damages and losses Ø Maintain law and order Ø Maintain standards in sanitation and disposal of waste.

i) Dissemination of Other IEC Materials

Following activities will be taken up by the State Disaster management Department/SDMA;

Ø Poster. Pamphlets and brochure preparation and distribution Ø Padayatra, Ø Street plays, Ø Volunteers training, Ø Task force training, etc. j) Drills

The objective of drill include evaluation of the following Ø Practicality of the plan (structure and organization) Ø Adequacy of communication and interactions among the agencies and the public Ø Emergency equipment effectiveness Ø Adequacy of first aid and rescue procedures Ø Adequacy of emergency personnel response and training Ø Public relation skills Ø Evacuation and count procedures Ø Timely updating Ø Coordination with the CBOs / NGOs k) IEC Materials

The HWHAMA will prepare IEC materials for the education of people on the do’s and dont’s, routes, checklists etc.

The HWHAMA will organize the drills in coordination with other line department and Stake holders

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2.4.6 Hampi Utsav : Crowd and Stampede Management a) Introduction

Several fairs and festivals such as Hampi Utsav and festivals take place in the Site during which thousands of pilgrims and tourists throng the site. During this period visitors occupy vacant places in the site, which include heritage structures. In the absence of well coordinated crowd management, there is great risk of stampede and damage to heritage structures and of course there is higher danger of theft during this period. b) Stampede and Large Congregation Management: Hampi Utsava

The following provisions in the Disaster Management Act -2005 are applicable for crowd management.

— Sections 24 and 34 provide powers to control and restrict vehicular and human traffic to/from vulnerable and affected area. — Section 33 allows district authority to require any officer or any department at district or local level, if necessary, for disaster management tasks. — Section 41 mentions that it is a function of local authority to ensure that all construction projects under its jurisdiction conform to extant standards and specifications. — Sections 51, 52, 53 make obstruction in discharge of duties, false claims for obtaining benefits consequent to the disaster, and false warning on disasters punishable offence. — Section 58 deems company/individual in charge of the conduct of the business at the time of disaster to be guilty of contravention. — Section 65 gives power of requisition of resources, provisions, vehicles etc. for rescue operations c) Information Assessment by the District Administration

1. Determining the time of assembly, duration of event, location, and type of activities planned 2. Estimating the number of persons expected to participate or observe 3. Reviewing any previous events involving the same or similar groups 4. Assess actions and equipment utilized by groups in prior incidents 5. Analyzing the expected time of arrival and departure, and the means and routes of travel for participants 6. Attempt to determine impact on public transportation and roadways 7. Attempt to determine impact on commerce and public accessibility 8. Analyze potential activities and hazards along the route 9. Assessing public safety concerns associated with the event d) Checklist for Hazard Assessment for Crowds in Hampi and Anegundi Utsav

1. Structural - Collapse / damage to Barricades, Tents, Make shift bridges & watch towers camps if any 2. Fire/Electricity – Camps, Cook Houses, Illegal Electric Connection & Non availability of FF Equipment/ Facilities 3. Crowd Control – Closed/ Locked Exit, People in excess of holding capacity of the area, Parikrama route not being followed.

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4. Crowd Behaviour – Non adherence to traffic arrangements, foreign visitors, Prasad distribution, Unruly & irresponsible crowd behavior, relief Distribution. 5. Security – Terrorist/ Separatist/extremist attack , Mishandling by Law enforcing agency. 6. Lack of Coordination – Common briefing & clear chain of command & division of Roles Response – Lack of Logistics/infrastructure as per plan. 7. Vulnerability Assessment of Crowd Crush 8. People need at least 1 square yard of space each to control their movements. 9. Most people who die in crowds die from asphyxiation while standing upright, not from trampling. 10. The compounded force of 5 people crushing in can kill a person. 11. As crowds become more dense, the compression increases exponentially. 12. Humans lose consciousness after being compressed for just 30 seconds, they can be brain dead within 6 minutes. Most die without ever falling down. e) Checklist for Rapid Venue Assessment

Sl Checklist of Questionnaire Yes No /No

1 Are visitor’s wel comed and provided information about the venue, location, facilities, events, routes, stay, food, services etc.?

2 Are visitor’s satisfaction and service quality studies conducted and feedback given to respective Departments and Officers?

3 Is the approach to venue, exit, clean and well lit?

4 Is there a system of visual control to identify and locate crowd density ?

4 Do the Fire service, Parking, water supply, Sanitation, Police control room, EoC, etc., are in place?

5 Are updated location, maps, emergency routes, facilities, ingress, egress, etc ., known to the security and other stakeholders?

6 Are people held at various holding areas or allowed uncontrolled movement?

7 Are the clearly identified roles and responsibilities and reporting instructions available to the Officers and Stakeholders ?

8 Are the critical and vulnerable points and locations around the venue can be viewed from the CCTV or Web site ?

f) Generic Safety and Security Guidelines Hampi Utsav

• Deploy snake line approach • Discourage general admission • Monitor crowd for developing hazard points • Have alternative routes for releasing excessive crowd pressure • Have plans to take care of VIP visitors. Do not hesitate to refuse entry to VIPs if assessment indicates that it will add to safety concerns. • Ask foreigners to register and report regularly.

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• Have communication channels (PA system etc.) to send a message to the crowd • Ensure emergency exits are not barricaded, blocked or otherwise inaccessible • The shops, if possible, have to be confined to one side of the road and there should be a space of 3 or 4 meters in between cohorts of 5-6 shops so that pilgrims could escape through such space in the event of unexpected rush. • The visitors should be encouraged to throw food wastes, plastic bottles etc. in clearly identified garbage bins lined up in large numbers across the roads. This will not only help in creating hygienic conditions but will also avoid panic situations arising out of dog/monkey/elephant menace. • Ensure that the areas where barricades like chains are erected are kept well lit and visible to pilgrims during night lest they may trample upon it and if there is heavy rush that could result in stampede. • At number of religious places of mass gathering located atop hills/mountains, it is frightening for pilgrims to do their religious journey along with the speeding ponies in both the direction. Shrine boards should explore and expedite the possibilities of alternate track for pilgrims on pony/horses. Until this gets completed, arrangements should be made to deal with the route cleaning issue and a staff associated with it.

g) Checklist for Planning

The important aspects of planning for Hampi and Anegundi Utsav mass gathering are:

• understanding the patrons, various stake holders and their needs • Crowd Management Strategies • Risk Analysis and Preparedness • Information Management and Dissemination • Safety and Security Measures • Facilities and Emergency Planning • Transportation and Traffic Management • Components of Plan h) Event / Venue details

• Event Location • Brief history of the event/venue • Duration of event (schedule and timing) • Expected number of people • Details of activities and how/when/where they will take place • Command & Control i) Site Plan: The site plan must include maps showing location and details of • Transportation hubs (Bus-stops, Railway stations, Taxi stands etc.) • Places for stay • Information kiosks • Places of interest at the venue/event • Entry and exit points at event venue • Helplines • Transportation Plan • Facility providers

Ballari District Disaster Management Plan-2020 151 j) Safety& Security Plan Safety Risk assessment forms the basis for designing the safety / security plan. Following are the salient components, but not limited to, of the event safety plan

safety Security • Physical Security • Safety Policy Statement • Area Security • Preventive and Mitigation Measures based on Risk • Health security Assessment • Crowd Control measures • Integrated approach • Infrastructure plan • Traffic Plan • Medical & Communication Plan

k) Preparedness & Capacity Building

• Emergency Operation Centre (Control room) • Public Information • Awareness – (local as well as wide area) • Services and Utilities • First aid and basic health services • Visitors flow management • Transportation and Traffic Management • Safety and Security Plan • Contractors and supplier management plan • Incident monitoring & reporting system • Training and exercising l) Health, Hygiene and Medical Services

• Safe Drinking water availability (location, sources,) • Toilets (location, numbers for males and females, cleaning schedule, and responsibility etc.) • Waste Management (garbage bin arrangements, waste collection schedule, recycling plans) • Medical facilities (number of beds, equipment available etc.), staff (number of doctors, surgeons, paramedics, nurses etc. and their expertise), number of ambulances available (with/without life support systems) and their locations

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2.4.7 Roles and Responsibilities

1. Visitors

1. To get acquainted with the venue/event, routes, facilities and emergency procedures 2. To abide by the laws, and local regulations in place (fire, traffic, …) at the venue 3. To exert peer pressure on miscreants involved in fighting, pushing, provoking crowds etc., which may lead to heightened safety risks 4. To report emerging situation 5. To provide feedback and exert pressure on venue/event managers to have continuous improvements in facilities and the arrangements

2. Event Organisers/ Venue Managers

1. To acknowledge and accept the obligation to facilitate patrons in having safe, hassle free, and memorable experience at the venue/ event 2. To develop, implement, review, and revise the disaster management plan by working closely with various stakeholders 3. To comply with the central, state, local laws and regulations 4. To get all the necessary approvals from local administration, police, fire, electricity departments etc.

5. To share details of event schedules, venue, transport, medical, food, hygiene, and emergency facilities etc. with the concerned stakeholders

3. Police

1. To maintain the law and order at events/venues and adjacent public property in close cooperation with local administration, event/venue managers, and the necessary support of the local community 2. To actively participate in venue assessment and preparedness checks 3. To restrict, guide, and regulate crowd and traffic movements 4. To prevent the commission of offences and public nuisances by close and regular monitoring at critical hazard points.

5. To provide a prompt and humanitarian response to any threatening disaster situation in order to prevent escalation of casualty and to save lives 4. Civil Defense/ NGOs/Volunteers/Village Disaster Management Teams

1. To inform the local issues to the event/venue Managers, Police, and the administration 2. To constitute various focused group/committees viz. traffic control, people flow control, information, medical assistance, food, water & sanitation, mock drill etc.

3. To help in search & rescue and to provide first aid in case of emergency 4. To mobilise local resources (food, shelter, clothing, vehicles, …) in case of disaster 5. To assist in relief distribution and recovery

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5. Code of conduct for media covering places of mass gathering

The Press Council of India: Norms of Journalistic Conduct, 2010 lays down the code of conduct for media to be followed:

— Media must be objective, factual and sensitive. — Media must inform and educate the people, not alarm or scare them. — Natural or man-made hazards become disasters through acts of commission and omission of the society. Therefore, the disastrous impact can be minimized by preventive action taken by all the stakeholders including the media. — Wide publicity to the do’s and don’ts and the potential benefits of disaster mitigation so that the society follows them before, during and after the occurrence of the disasters. — Complete cooperation between the media and all governmental and non- governmental agencies. — The investigative journalist should resist the temptation of quickies or quick gains conjured up from half-baked incomplete, doubtful facts, not fully checked up and verified from authentic sources by the reporter himself. — Intrusion through photography into moments of personal grief shall be avoided. However, photography of victims of accidents or natural calamity may be in larger public interest. — Security at Places of worship, KSRTC Bus stands, Railway station, Market Places etc.,

Role of media BEFORE a disaster

• Analysis of sources of risks: • Community Preparedness • Controlling law and order situation: • Keep a watch on anti-social elements and highlight suspected anti-social activities, • Law and order machinery in restoring peace and harmony.

Role of media DURING a disaster

— Site Situation- accurate information from the site of the disaster to the anxious public, which may help prevent rumours and hence panic. — Advise the public about Do’s and Don’ts to contain the effects of the disaster. Helpline — Information Dissemination — Can facilitate resource mobilization (e.g., help raise funds and material through appeals)

Role of Media After a Disaster

— Can inform the public on post-disaster rehabilitation efforts being made by authorities and aid groups. It can thus also help maintain a public pressure on the authorities to act sincerely. — Can help investigate the causes of the disaster for the concerned authorities to help prevent it in future. — Can help generate expert opinions through debates/discussions for better prevention of such a disaster or better preparedness in the event of a repetition of such a disaster

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6. Arrangements Food, Water and Sanitation Food

1. No unauthorized vendors allowed anywhere. 2. Food samples from the eateries/ hotels and camps to be sent for testing. (Refer to the briefing). 3. Random inspections of eateries/ hotels/ camps and langars. 4. Medical inspection of cooks for contagious diseases. 5. Since large number of Police Personnel & Home Guards are being drafted for bundobast duty, arrangements will be made for their accommodation, food & drinking water. 6. Arrangements for boarding and lodging for the cultural troupes.

7. MAY I HELP YOU KIOSKS - to be located at vantage points/ places manned by civilians under the guidance of Police carrying logo of Karnataka State Police. KIOSKS to provide information regarding

1. Venues of Programmes 2. Routes/Directions/Destinations of places of tourist interest, Bus stand, Rly stn etc., 3. Timings of Rail/Road transport services 4. Hotels/ Home stay 5. Parking/One way/ Ambulance/ Hospital 6. Booklets containing FAQs 7. Police contact numbers 8. Precautions regarding theft

8. Water

1. Water filtration plants new. 2. Water purification of all stored water. 3. Security and protection of all water tanks. 4. Water sample testing on daily basis. 5. Water points along the routes with 100 ml disposable sealed bottles.

9. Hygiene and Sanitation 1. Drainage lines construction. 2. Sanitation at the camps – 1 latrine for 20 persons for planned capacity and 1 bathroom for 30 persons. 3. Disposal of sewage – liquid and solid treatment plants. 4. Drainage clearing in the city. 5. Cleaning of rivers. 6. Ensuring waste is not drained into rivers and nallas. 7. Contractual employment of staff for cleaning drains. 8. Employment of additional Garbage Disposal Teams, Vans. 9. Placing of Wet and Dry bins at places along the pilgrims routs, camps, railway stations, bus stands and all public places. 10. Anti-beggar drive and anti-stray dogs drive from 20th Oct 2008 onwards. 11. Toilet facilities at Starting Point of pilgrim route, with arrangements for waste disposal and garbage clearance as well as anti-stink measures. 13. Garbage Disposal Bins with lids all along the route. Garbage has to be disposed more frequently. Garbage disposal near the airport and helipads should be more efficient to avoid birds hits with the aircraft. 14. Community should be advised through announcements and boards not to litter the areas.

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10. Traffic Routing and Related Issues

1. No Vehicle Zone, No Heavy Vehicle Zone and Shuttle Service Zone have been identified. 2. Bus stands have been relocated and routing of the buses has been identified. 3. KSRTC Buses passing will be routed on the outskirts. 4. Traffic passing will be diverted partly if required. These routes and tie-ups will be ensured by the SP Bellary or Hampi Dy SP. 5. For the population staying in No vehicle Zone, a separate two wheeler and four wheeler car park will have to be made and all those vehicles will have to be parked there with a system of halogram and 24 hours guarding and checking.

11. Security at the Helipads 1. Watch towers helipads. 2. Floodlighting of the runway and helipads. 3. Helipad to be 75 mtr diameter for each helicopter with a gap of 50 mtr. 4. Heli-marking (‘H’) with 18” white paint on hard surface. 5. Firefighting equipment, fire tenders and ambulance with medical team. 6. No trees, tele and electric wires within the vicinity (75 mtr of outer perimeter). 7. Residential areas around both to be screened. 8. Deploy sharp shooters and radio communications on high rise towers/ buildings on the periphery. 9. Access control round the clock. 10. Bomb Disposal Unit and Mine detectors to check these before landing and certify, each time. 11. Major bandobust places with very high police public interface 12. Strict access control by using HHMD and DFMD 13. Cameras installed 14. Surveillance Cameras at key places to monitor the movement of crowd and vehicles. 15. Surveillance cameras will be installed at other sensitive locations. 16. Effective use of PCR Vehicles. 17. Use of ASC teams 18. Mufti men in large numbers will be deployed in all places of functions as well as in the procession. 19. Anti-Sabotage check will be done in all the venues and routes by using DFMD & HHMD and sniffer dogs. 20. Intelligence staff will be deployed to collect advance intelligence 21. Precautions like Ambulance, Fire force etc.,

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2.4.8 Important Emergency Contact Numbers and Resources

HWHAMA Based Officers Hampi world heritage area Hampi world heritage area management authority management authority Administrative Technical Unit, Ambedkar Circle, Kampli Road, Unit, I.S.R. Road, 1st Floor, HUDA Kamalapura, Building, Hospet Taluka, Bellary Hospet, Bellary District. pin: 583201 ph: District ph: 08394- 08394-221022 241661 email: [email protected] email: [email protected] Town Police Station, Gangavathi: 330633HWHAMA Commissioner: 9449817210 Tahasildar Gangavathi 08533-230929. EO TP Gangavathi: 08533230230 GANGAVATHI Municipal Commissioner -08533-230802, 9740241226

Superintending Archaeologist, Deputy Director, Archaeological Survey of India, Archaeology, Museum & Heritage Bangalore Circle, Department, 5th floor, F-Wing, Kendriya Sadan, Koramangala, Kamalapur Hospet (Tq) Bellary (Dist) Tel & Fax:08394-241281 Bangalore. Tel:080-25537734 Fax:080-25522531 Email: [email protected] Email:[email protected] Vice chancellor Site Manager, Kannada University, Hampi Archaeological Survey of India, Vidyaranya Kamalapur Hospet (Tq), Bellary (Dist) Tel: 08394-241334 Hospet (Tq), Bellary (Dist) Tel & Fax:08394- Fax:08394-241337 241237 Email:[email protected] Deputy Environment officer, Secretary, S.No:597, Ward No:25 Tunga Bhadra Board, th Tunga Bhadra Dam – 583225 4 main road, near Dr.Vishnuvardhan park Hospet (Tq), Bellary (Dist) Kuvempu Nagar, Bellary Tel & Fax :08392-240514 Email:[email protected]

S.No Designation & Address Sl.No Designation & Address 1. Deputy Superintendent of Police, 2. Police Inspector Hampi Sub Division, Hampi Hampi Bazaar, Near Mayura Bhuvaneshwari Hotel, Hampi Kamalapur. Tel: 08394-241530 Tel: 08394-241600 Mobile:9480803079 Mobile:9480803010 e-mail:[email protected] e-mail:[email protected] 3. Police Sub-Inspector, Police Sub-Inspector, Traffic Police Station, Hampi 4 Hampi Tel: 08394-241530 Tel: 08394-241630 Mobile:9480803011 Mobile:9480803080/9480803098 e-mail:- e-mail:[email protected]

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5 Police Sub-Inspector, Kamalapur 6 Executive Officer, Tel: 08394-241240 Hampi Shree Virupaksha temple, Mobile:9480803076 Hampi e-mail:[email protected] Tel: 08394-241241 Mobile:9449020234 e-mail: [email protected] 7 Panchayat Development Officer, Ayush Hospital, Hampi Gram Panchayat, Hampi Hampi 8 Tel: - Tel: 08394-250533 Mobile:9449746053 Mobile:9480855298 e-mail: [email protected] e-mail: [email protected] 9 Primary Health Centre Ambedkar Circle, Kamalapur Mobile:9844925302/9480300753 e- mail:[email protected]

Associations & NGO’s

Sl.No Designation & Address 1. Vijayanagar Smaraka Samskruti Samrakshane Sene, Chawdi Keri Kamalapur Mobile No.9449104125/9611117144 2. Akhela Karnataka Yuva Kurubara Sangha, Near Murugan Temple, Kaddirampura Mobile No:9449204112 3. S.V.Yuvakara Balaga, Kamalapur Mobile No:9483866198 4. Sarvajanik Hita Rakshna Samiti, Hampi Mobile No:9110279006

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Hampi village Swimmers & Voluntaries details Sl No. Name Contact

1 Meenugara Mariswami 2 Jayarama 9449469506 3 Hanumanatha 9480353054 4 Santosh 9481714261 5 Viranaik 9449511917 6 Obalesh 9483592018 7 Hulagappa 9449439980 8 Suri 9 Devaraj 10 Nagaraj 9482988494 11 Durgesh 9449184077 12 Ravikumar 8762949674 13 Virupakshi 14 Anand

Gangavathi Tq Anegundi Swimmers & Voluntaries details

Sl No. Name Contact 1 Kempu Mareppa S/o.Hampayya 2 Hampayya S/o. Kempu Mareppa 3 Venkatesh S/o. Kempu Mareppa 4 Bangari S/o. Kempu Mareppa 9380847289 5 Veeresh S/o.Timmappa 6 Nagaraj S/o. Bhadroji 7 Veeresh S/o. Kosigayya 8 Nagaraj S/o. Ayyanna 8762091236 9 Pampapathi S/o. Bhadroji 10 Neelappa S/o.Narasappa 11 Maulappa S/o. Pampanna 9481345837 12 Armugam S/o. Chinnappa 13 Saravannan S/o. Armugam 9481086973 14 A Satyavelu S/o. Armugam 15 Sevigoudar S/o. Armugam 16 Hulagappa S/o. Pampanna 9480712982 17 Ramesh S/o.Kosagayya

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Chapter-3 Coherence and Mutual Reinforcement of Three Post - 2015 Global Frameworks for DRR 3.1 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 (Conference of Parties, 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 reduction. India is committed to these global frameworks and the government of India has taken various measures for realization of the goals through involvement of government, private sector and the non-government organisations.

The agreements represent a major turning point in the global eﬀorts to tackle existing and future challenges in all countries. Speciﬁc emphasis is 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 Framework 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 NDMP has also been restructured to ensure coherence and mutual reinforcing of the national initiatives in the domains of DRR, sustainable development and the responses to meet challenges of global climate change.

3.2 Sendai Framework for DRR 3.2.1 New Emphasis on Disaster Risk Management

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 for Action (HFA) 2005-2015: 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 overall goal 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

Ballari District Disaster Management Plan-2020 160 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.

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.” To attain the expected outcome, Sendai Framework seeks to pursue the following goal: “Prevent new and reduce existing disaster risk through the implementation of integrated and inclusive economic, structural, legal, social, health, cultural, educational, environmental, technological, political and institutional measures that prevent and reduce hazard exposure and vulnerability to disaster, increase preparedness for response and recovery, and thus strengthen resilience.” 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:

• For the first time the goals are defined in terms of outcome -based targets instead of focusing on sets of activities and actions. • It places governments at the center of disaster risk reduction with the framework emphasizing the need to strengthen the disaster risk governance. • There is significant shift from earlier emphasis on disaster management to addressing disaster risk management itself by focusing on the underlying drivers of risk. • It places almost equal importance on all kinds of disasters and not only on those arising from natural hazards. • 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 • Disaster risk reduction, more than before, is seen as a policy concern that cuts across many sectors, including health and education

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 technology to enhance multi-hazard Early Warning Systems (EWS), preparedness, response, recovery, rehabilitation, and reconstruction.

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3.2.2 Four Priorities; Seven Targets The four priorities for action under the Sendai Framework are:

1. Understanding disaster risk 2. Strengthening disaster risk governance to manage disaster risk 3. Investing in disaster risk reduction for resilience 4. Enhancing disaster preparedness for eﬀective response and to “Build Back Better” in recovery, rehabilitation and reconstruction

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 reduce disaster risk, but that responsibility should be shared with other stakeholders including local government, the private sector and other stakeholders. India will make its contribution in achieving the seven global targets set by the Sendai Framework (Fig 3-1):

Reduce Increase

Mortality/ Countries with national & global population 2020-2030 Average << 2005-2015 Average local DRR strategies 2020 Value >> 2015 Value Aﬀected people/ global population International 2020-2030 Average << 2005-2015 Average cooperation to developing countries Economic loss/ 2030 Value >> 2015 Value

7 GLOBAL TARGETS global GDP 2030 Ratio << 2015 Ratio Availability and access to multi-hazard early warning Damage to critical infrastructure & systems & disaster risk disruption of basic services information and assessments 2030 Values << 2015 Values 2030 Values >> 2015 Values 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 Intergovernmental 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 2016). The report of OIEWG is meant to help countries operationalise the 38 global indicators for measuring the progress towards realising global targets for DRR along with targets of other major Post-2015 global frameworks (Annexe-III). The list as applicable to India will be used to monitor the progress of Departments and States towards achievement of targets set under the framework, by way of periodic reporting. As part of this eﬀort, all ministries, departments, states and UTs will compile data in accordance with the indicators for the base line period of 2005 to 2015 and on an ongoing basis from 2015 onwards.

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3.3 Sustainable Development Goals (SDG) and Disaster 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. The 17 Goals build on the successes of the Millennium Development Goals (MDGs), while including new areas such as climate change, economic inequality, innovation, sustainable consumption, peace and justice, among other priorities. The goals are interconnected – often the key to success on one will involve tackling issues more commonly associated with another.

Sustainable developmentt (SD) and disaster risk reduction (DRR) are closely interlinked. A single major disaster or “shock” incidentt (i.e. a rapid onset disaster like an earthquake, storm, tsunami or landslide) can undo hard-won development progress and set back 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, there is increase in the frequency and severity of extreme weather events (including storms, droughts, heat waves and cold “snaps”). Such events multiply the risks that people living in areas prone to natural hazards already face.

Figure 3.2: Seventeen Sustainable Development Goals The possibilities of attaining SDGs are jeopardized because disasters undermine economic growth and 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 integral core. Progress in implementing the Sendai Framework contributes to the progress of attaining SDGs. In turn, the progress on the SDGs helps to substantially build resilience to disasters. There are several targets across the 17 SDGs that are related to DRR. Conversely, all seven global DRR targets of the Sendai Framework are critical for the achievement of the SDGs.

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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. Fig. 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

3.4 COP21 Paris Agreement on Climate Change Action and Disaster Risk Reduction

The Paris Agreement was adopted on 12 December 2015 at the Twenty-first session of the Conference of the Parties (COP21) to the United Nations Framework Convention on Climate Change (UNFCC) held in Paris from 30 November to 13 December 2015. The agreement builds upon the UNFCCC and brings 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-7 dwells on establishing “the global goal on adaptation of enhancing adaptive capacity, strengthening resilience and reducing vulnerability to climate change”. Article-2 dwells on “Increase adaptive capacity” and “foster climate resilience”.

Global Stock Taking Five-year Long Term goal cycles for temperature NDCs with anomaly well progression below 20C, towards 1.5"C, Ballari District Disaster Management Plan-2020 164

Figure 3-4: Main elements of the COP21, Paris Agreement on Climate Change

The major goals adopted in the agreement are:

i) A consensus on adopting the long-term goal of keeping the increase in global average temperature to well below 2°C above pre-industrial levels ii) Aim to limit the increase to 1.5°C, since this would signiﬁcantly reduce risks and the impacts of climate change iii) Accepting the need for global emissions to peak as soon as possible, recognising that this will take longer for developing countries and iv) To undertake rapid reductions of emissions in accordance with the best available science

There is significant convergence between the problems that disaster risk reduction and climate change 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 climate change.

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 countries and the most vulnerable countries, in line with their own national objectives. The agreement also provides for enhanced transparency of action and support through a more robust

Ballari District Disaster Management Plan-2020 165 transparency framework. It requires all signatories to make the best eﬀorts through “Nationally Determined Contributions” (NDC) and to strengthen these eﬀorts in the years ahead.

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 the goal set in the Paris Agreement and to inform the preparation of NDCs. There will also be 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 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 strategies and actions. India is committed to engaging actively in multilateral negotiations under the UNFCCC in a positive, creative and forward-looking manner. India’s objective is to establish an effective, cooperative and equitable global architecture under the UNFCCC based on climate justice and the principles of equity and common but differentiated responsibilities and respective capabilities.

3.5 Coherence and Mutual Reinforcement—Thematic Area for DRR

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 generate more - rather than less - risk in development. Taken together, the different priorities, 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 risk reduction.

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 disasters44. 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

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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 has adopted indicators developed by the Inter Agency and Expert Group on the Sustainable Development Goals, and this process is closely coordinated with the Sendai Framework. A global indicator framework has been adopted by the UN General Assembly on July 6, 2017.

The SDMP has tried to envisage coherence across the state eﬀorts for DRR, sustainable development, 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.

Ideas on ensuring coherence and mutual reinforcement across the global frameworks on development, 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 overarching theme as far as disaster risk reduction is 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 expand 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 Framework is depicted in 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 in Table.

Figure 3-6: Post-2015 Global Frameworks—Coherence and Mutual Reinforcement within National Eﬀorts

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SDGs National Development Initiatives

3-7: Envisaging coherence and Mutual ReinforcementNational Plan of SDGs and Sendai Framework Disaster Risk Disaster Climate Reduction Risk Change COP21 Actions

Sendai Figure 3-8: Envisaging coherence and mutual reinforcement of SDGs and COP21 for climate changeFramework action DRR Development

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Table 3-1: Bellary district initiatives relevant for DRR across the three Global Frameworks s.No Sustainable COP21 – Paris Agreement on States Initiatives Relevant to DRR District Initiatives Relevant to DRR Sendai – Global Targets Development Goals Climate Change

Changes in the pattern of Improve education, awareness-raising and Substantially reduce global extreme events require human and institutional capacity on climate 1 disaster mortality by 2030 SDG 1, 2, 11, 13 enhanced disaster resilience Multiple schemes and initiatives change mitigation, adaptation, impact reduction (2020-2030 compared to and adaptation for DRR, economic development, and early warning, 2005-2015) Addressing GACC risks is GACC mitigation and adaptation. Multiple schemes and initiatives for DRR, crucial for liminating poverty economic development, GACC mitigation and and reducing economic losses adaptation from disasters Substantially reduce the Allocation of resources and funds There are various state sponsored schemes for number of disaster- Stresses the need for for disaster prevention and to housing such as Basava Vasathi Yojane; Dr. 2 affected people by 2030 SDG 1, 11, 13 accelerated action to build develop capacities for DRR B.R.Ambedkar Nivas Yojane; Devraj Uras (2020-2030 compared to resilience through risk- Strengthening of the DRM at all Housing Scheme; Vajpayee Urban Housing 2005-2015) sensitive planning and levels Scheme in the district. implementation of DRR Promoting disaster-resilient Strengthening of the DRM at all levels in the development district. Mainstreaming DRM and Promoting disaster-resilient development in the adaptation to GACC in community. development Mainstreaming DRM and adaptation to GACC in development. Early warning given to all level The Paris Agreement aims to State commitment to DRM District commitment to DRM evident from the hold global average evident from the PM Ten Point PM Ten Point Agenda for DRR. Substantially reduce direct temperature increase to well Agenda for DRR Distirct commitments for mitigation of and 3 disaster economic loss SDG 1, 11 below 2°C above pre- State commitments for mitigation adaptation to GACC as per Intended Nationally industrial levels and to of and adaptation to GACC as per Determined Contributions (INDC) pursue efforts to limit it to Intended Nationally Determined 1.5°C, recognizing that this Contributions (INDC) would significantly reduce the risks and impacts of climate change

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S.No Sustainable COP21 – Paris Agreement State Initiatives Relevant to District Initiatives Relevant to DRR Sendai – Global Targets Development Goals on Climate Change DRR

Enhance the resilience of StateSarva Shikshana Abhiyan and other Substantially reduce Global adaptation goals for health systems by integrating programmes that ensured easy access to damage to critical enhancing adaptive capacity, DRM into primary, secondary and school, separate toilets 4 infrastructure and SDG 1, 4, 9, 11, strengthening resilience and tertiary health care, and by for girls and boys, scholarships for meritorious disruption of basic services reducing vulnerability to promoting and enhancing training students have resulted in positive outcomes (health, education, etc.) ensure adequate adaptation capacities in the field of disaster for response in the context of medicine. The substantial the district. the global temperature goal reduction of disaster damage to Enhance the resilience of district health systems critical infrastructure and by integrating DRM into primary, secondary and disruption of basic services is tertiary health care, and by promoting and essential to ensure healthy lives enhancing training capacities in the field of and promote well- disaster medicine. The substantial reduction of being. disaster damage to critical infrastructure and disruption of basic services is essential to ensure healthy lives and promote well-being. Addressing GACC risks that District Providing all secondary Substantially increase are crucial for reducing a) NAPCC for mitigation of and care services in all Taluka hospitals. 5 disaster risk reduction SDG 1, 3, 6, 11, economic losses from adaptation to GACC b) National To ensure universal and safe drinking water and strategies 13, disasters along with a well- Mission on Sustainable Agriculture proper sanitation facilities for all in Urban and integrated approach to (NMSA) c) National Initiative on Rural. adaptation, sustainable Climate Resilient Agriculture such as Basava Vasathi Yojane; Dr. development, environmental (NICRA) B.R.Ambedkar Nivas Yojane; Devraj Uras Housing management and disaster Scheme; Vajpayee Urban Housing Scheme, risk reduction etc and centrally sponsored schemes lie Pradhan Mantri Awaas Yojaana (Rural) Substantially increase Close international Firm commitments by 6 international cooperation cooperation to countries to the global State as a pro-active member in to complement national achieve SDGs response to GACC based on the implementation of the Post- actions INDCs 2015 and other global frameworks and international cooperation for achieving the COP21 goals

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S.No Sustainable COP21 – Paris Agreement on State Initiatives Relevant to District Initiatives Relevant to DRR Sendai – Global Targets Development Climate Change DRR Goals Substantially increase the Develop Super Specialty Hospital in availability of and access to Emphasis on improving early States investments to improve Ballari District Head Quarters to provide 7 multi-hazard early warning SDG 3, 13 warning systems, risk assessment the early warning and tertiary care services. systems and disaster risk and management information systems in different Ballari investments to improve the early information and sectors and for multi-hazards. warning and information systems in Assessments different sectors and for multi-hazards in all time

Note: All the central ministries have speciﬁc responsibilities in accordance with achieving the national targets relevant to the global frameworks.

For monitoring the progress of Sendai Framework, under seven targets of Sendai, a set of 38 indicators (Annexe-III, same as in 3.2.2) have been listed that must be measured against the time period of Hyogo Framework for Action, i.e., 2005-15, in terms of the percentage change with respect to the baseline. This sectoral segregated baseline data for the period of 2005 -15 will be collated by the central Ministry/ Department and States. Meanwhile, NITI Aayog has adopted a National Indicator Framework (NIF) comprising 306 national indicators for monitoring the progress of 17 SDGs having 169 targets. As SFDRR and SDGs have clear cut established linkages, this NIF, besides others, includes national indicators for targets 1.5.1, 1.5.2, 11.5.1, 11.b.1 and 11.b.2 focusing speciﬁcally on DRR. The time frames used in the NDMP are co-terminus with the post-2015 global frameworks, ending in 2030.

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Chapter-4 Social Inclusion in Disaster Risk Reduction 4.1 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 across gender, 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 DRR 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 DRR. However, DRR must take cognizance of social realities to ensure that every possible effort is made to make DRR as socially inclusive as possible.

The Disaster Management Act 2005 (Chapter 11, Section 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 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, 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, and 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.

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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 DDMP for DRR 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)

4.2 Gender Perspective and DRR

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 favorable for men within an overwhelmingly patriarchal society. All these prevent women from enjoying equal-rights and equal-partner status in DRR 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 accessing 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

Ballari District Disaster Management Plan-2020 173 have control over resources and institutions (Parkinson 2011). Women headed households, single women, and widows find it difficult to access information and necessary financial help for recovery and reconstruction.

Following a disaster, there are many situations in which there is likelihood 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 leadership roles and better inﬂuence the direction of development patterns” (UNISDR 2015a). 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.

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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 and 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, tend 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 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 DRR policies and practices remain blind to the social realities. There is greater likelihood of addressing the concerns of a marginalized group like transgender 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 DRR.

As per Health and family welfare, sexual and minorities 923 members of ¨Ballari's district population.

S.No Name of the Taluka No of sexual and minorities 1 Ballari 300 2 Siruguppa 68 3 Sandur 48 4 Hosapet 211 5 HB Halli 62 6 Hadagali 43 7 Kudalgi 14 8 Harapanahalli 94 9 Kurugod 29 10 Kampli 42 11 Kotturu 12 Total 923 Table:4.1 Ballari distirct sexual and minorities

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4.3. 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 21.48% (591699) and 18.21% (501714), respectively, of ¨Ballari's district 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 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, sex or place; and under Article 17 provides for ‘abolition of untouchability’, making it a punishable offenc e. 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 Prevention of Atrocities Act 1995 and subsequent amendment in 2015 provide legal protection against atrocities and discrimination. Efforts must be made to ensure there are no discriminatory practices in any DRR activities or while providing humanitarian assistance. The DRR 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.

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It must be ensured that in post disaster situations and in disaster mitigation planning and implementation activities full attention should 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-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.

4.4 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 crisis situations to provide 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 when widespread and/or systematic violence occur. 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

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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 Human Resource Development (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.

4.5 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 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 after 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 has undergone changes in the age structure of the population with the proportion of older persons increasing due to 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.

According to national Census 2011, in Ballari there are nearly 182156 elderly persons (aged 60 years or above); both the share and size of elderly population is increasing over time. From 5.6% in 1961 the proportion has increased to 8.6% in 2011 in Ballari district. In terms of rural and urban distribution, 64.56% of the elderly are in rural and 35.43 % is in urban areas. As per Census 2011,

According to Helpage India, during disasters the elderly are usually the last in the line, likely to be lost in the crowd, and highly vulnerable. 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 2014) 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. The three principles are:

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1. In need: Older people have speciﬁc requirements which must be understood and responded to within all DRR activities. 2. 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. 3. 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.

4.6 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”.

The population of PWD in Ballari district, as per census 2011, is 26284, which is 1.17 % of the population. Of these 15727 (59.83%) are males and 10557 (40.16%) are females. In the total population, the male and female population are 59.83% and 40.16% respectively. Majority of the PWD (approx. 69%) live in rural areas,

which is nearly same the share of rural population. A global survey by UNISDR in 2013 among 5,717 persons living with disabilities in 137 countries and eight non-self-governing territories examined why the number of the dead and injured PWD are disproportionally high in conflict, disasters and other emergency situations. The survey showed that 72.9% of PWDs have no personal preparedness plans. PWDs across the world say they are rarely consulted about their needs. The survey found that in the event of a sudden disaster, only 20% of PWD could evacuate immediately without difficulty, while the majority would have some level of difficulty or not be able to evacuate at all. A Handicap International study in 2015 (HI 2015) found that 75% of people with disabilities believe they are excluded from humanitarian responses to emergencies like natural disasters and conflict.

It has been observed that persons with disabilities (PWD) are after overlooked and thus not only excluded in risk reduction and disaster response measures but are also subject to at higher risk than others. The NDMA has brought out relevant guidelines which must be consulted. 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 neighbours and local community.

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DRR 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 have one or more persons in the neighborhood who are responsible to act as a buddy to assist. The neighbours 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 workplace, home, or school. The more people who can assist are there so much the better. It is also important for PWD to 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 disaster response planning at the local level must include lists of PWD in 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.

4.7 Making Disaster Risk Management Inclusive

At each level, stage and step, DRR 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 DRR. The DRR efforts need to design local strategies to promote inclusion. All agencies involved in DRR – 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 f 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 DRR. While this chapter provides an overall perspective on the signiﬁcance of social inclusion in DRR, 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 DRR in the responsibility framework along with indicative Sub-Thematic Areas.

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4.8 Responsibility Framework – Social Inclusion: Applicable to District Government Departments 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- District administrations and their Responsibilities

Thematic S.N area for Districts o Responsibility- District action Lead Agencies: • Ensure that special Shree Shakti Scheme of the district by 2020 to ensure empowerment of women in the district. This effort are made to make DRM gender inclusive and to ensure participation of women. • Ensure that there are no discriminatory practices that marginalise sexual and gender minorities at any stage of DRM, DSW, DWC • Recognise the additional vulnerabilities of sexual and gender minorities such as transgender. • Empowering, especially leadership in DRR. • Enabling Environment. • Curriculum Development with gender sensitive approach. • Promoting insurance 1 Gender • Use of Information and Data Management to support gender sensitive approach. DDMA • Review and changes in existing regulations, norms and directives to make them gender sensitive. • Awareness in SHGs for disaster management. • Shelters/ Temp Shelters/ Relief Camps - provision for specific Supporting needs. Agencies: • Ensure joint ownership in the name of husband and wife of DUDC/TP houses reconstructed and assets provided under post-disaster recovery assistance • HRVA - Risk Assessment to take care of women and transgender DAPCU –Health, vulnerabilities. DDMA • Sensitize all agencies and key personnel associated with protection Child Welfare of child rights and safety, including those connected with juvenile Committee justice such as police, CWC. • Make special arrangements for disaster preparedness and safety DWCD, Child of various children s institutions. Welfare ’ Take adequate measures to prevent and stop child abuse and Committee • maintain strict vigil against child trafficking. • Regular mock drills and other preparedness measures in all 2 Children schools and children’s institutions. • Regulatory measures for ensuring school safety and disaster Education dept., preparedness in schools Child Welfare • Special attention to children s institutions after early warning and Committee ’ post-disaster • Ensure that in post disaster situations children do not face isolation, anxiety, trauma, separated from their families or parent(s) Child labour • Take measures to prevent and stop child labour in post disaster dept situation.

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Sub- District administrations and their Responsibilities Thematic S.N area for Districts o Responsibility- District action Lead Agencies: • Use of Information and Data Management to support DDMA/Revenue relevant issues. • Shelters/ Tempory Shelters/ Relief Camps – non- discriminatory • HRVA – Risk Assessment to specifically include SC/ST vulnerabilities (locational, existing discriminatory practices, is any, creating hindrances in DRR, access to information, access to risk reduction resources). • Convergence between concerned departments in schemes meant for SC/ST for DRR DSW Schedule • Empowering, especially leadership in DRR d • Curriculum development with focus on issues of SC/ST communities Castes Include non-discriminatory implementation of DRM in Social 3 • (SC) & audit. Tribes • Ensuring enabling environment for participation (ST) • Promoting insurance products/ campaigns Fire & • Training, Awareness, Mock drills, Vocational Training / Emergency Skill development Dept • Agencies with • Protecting the tribal identity, traditions and customs in Major roles: post-disaster situations in different phases of DRM Slum • Ensure steps taken for DRM do not cause Development irreversible damage to the community’s culture, Board, Dept. of tradition, habitat and ecosystem tribal Welfare • Preparing lists of all the elderly persons living without adequate support, periodically reviewing their situation and check the status of social network (neighbours, relatives, friends) and other Health Dept arrangements for their support. • Assess medical and health support needs of the elderly in each area and maintain stocks of crucial items. • Sensitizing local communities about additional vulnerabilities of the elderly persons in the communities and promote neighborhood groups or responsible individuals to assist the elderly. • Make special arrangements for disaster preparedness and safety of RDPR/DUDC 4 Elderly various institutions for the elderly such as old age homes, retirement homes and shelter homes for the elderly. • In the risk season or after early warnings, take measures to ensure that the elderly is informed and prepared • Linking organisations working for the welfare of elderly with community initiatives for DRM DDMA/Revenue • Involve elderly in disaster preparedness and planning to the extent they can contribute • Special attention to the protection of property and assets of the elderly after evacuation or post disaster situations

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Sub- District administrations and their Responsibilities

Thematic S.N area for Districts o Responsibility- District action Lead Agencies: Lead Agencies: DSJE • Sensitizing local communities about the PWD living in the community and their special needs particularly during Agencies with disasters major roles: • Promote neighborhood groups assist PWD or ensure a Personal Support Network consisting of at least three persons DDMA, DWCD, who are trusted for each PWD Persons with • Make special arrangements for disaster preparedness and Disabilities safety of various institutions for the PWD such as school for Department, the blind, hostels for PWD and any facilities dedicated to Health PWD Persons Department , • Linking organisations working for the welfare of PWD With 5 State with community initiatives for DRM Disabilitie Commissioner for • Preparing lists of all PWD, periodically reviewing their s (PWD) Persons with situation and check the status of social network Disability, District (neighbours, relatives, friends) and other arrangements for Disability Officer their support • In anticipation of a hazard or after early warnings, take Supporting measures to ensure that all PWDs are properly informed and Agencies: All prepared Agencies • Involve PWDs in disaster preparedness and planning Associated with as equal participants DRM directly or • Special attention to the protection of property and indirectly assets of the PWDs after evacuation or post disaster situations

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Chapter-5 Mainstreaming Disaster Risk Reduction

5.1 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, district, 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 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 DRR. It means radically expanding and enhancing DRR 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

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disaster risk. It can unwittingly create new risks or exacerbate the exis ting 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 DRR. Social exclusion adversely aﬀects both development and the capacity to cope with disasters. In addition to the special emphasis on making DRR 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 reducing 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.

5.2 Mainstreaming—Sub Thematic Areas for DRR 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 sub- thematic areas for mainstreaming DRR and creating the enabling environment for it emerging from the global discussions are:

I. Improving awareness and understanding of disaster risk II. Enhanced legal support and better disaster governance III. Eﬀective disaster risk transfer and risk management IV. Ensuring social inclusiveness in disaster risk management V. Enabling coherence and mutual reinforcement of initiatives under the major global frameworks for enhancing disaster resilience VI. Institutional arrangements and capacity development (institutional, human, community, technology, etc.) for DRR VII. Intra-government horizontal and vertical integration VIII. Budget allocations for integrating DRR concerns into development programs IX. Changes in project appraisal, scrutiny of development plans, better land-use regulations, insistence on multiple hazard resilient infrastructure X. 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.

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I. 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 DRR 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.

II. 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 to ensure enforcement. As a continuous effort, it is necessary to improve and strengthen various laws having a bearing on DRR. DRR 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.

III. Disaster Risk Transfer

A comprehensive disaster risk management strategy, actively involving stakeholders 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.

The emphasis now is on managing risks going beyond disaster and emergency management, which tends to be concerned mainly with management of disaster events rather than risk. The risk management processes are continuous and embedded within the broader development framework. There are various options for financing disaster risk management, i.e., Disaster Risk Financing Instruments (DFRI). DRFI are commonly classified as ex post (e.g., budget reallocations, loan conversations, borrowing) or ex ante (accumulated reserves, precautiona ry savings, contingent credit, risk transfer/insurance). Insurance is a type of ex ante financing, in which an at-risk party cedes all or some of its risk exposure to a third party in return for a premium payment. However, none of these are standalone or universal solutions for DRR. For example,

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insurance is not a sufficient instrument for achieving effective disaster risk management and disaster risk reduction at a societal level. At -risk parties, whether individuals, businesses or governments, must decide when insurance is appropriate and what other tools to use when it is not. It must be noted that not all perils can be insured against. Various risk financing instruments must be integrated within an overall DRR strategy, enabling policies and supporting legal framework.

The processes to facilitate and promote risk transfer involve identifying aspects such as, a) various layers of disaster risk, b) who bears each level of risk and c) possible risk transfer instruments available to each layer (Le Quesne et al 2017). As part of risk layering, financing instruments must be selected based on the frequency and severity of disasters. Risks with high frequency and low severity (e.g., floods) can be self- financed by the insured party (government or affected populace). Disaster reserve funds or budgetary allocation would be appropriate instruments in this case. On the other hand, risks with low frequency and high severity are likely to cause extensive damage and should be transferred to better-equipped third parties. Integrating risk transfer mechanisms into disaster risk informed development is challenging for policy-making and planning.

IV. Ensuring Social Inclusiveness in Disaster Risk Management

Importance of social inclusion for DRR was discussed earlier in considerable detail. Inclusive DRR 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 DRR and responsibility framework has been provided in the chapter on social inclusion. Mainstreaming social inclusion in DRR must be based on the approach discussed in detail there and it is not necessary to reiterate it here.

V. 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 have 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:

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• 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 • Understand the cascading nature of risk, of how decisions in one sector alters disaster risk in another in a cascading manner • Understand not only vulnerabilities from cascading risks, but also better assess the capabilities to resist, absorb, and accommodate risks • 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) • Aligning the risk management approaches • Improving horizontal and vertical integration for DRR within government by making use of decision- making tools and information technology • Setting targets, timeframes, indicators and monitoring mechanisms to facilitate consolidation of eﬀorts across sectors to enhance disaster resilience

VI. Institutional Arrangements and Capacity Development for Disaster Risk Management

DRR is a crosscutting responsibility that needs to be ‘owned’ by all government agencies rather than by a single nodal department or agency designated for it. 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 the national and state levels 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. VII. Intra-Government Coordination and Integration

Since there are multiple line agencies, sectors and levels of administration involved in development initiatives at state and district 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 horizontal coordination is important given the crosscutting nature of DRR and the potential implications of one agency ’s decisions on another. VIII. 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.

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IX. 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 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 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.

X. 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 focusing 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 NDMP in terms of short, medium and long-term goals. What needs to be done by the center, state and UTs 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 DDMP can only provide broad perspective on mainstreaming DRR. Each ministry, department, state and 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 NDMP. DRR is a common theme among the post-2015 global frameworks and DDMP emphasises the benefits of building coherence and mutual reinforcement among all national efforts associated with these frameworks, which involves many elements going beyond the DDMP into the domain of larger developmental efforts. The implementation of mainstreaming depends on how these considerations have been woven into the main activities as integral to them and not as separate components under the DMP of each. Therefore, it should be noted that DDMP 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 their respective main plans. The DDMP provides in different sections and sub - sections, Thematic Areas and Sub-Thematic Areas relevant to mainstreaming of DRR.

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Chapter-6 Building Disaster Resilience – Responsibility Framework: Part-A, Prelude 6.1 Introduction

This chapter is essentially a prelude to the detailed responsibility framework for realising DRR and building resilience presented in the next chapter. This 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 described in the next chapter. The responsibility framework provides a brief description of actions, list of key agencies responsible from the center and state and relevant time frames. Four categories of time frames, running concurrently in most cases, are:

1) Recurring/ Regular (day-to-day) 2) Short Term (T1, ending 2022) 3) Medium Term (T2, ending 2027) 4) Long Term (T3, ending 2030)

It must always be understood that the time frames T 1, 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. Many actions are ongoing and several are continuation of those in previous version of DDMP. The goal is to implement as many as possible by 2030. A starting year is not mentioned because many of the actions are ongoing and many were stated in the previous version of the DDMP.

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 centers 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, minimizing 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 it 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 DDMP (reiterated here for continuity):

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I. Conforming to the national legal mandates – the DM Act 2005 and the NPDM 2009 II. Participating proactively to realise the global goals as per agreements to which India is a signatory – Sendai Framework for DRR, SDGs and COP21 (Paris Agreement) – consistent with the international consensus for achieving mutual reinforcement and coherence of these frameworks. III. Prime Minister’s Ten Point Agenda for DRR articulating contemporary national priorities IV. Social inclusion as a ubiquitous and cross-cutting principle V. Mainstreaming DRR as an integral feature

This chapter describes various Thematic Areas (TA) for DRR, the related Sub-Thematic Areas (sub-TA) and the responsibility framework envisaged for implementation. A major component of DRR, undoubtedly, is 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.

6.2 Thematic Areas for DRR

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 district 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 national plan incorporates into the planning framework the key themes enunciated in the Sendai Framework and additional ones based on a broader approach to DRR elaborated earlier. These are grouped under the following six Thematic Areas for DRR:

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

Separate chapters (3, 4, and 5) have been devoted to the discussion of three crosscutting Thematic Areas—

i. coherence and mutual reinforcement for DRR of the post-2015 global frameworks, ii. social inclusion iii. Mainstreaming DRR.

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1. Understanding Risk

This Thematic Area focuses on understanding disaster risk, the Priority-1 in the Sendai Framework and the integration of numerous actions needed for strengthening disaster resilience. The Sub-Thematic Areas are:

a) Observation Networks, Information Systems, Research, Forecasting, b) Zoning/ Mapping, c) Monitoring and Warning Systems, d) Hazard Risk, Vulnerability and Capacity Assessment (HRVCA), 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.

2. Inter-Agency Coordination

Inter-agency coordination is a key component of strengthening the disaster risk governance - Priority- 2 of the Sendai Framework. The Sub-Thematic Areas for DRR are:

a) Overall disaster governance b) Response c) Providing warnings, information, and data d) Non-structural measures.

The central ministries and agencies mentioned are those vested with hazard-speciﬁc responsibilities by the Govt. of India or those expected to play major roles in the thematic areas given in the responsibility framework.

3. Investing in DRR – Structural Measures

Undertaking necessary structural measures is one of the thematic areas for DRR 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.

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4. 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 that facilitates mainstreaming disaster risk reduction into development activities. It empowers authorities to enhance disaster resilience. The central and state governments will have to set up necessary institutional support for enforcement, monitoring, and compliance.

5. Capacity Development

Capacity development is a recurring theme in all DRR 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.

6. 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 DRR.

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

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 diﬀerent levels from the local administrative bodies and communities to the central ministries, departments and agencies. Diﬀerent 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 center - 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. Cyclone and Heavy rainfall 2. Floods 3. Drought 4. Thunderstorm, Lightning, Dust, Squall and Strong Winds 5. Cloudburst and Hailstorm 6. Heat wave 7. Chemical (Industrial) Emergencies 8. Biological and Public Health Emergencies (BPHE) 9. Fires 10. Forest Fire

The primary role of the central agencies in most disasters and emergencies is of providing various types of support to the disaster-aﬀected State, 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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7.1.1 Cyclone and Heavy rainfall Risk Reduction understanding Risk: Cyclone and Heavy rainfall Understanding Risk Sub- Thematic Districts S.N Responsibility- District area for Lead Agencies: o DRR DDMA, Revenue Recurring/ Regular Observati Dept.(DM), DEOC, • Collect and seek continuously the information update on on weather including advisories from IMD and state agencies Networks, • Coordination with DEOC Informatio • Develop Resource Inventories 1 n Systems, • Learn warning signs and Community alert systems. Research, • Support and coordination with state agencies Forecastin Short-Term (T1) g, Early • Install and maintain planned Automatic Weather Stations Warning (AWS) and Telemetric Rain-Gauge Network.

Zoning/ DDMA Recurring/ Regular 2 Mapping • Carry out the mapping and related studies Revenue Department Recurring/ Regular • Supporting the preparation of Maps. NRDMS • Developing the detailed maps for heavy zones.

ULBs, PRIs Short-Term (T1) • Identified to the High risk, Medium risk and low risk zones in Rural and Urban DDMA • Recommendations of research and documents • Monitoring and coordination with the all department. Monitorin Short-Term (T1) g cyclone- • Formed to the Advisory committee in district level. Heavy Revenue Recurring/ Regular 3 rainfall Department • Implement studies. prone • Develop an emergency communication plan in case of separation coastal PRIs, ULBs Recurring/ Regular areas • Implement rural and urban. • Coordination and communication with community. DDMA Recurring/ Regular Hazard • Prepare seasonality and impact charts indicating the Risk occurrence of cyclone and heavy rainfall. Vulnerabil • Take up regular vulnerability assessment both in urban ity and 4 and rural areas. Capacity PRIs, ULBs and other Recurring/ Regular Assessme development • Undertake HRVCA as part of preparation and periodic nt departments viz. Agri, revision of DM plans, and for development planning. (HRVCA) Horti, PWD, WRD .

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Cyclone and Heavy rainfall Understanding Risk Sub- Thematic Districts S.N Responsibility- District area for Lead Agencies: o DRR DDMA, Recurring/ Regular RD, Panchayats, • Dissemination of warnings to all (including fishermen), down ULBs, Fisheries Dept. to the last mile – remote, rural or urban; Regular updates to PWD (ports). people in areas at risk. Short Term (T1) • Establishing seamless interface between state and district networks Dissemina Medium Term (T2) tion of • Ensure facilities and infrastructure for the implementation of warnings, adequate access of information to communities at risk 6 DDMA, ULBs, PRIs Recurring/ Regular data, and DEOC, Information • Warnings using all types of options, types of ICTs and informatio & Public Relations, media n Police • Deployment of communication equipment. • Monitoring compliance by various network operators and service providers • Providing weather information online and offline and interface with mobile network service with all district level departments and officers. Medium Term (T2) • Ensure communication equipment like satellite phone

7.1.2 Inter-Agency Coordination Cyclone and Heavy rainfall Inter-Agency Coordination Sub- Districts S.N Thematic Responsibility- District Lead Agencies: o area for DRR Overall Recurring/ Regular disaster DDMA • Keeping the control room active round the clock. governance • Distributing of duties to the district level officials, field functionaries on need basis. 1 PRIs, ULBs • Preparation and implementation of District DM plans including DM plans for urban and rural local bodies. • Mainstreaming DRR in the projects and programs implemented by departments and local bodies. • Ensuring coherence and mutual reinforcement of DRR, CCA and development • Development departments including PRIs and ULBs to prepare and implement local plans for SDG and climate change extremities.

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Cyclone and Heavy rainfall Inter-Agency Coordination Sub- Districts S.N Thematic Responsibility- District Lead Agencies: o area for DRR DDMA Recurring/ Regular • Activate district incident response system and DEOC. • Coordinate with central/ state agencies Medium Term (T2)

• Take up rehabilitation measures with the help of Center, State, NGOs and others Department of Recurring/ Regular

Homegurd, • Initiate search and rescue operations. SDRF, NDRF, Revenue, PRIs, Recurring/ Regular

ULBs • Prepare and implement evacuation plan. Supporting • Assess all needs for immediate relief measures and from Police and compensation.

KSF&ES, • Organising and coordinating the immediate response Health Recurring/ Regular

• Constituting of mobile health teams to visit shelters. 2 Response • Informing the hospitals to be ready to receive the injured persons for immediate medical aid, and arrangement of special medical need if required. • Management of deceased. Police Recurring/ Regular • Arrangement and deployment of Police for maintaining law and order. • Traffic management and patrolling to the disaster site. • Provision of security at the shelter. • Arrangement of vehicle and public address system for information dissemination. RTO • Arrangement of specialized equipment for mitigation. Police, KSF&ES, Recurring/ Regular Revenue, • Asking the people in the vulnerable areas to move to the Veterinary Dept shelters and to move their domesticated animals to shelter places and to co-operate with the volunteers and other officials engaged in similar activities. Warnings DDMA, PRIs, Recurring/ Regular , ULBs, • Coordinating the dissemination of warnings to all, down 3 Informati Information & to the last mile – remote, rural or urban; Regular updates on, Data Public relations to people in areas at risk Non- Recurring/ Regular structural DDMA, PRIs, • Ensure updated norms/ codes and their implementation, 4 measures ULBs, enforcement and monitoring

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7.1.3 Investing in DRR – Structural Measures Cyclone and Heavy rainfall Structural Measures

Sub- Thematic Districts S.N Responsibility- District area for DRR Lead Agencies: o Multi-Purpose DDMA, Short Term (T1) 1 Cyclone Revenue, • Identification of safe buildings and sites to serve as Shelters temporary shelters for people and livestock evacuated from localities at risk. PRIs, ULBs, Medium Term (T2) PWD • Construction of multi-purpose shelters in coastal villages / habitations prone to frequent cyclones Long Term (T3) • Ensure compliance with relevant building codes Revenue, Medium (T2) Terms Social Housing PRIs, ULBs, • Ensure that multi-hazard, especially cyclone and 2 Schemes DRD, UDD heavy rainfall- resistant features are incorporated in and RGRHCL planning and execution of social housing schemes Short Term (T1) • Ensure compliance with relevant building codes • Carry out retrofitting of social housing, especially cyclone- resistant features. Hazard resistant DDMA, PRIs, Recurring/ Regular 3 construction, ULBs, DRD, UDD strengthening, and other • Collaboration with technical agencies and and retrofitting agencies involved implementation of all lifeline in housing Short Term (T1) structures and projects agencies critical (RGRHCL) • Plan for technical agencies infrastructure

7.1.4 Investing in DRR – Non-Structural Measures Cyclone and Heavy rainfall Non-Structural Measures

Sub- Thematic Districts S.N Responsibility- District area for DRR Lead Agencies: o • Laws DDMA, PRIs, Short Term (T1) Regulations ULBs, Ground • Ecologically sound land-use zonation; regulating • Enforcement water board aquaculture, and groundwater extraction; 1 mechanism strengthen land-use planning. DDMA, PRIs, Recurring/ Regular ULBs, PWD • Check shoreline erosion, risk to structures, monitoring shoreline changes paying attention to the preservation of natural barriers

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• Techno-Legal DDMA Recurring/ Regular regimes • Notification of coastal zones for different purposes as • Institutional Arrangements per CRZ guidelines and techno-legal framework of town and country planning rules enforcement and • Codes for disaster risk monitoring DDMA, PRIs, reduction Recurring/ Regular ULBs, UDD, • Compliance • Ensure the spread, preservation and monitoring restoration/regeneration of bio-shields Risk Transfer DDMA, PRIs, Recurring/ Regular & Short Term (T1) ULBs, DRD, UDD • Constitute task teams jointly with district agencies for implementing land-use regulation as per zoning guidelines. 2 Public DDMA, PRIs, Recurring/ Regular Private ULBs, Industries Partnershi association and • Promote private participation ps corporate bodies • Seek financial and technical assistance through collaborative projects in relief, rehabilitation and cyclone resistant housing.

7.1.5 Capacity Development Cyclone and Heavy rainfall Capacity Development

Sub- Thematic Districts S.N Responsibility- District area for DRR Lead Agencies: o Training DDMA 1 Recurring/ Regular

• District need bases training planning and

implementation. Revenue, DTI, Recurring/ Regular Police Training • Training and orientation programs for direct stakeholders Academies, such as: civil society, media-persons, elected representatives,

professionals for veterinary care and support to disaster- affected animals. • Incorporating disaster response, search and rescue in the training programs of youth such as village volunteers, protection of disaster-affected animals Curriculum Education Dept., 2 Recurring/ Regular Development • Implementation to State Update curriculum for schools to

include topics relevant for cyclone and heavy rainfall, Health Dept., Recurring/ Regular Medical • Implement Crisis Management, emergency medical Education Dept response/recovery and trauma management at

Diploma /UG/ PG levels for Health Professionals.

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Cyclone and Heavy rainfall Capacity Development

Sub- Thematic Districts S.N Responsibility- District area for DRR Lead Agencies: o

Recurring/ Regular & Short Term (T1) DMA,DTI, PRIs, • Carry out mass media campaigns ULBs, F&ES, Civil Awareness • Promote culture of disaster risk prevention, mitigation, Defence, Police 3 Generation and better risk management

• Promote attitude and behaviour change in the awareness campaigns/ IEC

• Promote use of insurance/ risk transfer • Promote Community Radio • Strengthening network of civil society organizations for awareness generation about DRR and DM • Information on care and protection of disaster- affected animals DDMA, DTI, SDRF, Recurring/ Regular 4 Mock Drills/ PRIs, ULBs, F&ES, • Joint planning and execution of emergency drills Exercises Civil Defence, Police and other relevant departments Vocational DMD, SDMA, 5 Recurring/ Regular Training / Skill DDMA, RD, SLSDA Development • Conduct training programmes DDMA, DTIs, Recurring/ Regular SDMA,PRIs, ULBs, • Creating ToT teams for different trades relevant to Dist level skill cyclone-resistant construction development agencies. Empowering DDMA, DTIs, Short Term (T1) women, PRIs, ULBs and 6 marginalised other relevant • Incorporating gender sensitive and equitable approaches communities, departments in capacity development covering all aspects of disaster and persons with management at the district,tulak and local levels Disabilities DDMA, DTIs, Recurring/ Regular Community- PRIs, ULBs and • Strengthen ability of communities to manage and cope Based Disaster 7 other relevant Management with disasters based on a multi- hazard approach departments • Training for panchayat, SHG, NCC, NSS, youth, local community organizations

Notes: Departments and agencies that are not mentioned have both direct and indirect supporting role depending on the disaster, location and context

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7.1.6 Climate Change Risk Management

Cyclone and Heavy rainfall Climate Change Risk Management Districts Sub- Thematic S.N Lead Responsibility- District area for DRR o Agencies: Research, DDMA, PRIs, Recurring/ Continuous 1 Forecasting, ULBs and • Support state risk reduction efforts related to GACC Data other relevant • Coordination with departments agencies Management, departments Short & Medium Term (T1, T2) Zoning, • Document district-specific GACC impacts and coping Mapping mechanisms Hazard Risk DDMA, PRIs, 2 Medium & Long Term (T2, T3) Vulnerability ULBs and • Promote district-specific studies on vulnerabilities, and Capacity other relevant capacities and risks under GACC impact scenarios Assessment departments • Assess GACC risks of vulnerable and marginalised sections (HRVCA) Climate Change 3 Recurring/ Continuous Adaptation DDMA, PRIs, • Sensitization and awareness creation (CCA) ULBs and • Coordination with district agencies other relevant • Sponsor and promote district-specific efforts and local departments efforts for GACC mitigation and adaptation.

Short –Term (T1) • Develop local adaptation strategies and pilot projects

Medium & Long Term (T2, T3)

• Sponsor and promote district-specific efforts and local efforts • Promote appropriate combinations of Green and Blue infrastructure approach • Implementation of GACC adaptation programs • Integrate adaptive measures in social protection programmes for the vulnerable groups

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7.2.1 Flood Risk Reduction Understanding Disaster Risk Flood Understanding Disaster Risk S.N Sub- Thematic Districts Responsibility- District o area for DRR Lead Agencies: Observation DDMA, Recurring/ Continuous Networks, • To disseminate early warning signals to the Taluka administration, local Information authorities, and the public at large in the areas likely to be affected by a Systems, disaster so as to reduce loss of life and property. Monitoring, • Collect and seek continuously the information update on weather including Forecasting, Early advisories from IMD and state agencies 1 Warning Short –Term (T1) • Formation of flood monitoring committee at the taluk level. Revenue Recurring/ Continuous Department • Regular alerts in the form of messages using ICT tools. • Learn warning signs and Community alert systems. Recurring/ Regular • Support and coordination with state agencies Zoning, Mapping, DDMA, Short –Term (T1) and classification • Classify flood prone areas in the district, taluks and villages 2 flood prone areas NRDMS, Recurring/ Continuous • Prepare flood vulnerability maps at district, taluks and villages PRIs, ULBs, Short –Term (T1) • Identified to the High risk, Medium risk and low risk zones in Rural and Urban. Studies and DDMA, Recurring/ Continuous 3 monitoring of rivers flowing • Keep information updates on rivers and reservoir levels. from Short –Term (T1) neighboring • Use river studies for flood management. states Dam Board Short –Term (T1) and every year updating • Prepared to the reservoir emergency action plan. Research and Recurring/ Continuous Development DDMA, Carry out district-specific efforts in all these areas support local efforts. 4 • Universities & Short –Term (T1) and Medium (T2) Research • Undertake research studies on flood prone areas and flood plain zoning & institutions (VIMS) bylaws Hazard Risk DDMA, Revenue 5 Vulnerability and Department.PRIs, Recurring/ Continuous Capacity ULBs and other • Take up regular vulnerability assessment both in urban and rural areas. Assessment development • Provide technical support and guidance for comprehensive HRVCA (HRVCA) Short –Term (T1) • Promote studies, documentation and research Studies on vulnerabilities and capacities covering social, physical, economic, ecological, gender, social inclusion and equity aspects. • Undertake HRVCA as part of preparation and periodic revision of DM plans, and for development planning. •

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Flood Understanding Disaster Risk S.N Sub- Thematic Districts Responsibility- District o area for DRR Lead Agencies: Monitoring, DDMA, 6 Forecasting and KSNDMC, Recurring/ Continuous Warning IMD, CWC, • Information dissemination among the departments and agencies Systems WRD, SLRTI responsible for managing flood situations • Issue flood alerts • Take necessary precautions Dissemination of DDMA Recurring/ Regular (RR) warnings, data, • Inter-District data and information sharing where applicable and information • Coordination and cooperation with the central/state agencies

• Ensure facilities and infrastructure for the implementation of adequate access to communities at risk

DEOC, Recurring/ Regular (RR)

Information & Dissemination of warnings to all, down to the last mile remote, rural or • – Public Relations urban; Regular updates to people in areas at risk Warnings using all types 7 of options, types of technologies, and media • Monitoring compliance by various network operators and service providers. PRIs, ULBs, Recurring/ Regular (RR) • Dissemination of warnings to all through Dangura and speakers/mick. Notes: Every department or agency of the government not specifically mentioned will also have both direct And indirect supporting role depending on the disaster, location and context.

7.2.2 Inter-Agency Coordination: Flood Inter-Agency Coordination S. Sub- District N Thematic Lead Responsibility- District o area for DRR Agencies: DDMA, Recurring/ Regular (RR) Overall Revenue • Preparation and implementation of DM plans and ensure the functioning of disaster Departme agencies with DM tasks 1 governanc nt • Distributing of duties to the district level officials, field functionaries on need e basis. • All aspects of disaster risk management and mainstreaming DRR • Maintain IDRN information base for resource identification and deployment. DEOC Recurring/ Regular (RR) •Keeping the control room active round the clock. • Regular updating to Weather and reservoir information PRIs, Recurring/ Regular (RR) ULBs, • Preparation and implementation of District DM plans for urban and rural local bodies.

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Flood Inter-Agency Coordination Sub-

Themati Districts S.N Responsibility- District c area Lead Agencies: o for DRR DDMA, Recurring/ Regular •Activate Incident Response Teams at all level. •coordinating the immediate response towards rescue, relief & rehabilitation •Coordinate with state agencies for the necessary support •Mobilize necessary resources from govt, private, NGOs & community for response activities. District Crisis Recurring/ Regular Committee •Organising and coordinating the immediate response towards rescue, District Incident relief & rehabilitation Response team •Provide necessary resources in terms of material, manpower and monetary support. RD, PRIs, Recurring/ Regular Supporting from • Prepare and implement evacuation plan. Police and • Assess all needs for immediate relief measures and compensation. F&ES, • Organising and coordinating the immediate response. Respons Department of Recurring/ Regular e Home gurd, • Initiate search and rescue operations. SDRF, NDRF, Health Recurring/ Regular 2 • Constituting of mobile health teams to visit shelters. • Informing the hospitals to be ready to receive the injured persons for immediate medical aid, and arrangement of special medical need if required. • Management of deceased. Police Recurring/ Regular • Arrangement and deployment of Police for maintaining law and order. • Traffic management and patrolling to the disaster site. • Provision of security at the shelter. • Arrangement of vehicle and public address system for information dissemination. RTO • Arrangement of specialized equipment for mitigation. Police, Recurring/ Regular KSF&ES, • Asking the people in the vulnerable areas to move to the shelters and to Revenue, move their domesticated animals to shelter places and to co-operate Veterinary with the volunteers and other officials engaged in similar activities. Dept Indian Red Recurring/ Regular Cross NGOs, •Supporting in Shelter, relief camps, drinking water, SHGs, CBOs, •community for response activities Voluntaries •Supporting to basic needs as requirement.

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Flood Inter-Agency Coordination Sub-

Themati Districts S.N Responsibility- District c area Lead Agencies: o for DRR Warnings DDMA Recurring/ Regular , • Coordination warning updates with the KSNDMC,IMD agencies 3 Informati DEOC Recurring/ Regular on, Data • Coordinating the dissemination of warnings to all, down to the last mile – remote, rural or urban; Regular updates to people in areas at Risk. • To disseminate early warning signals to the Taluka administration, local authorities, and the public at large in the areas likely to be affected by a disaster so as to reduce loss of life and property WRD Recurring/ Regular • Daily once 12 hour water out flow and in flow information given to district. Revenue Recurring/ Regular Department • Warning information given to public in Village and urban in advance. of PRIs, • Communication through media, whats app groups, and Dangura at ULBs village level Non- DDMA Recurring/ Regular structural • Coordination among district agencies for ensuring updated norms/codes 4 measures and their implementation, enforcement and monitoring PRIs, ULBs Short –Term (T1) and all • Create awareness on safe building codes. relevant • departments, Notes: (#) Every 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.

7.2.3 Investing in DRR – Structural Measures Flood Structural Measures District S.N Sub- Thematic Lead Responsibility- District o area for DRR Agencies: Flood control PRIs, Short Term (T1) measures such ULBs, • Conduct a risk analysis and develop a risk rating matrix as PRED all • Accept the appropriate level of risk and adaptation needs. construction engineeri • Consider future climate in design of asset to manage larger peak 1 of ng water flows embankments • Combine open space and storm water storage to manage peak flows and levees Medium Term (T2) • Construction of multi-purpose shelters in villages/ habitations prone to floods Proper monitoring and maintenance of river embankments & distribution networks.

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Flood Structural Measures Districts S.N Sub- Thematic Lead Responsibility- District o area for DRR Agencies: Flood control Revenue Short Term (T1) measures such Departme • Provide, maintain and provide training on the use of temporary as nt and flood barriers to protect critical infrastructure construction PRIs • Flood education, awareness and emergency management training of for at risk communities embankments • Ensure proper management and Provide veterinary care to animals and levees in livestock camps/ shelters • Re vegetation of catchments. DDMA Short Term (T1) • Identification suitable sites for temporary shelters for people and livestock evacuated from localities at risk Social Housing Revenue, Medium Term (T2) Schemes PRIs, ULBs, • Ensure that flood -resistant features are incorporated in the 2 DRD, UDD planning and execution of social housing schemes in flood prone and RGRHCL, areas DDMA, • Identification of old houses which may fall in each taluka and cause human death. • Evacuation of illegal encroachments along the river side. Multi-purpose DDMA/R Short Term (T1) Flood Shelters D • Ensure availability of shelters, undertake proper maintenance, and 3 PWD, make arrangements to support the people shifted to temporary PRI ULBs, shelters. Dept. of • Identify Kalaji Kendra’s/Relief Camps at all flood prone villages at Education, Schools,Hostels. Sabhabhavana etc….. Muzarayi dpt • Waterways and PWD, Recurring/ Regular drainage WRD, • Coordination and cooperation with the state agencies and ensure 4 systems for PRIs, proper alignment and design in all district projects implement roads, ULBs, proper roads geometric designs. highways, and UDAs, expressways Enhancing Dam safety Recurring/ Regular the safety of monitoring • Carry out measures to increase safety, reduce risks from flooding 5 dams and cell, WRD, Undertake pre- and post-monsoon inspections of dams and reservoirs DMG reservoirs • Monitor the implementation of safety enhancements in accordance with norms. • Ensure dams are prepared Dam emergency management plan and updated every year.

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Flood Structural Measures Districts S.N Sub- Thematic Lead Responsibility- District o area for DRR Agencies: Desilting/ PRI, ULB, Recurring/ Regular dredging of Dam • Ensure Desilting of rivers of road bridges 6 rivers to improve flow; drainage Short Term (T1) improvement; • floodwater diversion through existing or new floodwater Channels. diversion through • Ensure dams are prepared Dam emergency management plan and existing or new updated every year. Channels Hazard Recurring/ Regular DMD, 7 resistant • Collaboration with technical agencies, implementation and DDMA, construction, PWD, WRD, monitoring strengthening, KRIDL, Short Term (T1) and retrofitting KRDCL, • Evacuation of illegal encroachments along the river side. of all lifeline Research & structures and Technical critical Institutions infrastructure (IISc, NITK, NIRMS etc.,)

7.2.4 Investing in DRR – Non-Structural Measures Flood Non-Structural Measures Districts Sub- Thematic area for S.N Lead Responsibility- District DRR o Agencies: • Regulation and Recurring/ Regular enforcement of laws, DDM • Implementing land-use regulation for low lying areas as norms, regulations, A, per flood control norms guidelines including ULBs, • Regulation of inhabitation of low-lying areas along the • Regulation for PRIs rivers, nallas and drains 1 reservoir • Implementing flood management action plan management • Enforcing building codes and regulations • Integrated Review and modification of operation manuals for all major Water dams/reservoirs Resources • Support and cooperate with central/state agencies; Sponsor Management( state-specific efforts; support local efforts; Cooperate with IWRM) central efforts Prevention and removal of encroachment into • Risk Transfer the waterways and natural drainage systems.

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Flood Non-Structural Measures Districts Sub- Thematic area for S.N Lead Responsibility- District DRR o Agencies: 2 Regulations to DDM Short Term (T1) promote flood A, • Update and implement the relevant rules in flood prone resilient buildings PRIs, areas. and infrastructure ULBs • Evacuation of illegal encroachments along the river side. • Identification of old houses which may fall in each taluka and cause human death. • Wetland conservation DDMA, Medium Term (T2) and restoration PRIs, • Action plan managing wetlands and natural drainage • Catchment Area ULBs, systems for flood moderation 3 Treatment/Afforestatio WRD, Long Term(T3) n Irrigatio • Implementation of watershed management including n dept., catchment area treatment and afforestation programmes DDMA, Recurring/ Regular 4 Public Private PRIs, • Promote private participation in disaster management Partnerships ULBs, facilities

7.2.5 Capacity Development:

Flood Capacity Development

Sub- Thematic Districts S.N Responsibility- District area for DRR Lead Agencies: o DDMA, DTIs, Recurring/ Regular Animal • Training and orientation programs for govt. staff , husbandry professionals, NGO, SHG, Elected representatives for Dept, Veterinary care and support to disaster- affected 1 Training animals. • Incorporating disaster response, search and rescue in in the training programs of youth such as village volunteers, and for protection of disaster-affected animals PRIs,ULBs, Recurring/ Regular Police Dept, • First aid & Disaster Management training to PDOs and Education Dept, RI’s/VA’s at taluka level has been given for flood situation Agri and management. Horticulture Dept. Health Dept

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Flood Capacity Development

Sub- Thematic Districts S.N Responsibility- District area for DRR Lead Agencies: o Curriculum DDMA,DTIs, Medium Term (T2) Development Engineering • Introduction of Crisis Management, emergency medical Training response/recovery and trauma management at Diploma 2 Institutes, / UG/ PG levels for Health Professionals Education Recurring/ Regular Dept. • Improving curriculum periodically using new technologies Awareness DDMA, Medium Term (T2) Generation DTIs, PRIs, • Carry out mass media campaigns ULBs • Promote culture of disaster risk prevention, mitigation, and 3 better risk management Promote attitude and behaviour change in the awareness campaigns/IEC • Promote use of insurance/ risk transfer • Promote Community Radio • Strengthening network of civil society organizations for awareness generation about DRR and DM Information on care and protection of disaster-affected animals Recurring/ Regular DDMA,NDRF,Poli Mock Drills/ • Joint planning and execution of emergency drills. ce,Homegurd, 4 Exercises • Mock drill excercises are being done at village level which Factory and are flood prone areas by Police, Fire and Home guard boiler dept. department. Vocational Recurring/ Regular Training/ Skill • Conduct training programmes Develop a team of Trainer-of- DDMA, SDMA 5 Development Trainers for different trades relevant to flood- resistant construction Empowering Recurring/ Regular women, • Incorporating gender sensitive and equitable approaches in 6 marginalised, DSW, Health & capacity development covering all aspects of disaster and persons Family welfare management at the state, district, and local levels. with disabilities Community- Recurring/ Regular Based Disaster • Strengthen ability of communities to manage and cope Management with disasters based on a multi-hazard approach PRI,NGO, CBOs, • Strengthen ability of communities to manage and cope 7 with disasters based on a multi-hazard approach • Training for panchayat, SHG, NCC,NSS, Youth, local community organizations Notes: (#) Every 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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7.2.6 Climate Change Risk Management:

Flood Capacity Development

Sub- Thematic Districts S.N Responsibility- District area for DRR Lead Agencies: o Research, DDMA Recurring/ Continuous 1 Forecastin Revenue • Support national risk reduction efforts related to g / Early Department GACC Warning, • Coordination with state agencies Data • Sponsor and promote state-specific efforts and local Manageme efforts for GACC mitigation and adaptation nt, Zoning, Medium Term T2 Mapping • Document state-specific GACC impacts and coping mechanisms Long Term T3 • Promote state-specific studies on enhanced risks (economic, social, etc.) under different GACC impact scenarios Promote research studies with State specific contexts on GACC and consequent changes in hazards Hazard Risk Revenue Recurring/ Continuous Vulnerability Department • Undertake HRVCA as part of preparing and periodic and Capacity DDMA, revision of DM plans Assessment • Develop strategies for structural and non-structural (HRVCA) measures based on HRVCA Medium Term (T2) • Assess GACC risks of vulnerable and marginalized sections Climate Change DDMA Recurring/ Continuous Adaptation • Sensitisation and awareness creation (CCA) • Support national CCA efforts • Coordination with state agencies Short –Term (T1) • Develop local adaptation strategies and pilot projects Medium T2, • Implementation of GACC adaptation programs • Promote appropriate combinations of Green and Blue infrastructure approach • Integrate adaptive measures in social protection programmes for the vulnerable groups

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7.3..1 Drought Risk Reduction This section relies on the guidelines published by NDMA on drought management listed in Annexure-I and the manual prepared by the MAFW (2016). Drought Understanding Risk Sub- Thematic area Districts S.No Responsibility- District for DRR Lead Agencies: Vulnerability DDMA, • Review of drought assessment in all over district. 1 Maps PRED, PRIs, • Undertake village-wise assessment of water storage in ULBs, the vulnerable blocks NRDMS, Recurring/ Regular • Prepare maps of areas likely to face water deficit before onset of next monsoon (demarcate blocks and preferably villages). • Preparing the Socio- Economic vulnerability maps. Ground Recurring/ Regular water board • Annually, after the end of the South-West monsoon, at district carry out comprehensive assessment of water level, All availability for drinking and irrigation in all the dry development land farming/drought-prone areas in the district to departments demarcate blocks and preferably villages. under ZP. Assessment, DDMA, Recurring/ Regular Monitoring, • Fodder availability, areas with likely shortage/abundant 2 Forecasting, supply. Early • Coordinate with state agencies in the compilation, for Warning refining forecast accuracy for the region, and analysis of all the drought, water deficit, and crop related data. KSDA, Recurring/ Regular KSRSAC, • Ensure functioning of KSNDMC under control of KSNDMC, SDMA/KSNDMC with requisite facilities and staff to AHVS, continuously monitor water availability in the drought- Horticulture prone blocks after like lihood of drought. dept, • Separately, at the end of SW and NE monsoon, as applicable, prepare and update a robust database of micro-level details on rainfall, reservoir/ lake water levels, surface water/ ground water, soil moisture, sowing/ crop conditions and socio-economic factors • Separately, at the end of SW and NE monsoon, prepare crop advisory for blocks that are likely to face water deficit • Separately, at the end of SW and NE monsoons, prepare comprehensive water conservation, re- distribution and • management plan for the areas in the district that are likely to experience water deficit.

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Drought Understanding Risk Sub- Thematic area Districts S.No Responsibility- District for DRR Lead Agencies: DDMA , Revenue Short Term(T1) 3 Drought department, • Monitor key indicators for drought Declaration declaration with the support of relevant State agencies/Dept. • Drought assessment and recommendation by the concerned districts where pre- monsoon (early sowing areas) crops are grown. KSNDMC, Agri Recurring/ Regular dept, Horti dept, • Notify drought - Kharif by 30 October; Rabi Animal husbandry, by 31March WRD, KSRSAC, • Early season drought: In the end of July as per recommended criteria • Mid-Season drought in the end of August DDMA , Revenue Recurring/ Regular Hazard Risk department, KSNDMC, • Undertake HRVCA as part of preparation/ Vulnerability Agri dept, Horti dept, revision of DMP and Capacity Animal husbandry, • Estimate vulnerability of crops to rainfall 4 Assessment WRD, KSRSAC, Social uncertainties (HRVCA) Welfare Dept, Short Term (T1) PRIs, ULBs, • Constitute/ strengthen the mechanisms for consultation with experts and stake holders. DDMA, Short Term (T1) GKVK/ZARS In • Conduct research through the university 5 Research collaboration system to cope with water deficit, to manage with SAU’s In crops with less water, improve water collaboration conservation programs, enhance the with CRIDA & productivity of dry land/ rainfed farming ICRISAT, 6 Disaster Data DDMA , Revenue Recurring/ Regular collection and department , Agri • Systematic management of data on disaster Management dept, Horti dept, damage and loss assessments. Animal husbandry, Short Term (T1) WRD, PRIs, ULBs, • Disaster Damage and Losses in the previous decade (baseline) Notes: Every department or agency of the government 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 Drought Inter-Agency Coordination Sub- Districts S.No Thematic Responsibility- District Lead Agencies: area for DRR 1 Overall DDMA Recurring/ Regular disaster • Preparation and implementation of drought governance management plans as part of DDMP • All aspects of disaster risk management and mainstreaming DRR Agri dept, Horticulture dept, Recurring/ Regular PRIs, ULBs, Water supply • Review and monitoring DRR. Dept, Animal husbandry, Short Term (T1) • Ensuring coherence and mutual reinforcement of DRR, CCA and development DDMA, Recurring/ Regular 2 Response • Organising and coordinating the immediate response. • Coordinate with central / State agencies. • Recommendation of Periodical revision of financial assistance for under the relief guidelines. • Review and monitoring. ULBs, Women and child • Fortified nutrient food for women & children’s development dept during vacations & drought period PRIs • Ensuring to people working in MGNREGA. Revenue, Agri dept, • Ensuring to the crop loss assessment and financial Horticulture dept, assistance to formers. Water supply Dept, PRIs, • Ensuring to water supply for drought prone areas. ULBs, Animal husbandry, • Ensuring fodder stock and supply in drought prone areas. Warning DDMA, WRD , PRIs, ULBs, Recurring/ Regular 3 s, DIPR, ,KSNDMC, IMD, Agri • Coordinating the dissemination of warnings to Informati dept, Horti dept, Animal all, down to the last mile – remote, rural or on, Data husbandry, WRD, KSRSAC, urban; Regular updates to people in areas at Health Department, Women risk and child development dept DDMA, WRD , PRIs, Recurring/ Regular Non- ULBs, Agri dept, Horti • Coordination among state agencies for 4 structural dept, Animal husbandry, ensuring updated norms/ codes and their measures WRD, Health implementation, enforcement and monitoring. Department, Women and child development dept Notes: Every 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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7.3.3 Investing in DRR – Structural Measures

Drought Structural Measures Sub- Thematic area Districts S.No Responsibility- District for DRR Lead Agencies: Revenue department, Recurring/ Regular Storage Water Supply Dept. • Drinking water storage and distribution 1 Facilities WRD, facilities • Identification of private bore wells/potential sources PRI, ULBs, AHVS, Recurring/ Regular • Fodder storage facilities to maintain fodder banks PRI, ULBs Forest Dept. Recurring/ Regular • Rain water harvesting systems and water storage – individual, community and forest area. Warehouse Recurring/ Regular corporations, Food & • Storage of food grains civil Supplies, • Strengthening of existing PDS godowns. Water Revenue Long Term T3 2 Conservation department(DM), • Water harvesting and storage structures Structures DDMA, PRI, ULBs, • Check dams, reservoirs with excess capacity WRD WRD, Agri dept, Horti Medium Term (T1) dept, Animal • Programme for reconstruction and husbandry, Forest preservation of traditional water harvesting dept. structures, construction of canals for transportation of water from surplus to non- surplus areas, establishment of cost-effective drip / sprinkle irrigation practices etc. WRD, Agri dept, Horti Long Term T3 dept, • Groundwater recharge augmentation systems • De-silting of reservoirs and tanks. Social Housing DDMA, PRI, ULBs, Short Term (T1) 3 Schemes WRD, KHB, • Ensure rainwater harvesting and storage in RGRHCL and the social housing schemes especially in other housing drought-prone areas development agencies.

Notes: Every 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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7.3.4 Investing in DRR – Non-Structural Measures Drought Non- Structural Measures Sub- Thematic area Districts S.No Responsibility- District for DRR Lead Agencies: DDMA, Recurring/ Regular Mitigation • Coordinate the efforts of the state agencies in 1 Measures implementing mitigation measures. PRIs, ULBs, WRD, Short Term (T1) PWD, Agri dept, • Promote private participation in drought Horti dept, forest management facilities and ecology. • Improve the implementation of watershed development programmes. Agri dept, Horti dept, Medium Term (T2) Animal husbandry, • Risk management for dry land/ rainfed farmers through Horti dept, agricultural extension, and financial institutions based on assessments at the end of monsoon (SW or NE as applicable).Drought-Proofing. Promote water DDMA, AHD, Agri Recurring/Regular conservation, dept, Horti dept, • Implement water efficient irrigation systems (sprinklers, harvesting, Animal husbandry, drip etc.) efficient • Implement protective irrigation through micro irrigation irrigation, systems 2 afforestation • Provide advice to farmers to cope with drought, crop management under drought conditions, and efficient water management • Implementation of protected cultivation WRD Recurring/Regular • Training / awareness creation in water and soil moisture conservation. • Strengthening of water users group. • Treatment and re-use of waste water in peri- urban agriculture. Short Term (T1) • Roof water harvesting PRI, ULBs, Recurring/Regular • Implement village-level information systems for natural resource management • Afforestation and other options using economically useful vegetation. Agricultural credit, DDMA, Recurring/ Regular 3 agricultural inputs, • Monitor the availability of credit and other financial finance, marketing, support from banks and other financial institutions to and crop insurance farmers in drought- prone areas

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Drought Non- Structural Measures Sub- Thematic area Districts S.No Responsibility- District for DRR Lead Agencies: 3 Agricultural Agri dept, AHVS, • Need-based credit credit, Insurance • Promote financial inclusion agricultural companies, • Ensure the insurance programmes reach the target inputs, finance, Horticulture dept, audiences (especially dry land/ rainfed farmers) and marketing, and Nationalized Bank, dependent agricultural labor crop insurance Cooperative and • Marketing support rural bank, • Ensuring availability of quality agricultural inputs. Marketing, Farmers • Ensure Cattle Insurance reach the target beneficiary. Producers organizations, SHGs, Micro- finance

4 Risk transfer DDMA, Agri dept, Recurring/ Regular Horti dept, Animal • Implementation of risk transfer arrangements including husbandry, Horti multi hazard insurance for life and property. dept, Short term (TI) • Policy framework Notes: Every 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.

7.3.5 Capacity Development:

Drought Capacity Development Districts Sub- Thematic area S.No Lead Responsibility- District for DRR Agencies: DTIs, All Short Term(T1) Govt Training • Formulate and implement district training and capacity Training and Institutes building programme for drought management, especially, 1 Capacity better water conservation, integrated water management Building (surface and ground water), and cropping systems • Implement different training programmes for officials at various levels, elected representatives, community leaders, civil society organizations, animal welfare organizations Medium Term (T2) • Ensure availability of qualified and experienced trainers conversant with drought mitigation and management techniques (crop, animal care, integrated water resources – surface and ground water). • Professionals for veterinary care and support to drought- affected animals

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Drought Capacity Development Districts Sub- Thematic area S.No Lead Responsibility- District for DRR Agencies: SAU, Dept Recurring/ Regular Curriculum of Education, • Include basic aspects of disaster management including Development SBSE, drought in graduate and post-graduate courses in 2 agriculture and veterinary courses offered by state institutions • Include drought mitigation in secondary and higher secondary school curriculum KVK, DATC, Recurring/ Regular RSK, IPRD, • Carry out mass media campaigns 3 Awareness RD, DDMA, • Promote culture of disaster risk prevention, mitigation, and Generation PRI, ULBs, better risk management covering crop and water NGOs, management (including conservation of surface and Federations, groundwater) Krishiksamaj • Promote attitude and behavior change in the awareness . campaigns/IEC • Promote use of insurance/ risk transfer • Promote Community Radio Inform people about care and protection of disaster- affected animals Empowering DDMA, PRI, Recurring/ Regular women, ULBs, • Incorporating gender sensitive and equitable approaches 4 marginalized KSDA, Agri in capacity development covering all aspects of disaster communities, dept, Horti management at the state, district, and local levels and differently dept, Animal abled husbandry, Persons SAU, EFD, SWD, WCD, Horti Dept, KVK, Health dept. RD, Short Term (T1) Drought DDMA, Ensure development of district, block, taluka and 5 Management PRI,ULBs, village drought management plans. Plans All Provide advisory to the taluks having large areas that department may face drought/ acute water deficit s Mainstreaming PRI, ULBs, Recurring/ Regular 6 drought DDMA, All All state govt. departments/ agencies will mainstream management in development disaster management efforts developmental depts. in their developmental plans plans

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7.3.6 Climate Change Risk Management Drought Climate Change Risk Management Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: Research, DDMA,PRI, ULBs, Recurring/ Continuous Forecasting, SLRTI, Agri dept, • Support national risk reduction efforts related to GACC 1 Data Horti dept, Animal • Coordination with central agencies Manageme husbandry, KSDA, • Sponsor and promote district- specific efforts and local nt, Zoning, efforts for GACC mitigation and adaptation Mapping Short Term (T1) • Document district-specific GACC impacts and coping mechanisms • Take initiatives to promote drought resistant crops • Promote local weather-based insurance mechanisms and agricultural practices Medium & Long Term (T2) • Promote District-specific studies on enhanced risks (economic, social, etc.) under different GACC impact scenarios • Promote research studies with District specific contexts on GACC and consequent changes in hazards. 2 Hazard Risk Agri dept, Horti Recurring/ Continuous Vulnerabilit dept, Animal • Undertake HRVCA as part of preparing and periodic y and husbandry, revision of DM plans Capacity Dept of Short Term (T1) Assessment Economics and • Impact assessment, economic and social risks under GACC (HRVCA) statistics, PRI, and reporting ULB’s. • Assess GACC risks of vulnerable and marginalized sections Medium Term (T2) Creation of databank and hazard, risk & vulnerability mapping at local level. Climate DDMA, PRIs, ULBs, Recurring / Continuous Change Federations, Farmers • Sensitization and Public Awareness 4 Adaptation organizations, Agri • Capacity building and utilizing traditional knowledge to (CCA) dept, Horti dept, build eco-system. Animal husbandry, Short Term (T1) PWD, WRD, • Develop Local Adaptation Strategies NGOs. Medium Term (T2) • Implement various water and soil conservation programmes consistent with anticipated GACC impacts • Adaptation and mitigation strategies under DM plan for ensuring food security. Long Term (T3) • Sponsor district-specific efforts; support local efforts

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• Develop climate resilient infrastructure Implement efficient water management and monitoring systems as part of CCA in the drought prone areas. • Promote appropriate combinations of Green and Blue infrastructure approach • Integrate adaptive measures in social protection programmes for the vulnerable groups Notes: Every 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.

7.4 Thunderstorm, Lightning, Dust, Squall and Strong Winds

Note: Unlike other sub-sections, the matrix given here has a simpler format. Thunderstorm, Lightning, Dust, Squall and Strong Winds Sub- Thematic Districts Responsibility- District area for DRR Lead Agencies: DDMA Recurring / Continuous • Preparing District Action Plan and its implementation. • Prepare detailed departmental SoPs by concerned department at district level. ULBs, PRIs, Recurring / Continuous 7.4.1Understan • Awareness on ‘Sidilu’ app available on Google play store. ding Risk • To disseminate the information received from IMD and KSNDMC to public at large. Horticulture Dept, Recurring / Continuous Animal • Advance Communication to be given immediately to the areas which Husbandry Dept, were classified as High/medium/low risk areas. Health Dept. DDMA Recurring / Continuous • To disseminate the information received from IMD and KSNDMC to public at large. • Coordination with all line departments of community level. • Ensure the district administration with line departments as soon as specific warning is received.

• Following and quickly implementing the instructions of State govt. 7.4.2 • Designate a nodal officer for emergency response at district level. Inter- • Institutionalized multi-agency coordination with clear role and Agency responsibility. Coordinatio • Monitor District level plan. n RD,ULBs, PRIs, Recurring / Continuous • Create a network of community based early warning systems. • Ensure specific message and information, dissemination to public at large through print/electronic/social and other mass media at local level. • . Collect updated data / information and plan for review/updating. •

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Thunderstorm, Lightning, Dust, Squall and Strong Winds Sub- Thematic Districts Responsibility- District area for DRR Lead Agencies: Electricity Boards, Recurring / Continuous • Activate all concerned KPTCL & Electricity Board. • Office /officers to ensure power cuts and restoration of power supply and also provide emergency power supply to critical facilities. • At the time of occurrence of Thunderstorm power supply may further pose additional threats of electrocution. Timely power cut and restoration need to be ensured by concerned authority 7.4.2 Inter- as per weather forecast. Agency KSF&ES, Police, Home Recurring / Continuous Coordination guards, • Rescue and evacuation operations in coordination with the administration, NGOs and volunteers Agriculture Dept, Recurring / Continuous Horticulture Dept, Animal • Nodal officer’s act as the contact person for each dept / Husbandry Dept, agency.

Health Dept Recurring / Continuous • Emergency medical preparation and response ULBs, PRIs, UDD, Recurring / Continuous 7.4.3 Housing Agencies • Ensure building bye laws and make it mandatory or all Investi ground floor plus two and taller buildings to install lightning ng in DRR – conductors /arresters Structural • A drive to be undertaken to check the structural strength of measures hoarding and old structures. DDMA, RD • Public awareness and education for early warning response • Identify vulnerable places • Follow alerts/warning, advisory UDD, PRIs, ULBs, Health • Disseminate Dos and Don’ts for general public and enable 7.4.4 department, Agriculture access to safe places. Investi Dept, Horticulture Dept, • To ensure essential services and facilities at vulnerable Animal Husbandry Dept, ng in places. DRR – Non- Forest Dept, KSF&ES, Home • Establishment of public information / facilities. structural guard, Police, measures • Setup alternative or emergency communication systems • Ensure road connectivity and access to vulnerable areas • Promotion of crop/animal insurance • Assessment of damage from weather events • Collecting post disaster data from field and reporting to state/national level.

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Thunderstorm, Lightning, Dust, Squall and Strong Winds Sub- Thematic Districts Responsibility- District area for DRR Lead Agencies: DDMA, DTIs, ULBs, PRIs, Recurring/ Continuous • Training programme for all concerned department officials/ elected representatives and volunteers. • . Conduct training programmes and drills on usage of 7.4.5 various fire protection equipment and preventive systems Capacity Creation of public awareness Development • • Extensive IEC campaigns to generate public awareness through print, electronic and social media • Ensure Push SMS by various telecom service operators to all active mobile connections DDMA, Recurring/ Continuous • Support and cooperate with state agencies • Sponsor district-specific efforts; support local efforts. • Sponsor and promote local efforts for GACC mitigation and adaptation 7.4.6 Climate Recurring/ Continuous RD, UDD, PRIs, ULBs Change Risk • Sensitization and awareness creation

Managemen • Coordination with state agencies t Short –Term (T1) Develop local adaptation strategies and pilot projects Medium -Term (T2) • Sponsor and promote district-specific efforts

• Integrate adaptive measures in social protection

programmes for the vulnerable groups

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7.5 Hailstorm, Cloudburst Note: Unlike other sub-sections, the matrix given here has a simpler format.

Hailstorm, Cloudburst Sub- Thematic area Districts Responsibility- District for DRR Lead Agencies: DDMA, Recurring/ Regular (RR) • Compile and maintain data on events like cloud bursts and hailstorms – location, event information, impacts, etc. Short Term (T1) • Identify settlements located on sites prone to landslides/ unstable slope particularly areas. RD,UDD, ULBs, PRIs- Short Term (T1) • Prepare list of settlements and households facing very high risk • Mapping of safer and unsafe areas 7.5.1 Understanding Medium Term (T2) Risk • Landslide Hazard Zonation (LHZ) for western ghats using different kinds of spatial data (aerial photographs, satellite imagery) employing the technological improvements in remote sensing that greatly improve the mapping accuracy • Amalgamation of local/indigenous knowledge of landslide- prone areas particularly western ghats and technical expertise to prevent and mitigate landslides • Inventory of areas that experienced hailstorm episodes and related losses, especially crop losses DDMA, Recurring/ Regular • Preparation and implementation of DM plans and ensure the functioning of agencies with DM tasks • All aspects of disaster risk management and mainstreaming DRR. • Ensuring coherence and mutual reinforcement of DRR, CCA and development • Organising and coordinating the immediate response 7.5.2 Inter-Agency • Coordinate with state agencies Coordination Recurring/ Regular RD, ULBs, PRIs- • Coordinating the dissemination of warnings to all, down to the last mile remote, rural or urban; Regular updates to – people in areas at risk • Coordination among district, state agencies including NGOs for ensuring updated norms/ codes and their implementation, enforcement and monitoring.

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Hailstorm, Cloudburst Sub- Thematic area Districts Responsibility- District for DRR Lead Agencies: DDMA, Recurring/ Regular • Undertake slope stabilization measures on a regular basis Recurring/ Regular • Integrated approach to slope stabilization combining 7.5.3 Investing in bioengineering (plants, trees) and mechanical structures for DRR – Structural Dept of Mines and slope stabilisation Measures geology, ULBs, PRIs- • Develop additional drainage for quick and safe flow of storm

water • Repair and maintain natural drainage systems, rivulets, etc. to ensure unhindered flow of storm water Recurring/ Regular • Implement regulations in accordance with safer building 7.5.4 Investing in practices All departments, DRR – Non- • Amend and implement town and city plans to reduce risks Structural Measures DDMA, ULBs, PRIs • Apply concept of multi-level safety to settlements and the

expansion of towns/cities – prevention, spatial planning, organization and emergency management DDMA, ULBs, PRIs, Recurring/ Regular DTIs • Enhancing capabilities of ULB/Panchayats to prepare and cope with events like cloudbursts and hailstorms 7.5.5 Capacity • Basic training on coping with cloudburst and hailstorm Development • Training on various aspects of coping with cloudburst, hailstorms, search and rescue

• Training on post-hailstorm management in agriculture

• Basic training on coping with cloudburst and hailstorm • Training on various aspects of coping with cloudburst, hailstorms, search and rescue • Promoting culture of awareness, alertness and preparedness • Awareness generation programs for public, utilities, ULBs, Panchayats, and industries • IEC materials and ensure wider disseminate to general public through all medium • Information on safety, care and protection of disaster-affected animals • Promote use of insurance/ risk transfer

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Hailstorm, Cloudburst Sub- Thematic area for Districts Responsibility- District DRR Lead Agencies: DDMA, ULBs, PRIs Recurring/ Continuous • Support and cooperate with state agencies • Implement district-specific and local efforts Recurring/ Continuous • Sensitization and awareness creation • Support national, state and district CCA efforts • Coordination with state agencies • Sponsor and promote state-specific efforts and local efforts 7.5.6 Climate Change for GACC mitigation and adaptation Risk Management Short –Term (T1) • Implement local adaptation strategies and pilot projects Medium -Term (T2) • Implement district-specific and local efforts • Implementation of GACC adaptation programs • Integrate adaptive measures in social protection programmes for the vulnerable groups Notes: Every 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.

7.6. Heat Wave Risk Reduction This section is based on the NDMA guidelines for preparation of Heat-wave Action Plan (HAP) listed in Annexure-I.

7.6.1 UnderstandingcRisk Heat Wave UnderstandingcRisk Sub- S. Districts Thematic Responsibility- District No Lead Agencies: area for DRR Observatio DDMA, KSNDMC, Recurring/ Regular n IMD 1 Networks, • Collect and seek continuously the information update on weather Informatio including advisories from IMD and state agencies n Systems, • Coordination with DEOC Research, Forecasti Short Term (T1) ng, Early Warning • Strengthening and maintaining monitoring and data logging systems and for temperature, humidity, etc. required for threshold for heat wave Zoning/ alerts. Mapping

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Heat Wave UnderstandingcRisk S. Sub- Thematic Districts Responsibility- District No area for DRR Lead Agencies: Observatio RD, DWSD, AHD, , Recurring/ Regular n WCD, PRIs, ULB, • Support for organising training Networks, • Implement technical support Informatio • Maintaining preventive measures as per norms n Systems, Medium Term (T2) Research, • Establish and maintain community-based network for sharing alerts. Forecasti Long Term (T3) ng, Early • Modify or customize warnings according to thresholds suitable for Warning the District. and Health and Family Short Term (T1) Zoning/ welfare • Vulnerability Assessment and Establishing Heat-Health Threshold Mapping Temperatures. Revenue Recurring/ Regular Hazard Department, • Promote studies, documentation and research 2 Risk SDMA, • Provide Training & Technical support Vulnerab KSNDMC, • Studies on vulnerabilities and capacities covering social, physical, ility and KSRSAC, economic, ecological, gender, social inclusion and equity aspects Capacity • Updating HRVCA Assessm • Identification and listing of Identifying the vulnerable population/ ent communities/settlements. (HRVCA) Health and Recurring/ Regular family Welfare • Identification of groups requiring special attention dept • Recognize Heat Wave as a major Health Risk. • Map out the High Risk Communities. • Setting up of Public Cooling Places. District Recurring/ Regular information dept • Issue Heat wave alerts through different media. NRDMS Recurring/ Regular • Map developed to the heat wave high risk areas. Disseminati Recurring/ Regular DDMA,Revenue on of • To disseminate the information received from IMD to the public at Department, warnings, large. IMD, KSNDMC, data, and Short Term (T1) 3 information PRIs, Health & • Create awareness preventive measures Family Welfare, • Extensive IEC campaigns to create awareness through print, electronic ULBs, and social media Medium Term (T2) • Specific messages for highly vulnerable groups such as elderly, young children, outdoor workers and slum residents.

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7.6.2 Inter-Agency Coordination Heat Wave Inter-Agency Coordination Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA,Reven Recurring/ Regular ue • Preparing District-specific Heat Action Plan. Department, • Team preparation and streamlining coordination mechanisms • Team preparation and coordination - officials and agencies are well prepared for the heat-wave season. • Technical inputs for implementation based on experience from different locations • Collaboration with NGOs/CSOs Short Term (T1) 1 • Appointing a Nodal Agency and Officer • Preparing/Adapting Heat Wave Action Plan • Implementation as per specific conditions in the district

Overall disaster • Prepare and implement departmental HAPs at the district level

governance Medium Term (T2) • Develop a clearly defined interagency emergency response plan with roles and information flows clearly marked out. Long Term (T3) • Ensuring coherence and mutual reinforcement of DRR, CCA and development. • Partnering local institutions with national institutions/ experts HFW ,PRIs, Recurring/ Regular • Ensure the local administration (city/district) can understand and meaningfully use all the heat wave- related information from various agencies and health authorities –district. Long Term (T3) • Adapting HAPs developed in cities, monitoring and evaluating implementation and impact on mortality and morbidity. Revenue Recurring/ Regular Department • Give directives to construct shelters/ sheds, bus stands, enable access to Preparation DDMA, public parks, water bodies, identify vulnerable places 2 and • provide drinking water points at those places and work sites, reschedule school timings, avoid physical activities Response Short Term (T1) • Departments to prepare contingency HAPs. Education dept Recurring/ Regular • provide drinking water points at those places and work sites, reschedule school timings, avoid physical activities • Implement a system of heat alerts to trigger early morning shifts for schools and offices/Rescheduling school and office timings during heat- wave season. • Implement a system of water bell in schools during heat-wave season

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Heat Wave Inter-Agency Coordination Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: Preparation PRIs, Recurring/ Regular and PWD.DUDC, Response KSRTC • To construct cool shelters, bus stands, etc that offer shelter from heat wave

PRIs. ULBs Recurring/ Regular

• provide drinking water points at those places and work sites GESCOM Recurring/ Regular • set up awareness camps, reduce power cuts, issue advisory for laborers

Warnings, Recurring/ Regular Department of Information, Health, 3 Data • Implementing heat action plan, Stockpiling of ORS, creating Revenue Medical posts at places of mass gathering Department • Deployment of Rapid Medical Response Teams • Specific health care for vulnerable groups • Take necessary measures, wherever applicable • Extensive IEC campaigns to create awareness through print, electronic and social media. Recurring/ Regular DDMA,

• Collecting Data /Information and documentation for review/update the plan Recurring/ Regular ULBs,PRIs,

Dept of Promote cool roofs and heat reducing integrated development Women and • plans Improving the forest coverage and green areas. Child, NGOs, • Extensive IEC campaigns to create awareness through print, electronic and social media.

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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7.6.3 Investing in DRR – Structural Measures Heat Wave Structural Measures S.N Sub- Thematic area Districts Responsibility- District o for DRR Lead Agencies: Short Term (T1) DDMA,Revenue • Temperature forecasts and heat alerts will be sent as bulk Department, , messages on mobile phones, local electronic media • Directive to promote cool roofs and heat reducing integrated development

Recurring/ Regular

1 Heat wave shelters and • Strengthening/mainstreaming the network medical assistance facilities other measures Recurring/ Regular PWD, Housing Agencies, Forest • Electronic screens at busy traffic intersections and market places Dept., PRIs, Effective transportation KHB, Health & • • Afforestation and mass plantation Family Welfare, • Prevention of forest fire and control measures ULBs, PRIs Revenue Recurring/ Regular Department(D • Promote cool roofs technology. 2 Social Housing M) DDMA, • Planning for heat resilience infrastructure EFD, Schemes • Ensure capacity building of structural engineers, civil PRIs, DRDA, engineers and architects for construction of green building, KHB, RGHCL maintenance and fire safety of the structures and all

housing Short Term (T1) agencies, Department • Constructing heat resistant buildings in social housing of Forest schemes • Promote and implementation of mixed use of planning adopted in heat wave affected cities • Heat appropriate planning of new buildings in urban and rural areas Hazard resistant Revenue construction, 3 department, strengthening, DDMA, PRIs, and retrofitting of Recurring/ Regular KHB, PWD, all lifeline • Retrofitting of existing public buildings to make them heat structures and resistant. critical infrastructure

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7.6.4 Investing in DRR – Non-Structural Measures Heat Wave Non-Structural Measures Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA, Recurring/ Regular PRIs, ULBs, Forest Dept., • Implement proper building by-laws, building codes and energy efficient building plans and structures. • Promote green building concepts. Techno-Legal 1 • Institutional arrangements regimes • Improving the forest coverage and green areas • Promote use of building materials that provide protection from heat • Promote designs to reduce heat island effects in urban areas • Facilitate integrated development plans that can cope better with heat-waves

7.6.5 Capacity Development Heat Wave Capacity Development S. Sub- Thematic Districts Responsibility- District No area for DRR Lead Agencies: DDMA,Revenue Short Term (T1) Training Department, • Develop training module and conduct proper training programme for different stakeholders ATI-CDM, WCD, 1 Recurring/ Regular Education dept. • Heat wave management should be added in school curriculum to Education sensitize school children and local people Institutions, NGOs, • Conduct capacity building and training programme as per domain and expertise of department. DRD, UDD, Long Term (T3) DWSD, EFD, AHD, • Capacity building of structural engineers, civil engineers and HD, ULB, architects for construction of green building, maintenance and PWD. fire safety of the structures • Long term mitigation measures construction of green building, environment and building code related to heat wave risk mitigation. Revenue Short Term (T1) Curriculum Department(DM), • Inclusion of heat wave and similar issues in various curriculum 2 Development DDMA, ATI, ED

DDMA, Recurring/ Regular 3 Awareness Revenue • Create awareness, alertness and preparedness Generation Department, • Support network of civil society organizations for awareness generation about coping with heat wave • Coordination with other department for heat wave training. •

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Heat Wave Capacity Development S. Sub- Thematic Districts Responsibility- District No area for DRR Lead Agencies: Awareness RD, HD, Information Recurring/ Regular Generation & Public relations • Training programs for public, Panchayats/ULBs dept. PRIs, ULBs, • Carry out mass media campaigns in heat-wave prone areas • Create awareness on coping methods with heat wave 4 Mock Drills/ • Promoting the planning and execution of emergency drills Revenue Exercises • Identify and resolve communication gaps between participating Department, departments, partners and the public DDMA, UDD, RD, • Joint execution of emergency drills SDRF, KSF&ES, Civil with local bodies to address heat-wave emergencies in relevant Defense, Police areas • Conduct training programmes • Creating ToT teams for different trades relevant to heat-wave protection in the construction of different types of housing and infrastructure 5 • Conduct skill development for -hazard resistant construction with Vocational Revenue emphasis on protection from heat in heat-wave prone areas for Training/ Department, different types of housing and infrastructure Skill DDMA, SLSDA Conduct training programmes developm • • Creating ToT teams for different trades relevant to heat-wave ent protection in the construction of different types of housing and infrastructure 6 Empowering DMD, SDMA, • Promote to addressing heat wave emergencies in women, SIDM,DSJE, relevant areas marginalized Panchayats, ULBs, • Promote gender sensitive and equitable approaches for awareness communitie DDMA raising s, SC/ST, and • Incorporating gender sensitive and equitable approaches in persons capacity development for coping with heat wave emergencies with disabilities

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7.6.6 Climate Change Risk Management Heat Wave Climate Change Risk Management Sub- Districts S.No Thematic Lead Responsibility- District area for DRR Agencies: Revenue Recurring/ Continuous Research, Department( Forecasting, • Support and coordination to GACC impact scenarios relevant for occurrence of DM), Early heat wave at district level DDMA, • Research on local threshold and climate change adaptation Warning, SLRTI, Data • Improving the dissemination information on of GACC and adaptation KSNDMC, Management, IMD,KSRSA 1 Zoning, C, DTIs, Mapping Agriculture Medium Term (T2) universities, • Adopt Database management system relating to Heat Wave & climate change HFW,AHD NRDM Recurring/ Continuous S • Prepared to the heat wave mapping for vulnerable location in district. Revenue Hazard Recurring/ Continuous Department, • Develop Vulnerability map. Risk DDMA, Vulnerabil • Sensitize vulnerable population about heat wave and its detrimental Impacts SLRTI, ity and KSNDMC Capacity Recurring/ Continuous Assessme Health and • Capacity building of health care service providers (Doctor, Nurses, nt family welfare Pharmacist and health workers) about diagnosis and management of heat 2 (HRVCA) dept related illness. • Public announcement and /or distribution of pamphlets about the do’s and don’ts issued by the department of Health and family welfare and DDMA • Public announcement and /or distribution of pamphlets about the do’s and ULBs, PRIs, don’ts issued by the department of Health and family welfare and DDMA AHD, • Mapping of vulnerable locations in the district. • Training to ULBs, PRIs, AHD staffs. Climate Short Term (T1) Change • Prepare district and local action plans to reduce climate change extremities Adaptation • Take up DRR measures for CCA (CCA) Develop local adaptation strategies and pilot projects Medium Term (T2) 3 • Sponsor and promote state-specific efforts and local efforts Long Term (T3) • Promote appropriate combinations of Green and Blue infrastructure approach • Integrate adaptive measures in social protection programmes for the vulnerable groups • Implementation of GACC adaptation programs. 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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7.7 Chemical (Industrial) Disasters Risk Reduction 7.7.1 Understanding Risk Chemical (Industrial) Understanding Risk Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA, Recurring/ Regular • Support and coordination Information Dept of factories Recurring/ Regular 1 Systems and boilers, industries • KSPCB to initiate research and maintain information on Research and health safety, polluting industries KSPCB • Dept of factories and boilers to upkeep profile of hazardous accident factories (MaH) • Undertake regular action research on MaH units and disasters Revenue Medium Term (T2) Department, • Industrial zones on basis of hazard potential and effective 2 Zoning/ DDMA, KSPCB, disaster management for worst Mapping Factories & Biolers, • case scenarios Labour • Carry out the mapping and related studies in collaboration with department, ULBs, district agencies. PRIs, DDMA, Recurring/ Regular Dept of factories • Monitoring compliance with safety norms for HAZCHEM and 3 Monitoring boilers, industries proper disposal of hazardous waste and health safety, KSPCB, ULBs, PRIs. Hazard Risk DDMA, Recurring/ Regular Vulnerability Dept of factories • Undertake HRVCA as part of preparing and periodic revision of and Capacity boilers, industries DM plans (on site and off site plans) Assessment and health safety, Short Term (T1) 4 (HRVCA) KSPCB, ULBs, PRIs • Constitute/ strengthen the mechanisms for consultation with experts and stakeholders

Notes: (#) Every 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 7.7.2 Inter-Agency Coordination Chemical (Industrial) Inter-Agency Coordination Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA, PRIs, ULBs, Recurring/ Regular Overall Dept of factories • Preparation and implementation of DM plans (on site and off site 1 disaster boilers, industries and plans) and ensure the functioning of agencies with DM tasks governance health safety,KSPCB, • All aspects of disaster risk management and mainstreaming DRR Hazardous Industries, • Conduct mock drill plans for all MaH units in the districts Labour dept, Health • Ensure safety of the workers through regular medical checkup, first dept. aid training.

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Chemical (Industrial) Inter-Agency Coordination Sub- S.N Districts Thematic Responsibility- District o Lead Agencies: area for DRR DDMA, Fire & E cy, Recurring/ Regular 2 Response SDRF, police, Dept of • Organising and coordinating the immediate response factories boilers, • Coordinate with State agencies industries and health • Pre-identify all agencies including private industries and associations safety; Health dept, Pvt as part of response system for effective evacuation, relief and and govt. industries rehabilitation. and associations DDMA,DEOC, Recurring/ Regular Warnings, PRIs, ULBs, Factories & • Effective coordination and seamless communication among state 3 Information, Biolers, Labour agencies to ensure quick, clear, effective Data department, Fire & • dissemination of warnings, information and Emergency Services, • data Information & Public • Coordinating the dissemination of warnings to all, down to the last Relations mile – remote, rural or urban; Regular updates to people in areas at risk Recurring/ Regular Non- DDMA, PRIs, ULBs, • Coordination among state agencies for ensuring updated 4 structural norms/codes and their implementation, enforcement and monitoring measures a) revised/ updated rules, norms b) adoption of new/updated standards, c)enact/amend laws, bye-laws, regulations and d) adopt/ review policies e) Regular training and awareness program 7.7.3 Investing in DRR – Structural Measures Chemical (Industrial) Structural Measures Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: 1 • Shelters, DDMA, PRIs, Short Term (T1) evacuation, ULBs, KSFES, Dept • Identification of shelters with basic facilities like drinking water and and support of Factories & first aid for chemical exposure facilities Biolers • Ensuring water storage facilities and sources for water for accident containment and firefighting operations • Multiple PRIs, ULBs, KSFES, Medium Term (T2) routes for Dept of Factories • Providing wide roads and multiple routes in the industrial area to reliable access & Biolers allow quick access by first responders and to ensure escape pathways and escape Establish decontamination facilities for off-site emergencies of MAH units • Decontaminati Dept of Factories Recurring/ Regular on facilities & Biolers • Ensuring water storage facilities and sources for water for accident containment and firefighting operations

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7.7.4 Investing in DRR – Non-Structural Measures Chemical (Industrial) Non- Structural Measures S. Sub- Thematic Districts Responsibility- District No area for DRR Lead Agencies: • Laws DDMA, KSPCB, Medium Term (T2) Regulations, PRIs, ULBs, • Empower factory inspectorates to take legal actions for Techno-Legal Factories & noncompliance of MSIHC Rules regimes Boilers, KMC, • Review rules to grant compensation to chemical accident victims to • Enforcement, Commerce & improve them in favor of victims Compliance and Industry, KIADB • Strengthen the conduct of safety audits and enforcement of disaster 1 Monitoring prevention norms. • Institutional Arrangements DDMA, IBTA, Medium Term (T2) Commerce & • Support private participation in off-site disaster management Industry facilities 2 Public Private Private Sector, • Provide legal support for Mutual Assistance Partnerships Factories & • Groups among industries within clusters Biolers, • Encourage and support private participation in enhancing off-site Commerce & disaster response and Risk Industry, KIADB, Management

7.7.5 Capacity Development Chemical (Industrial) Non- Structural Measures Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA ,DTIs, Recurring/ Regular KSPCB, • Training and orientation programs for govt. staff, and other direct KSFE&S, stakeholders such as industrial labors, neighborhoods etc. Training KMC,KSPCB, SDRF Short Term (T1) Police & Home • Incorporating disaster response, search and rescue in in the 1 guards, PRIs, training programs of youth such as village volunteers, civil society, ULBs, village/ward level leaders Education Recurring/ Regular Curriculum Institutions • Add more specializations and electives on HAZCHEM and chemical 2 Development disaster management Short Term (T1) • Implement the recommendations of reviews in all educational institutions in the district.

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Chemical (Industrial) Non- Structural Measures Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA, KSFE&S, Medium Term (T2) Factories & • Promote attitude and behavior change in the awareness Awareness Biolers, Civil campaigns/IEC 3 Generation Defence, SDRF, • Promote use of insurance/ risk transfer Police, DTIs, • Strengthening network of civil society organizations for awareness Information & generation about DRR and DM Public Relations • Focus on safety and compliance with SOP at workplace for workers • Information on safety, care and protection of disaster-affected animals.

DDMA, KSFE&S, Recurring/ Regular Mock Drills/ Factories & • Joint planning and execution of emergency drill in coordination 4 Exercises Biolers, Civil with Govt. agencies, hazardous industries and community. Defence, SDRF, Police, Home guards, PRIs, ULBs Empowering Recurring/ Regular women, DMD, SDMA, , • Integrate gender sensitive and equitable approaches in capacity 5 marginalised, DTI, DDMA, development covering all aspects of disaster management at the and persons Panchayats, ULBs, district, and local levels with Labour disabilities department, Dept of social welfare Recurring/ Regular Community- • Strengthen ability of communities to manage and cope with disasters 6 Based DDMA,DTIs based on a multi-hazard approach Disaster PRIs, ULBs, • Training for panchayat, SHG, NCC,NSS, Youth, local community Management organizations Formation of CBDM teams

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7.8 Biological and Public Health Emergencies (BPHE)

7.8.1 Understanding Risk Biological and Public Health Emergencies Understanding Risk Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA/Revenue Recurring/ Regular Observation Support and coordination Networks, •

Information • Need sub committees formed and nominated the

Systems, nodal officers. And share specific role and

Research, monitoring,

Forecasting, • Assessment of high risk locations.

Early Warning Health and Family Recurring/ Regular 1 and Zoning/ welfare dept- • Maintaining preventive measures as per norms Mapping District Hospitals, and Short Term (T1) Medical collage VIMS • Strengthening integrated health surveillance systems Medium Term (T2) • Establishing and maintain community-based network for sharing alerts • Strengthening IDSP Hazard Risk DDMA, Health and Family Short Term (T1) Vulnerability welfare dept- • Constitute/strengthen mechanisms for consultation and Capacity 2 with expert and stake holders Assessment Health and Family Recurring/ Regular (HRVCA) welfare dept- • Updating HRVCA District Hospitals, and • Identifying the vulnerable population/ Medical collage VIMS communities/ settlements • Identification of groups requiring special attention • Conduct audit of equipment and human resource requirements DDMA, ULBs, PRIs, Health Short Term (T1) Dissemination of and Family welfare dept- • Create awareness preventive measures warnings, data, 3 District Hospital, and Extensive IEC campaigns to create awareness through information and • Medical collage VIMS also print, electronic and social media. monitoring other concerned district Medium Term (T2) and taluk level depts. • Specific messages for highly vulnerable groups such involved in prevention of as elderly, young children, outdoor workers and insect infestation. slum residents

Notes: Departments and agencies that are not mentioned have both direct and indirect supporting role depending on the disaster, location and context.

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7.8.2 Inter-Agency Coordination Biological and Public Health Emergencies Inter-Agency Coordination S. Sub- Thematic Districts Responsibility- District No area for DRR Lead Agencies: DDMA, HFW dept- Short Term (T1) District Hospital, and • Implementation as per specific conditions at district and local level Medical collage VIMS • Team mobilization and coordination - officials and agencies Overall also other district • Involving local administration disaster and taluk level depts. governan Medium Term (T2) involved in 1 ce • Develop a clearly defined interagency emergency response plan prevention of insect with roles and information flows clearly marked out infestation. DDMA, Health and Recurring/ Regular Family welfare • Sub committees or teams formed as per needs in the district. dept Health and Family Short Term (T1) 2 welfare dept- • Rapid health assessment and provision of laboratory support District Hospitals, Preparation Institution of public health measures to deal with secondary Taluk Hospitals, • and emergencies as an outcome of biological emergencies and Primary health Response Stock piling of life saving drugs centers, and other • Transmission of messages to all PHCs to stock medicines and concerned district • keep medical staff ready and taluk level Disease surveillance and transmission of reports to the higher depts. involved in • authorities on a daily basis. prevention of • Ensuring distribution of areas of operation among mobile insect infestation. team ULBs, PRIs, Recurring/ Regular • Awareness messages to stop the outbreak of epidemics. DDMA, ULBs, Short Term (T1) Warnings, 3 PRIs, Health and • Follow the alerts/warning Informatio Family welfare • “Do's-and-Don’ts” should be available in local languages n, Data dept-District and widely disseminated Hospitals, and • Dissemination of warnings to all, down to the last mile– remote,

other concerned rural or urban district also taluk • Regular updates to people in areas at risk level depts. • Conducting mock drills • Shifting the patients who are in critical situations to the district hospitals • Pre distribution of basic medicines to the people who are likely to be affected Medium Term (T2) • Collecting Data/Information necessary for review/update of the plan

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7.8.3 Investing in DRR – Structural Measures Biological and Public Health Emergencies Structural Measures Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA, ULBs, PRIs, Health and Short Term (T1) Family welfare dept-District • Establishing adequate decontamination Hospitals, Taluk Hospitals, and systems, critical care Intensive Care Units (ICUs) Primary health centers, and and isolation wards with pressure control and other concerned district and lamellar flow systems taluk level depts. • Adequate Personal Protective Equipment (PPE)

for all the health workers associated with the

responding to biological emergencies

Medium Term (T2)

• Strengthening/mainstreaming the network Strengthening medical assistance facilities 1 Response • Equipping Medical First Responders (MFRs)/Quick Reaction Medical Teams (QRMTs) with all material logistics and backup support Long Term (T3) • Up gradation of earmarked hospitals to cope with Chemical, Biological, Radiological and Nuclear (CBRN) emergencies • Communication and networking system with appropriate intra-hospital and inter-linkages with state ambulance/transport services, state police departments and other emergency services • Mobile tele-health services and Mobile Hospitals DDMA, ULBs, PRIs, Health and Family welfare dept-District Medium Term (T2) Hospitals, Taluk Hospitals, and • Specialised health care and laboratory facilities to Primary health centers, and Upgrading address biological emergencies/ incidents other concerned district and 2 Medical Facilities taluk level depts. Long Term (T3) • Establishing and strengthening quarantine facilities

• Maintaining at least one public health laboratory in each district

Notes: Departments and agencies that are not mentioned have both direct and indirect supporting role depending on the disaster, location and context.

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7.8.4 Investing in DRR – Non-Structural Measures

Biological and Public Health Emergencies Non- Structural Measures Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA, ULBs, PRIs, Health and Recurring/ Regular Strengthen Family welfare dept-District institutional arrangements Hospitals, Taluk Hospitals, and Medium Term (T2) Implementation of Primary health centers, and Rule and Regulation for BPHE programmes 1 Techno-Legal other concerned district and regimes taluk level depts.

DDMA, ULBs, PRIs, Health and • Strict compliance with biosafety and biosecurity Family welfare dept-District provisions Biosafety and Hospitals, Taluk Hospitals, and • Environmental monitoring to prevent Biosecurity Primary health centers, and outbreaks 2 Measures and other concerned district and • Monitoring of water supply, Solid waste and Environmental taluk level depts. sewage systems to prevent the dispersal of Management biological agents that can cause epidemics

7.8.5 Capacity Development

Biological and Public Health Emergencies Capacity Development Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: Human DDMA, ULBs, PRIs, DTIs, Medium Term (T2) Resource District health and family • Training for surveillance Development & welfare training centers, Training Health and Family • Training for deployment of Rapid Medical Response 1 welfare dept-District Teams Hospitals, Taluk Hospitals • Training for All Health and allied healthcare professions, AYUSH doctors and practitioners, community health workers, ASHA, MPWS, ANM and aanganwadi workers.

Long Term (T3) • Organising community awareness programmes for first aid and general triage

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Biological and Public Health Emergencies Capacity Development Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: Knowledge DDMA, ULBs, PRIs, Health Recurring/ Regular management & and Family welfare dept- • Implementing through the educational curricula basic Curriculum District Hospitals, Taluk knowledge of BPHE management Development Hospitals, and Primary • Proper education and training of personnel health centers, and other • Medical education programmes and workshops concerned district and 2 should be conducted at regular intervals taluk level depts. • Defining the role of public, private, and corporate sector Education dept, DTIs and for their active participation and their sensitisation others

DDMA, ULBs, PRIs, Health Recurring/ Regular Awareness and Family welfare dept- • Creating awareness, alertness and preparedness Generation District Hospitals, Taluk • Organize training programs for public, Panchayats/ Hospitals, District health ULBs and family welfare • Create community awareness programme for first aid training centers, • Dos and Don’ts to mitigate the effects of medical Education dept, DTIs, Red emergencies caused by biological agents Cross. • Awareness about the importance of personal hygiene 3 • With due consideration to the social, ethnic and religious issues involved, utmost care will be exercised in the disposal of dead bodies. Mock Drills/ DDMA, ULBs, PRIs, Recurring/ Regular Exercises District and Taluk health • Familiarizing the role of community at all stages of DM 4 depts., Primary health • Testing of various elements of the hospital emergency centers, Women and preparedness through table top exercises, and mock child dept, Animal drills husbandry dept, Forest • Identify and resolve communication gaps between and ecology, F&ES, Civil participating departments, partners and the public Defence, Police. • Joint execution of emergency drills with local bodies DDMA, Health and family Recurring/ Regular welfare dept, Animal Preparation of Hospital disaster management plan husbandry dept, by all the hospitals including those in the private District and Taluk health sector depts., Primary health Medium Term (T2) centers, Implementing a mechanism to augment surge capacities 5 Hospital to respond to any mass casualty event following a Preparedness biological emergency Long Term (T3) Create specialised health care and laboratory facilities

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Biological and Public Health Emergencies Capacity Development Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: Health and family welfare Long Term (T3) dept, Animal husbandry 6 Applied dept, Agriculture dept, Strengthening of scientific and technical institutions for research fisheries, forest and knowledge management and applied research and training ecology dept. in management of CBRN emergencies Empoweri DDMA, ULBs, PRIs, Recurring/ Regular Incorporating gender ng District and Taluk health sensitive and equitable approaches in capacity 7 women, depts., Primary health development for coping with BPHE marginalis centers, • Implement and extend development schemes meant ed communiti for women, children, aged etc during pre and post es, SC/ST, disasters and persons • Prepare and implement district action plan for aged, with women and children during disasters disabilities • Empowering through implementation of schemes meant for SC and ST communities and vulnerable sections for disaster resilience

7.8.6 Climate Change Risk Management

Biological and Public Health Emergencies Climate Change Risk Management Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: Research, DDMA, ULBs, PRIs, District and 1 Recurring/ Continuous Forecasting, Taluk health depts., Primary • Sponsor and support state- specific and local Early Warning, health centers, efforts Data

Management, Zoning, Mapping DDMA, ULBs, PRIs, District and Recurring/ Continuous Hazard Risk 2 Taluk health depts., Primary • Undertake HRVCA as part of preparing and Vulnerability health centers, periodic revision of DM plans and Capacity Medium Term (T2) Assessment Assess GACC risks of vulnerable and (HRVCA) • marginalised sections

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Biological and Public Health Emergencies Climate Change Risk Management Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: DDMA, ULBs, PRIs, District and Recurring/ Continuous Taluk health depts., Primary • Sensitisation and awareness creation health centers, • Support national CCA efforts • Coordination with central agencies • Sponsor and promote state- specific efforts and local efforts for GACC mitigation and adaptation

• Promote implementation of NACC and SACC Climate Short Term (T1) 3 Change – Adaptati • Develop local adaptation strategies and on (CCA) pilot projects Medium -Term (T2) • Sponsor and promote state- specific efforts and local efforts Long – Term (T3) • Implementation of GACC adaptation programs • Promote appropriate combinations of Green and Blue infrastructure approach • Integrate adaptive measures in social protection programmes for the vulnerable groups Notes: Departments and agencies that are not mentioned have both direct and indirect supporting role depending on the disaster, location and context.

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7.9.1 Fire Risk Reduction (Fire and Forest Fire) 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 Sub- Thematic Districts Responsibility- District area for DRR Lead Agencies: KSF&ES, DDMA, Short Term (T1) ULBs, PRIs, •Identify fire vulnerabilities in the district. Police, Home •KSF&ES will assess fire risks in the districts, taluks and villages. guards & Civil •KSF&ES will Defence, •Applying the classification system for hazardous industries in Factories & rural and urban areas based on norms laid down by the SFAC for Boilers, PWD, 7.9.1. fire services Private Understanding •Vulnerability analysis of densely population clusters and forest industries. Risk areas prone to high risk of fire •Technical support Medium Term (T2) •Mapping of hazardous sites that pose fire and explosion risks •Assess and fix the requirement of equipment and manpower Identifying areas prone to forest fires and take preventive measures DDMA, KSF&ES, RD, Medium Term (T2)

PRIs, ULB, DTIs, • Identify the gaps in existing capabilities, equipment, infrastructure, and human resources PWD, Private • Address the capability gaps – human, institutional, industries. infrastructure, equipment, personal protective equipment 7.9.2 Capacity • Action plan for modernization and meeting future needs Development • Strengthening and standardizing response mechanisms • Proper scaling of equipment • Technical support • Every district have fire HAZMAT Van, BA Van Long Term (T3)

KSF&ES, DDMA, •Procurement of equipment for firefighting, urban search and 7.9.3 Investing ULBs, PRIs, Police, rescue as per the requirement in DRR – Non- Home guards & Civil •Establish fire stations/ posts up to the sub- divisional level to Structural Defense, Factories & the block level

Measures Boilers, PWD, Private •Enhance the multi hazard response capabilities considering industries local hazards and vulnerabilities

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Fire Sub- Thematic Districts Responsibility- District area for DRR Lead Agencies: KSF&ES, DDMA, •Enforcement of Fire Safety Rules and Regulation ULBs, PRIs, Police, •Provide Support Home guards & Civil Recurring/ Regular Defense, Factories & •Strict implementation and strengthening of fire safety 7.9.4 Investing in Boilers, PWD, Private rules DRR – Non- industries. •Strict procedures for fire safety certification should be Structural followed before issuing building use permissions Measures •Ensure frequent inspection for fire safety system and equipment in public utilities Short Term (T1) •Implementation of Institutional reform and major changes in organizational set up 7.9.5 Awareness KSF&ES, DDMA, DTI, Recurring/ Regular Civ.Def, ULBs, PRIs, Generation •Promoting culture of awareness, alertness and Environment & Forest preparedness dept. Factories & •Awareness generation programs for public, utilities, ULBs, Boilers, Tribal Welfare PRIs, and industries dpt. Commerce & IEC materials and ensure wider disseminate to general Industries, Educational public through all medium Institutions, PWD, Create awareness and conduct on-site and off-site mock Private industries. drills Information on safety, care and protection of disaster- affected animals Training DDMA, KSF&ES, Basic training on disaster management DTIs, SDMA, PRIs, Training of Trainers (ToT) programs on various aspects such ULBs, Factories & as firefighting, managing collapsed Boilers, PWD, structure, and search and rescue Private industries. Recurring/ Regular •Basic training on disaster management •Training programs on various aspects such as firefighting, managing collapsed structure, and search and rescue •Skill training on fire safety •Conduct mock drills on high rise buildings 7.9.6 Risk All departments and Recurring/ Regular agencies responsible for Encourage multi-hazard insurance for life and property of Transfer ensuring risk transfer, the people Insurance 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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7.10. Forest Fire Risk Reduction Understanding Risk 7.10.1. Understanding Risk

Forest Fire Risk Reduction Understanding Risk Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: 1 Forest and Recurring/ Regular Observation Ecology Dept, Support for organising training Extend technical Networks, Tribal support Information development Short Term (T1) Systems, dept, KSF&ES, • Mapping of human settlements in fire- prone forest areas Research, SDMA, KSRSAC, • Monitoring fire-prone forest areas Forecasting, PRIs. • Identify areas prone to forest fires and monitor the areas Early closely in the months when fires usually occur Warning and Medium Term (T2) Zoning/ • Establishing and maintain community- based network for Mapping early detection and reporting of forest fire to the forest department/ authorities • Promoting community-based forest monitoring system Long Term (T3) • Establishing and maintain arrangements to communicate effectively with people living within and near forests • Establish and maintain a system of mutual aid among nearby fire services and forest offices for sharing/ pooling of resources 2 Hazard Risk District level Recurring/ Regular Vulnerability agencies - • Take up studies, documentation and research and Capacity Forest and • Provide Training & Technical support Assessment Ecology Dept, • Studies on vulnerabilities and capacities covering social, (HRVCA) Tribal physical, economic, ecological, gender, social inclusion and development equity aspects dept, KSF&ES, • Updating HRVCA SDMA, KSRSAC, • Identification and listing of population clusters prone to PRIs. forest fire risk • Identification of population clusters within forests requiring urgent attention • Conduct audit of equipment and manpower requirements Disseminati Forest and Recurring/ Regular on of Ecology Dept, Support for organising training Extend technical support

warnings, Tribal Short Term (T1) data, and development Create awareness for forest fire prevention as most fires are information dept, KSF&ES, caused by humans, deliberately or inadvertently 3 SDMA, KSRSAC, Medium Term (T2) PRIs, Establishing reliable system to pass on the correct information on fire situation to communities and responders

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7.10.2 Inter-Agency Coordination

Forest Fire Risk Reduction Inter-Agency Coordination Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: Overall Forest and Recurring/ Regular 1 disaster Ecology Dept, • Initiate rescue and fire fighting operation with available governance Tribal means. Ensure that all fire fighters use proper (Forests are in development personnel protective equipment while fighting a fire or the concurrent dept, KSF&ES, controlling gas leak. list) SDMA, KSRSAC, • Providing coordination, technical inputs, and support PRIs, Preparation and implementation of DM plans and ensure the functioning of agencies with DM tasks. • Coordination among multiple agencies • All aspects of disaster risk management and mainstreaming DRR Ensuring coherence and mutual reinforcement of DRR, CCA and development Forest and Ecology Recurring/ Regular 2 Response Dept, Tribal • Help the District Administration in evacuation of people development dept, from affected zones using escape routes decided in KSF&ES, SDMA, advance depending on the wind direction KSRSAC, PRIs, Police • Organising and coordinating state assistance dpt., Veterinary dpt, • Strengthening Incident Response System Dept of Health & involving multiple agencies Family Welfare , • Organising and coordinating the immediate NGOs, Community response Based Organisations Coordinate with state agencies Forest and Recurring/ Regular Warnings, Ecology Dept, Effective coordination and seamless 3 Information Tribal communication among agencies to ensure quick, , Data development clear, effective dept, KSF&ES, dissemination of warnings, information and data SDMA, PRIs Coordinating the dissemination of warnings to all, down to the last mile – remote, rural or urban; Regular updates to people in areas at risk

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7.10.3 Investing in DRR – Structural Measures Forest Fire Risk Reduction Structural Measures S. Sub- Thematic area Districts Responsibility- District No for DRR Lead Agencies: Forest and Ecology • Strengthening various forest fire prevention measures Strengtheni Dept, Tribal • Communication network of wireless system ng forest- development dept, • Effective transportation 1 fire fighting KSF&ES, SDMA, • Specialised equipment to fight forest fires systems PRIs • Improved fire-resistant clothing • Strengthening the network of watch towers • Expanding fire detecting and alert systems • Capacity building through hands on training Forest and Ecology execution of social housing schemes 2 Social Housing Dept, Tribal Ensure incorporation of fire and multi-hazard resistant Schemes development dept, features in the planning and execution of social housing KSF&ES, SDMA, schemes in the settlements within and adjacent to forests. PRIs Hazard resistant Forest and Ecology Guidance and support implementation 3 construction, Dept, Tribal strengthening, development dept, and retrofitting KSF&ES, SDMA, of all lifeline PRIs structures and critical infrastructure Notes: (#) Every, 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. 7.10.4 Investing in DRR – Non-Structural Measures Forest Fire Risk Reduction Non- Structural Measures S. Sub- Thematic Districts Responsibility- District No area for DRR Lead Agencies: Techno-Legal Forest and • Implement guidelines given in the manual for forest fire prevention Ecology Dept, and management regimes Tribal • Prioritising forest fire management in forestry plans 1 development • Review forest management systems and practices dept, KSF&ES, • Guidance and Support SDMA, PRIs • Institutional Arrangements ULBs • Promote use of insurance/ risk transfer • Implement the laws and regulations for forest fire prevention and control • Improve the institutional arrangements for forest fire prevention and control

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7.10.5 Capacity Development Forest Fire Risk Reduction Capacity Development S. Sub- Thematic Districts Responsibility- District No area for DRR Lead Agencies: Training KSF&ES, Ecology & • Training and orientation programs for state govt. staff, and 1 Forest, civil defense, other direct stakeholders such as: civil society, media- Home guards , persons, elected representatives. SDMA, ATI- • Incorporating prevention and management of forest fires CDM,DTIs, SIRD, in the training programs of village volunteers, NCC, NYKS, SDRF, Scouts and Guides and NSS, NGOs,CBOs Curriculum KSF&ES, Ecology & 2 Development Forest, civil defense, Home guards , SDMA, • Customizing & revising curriculum district specific need ATI-CDM,DTIs, SIRD, based training SDRF, Awareness Ecology & Forest, KSFES, • Promoting awareness, alertness and preparedness 3 Generation DDMA, ATI, CDM, IPRD, • Training programs for public, PRIs/ ULBs RD, NGOs, Dpt of • Carry out mass media campaigns in forest fire prone Information & Public areas relations, SHGs • Create awareness of forest fire prevention and control • Strengthening network of community involvement in forest fire reporting, prevention and assistance to controlling Mock Drills/ Ecology & forest, • Promoting supporting & execution of emergency mock drills 4 Exercises DDMA, • Involving forest communities/ forest village committees, SDRF, KSF&ES, Civil JFM committees Defence, Police & • Joint execution of emergency drills with local bodies – urban Home guards and rural in areas prone to forest fires. Vocational DDMA, RD., SLSDA, • Conducting skill development programmes for multi- Training/ SDRF, KSF&ES, Civil hazard resistant construction with emphasis on fire safety 5 Skill Defence, , Police & in forest fire prone areas for different types of housing developmen Home guards, and infrastructure t SLSDA, DTIs • Conduct training programmes • Creating ToT teams for different trades relevant to fire- resistant construction in forest fire prone areas for different types of housing and infrastructure Empowering Ecology & Forest DDMA, • Addressing issues of marginalised communities, women, PRIs, ULBs, Dept of SC/ST in forest fire prone areas 6 marginalised women & child welfare, • Adopt gender sensitive and equitable approaches communities, Dpt of Minorities, relevant in forest fire prone areas and persons Backward communities, • Incorporating gender sensitive and equitable with disabilities approaches in capacity development covering all aspects of disaster management at the levels of governance

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7.10.6 Climate Change Risk Management Forest Fire Risk Reduction Climate Change Risk Management Sub- Thematic Districts S.No Responsibility- District area for DRR Lead Agencies: Ecology & forest, Medium Term (T2) Research, EMPRI, DMD, Develop Database management system relating to Forecasting, DDMA, KSNDMC, Biological Disasters & climate change 1 Early Warning, KSRSAC, Forest Long Term (T3) Data research institute, Studies/ assessments of areas prone to forest fires, ecological Management, Universities & aspects, wildlife concerns Zoning, Research Institutes Recurring/ Continuous Mapping • Coordinate & cooperate with relevant agencies support district and area -specific efforts Ecology & Forest • Undertake detailed studies on vulnerability and risk EMPRI, DDMA, under GACC scenarios KSNDMC, DSJE, • Assess GACC risks of vulnerable and marginalized Hazard Risk SLRTI, Research sections 2 Vulnerability Institutes • Provide technical support and and Capacity guidance for comprehensive HRVCA considering GACC Assessment impacts (HRVCA) Recurring/ Continuous Incorporate GACC information in DM plans/ reviews Medium Term (T2) Assess GACC risks of vulnerable and marginalized sections Ecology & Forest dept, Recurring / Continuous DDMA, • Sensitization and awareness creation PRIs, • Support and implement CCA efforts Climate • Coordination with state agencies Change • Sponsor and promote district and local -specific efforts Adaptation for GACC mitigation and adaptation 3 (CCA) Short Term (T1) • Understand and assess adaptation needs • Study coping mechanisms • Develop local adaptation strategies and pilot projects Medium & Long Term (T2, T3) • Develop adaptation mechanisms • Support the implementation of CCA programs Promote adaptive measures in social protection programmes for the vulnerable groups • Implementation of GACC adaptation programs • Integrate adaptive measures in social protection programmes for the vulnerable groups Notes: Every 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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. Chapter 8 Preparedness and Response 8.1 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.

Preparedness, as defined by UNISDR (2016), consist of the knowledge and capacities developed by governments, response and recovery organizations, communities and individuals to effectively anticipate, respond to and recover from the impacts of likely, imminent or current disasters. Preparedness action is carried out within the context of disaster risk management and aims to build the capacities needed to efficiently manage all types of emergencies and achieve orderly transitions from response to sustained recovery.

Preparedness is based on a sound analysis of disaster risks and good linkages with early warning systems, and includes such activities as contingency planning, the stockpiling of equipment and supplies, the development of arrangements for coordination, evacuation and public information, and associated training and field exercises. These must be supported by formal institutional, legal and budgetary capacities. The related term “readiness” describes the ability to quickly and appropriately respond when required. Based on the preparedness, the response process begins as soon as it becomes apparent that a disastrous event is imminent and lasts until the disaster is declared to be over. It is conducted during periods of high stress in highly time-constrained situations with limited information and recourses. It is considered as the most visible among various phases of disaster management. Response includes not only those activities that directly address the immediate needs, such as search and rescue, first aid and temporary shelters, but also rapid mobilization of various systems necessary to coordinate and support the efforts. For effective response, all the stakeholders need to have a clear vision about hazards, its consequences, clarity on plans of action and must be well versed with their roles and responsibilities. Ballari District Disaster Management Plan-2020 250

Any emergency requires a quick response to save lives, contain the damage and prevent any secondary disasters. In most cases, first responders such as members of Incident Response Teams (IRT) of district, block, or other agencies (medical fire, police, civil supplies, municipalities) manage emergencies immediately at the local level. If an emergency escalates beyond their capabilities, the local administration must seek assistance from the district administration or the State Government. If State Government considers it necessary, it can seek central assistance.

The immediate response in the event of a disaster lies with the local authorities with the support of the state government, central government and the specialized agencies. The central government supplements the efforts of state government by providing logistic and financial support, deploying NDRF, Armed Forces, CAPF, and other specialized agencies mandated to respond to particular types of disasters. It will depute experts to assist the state government in planning and its implementation as per request from the state government.

8.2 Institutional Framework

Chapter-1 provided an overview of the institutional arrangements covering all aspects of disaster management. There are specific tasks, roles and responsibilities in the domain of response, which as mentioned before, is the most critical and time-sensitive aspect of disaster management. This section summarizes the function and responsibilities of ministries and agencies that have a key role to play in disaster response as per current guidelines. The plan will be updated periodically to reflect any changes in the key roles envisaged department and agencies.

Figure 8-1 District Level Incident Response System Ballari District Disaster Management Plan-2020 251

No single agency or department can handle a disaster situation of any scale alone. Different departments must work together to manage the disaster with an objective to reduce its impact. Section 37(a) of the DM Act, 2005 mandates that departments of district prepare disaster management plans keeping mitigation, preparedness and response elements into consideration. Sections 22(2), 24, 30 and 34 of the DM Act, 2005 have clearly laid down various duties relating to DM to be performed by various agencies. The institutional arrangements for the response system consist of the following elements:

a) Nodal central ministries with disaster-specific responsibilities for national-level coordination of the response and mobilization of all the necessary resources b) Central agencies with disaster-specific responsibilities for Early Warning Systems and alerts c) National Disaster Response Force (NDRF) d) State Disaster Response Force (SDRF)

The NEOC, SEOC & DEOC will be networked to provide early warning information about all threatening disasters in the state. An integrated National Emergency Operations Centre (NEOC) will be formed by unifying the NEOC-1 under the NRDF and NEOC-2 under the NDMA. Until the Integrated NEOC becomes operational, the functioning of NEOC-1 and NEOC-2 will unified with the NDRF-EOC acting as the primary NEOC. It will be connected to the following control rooms: • All agencies designated to provide early warnings information about hazard events • State Emergency Operations Centre (SEOC) • District Emergency Operations Centre (DEOC) • NDRF & SDRF • Integrated Defense Staff (IDS) • MEA • CAPFs 8.3 District Early Warning system:

8.3.1 District Agencies Designated for Natural Hazard-Specific Early Warnings The Go I 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. Early Warning System

Figure 8-2 District Early Warning System Ballari District Disaster Management Plan-2020 252

Table 8-1: Central Agencies Designated for Natural Hazard-Specific Early Warnings

SN Hazard Ministry Agency 3. MoES India Meteorological Department (IMD) Regional Specialized Meteorological Centre (RSMC) and Cyclone Tropical Cyclone Warning Centres (TCWC) for different regions 4. MoAFW Central Drought Relief Commissioner (CDRC) and Drought Crop Weather Watch Group (CWWG) 5. Earthquake MoES India Meteorological Department (IMD) 6. Epidemics MoHFW Ministry of Health and Family Welfare (MoHFW) 7. Floods MoWR Central Water Commission (CWC) 8. Heat Wave MoES India Meteorological Department (IMD) 9. Landslides MoM Geological Survey of India (GSI) 10. MoES India National Centre for Oceanic Information Services Tsunami (INCOIS)

On their part, the relevant State Government and district administration shall disseminate such alerts and warnings on the ground through all possible methods of communications and public announcements.

8.3.2 Role of Central Agencies/ Departments

The National Emergency Operations Centre (NEOC) will act as the communication and coordination hub during this phase and it will maintain constant touch with early warning agencies for updated inputs. It will inform State Emergency Operations Centre (SEOC) and District Emergency Operations Centre (DEOC) through all the available communication channels and mechanisms. The DM Division of the MHA will communicate and coordinate with designated early warning agencies, various nodal ministries, and state governments. It will mobilise reinforcements from the NDRF, Armed Forces and the CAPFs and put together transportation plans for moving resources. The NDMA will support the overall coordination of response as per needs of MHA. The NDMA will be providing general guidance and take decisions for the deployment of the NDRF. The NDRF will be deployed as required depending on the request from State Government. The NRDF will always be in operational readiness.

8.4 Coordination of Response at National & State Level

At the national level, the Central Government has assigned nodal responsibilities to specific ministries for coordinating disaster-specific responses (Table 1-3, Chapter-1). As described in Chapter-1, the NEC will coordinate response in the event of any threatening disaster situation or disaster. The State Government will activate the IRTs at State, District, or block level and ensure coordination with the SEOC. The SDMA will provide the technical support needed to strengthen the response system.

It is essential that the first responders and relief reach the affected areas in the shortest possible time. Often, there are inordinate delays due to real constraints imposed by the location, nature of disaster and, most regrettably, due to inadequate preparedness. In many situations, even a delay of six to twelve hours will prove to be too late or unacceptable. To make matters worse, relief tend to arrive in a highly fragmented or uncoordinated form with multiple organisations acting independently of each other without a cohesive plan, without mechanisms Ballari District Disaster Management Plan-2020 253

to avoid overlaps and without proper prioritization of different aspects of relief such as shelter, clothing, food, or medicine. From an operational perspective, the challenges are similar across most hazards. The NDMA has formulated IRS Guidelines for the effective, efficient, and comprehensive management of disasters (listed in Annexure-I). The implementation of NDMA’s IRS Guidelines by the State will help in standardization of operations, bring clarity to the roles of various departments and other agencies, which are common to most disaster response situations.

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 publicize 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. To prevent delays and eliminate ambiguities regarding chain of command, the SDMP and DDMP must clearly spell out the response organisation as per IRS. These plans must clearly identify the personnel to be deputed 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, SDRF, CAPF, and International Search and Rescue Advisory Group (INSARAG) must be spelt out in the SDMP. From time to time the DM plan must be tested and rehearsed by carrying out mock exercises.

8.5 Karnataka State Fire and Emergency Services (KSF&ES)

The primary role of KSF&ES is of responding to fire incidents. However, besides firefighting, F&ES attends to other emergencies such as building collapse, road traffic accidents, human and animal rescue, and several other emergency calls. F&ES also takes part in medical emergencies. The role of F&ES has become multi-dimensional. The role of F&ES extends to the domain of prevention, especially in urban areas. F&ES is an integral part of the group of agencies responding to disaster situations. F&ES is one of the first responders during the Golden Hour after a disaster and plays a vital role in saving lives and property. Therefore, it is imperative to adequately equip and develop the capacities of F&ES. Further, continuous training should also be provided to the fire staff in using and maintaining the equipment.

F&ES is a key element in the emergency response system. It comes under the 12thschedule of the constitution dealing with municipal functions. At present, States and UTs, and ULBs are managing the F&ES. The MHA and NDMA will render technical advice to the States, UTs, and central ministries on fire protection, prevention, and related legislation. While in several states, F&ES is under the jurisdiction of Municipal Corporations, in others it is under the respective Home Department. Only a few States have enacted their own Fire Act.

The type, scale and standards applicable for equipment and the training of the staff are subject to technological advances and emerging good global practices. Besides, given the regional differences and local challenges due to diverse terrains as well as conditions, some degree of innovation, customization and adaptation are necessary to make for effective use and deployment. Both right- sizing and down-sizing are required while maintaining the operational efficiencies of the equipment. For example, in some urban areas where roads are narrow and large equipment cannot gain quick access, it may be necessary to use down-sized equipment mounted Ballari District Disaster Management Plan-2020 254

on small vehicles that have adequate capacity to carry the equipment. Similarly, in most rural or less developed areas, it is difficult to maintain and operate the same equipment that are deployed in large cities. Therefore, rather than provide specifications or an indicative list, the SDMP enjoins the agencies responsible for response to adopt the best practices and most appropriate technologies subject to rigorous quality control and testing.

KSF&ES have grown according to the initiatives taken by the State and availability of funds. Government of Karnataka has taken many initiatives to strengthen the techno-legal regime for fire safety. Apart from initiating major legal changes, government is also reviewing many laws need to be amended. Government of Karnataka has also taken steps for institutional reforms and organizational restructuring of KSF&ES. It is the responsibility of the State Government to implement the major changes for the modernization of the KSF&ES to make them more effective.

8.6 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

Departments must report the status to the DDMA. The major tasks of response given in the responsibility matrix are:

1. Early Warning, Maps, Satellite inputs, Information Dissemination 2. Evacuation 3. Search and Rescue 4. Medical care for casualties 5. Drinking Water/ Dewatering Pumps/ Sanitation Facilities/ Public Health 6. Food and Essential Supplies 7. Communication 8. Housing and Temporary Shelters 9. Power 10. Fuel 11. Transportation 12. Relief Logistics and Supply Chain Management Ballari District Disaster Management Plan-2020 255

13. Disposal of animal carcasses 14. Fodder for livestock in scarcity-hit areas 15. Livestock Camps/ Shelters 16. Data Collection and Management 17. Relief Employment 18. Media Relations

8.7 Responsibility Matrix for Preparedness and Response

Preparedness and Response Emergenc District / Responsibility SN y Function Department 1 Early DDMA • Keeping the control room active round the clock. Warning, • District EOCs are equipped with satellite phones/ VHF/ HF as a backup to the Maps, landline Satellite • Failsafe communication plan is prepared with all early warning agencies inputs, • Establish protocols and responsibilities for coordinating with state agencies Informati and various service providers. on • To disseminate early warning signals to the district administration, local Dissemin authorities, and the public at large in the areas likely to be affected by a ation. disaster so as to reduce loss of life and property. • Use of satellite imageries and other scientific methods for risk assessment and forecasting. DEOC, • All communication equipment, especially the satellite phones are in good Revenue working condition 24x7 on all days through regular testing department • Prepare, update and maintain a District wise list of HAM Operators who could be contacted and deployed at the site of emergency • Communication to be given immediately to the areas which were classified as High/medium/low risk areas. • Dissemination of warnings and information up to the last mile • Ensure appropriate compilation/ analysis of received data. 2 Evacuati DDMA • Quick assessment of evacuation needs such as the number of people and on of animals to be evacuated and mode of evacuation People and Fire services • Asking the people in the vulnerable areas to move to the shelters and to move Animals Police, their domesticated animals to shelter places and to co-operate with the Revenue, volunteers and other officials engaged in similar activities. Veterinary • Identify requirements of resources for evacuation such as helicopters, aircrafts. Dept. • Evacuation of illegal encroachments along the river side. • Identification of old houses which may fall in each taluka and cause human death. • Identify no. of people and animals in flood prone areas to be evacuated. • Identification of fresh flood affected prone areas formed due to desalting work which may lead to floods. RTO • Mobilize transport and resources for evacuation.

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Preparedness and Response Emergenc District / Responsibility SN y Function Department Search DDMA • Various positions of IRTs are trained. 3 and Commandant • Arrangement and deployment of Home guards for law and order to work in Rescue of home guards association with Fire services and police. People Fire services, • Asking the people in the vulnerable areas to move to the shelters and to move and Police, their domesticated animals to shelter places and to co-operate with the Animals Revenue, volunteers and other officials engaged in similar activities. Veterinary • Identification and placing of Rescue teams consisting of life guard, boats, life Dept buoys, life jackets, safety ropes & anchor at flood prone areas. DEOC • Communicate to early warnings to public.

Medical DDMA • Assess medical emergency needs in coordination with state agencies as per 4 care for situation casualties • Works wise repository of hospitals (both Government and Private), availability of beds, doctors, paramedics and other trained staff available along with other infrastructure details and update it on a regular basis in IDRN • Include the hospital wise information in the DM Plans at local levels Health • Health and Family Welfare Dept. works with the logistic section of the state level IRT to provide effective services (Medical Unit) to the field level IRTs for response. • Tie-up with the companies for easy availability of common medicines during the emergency situations • Hygienic conditions are prevalent at all times in various facilities established as well as hospitals to curb the spread of diseases, • Incident Response System has to asses and manage public health at flood affected area in co-ordination with Health and Family Welfare Dept. Drinking DDMA • Ensure strict compliance with minimum standards of relief as per Section 12 5 Water/ of DM Act 2005 Dewaterin RDWS • Necessary arrangements are made for supplying drinking water through g Pumps/ ULBs/PRIs/DU tankers in rural and urban Sanitation DC • Necessary arrangements are made for supplying drinking water through Facilities/ private bore wells. Public • Provide disaster-affected areas with clean drinking water and to prevent the Health spread of water borne diseases • Provide emergency water supplies when there is scarcity of potable water in rural and urban. • Availability of hygienic portable toilets and bleaching powder through pre- disaster agreements/ contracts with suppliers. NGO/CBOs • Necessary arrangements are made for supplying drinking water through

private bore NGOs in public places • Necessary arrangements are made for supplying drinking water through Aravattige in public places. Ballari District Disaster Management Plan-2020 257

Preparedness and Response

Emergenc District / Responsibility SN y Function Department 6 Food and DDMA Essential • Depending upon the requirement, coordinate with the relevant state to Supplies make sure that the supplies reach the site on time Food and civil • works with the logistic section of the district level IRT to Provide effective Supply Dept, services to the field level IRTs for response. Civil Defence

7 Commun DDMA • Keeping the control room active round the clock. ication • District EOCs are equipped with satellite phones/ VHF/ HF as a backup to the landline • Failsafe communication plan is prepared with all early warning agencies • Establish protocols and responsibilities for coordinating with state agencies and various service providers DEOC, • All communication equipment, especially the satellite phones are in good Revenue working condition 24x7 on all days through regular testing department • Prepare, update and maintain a District wise list of HAM Operators who could be contacted and deployed at the site of emergency • High/medium/low risk areas communicated to immediately. 8 Housing DDMA • Depending upon the requirement, coordinate with the relevant state to and make sure that the tents/ shelters reach the site on time Tempora ry DEOC • Coordination all temporary shelters. Shelters Revenue • Alternate places for establishment of facilities as mentioned in the IRS Department guidelines such as relief camp, base, camp etc. are identified in advance and included in the local DM Plan. • Deploy a dedicated team at the local level to receive the tents/ shelters • Maintain logs (manual or computerized ) of all material movements and details of distribution to required locations 9 Power DDMA • Coordination with Electricity Board and Power Distribution Companies. GESCOM • Pre-disaster arrangements for quick restoration of power supply with alternate mechanisms to critical facilities usually within 6 to 12 hours of placement of order • Pre-disaster agreements with central and Neighbouring state governments for technical support in restoration of power supply and infrastructure. Power • Mobile power supply units or other arrangements with power generation Distribution companies for quick deployment at the site during emergency 10 Fuel DDMA • Establish mechanism for stocking the fuel at strategic locations with relevant Agencies. • Assess and make the requirement of fuel clear with the state and coordinate the delivery of fuel through local arrangements. Civil Supply • Ensure sufficient availability of tankers/ other vehicles for local Dept. Other transportation through the relevant Dept. Departments Ballari District Disaster Management Plan-2020 258

Preparedness and Response Emergenc District / Responsibility SN y Function Department Transport DDMA • Requirement of transport for the transportation of relief material, 11 ation Responders are arranged • Coordination with state and district administration to provide air support. • Coordinate with State govt. for transportation of relief materials Transport • Need of the transport of various activated section of the IRT as per Incident Dept Action Plan is fulfilled. Railways • Indian Railway works with the logistic section of the state level IRT to provide effective services (Ground Support Unit) • Restoration of rail way tracks and functioning of railway at the earliest. • Easy availability of heavy equipment with the Railways for search and rescue. DEOC • Control room gets activated for smooth coordination in receiving and dispatching resources and equipment in close coordination with the State Government • Availability of trained manpower for making night landing during emergencies. Relief DDMA • Make arrangements to receive and distribute relief and emergency 12 Logistics supplies received from different parts of the state and • Coordinate transportation (air, rail, road, water) with district and state Supply departments/ agencies. Chain • Arrange alternative means of transportation to reach relief supplies to the Managem affected locations if normal transport cannot reach. ent • Establish a mobilisation center at the airport/railway/bus station for the movement of relief supplies within the district. DEOC • Coordination all the arrangement for logistics. RTO • Arrangement and deployment vehicles for logistics Disposal Animal • Deputy Director of Animal Husbandry will be the overall in charge for 13 of animal husbandr treatment of affected animals at site/hospital in co-ordination with carcasses y police/voluntary organizations and revenue authorities. departme • Use of recommended safety kits and personal protection by the staff deployed nt in carcass disposal so that they are not infected • Take measures for dispersal of financial relief as per norms. • The officer will identify the drug stores and ensure the supply of adequate • and necessary drugs through the Drug Control Authorities. Fodder for • Enlist PSUs and private agencies for providing fodder and other support 14 DDMA livestock AHD, Animal • Identification of safe shelters for animals, in • To provide fodder and veterinary services for livestock. scarcity- • Mobilize fodder and cattle feed to meet shortages, as in drought or scarcity hit areas conditions. • Transport fodder from storage facilities or collection centers to the scarcity- hit areas • Organize collection centers for fodder and cattle feed Ballari District Disaster Management Plan-2020 259

Preparedness and Response Emergenc District / Responsibility SN y Function Department Livestock DDMA • Monitoring and data updated for livestock and other animals 15 Camps/ Include provisions for evacuation, safety, and rehabilitation of animals Shelters • AHD • Set up of livestock camps/ shelters for animals in distress due to disasters, including drought • Organize proper care of animals in the camps/ shelters • Ensure proper management and running of livestock camps/ shelters • Proper rehabilitation of animals • Provide veterinary care to disaster-affected livestock, including in drought-hit areas. Data DDMA • Data coordination with all departments and management. 16 Collectio n and Revenue • Taluka level and place dedicated resources to collect/ update data on all Manage department essential services from all departments. ment Relief DDMA • Including any schemes to implement the employment. 17 Employm Provide opportunities for unskilled work in public works for people seeking ent • PRIs work in drought affected areas as a relief measure • Ensure quick and prompt payment of wages Media DDMA • Daily updates share with Information Dept. 18 Relations • Collect process and disseminate information about an actual or potential disaster situation to all stakeholders so as to facilitate response and relief operations; update information on disaster and disaster victims; maintain contacts with mass media; inform public regarding the impact of disaster and the measures taken for the welfare of the affected people. Information • Dept. of Information and Public Relations works with the Command staff as Dept Information and media officer of the state level IRT to provide effective services. • Ethical guidelines for coverage of disaster is prepared and shared with all media agencies • Plan is prepared for providing/broadcasting warnings, do's and don’ts etc. • Proper schedule for media briefing (once/ twice/ thrice daily depending on the severity of the disaster) and designate a nodal officer officer for interacting with media on behalf of the Government DEOC • Updated information communication through DEOC. Public DDMA • Coordinate with State agencies in case of biological emergencies. 19 Health Health and • Activating Public Health IRS family welfare • Assess public health needs in coordination with central agencies as per situation. • Manage public health logistics (drugs and vaccines), non-pharmaceutical interventions • Carry out immunisation, disinfection, vaccination and vector control measures • Tracking sufficient medicine stock. Ballari District Disaster Management Plan-2020 260

Preparedness and Response Emergenc District / Responsibility SN y Function Department Manag DDMA • Adopt SOP in SDMP and DDMP as per National Guidelines and implement 20 ement it properly of • If required, establish temporary mortuaries with adequate facilities where Dead it is possible Persons PRIs/ULBs • Follow protocols to maintain the dignity of the dead in all possible ways. • The recovery team will use basic personal protective kit and follow adequate precautions. • Ensure to the extent possible ethical management of the dead, along with respect for religious and cultural sensitivities Revenue • Take urgent steps for release of ex-gratia payment department Health • Follow the protocols for the identification of the dead, recording evidence, transport and burial (i.e., disposal as per norms) • In special cases, appropriate arrangements and relevant protocol must be followed for victims in certain types of disaster keeping in view the safety of survivors and emergency workers • Deal with the psychological impacts as per the national guidelines on psycho- social support • Ensure due documentation such as inventory record of the dead, dead body identification and all relevant information as given in the national guidelines. DIC • Inform the affected community by giving wide publicity to the procedure for the management of the dead. 8.8 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 State Government would assume direct responsibility in the event of a disaster. 2. The MHA would assume direct responsibility in case of Union Territories. 3. The response from Central agencies would come into operation when the relevant State 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. 4. The direct involvement of Central Agencies will apply to those cases where the GoI 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. Ballari District Disaster Management Plan-2020 261

Chapter 9 Recovery and Building Back Better 9.1 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. Ballari District Disaster Management Plan-2020 262

9.2 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 states 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 neighborhood. Systems for providing psycho-social support and trauma counseling need to be developed for implementation during reconstruction and recovery phase.

Para 9.2.1 of SPDM states 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 states 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 states 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.

9.3 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:

1) Physical. 2) Economic. 3) Social. 4) Cross Cutting Sectors. Ballari District Disaster Management Plan-2020 263

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 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 Ballari District Disaster Management Plan-2020 264

The major steps/ processes of the recovery process and the processes involved are summarized in Table 9-1:

Table 9-1: Major steps of the recovery process and the key processes involved 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 leading to a comprehensive Post-Disaster Needs assessment 1 Assessment and • Quantitative and qualitative baseline for damage, loss, and needs across sectors, Credible Damage blocks (taluka) and districts Assessment • 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 Developing a • High level meetings as well as broad-based, wider consultations with experts, civil 2 vision for Build- society, and key stake holders Back Better (BBB) • Build consensus among the range of stakeholders within and outside government Ensure coherence of • Discussions at top level to align the recovery vision with the government’s broader, 3 BBB with the longer term development goals and growth and poverty reduction strategies development programs and goals Consultations and background studies on: • Disaster resistant physical recovery Incorporating • Options for fast economic recovery 4 resilience and BBB • Gender and equity concerns in recovery vision • Vulnerability reduction • Natural resource conservation and environmental protection • Social recovery 5 Balancing recovery • Balance public and private sectors BBB programs across sectors • Promote norms for non-discriminatory and equitable asset disbursement among individuals and communities • Prioritize infrastructure reconstruction • 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, water and 6 Prioritising sanitation, governance, transport, power, communications infrastructure, sectors for environment, livelihoods, recovery Tourism, social protection, health, and education.

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9.4 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. Table 9-2 Recovery Stages Recovery Stage Duration Brief Description 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, reconstruction plans for (concurrent with housing, infrastructure, public buildings and earlyrecovery) cultural heritage buildings Long-Term Within 10 Years Implemented along with developmental plans: infrastructure strengthening, environmental, urban and regional planning Ballari District Disaster Management Plan-2020 266

9.5 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

9.6 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.

9.6.1 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

9.6.2 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 • 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

9.6.3 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 Ballari District Disaster Management Plan-2020 267

• Reconstruction effort • Risk management including covering risks to their own assets • Financial support to reconstruction efforts • Risk-informed investments in recovery efforts

9.6.4 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

9.7 Rehabilitation

9.7.1 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 • 9.7.2 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 Ballari District Disaster Management Plan-2020 268

9.7.3 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

9.7.4 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.

9.7.5 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 counseling 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

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9.7.6 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 counseling 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 centers), and old-age homes within the shortest possible time • Set up at least one multi-purpose community center 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

9.7.7 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.

9.7.8 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, counseling for stress management should form a continuous part of a disaster rehabilitation plan.

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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

9.7.9 Restoration of Damaged Cultural Heritage Sites, their Precincts and Museums

Post disaster repairs and reconstruction of damaged sites/precincts should always be undertaken based on sound documentation and assessment practices. Poor reconstruction practices because further physical damage to heritage structures, may worsen its structural vulnerability and carries the risk of erasing the heritage features. Reconstruction and rehabilitation approaches need to consider the legislative frameworks already in place for different typologies of heritage sites and precincts. In general, the following principles should be followed. • An approach of minimal intervention should be undertaken for sites of historic and archaeological importance and any intervention should be based on sound documentation and research. Aspects of authenticity and visual integrity should form the basis of any reconstruction, repair, and retrofitting atiempt. • As far as possible, traditional skills and technologies where they still exist should be employed in the repair and restoration of damaged structures. This helps ensure continuity of building and cratis traditions. • Many cultural heritage sites and precincts hold strong cultural/ socio-economic associations with the local population and restoring them instils a sense of normalcy atier a disaster.These considerations should facilitate the conservation/ reconstruction of heritage with in the overall recovery plan. • The notion of ‘build back better’ applied to cultural heritage must not undermine the archeological and/ or cultural aspects, which means that retrofiting measures for improving the structural stability of cultural heritage sites, should be undertaken cautiously paying due attention to restoration of the original. • All restoration and retrofiting of the cultural heritage must be undertaken only after carrying out due consultation among stakeholders to preserve the cultural, archeological and heritage aspects. • The impact of retrofitting on integrity and cultural value of heritage structures must be discussed and properly evaluated with due weightage for restoration to pre -disaster status as closely as possible • • Restoration or reconstruction of heritage after disasters should go beyond buildings and it should look at heritage livelihood, traditional trades/ crafts etc.

Fund Mobilization

9.8.1 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 Ballari District Disaster Management Plan-2020 271

2. Contracting with funding agencies and evolving detailed operating procedures for fund flow and corresponding covenants.

9.8.2 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 • Debt relief • Ex-ante contingent component of standard investment operations • Risk Insurance • Standby financing • Catastrophic development Deferred Drawdown Option (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

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Table 9-3: Important aspects in mobilizing and managing the funds of a recovery programme Major Step Description Review of the Damage & Loss Quantitative and qualitative baseline for damage, loss, and needs across 1 Assessment sectors, blocks (taluka) and districts Developing a vision and • Develop the scope and goals of BBB 2 specific time-bound goals for • Disaster resilient physical recovery 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 funds Central grants and other options on and off the budget • – 4 and examine various options • International including borrowing from IFI – facilitated by the 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 (mainly homes), Defining and enforcing robust • Defining norms efficient disbursement along with the degree of 5 financial norms for the flexibility needed in recovery programs financial management • Implementing mechanisms for monitoring proper utilization including an appropriate MIS

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

9.8.3 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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Chapter 10 Capacity Development – An Overview

10.1 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.

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 Ballari District Disaster Management Plan-2020 274

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 underlines the need for a strategic approach to capacity development and notes that the active and enthusiastic participation of various stakeholders is necessary for it to be effective. The state policy notes that capacity development must address the challenge of “putting in place appropriate institutional framework, management systems and allocation of resources for efficient prevention and handling of disasters.” The capacity development is a continuous process for various reasons such as turnover applies to all aspects of staff in all agencies, new generation assuming responsibilities everywhere, technical changes and advances in are mentioned in previous chapters. While the scientific understanding of hazards, climate change and risk reduction methods. Periodically, agencies responsible capacity development must review applicable to various dimensions of DM are summarized in this chapter, the capacity development programs and carry out capacity development need assessments details discussed are given in earlier chapters.

10.2 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.

10.3 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, sensitisation, orientation, and developing skills of communities and community leaders. Assistance from NDRF, SDRF, Civil Defence, 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. Ballari District Disaster Management Plan-2020 275

10.4 Details of Stakeholders Training and Mock-Drills in Ballari (2019-20)

S.No Name of the Training, Work-shops. RI and Name of the PDOs Date VA Total Taluka attended attended

1 Disaster Management, 21-01-2020 to 22- Siraguppa 47 10 57 DM act-2005, Hazard 01-2020 2 Risk Vulnerabilities Kurugod & 28-01-2020 to 29- 34 15 49 (HRV). Types of Kampli 01-2020 3 disasters ( Flood, 04-02-2020 to 05- Hosapet 24 8 32 Drought, Heat wave, 02-2020 4 Fire Management. 11-02-2020 to 12- Sandur 30 9 39 SDRF/NDRF guideline, 02-2020 5 Kudaligi & 25-02-2020 to 26- 44 16 60 First AID, Bleeding, Kotturu 02-2020 6 Electric shock, Burns, 03-03-2020 to 04- Hadagali 21 10 31 Bites, Drowning and 03-2020 7 heat stork. Fractures & Bandages. Accidents, CPR& Triage 17-03-2020 to 18- and Communicable Harapanahalli 44 10 52 03-2020 diseases.

Grand Total 244 78 322

S.No Name of the Mock- Date No of No of Mock drills Drills participate 1 Liquid Oxygen 01 18-3-2020 75 Spillage from Liquid Oxygen Filling Pump 2 School safety 4 Feb and March-2020 480

Disaster Management training for PDOs, RIs and VAs .: we have trained 322 staffs for First aid & Disaster Management training to PDOs and RI’s/VA’s at taluka level has been given for flood situation management. Training subject covered: 1. Disaster Management, DM act-2005, Hazard Risk Vulnerabilities (HRV). Types of disasters ( Flood, Drought, Heat wave, Fire Management. SDRF/NDRF guideline,

2. First AID, Bleeding, Electric shock, Burns, Bites, Drowning and heat stork. Fractures & Bandages. Accidents, CPR& Triage and Communicable diseases. Ballari District Disaster Management Plan-2020 276

Mock Drill

Scenario:

Mock Drill Exercise of Liquid Oxygen Spillage from Liquid Oxygen Filling Pump do on 18-3-2020

Parties involved:

Ballari District Administration, District Disaster Management Authority Ballari, with Bellary Oxygen Company Private Limited.

1.Fire & Emergency Karnataka, 2.Ballary Oxygen Coy Safety team,3.NDRF,4.DDMA,5. KSP,6. Health dept.

7.Indian Red Cross society. 8. Home guard. And SH. P.S. Manjunatha, Additional Deputy commissioner, also Mr. Ramesh Konareddy, Assistant Commissioner in event

Mock Drill Briefing:

• Liquid Oxygen Spillage from Liquid Oxygen Filling Pump started at 13:30:13 Hrs • Emergency Declared at 13:30:55 Hrs by site controller using intermittent siren • Observed head count mismatch so the site controller ordered search team for a search operation of the missing personnel’s at 13:31:40 Hrs • Search team headed into the plant for the full search survey and reported 4 missing personnel at the spillage area at 13:33:02 Hrs • Site controller instructed rescue team for zone barricading and rescue of the Victims from hot zone at 13:35:03 Hrs. • Rescue team Barricaded the zone and Started rescuing the victim and JSW ambulance arrived at site for the transport of victim to hospital, mutually site controller instructed the firefighting team for dissolving the oxygen vapor cloud. • JSW Firefighting Mutual Aid arrived at the site at 13:38:20 Hrs and started firefighting as per the site controller instruction • As the Spillage is not controlled Site controller requested the aid of Karnataka firefighting team, Sander. • Karnataka Firefighting team arrived the site and supported for controlling the oxygen vapor cloud. • Karnataka Firefighting team also helped in rescuing the two more victims from hot zone. • The situation got out of control as the inhouse firefighting team has got engulfed into the Oxygen Vapor cloud due to uncontrolled spillage of the liquid oxygen. • As Site controller requested for the NDRF team support the team arrived the site. • The Rescue personnel of the NDRF team rescued the 4 Numbers of the victim from the hot zone. • The NDRF first aid team gave the first aid to the rescued personnel’s from the site. • NDRF Hazard containment team rushed to the site for controlling the spillage of the liquid Oxygen and started the containment of the spillage. • NDRF Team done a final sweep of the hot zone and declared the site to be cleared of emergency. • As per the NDRF team response Site controller declared the site to be clear of emergency at 13:48:18 Hrs.

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Mock Drill Exercise of Liquid Oxygen Spillage Mock Drill Exercise of Liquid Oxygen Spillage

Training for Disaster Management to PDO,RI,VAs Training for Disaster Management to PDO,RI,VAs

School safty Programme School safty Programme

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10.5 Capacity Development Themes and Plan:

The capacity development is applicable to all aspects of disaster management. State agencies as well as the State Government 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 greater detail in the responsibility framework given in separate chapters. The capacity development themes for DRM and related responsibilities are summarised in Table 10-1.

Table 10-1: Capacity Development for DRR Themes –District and Taluka level

Chapter (s) SN Thematic Area Sub-Thematic Areas On Responsibiliti es Deploying • Adopting the best global technologies 1 advanced • Identifying technology needs based on hazard risk SDMA, technology and and vulnerability and experiences 3, 4, 5, 7, 8, 9 equipment • Procurements of best and most appropriate equipment • Maintaining the resource network Disaster • Monitoring and maintaining the resource data 2 Information • Regular updating the resource data System • Developing fail-safe communications with DDMA advance technology • National and state level disaster information system 3, 4, 5, 7, 8, 9 • Improve data flows across Dept./ States and other authorised users • Integration of HRVA data with disaster information systems • Ensuring reliable and credible database on disaster losses (direct and indirect) and post-disaster reconstruction. • Mainstream and integrate DRR and strengthen Disaster Risk institutional mechanisms for DRM DDMA 3 Governance • Promote participatory approaches, partnerships and networks 12 • Promote quality standards, certifications, and incentives Ballari District Disaster Management Plan-2020 279

• Promote, encourage and facilitate appropriate risk transfer instruments by collaborating with insurance companies and financial Institutions • Design and implement social safety-net mechanisms, including community-based systems DDMA 4 Disaster Risk • Disaster resilience of health care systems by 3, 4, 5, 7, 8, 9 Management 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 DM and DRR • Trainings in DRM at different levels of local governance 5 capacities at local • Improve awareness and preparedness of stakeholders at DDMA levels all levels 3, 4, 5, 7, 8, 9 • Preparing DM plans, regular updating, and mock drills DRM– in • Incorporate subjects of relevance to DRM in curriculum SDMA 6 education, • Introduced specialized programs, degrees, courses DDMA research and and diplomas professional • Promote relevant research projects, programs disciplines within institutes and through research grants 3, 4, 5, 7, 8, 9 • Technical and professional programs relevant to various specialized aspects of DRM • Develop ToTs • Research in diverse areas of DRM • Deploy the state of art methods and technologies KSNDMC • Up-grade technical infrastructure and systems 7 Early Warning • Improve EW dissemination and ensure the last 7 mile connectivity to the most remote parts • Improve the alerts system to make it more relevant to different regions and sections • Enhance emergency response capabilities • Strengthen DEOCs, improve infrastructure, upgrade equipment, adopt best available Emergency technologies DDMA 8 Operation • Improve capabilities based on experience after each Centres - disaster event 7, 8 Strengthening • Deploy best of ICT • Conduct capacity audits of DEOCs • Set up State and District level DEOCs with adequately trained manpower • Regular reviews and improvement of SOPs, protocols, etc. • Mobile control rooms Ballari District Disaster Management Plan-2020 280

Global 9 Anthropogenic • Recognise and address climate change risks in DRR 3, 7 Climate Change • Strengthen adaptations to GACC Risks • Incorporating DRM into development plans and programs SDMA • Incorporating PM’s Ten Point Agenda for DRR into DDMA 10 Mainstreaming development plans DRM • Making DRR as an inherent part of all ministry, 5 department, state development plans • Extending convergence to the domain of DRR • Institutional arrangements, policies, legal support, and regulatory framework DDMA Non-Structural • Revision of building codes and standards for 11 Measures for rehabilitation reconstruction practices both for urban 3, 4, 5, 7, 8, 9 DRR and rural areas • Norms and incentives for retrofitting • Reinforce systems to implement, monitor, and enforce regulations for DRR to promote disaster- resistant built environment • Understanding post 2015 global frameworks and Post-2015 Global their implementation for DRR Frameworks – • Understanding Sendai Framework and its integration into 12 coherence and the implementation of DMP at different levels SDMA mutual • Understanding DRR aspects of SDG and its DDMA reinforcement implementation for DRR 3 across DRR themes • Understanding COP21 (Paris Agreement on Climate Change) and the integration of climate-related concerns into various DMPs 13 Preparedness • Institutional reforms, modernization, and changes in legal DDMA and Response framework Strengthening of Fire and Emergency Services 8 • 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 Ballari District Disaster Management Plan-2020 281

• Post-Disaster Needs Assessment (PDNA) systems DDMA and expertise • Credible damage assessment mechanisms and expertise 14 Recovery and • Planning capabilities to ensuring coherence of BBB 9 Build Back Better 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 • Training and skill development for masons and other artisans DDMA Skill Development • Promoting community-based DM considering specific 15 for Disaster needs, regional diversities and multi-hazard vulnerabilities 3, 4, 5, 7, 8, 9 Resilience • Training on CBDR and 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 • Gender-based vulnerabilities Social Inclusion • Scheduled Castes and Scheduled Tribes DDMA 16 in DRM • Elderly 4,7, • Children • Persons with Disabilities • Observation Networks, • Information Systems, SDMA Understanding • Research DDMA 17 Risk • Forecasting • Zoning/ Mapping 7 • Monitoring • Hazard Risk Vulnerability and Capacity Assessment (HVCA)

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Chapter 11 Financial Arrangements 11.1 Background:

The financial aspects of Disaster Risk Management entail various factors ranging from development planning to immediate relief post disaster, followed by investments made for reconstruction. As per the prevailing practice, the funds for preparedness, mitigation and reconstruction are allocated by the Government as a part of budgetary allocations.

However, a firm commitment is made by the Government regarding funds for immediate relief as recommended by the FC and precipitated for five years. The FC makes recommendations regarding financing of disaster risk management also, amongst other subjects being dealt by it. The Second FC made a provision for ‘Margin Money’ for meeting out such contingencies. Subsequent FC have reviewed various aspects of funding disaster management in the country in consultation with the various stake holders. Based on their recommendations, various funds have been maintained by Govt. of India and States for funding disaster relief. The 13th Finance Commission (FC-XIII) has given its recommendations for maintaining National Disaster Response Fund and State Disaster Response Fund in accordance with the DM Act 2005. The FC-XIV has taken them forward and made recommendations regarding National Disaster Response Fund and State Disaster Response Fund.

The DM Act 2005 has also recommended the National Mitigation Fund & State Mitigation Fund which has been under the consideration of the Government. As of now, the 14th Finance Commission (FC-XIV) has not made any recommendation regarding the National Mitigation Fund & State Mitigation Fund. However, the need for funds is being deliberated by the National & State Authority in consultation with the stakeholders. Appropriate measures will be taken accordingly.

The DM Act 2005 has clearly mandated upon the Government to ensure that the funds are provided by the Ministries and Departments within their budgetary allocations for the purpose of disaster management. The Act has stressed upon the need for mainstreaming of the Disaster Risk Management by way of making definite budgetary arrangements for the purpose by the respective Ministries and Departments within their overall agenda.

As of now, no specific allocations are being made by the Government for disaster management, except in the cases of specific projects undertaken by any Ministry or Department. Financial mainstreaming of DRR concepts is necessary to entrench the need for disaster risk resilience within the main development agenda of the country.

The overwhelming expenditure on disaster management in India, more specifically for post-disaster response, relief and rehabilitation, are incurred by the State Governments 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 Ballari District Disaster Management Plan-2020 283

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 not encourage strategic thinking on the total financial requirement of the States for holistic management of disasters, quantification of resource gaps and how such gaps can be met over time by various innovative financial instruments for risk management. At present the rehabilitation projects are funded by Government and in case of major disasters, the support of International agencies would also be used. Since, the budgetary requirements of each department need to be estimated based on the assessment of measures for preparedness, mitigation, prevention, response (search & rescue, relief and reconstruction). The Revenue Department (DM) shall give instructions to all the departments and organizations to prepare Disaster Management Budget and mobilize resources from all possible sources namely Government, SDRF, Schemes, Industries, NGOs and private sector. The Disaster Management Plans at every level shall necessarily be prepared along with budget and resource mobilization plan and submit the same every year to the KSDMA/Department of Revenue (DM), GoK. All the Departments and Government organizations are mandated to comply this requirement as per DM Act-2005. As Stated in the section (48) of the DM Act 2005, the State Government shall establish for the purposes of the Act the following funds: a) State Disaster Response Fund: This fund will be constituted and made available to the SEC for meeting the expenses for emergency response, relief and rehabilitation. b) District Disaster Response fund: This fund will be constituted and made available to the District Disaster Management Authority for meeting the expenses for emergency response, relief and rehabilitation. c) State Disaster Mitigation Fund: This fund will be constituted and made available to the SEC for meeting the expenses on mitigation activities. d) District Disaster Mitigation Fund: This fund will be constituted and made available to the District Disaster Management Authority for meeting the expenses on mitigation activities.

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 Ballari District Disaster Management Plan-2020 284

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

• 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.

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

The 15th Finance Commission has made a departure from response to mitigation aspect and 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 cores.

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SDRMF break up:

SDRMF (allocation Rs. 1054 core)- Union share 75% and State share 25%

State Disaster Response Fund State Disaster Mitigation Fund

(SDRF)- 843.2 crore (80% of SDRMF) (SDMF)-210.8 crore (20% of SDRMF)

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

11.3 Notes 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: • As per the recommendations of the 15th Financial Commission, Mitigation funds has been created separately at the national and state levels, 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 and livelihood practices, and not large-scale infrastructure interventions. • Mitigation: Concept, Strategy and Scope Mitigation refers to proactive measures aimed at reducing the impact of a potential disaster, while Preparedness means taking specific measures just before a disaster strikes. Mitigation measures are also implemented in course of recovery and reconstruction programmes, so that the infrastructure and assets

are in a better position to withstand future disasters (“Build Back Better”). Ballari District Disaster Management Plan-2020 286

• Mitigation measures can be grouped as Structural and Non-structural. Structural measures consist of engineering interventions such constructions of small dams, dykes, etc. to contain flooding, or strengthening and retrofitting of existing structures to withstand the impact of a disaster. Non-structural measures typically include promoting environmental measures such as shelter belt plantations and mangroves; policy measures such as regulations, zoning, and enforcement of building codes; research and development for disaster risk reduction; and financial measures such as tax incentives 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 overall developmental program of the region.

• The project should not be covered in existing schemes of either State or Central governments. However, there is also space for cross-cutting themes which may be considered as part of the overall mitigation efforts.

11.4 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 programmes of MOJS. The Department of Space (DOS) 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. Ballari District Disaster Management Plan-2020 287

11.5 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 at the 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. 11.6 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.

11.7 Insurance and Risk Transfer Pradhan Mantri Fasal Bima Yojana (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 12.1 Background

Strengthening disaster risk governance is considered a cornerstone of the efforts to understand, reduce and manage risks in global practices (UNDP 2015). Governance encompasses the exercise of political, economic and administrative authority in the management of a country’s affairs at various levels. It comprises mechanisms, process and institutions, through which groups articulate their interest, exercise their legal rights, meet their obligations and mediate their differences. Governance transcends government. It goes beyond governmental systems and powers by encouraging pro-active citizen engagement. Risk governance encompasses the full range of risks recognized by human societies, including health and medical, safety and security, and environmental risks, such as hazards and disasters.

The concept of governance has its origins partly in the recognition that many functions carried out by public entities are now provided by several governmental as well as private-sector or civil society entities. Such systems rely on the development and diffusion of various types of norms such as state regulation, self-regulation and market mechanisms (Tierney 2012). It may also rely on other processes such as negotiation, participation, and engagement, which facilitate collective decision making and action. Disaster governance is nested within and influenced by overarching societal governance systems and various aspects such as state-civil society relationships, economic organization, and societal transitions have implications for disaster governance. Governance arrangements and stakeholder participation could vary across different disaster phases, adding to the complexity of governance challenges. Risk-spreading mechanisms, including insurance and reinsurance, are integral part of disaster governance.

UNDP describes disaster risk governance as:

“The way in which public authorities, civil servants, media, private sector, and civil society at community, national and regional levels cooperate in order to manage and reduce disaster and climate related risks. This means ensuring that sufficient levels of capacity and resources are made available to prevent, prepare for, manage and recover from disasters. It also entails mechanisms, institutions and processes for citizens to articulate their interests, exercise their legal rights and obligations, and mediate their differences.” (UNDP 2013)

UNISDR defines it as:

“The system of institutions, mechanisms, policy and legal frameworks and other arrangements to guide, coordinate and oversee disaster risk reduction and related areas of policy.” (UNISDR 2016)

The concept has evolved considerably, and the current thinking acknowledges that one cannot separate governance of disaster risk from the governance of other types of risks, including those associated with global climate change, environmental degradation, financial crises, and conflict situations (UNDP 2015). From the mid- 2000’s onwards, governance was commonly accepted as the crux of DRR, with comprehensive efforts underway to increase the DRR capacity of national and local institutions; to strengthen policy, legal and planning frameworks; to develop human and financial capacities; and to promote multi-stakeholder and multi-disciplinary approaches. Ballari District Disaster Management Plan-2020 289

Effectiveness of disaster governance can be judged from stakeholder participation, collaboration, accountability and transparency. There is now greater emphasis on accountability, transparency, responsiveness to the needs of those most at risk, and ensuring the rule of law/compliance with adequate legal provisions. These are of crucial importance in fostering development and promoting risk reduction.

The capacity of relevant individual actors and organisations comes into play when DRR policies – at various levels from the top to bottom – are implemented. Participation, rule of law, transparency, responsiveness, consensus orientation, equity, effectiveness, efficiency, accountability and strategic vision are key factors when implementing a governance structure aimed at sustainable development and disaster risk reduction (UNDP 2004).

12.2 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 Ballari District Disaster Management Plan-2020 290

coordinate with civil society, communities and indigenous peoples and migrants in disaster risk management at the local level i) Work with parliamentarians for disaster risk reduction by developing or amending relevant legislation and setting budget allocations j) 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 k) Formulate relevant public policies and laws aimed at addressing issues of prevention or relocation, where possible, of human settlements in disaster risk-prone zones.

12.3 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 center 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/SDMP/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 center 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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Strengthening Disaster Risk Governance

Sub- Thematic S.N Districts area for action o Lead Responsibility- District Agencies: Short Term (T1) • Empower local authorities Medium Term (T2) • Implement 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 Mainstream DDMA • Make institutions efficient and responsive Improve work culture. and integrate • Develop mechanisms, and processes to ensure transparency and disaster risk accountability reduction Medium Term (T3) within and 1 Promote necessary mechanisms and incentives to ensure high across all • levels of compliance with the safety-enhancing provisions. sectors And Short Term (T1) institutional • Carry out assessment of the technical, financial and administrative Strengthening RD,PRIs, capacity for disaster risk management at all levels within the district. ULBs, all • Carry out assessment of the technical, financial and departments administrative disaster risk management capacity at district, and involved in local levels. disaster Medium Term (T2) management • Enhance relevant mechanisms and initiatives for transparency Strengthen/ establish coordination and convergence mechanisms at district, and local levels. Recurring • Implementation in district, departments, and agencies. • Capaci Short Term (T1) ty • Develop capabilities at district, block, and local levels to understand Develo disaster risk, develop DM plans, implement relevant policies, laws, pment and ensure compliance with risk reduction safety standards • Empow Long Term (T3) er local RD, DDMA, • Assess existing DRR capacities (all types) at various levels and 2 authorit implement capacity development programmes to address the ies requirements • Strengthen • Assess current capacities at the district and local levels to address coordinatio the challenges posed by climate change and implement n programmes to develop the required capacities mechanism Integrating environmental and appropriate land-use management in all DRM plans

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Strengthening Disaster Risk Governance Sub- Thematic S.N Districts area for action Responsibility- District o Lead Agencies Medium Term (T2) • Involve communities, panchayats, municipalities, urban local RD,PRIS bodies, etc., elected representatives, civil society organizations, ULBs, All private sector, and educational institutions departments • Develop necessary capacity to understand and effectively enforce

involved in regulatory norms and standards for DRR disaster • Sensitise all departments and agencies about the importance of management social inclusion in DRR • Create awareness of the role of ecosystems and appropriate land- use in DRR DDMA Long Term (T3) Promote • Establish and strengthen government coordination Participat forums composed of relevant stakeholders 3 ory Approach RD, PRIs, Recurring es, ULBs, All • Promote for participation of communities, individuals, households, Partnershi departm and businesses in all aspects of disaster management ps and ents, Short Term (T1) Networks especially • Implement participatory approaches in disaster management based and UDD on a multi- hazard approach, with emphasis on hazards more frequent in the region/ location. • 4 RD, DDMA, Panchayat Recurring Work with s, ULBs, • Sensitize the political leadership elected All • Involve the political leadership at district, block, and local levels representat departme in discussions on DRR ives nts especially and UDD 5 RD,DDMA, Recurring Panchayat • Ensuring the functioning of a sound grievance redress s, ULBs, all mechanism in all the ministries/ agencies involved in disaster Grievance departme response Redress nts Short Term (T1) Mechanism involved • Review existing GRM applicable for state and center and within (GRM) in disaster state response • Develop plans to strengthen GRM Medium Term (T2) • Implement plans for strengthening GRM

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Strengthening Disaster Risk Governance

Sub- Thematic S.N Districts area for action o Lead Responsibility- District Agencies: Recurring Promote RD, DDMA, • Ensure implementation of standards quality • Monitor compliance standards, Short Term (T1) such as • Formulate district-level regulations along with wide public 6 certification consultations s and Medium Term (T2) awards for • Institute systems of certifications and awards for DRR disaster risk Long Term (T3) managemen • Implement techno-Legal regimes t • Establish institutional arrangements for monitoring compliance

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CHAPTER 13 Cooperation/Coordination

13.1 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 GO No. 32-7/2011-NDM-I. Following are the different agencies play a vital role at the time of disaster management.

13.2 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.

13.3 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.

The NGOs can be used through following actions:

No. Issues Action 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: DDMAs with the help of NGOs) 2. Volume of support Compile statistics on quantum of support provided by NGOs at all levels, both provided by NGOs international and national. (Action: DDMA) 4. Coordination Establishing inters 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

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with support from government agencies at respective levels like NDRF and SDRF that have good logistics base to reach inaccessible areas. (Action: DDMA, NGOs, CBOs) 6. Hazard and Conduct community centric hazard and vulnerability analysis at all levels, and vulnerability based develop disaster management plans in accordance. planning (Action: DDMA, NGOs) 7. Community Ensure community participation in assessment, planning, implementation and participation monitoring of activities at all levels. (Action: DDMA, NGOs, CBOs) 8. Mainstreaming of Support the most vulnerable groups through mitigation activities as well as Disability Issues in disaster preparedness and response, with a particular focus on the special DM needs of the Persons with Disabilities (PWDs). (Action: DDMA, NGOs) 9. Gender Make women’s as well as men’s concerns and experiences an integral Mainstreaming dimension in the design, implementation, monitoring and evaluation of 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 National level: Advocate with all actors to reach out to gap areas vulnerable rather State level: Coordinate among actors to identify gap areas than only on District and Local level: Ensure targeting with equity and outreach to all Epicentre excluded areas. (Action: District NGO Task Forces in DM) 11. Rural-urban Develop the capacities of NGOs or specialized civil society agencies at all levels diversity to manage urban as well as rural disasters and accordingly make investments. (Action: DDMAs) 12. Adherence to National level: Develop minimum standards for India standards State level: Develop minimum standards for the state District and Local level: Develop capacities for adherence to minimum standards through collective and coordinated efforts of all stakeholders (Action: DDMA, NGOs, CBOs) 13. Transparency and Develop an agreed framework of accountability for all levels and mechanisms accountability to bring in transparency. (Action: DDMA) 14. Do No Harm Advocacy at all levels on Do No Harm through disaster response and development interventions. (Action: District NGO Task Forces in DM) 15. Exit strategy Ensure that the NGO programmes have an exit strategy to link with long term recovery/rehab/development programs of other NGOs or the government. (Action: District NGO Task Forces in DM)

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13.4 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.

13.5 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 equipment’s (earthmoving equipment’s, boats, etc. for disaster response • The corporate sector will be encouraged to develop a fund at the state and district levels 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.)

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CHATER 14 Maintaining and Updating the Plan

14.1 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 an integral 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 likelihoods of emergencies and actual occurrences are also occasions 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 capabilities evolve.

14.2 Training and Drills

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.).These key stakeholder agencies are required 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 training schedule.

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 the equipment. 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.Thetrainingsarecrucialbecausetheygobeyondconceptsandguidelinesintoinculcating in the individuals the critical importance of working as a coherent team for emergency response with a clear chain of command. The workshops and drills will also provide an opportunity to practice SOPs. These workshops would also give the teams an opportunity to develop all the stakeholders into a cohesive response unit.

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14.3 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 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 mission areas.

Remedial actions may involve revising planning assumptions and operational concepts, changing organizational tasks, or modifying organizational implementing instructions (i.e., the SOPs). 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. As appropriate, significantissuesandproblemsidentifiedthrougharemedialactionprocessand/ortheannualreview should provide the information needed to allow the planning team to make the necessary revision(s) to the plan.

14.4 Revise/Update

This step closes the loop in the planning process. It focuses on adding the information gained by exercisingtheplantothelessonslearntwhileexecutingandstarttheplanningcyclealloveragain.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 indicated below:

• Major review and revisions after each major incident • 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 or standards • After every case of plan activation in anticipation of an emergency • After the completion of major exercises • A change in the district’s demographics or hazard or there at profile • Enactment of new or amended laws or ordinances

In exceptional circumstances where the magnitude of the incidence or the situation demands/ needs extra measures to be taken, appropriate authority will make necessary amendments. State government departments will cooperate with the exercise of revising the plan as needed.

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 numbers

Table: 15.1 Important Contact Numbers

Emergency Telephone Numbers of Ballari District Sl. Taluk STD Police Fire Railways Bus Ambulance Hospital No Name Code 1 Ballari 08392 100 101 131, 132, 272483 102 242312, 277704 242099 2 Hadagali 08399 100, 240201 131 240236 102 240222 240333 3 H.B.Halli 08397 238333 238100 - 239111 238222 238222 4 Hospet 08394 100 101 131, 132 228802 102 231888, 231099 5 Kudligi 08391 240223 101 - 221077 102 240237 6 Sandur 08395 260249 101, - 260325 260360 260360 260211 7 Siruguppa 08396 220333 101 - 220270 102 240237

Table: 15.2 District officers contact details Post Name Land No Mobile No Sri S S Nakul IAS, Deputy Commissioner & District 08392-230000 9483923000 Magistrate, Ballari Sri.C.K.Baba IPS, Superintendent of Police, Ballari 08392-258400

Sri K Nitish IAS, Chief Executive Officer, Ballari 08392-267300 9480855003 Sri P S Manjunath, KAS, Additional Deputy 08392-277204 Commissioner & Additional District Magistrate, Ballari AC Ballari 08392-277413 9844478336 AC HARAPANAHALLI 08398-280575 9916115221 AC Hosapete 08394-232209 9582514321 AC Muzrai 08392-270621 9986886348 DD Women and Child 08392-266219 8951988622 Dist Youth Serve Officer 08392-200441 7899935141 DD Sericulture 9480188518 PCB Officer 08392-267514 9980807042 NHAI PD 9481353756 DIO NIC 08392-242270 9480855009

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PD Nirmiti Kendra 9945494157 EE PMGSY 9886390333 DSWO SC 08392-267932 9008356562 DO ST Corporation 8105353369 DSWO ST 08392-267932 9886796989 Sub Registrar Ballari 08392-273588 9686868636 DM KMDC (Minorities) 08392-275751 9480096892 DO Minorities 8618200270 AD Kannada & Culture 9481715941 DD KVI 9448234995 JD Industries 9964768334 Dist Information Officer 08392-268239 9986896444 DD Industries 9964768334 DD Handloom 9731905177 Dist Employment Officer 9945602881 DC Excise 9449597152 Joint Commissioner Comm Tax 9448907078 DRCS 9480037741 District Citizen and Disability Welfare Officer 9632652312 Manager KMF 9591999522 AGM KSFC 9245036279 Dy.Director of Factories 9448357539 Revenue department Post Name Land No Mobile No Sri S S Nakul IAS, Deputy Commissioner & District 08392-230000 9483923000 Magistrate, Ballari Sri.C.K.Baba IPS, Superintendent of Police, Ballari 08392-258400

Sri Nandini IAS, Chief Executive Officer, Ballari 08392-267300 9480855003 Sri P S Manjunath, KAS, Additional Deputy 08392-277204 Commissioner & Additional District Magistrate, Ballari AC Ballari 08392-277413 9844478336 AC HARAPANAHALLI 08398-280575 9916115221 AC Hosapete 08394-232209 9582514321 AC Muzrai 08392-270621 9986886348 Tahsildar Ballari 08392-277415 9886170255 Tahsildar Hadagali 08391-220225 9980265830 Tahsildar Harapanahalli 08398-280262 9741416941

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Tahsildar HB Halli 08397-238255 9986595203 Tahsildar Hosapete 08394-224208 9483669366 Tahsildar Kampli 08394-250051 9900752063 Tahsildar Kottur 08391-225400 9741416941 Tahsildar Kudligi 08399-240238 9686201317 Tahsildar Kurugodu 9980265830 Tahsildar Sandur 08395-260241 7338401775 Tahsildar Siruguppa 08396-220238 9606619179 Rural Development & Panchayath Raj Post Name Land No Mobile No CEO ZP 08392-267300, 9480855000 267200 ,267400 CAO ZP 08392- 9480855003 268446,254996 CPO ZP 08392-267473 8296514227 DS1 ZP 08392-267453 9480855010 DS2 ZP 08392-267850 9480855005 PD ZP 08392-268446 9480855002 EO Ballari 08392-266695, 9480855100 267143 EO Hadagali 08399-240239, 9972934973 240628 EO Harapanahalli 08398-280259 9480863115 EO HB Halli 08397-220259 9480855110 EO Hosapete 08394-231753, 9480855115 231063 EO Kudligi 08391-220238 9480855120 EO Sandur 08395-260248, 9480855125 267252 EO Siruguppa 08396-220237, 9480855130 221528 District Informatics Officer 08392-268051 Police Department Post Name Land No Mobile No Superindent of Police 08392-258400, 9480803001 258300, 266333 Additional Superindent of Police 08392-258837 9480803002 Deputy Superindent of Police (Urban) 08392-272322 Deputy Superindent of Police (Rural) 08392-276000

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DSP CITY 08392-272322 9480803020 PI GANDHINAGAR 272192 9480803046 PSI L/O GANDHINAGAR 272192 9480803082 PSI CRM GANDHINAGAR 272192 9480803083 PI BRUCEPET 272022 9480803045 PSI L/O BRUCEPET 272022 9480803081 PSI CRM BRUCEPET 272022 -- PI COWL BAZAR 240731 9480803047 PSI L/O COWL BAZAR 240731 9480803084 PSI CRIME COWL BAZAR 240731 9480803085 PI TRAFFIC 275122 9480803048 PSI-1 TRAFFIC 275122 9480803086 PSI-2 TRAFFIC 275122 PI WOMEN PS 268108 9480803088 PSI WOMEN PS 268108 PSI APMC YARD 250033 9480803096 DSP RURAL BALLARI 276000 9480803021 CPI RURAL BALLARI 276461 9480803031 PSI L/O RURAL BALLARI 276461 9480803049 PSI CRM RURAL BALLARI 276461 9480803087 PSI P.D HALLI 265010 9480803052 PSI MOKA 293228 9480803050 CPI KURUGODU 263433 9480803039 PSI KURUGODU 263433 9480803051 PSI KUDUTHINI 08392-248100 9480803078 CPI TEKKALAKOTE 248044 9480803033 PSI TEKKALAKOTE 248013 9480803055 PSI SIRIGERI 244426 9480803056 CPI SIRUGUPPA 220333 9480803032 PSI L/O SIRUGUPPA 220333 9480803053 PSI CRM SIRUGUPPA 220333 9480803013 PSI HACTHOLLI 241613 9480803054

DSP HOSPET 224204 9480803023 PI TOWN PS Hosapet 224033 9480803070 PSI L/O TOWN PS Hosapet 224033 9480803089 PSI CRM TOWN PS Hosapet 224033 PI TRAFFIC PS Hosapete 230255 9480803074 PSI-1 TRAFFIC Hosapet 230255 9480803093

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PSI-2 TRAFFIC Hosapet 230255 PI RURAL Hosapet 228233 9480803075 PSI L/O RURAL Hosapet 228233 9480803094 PSI CRM RURALHosapete 228233 9480803095 CPI T.B DAM 224933 9480803040 PSI T.B DAM 259233 9480803072 PSI L/O EXTN. PS 230233 9480803073 PSI CRM EXTN. PS 230233 9480803092 PI CHITWADGI 228543 9480803071 PSI L/O CHITWADGI 228543 9480803090 PSI CRM CHITWADGI 228543 9480803091 DSP KUDLIGI 220326 9480803022 CPI KUDLIGI 220033 9480803034 PSI KUDLIGI 220223 9480803057 PSI GUDEKOTE 227833 9480803058 CPI KOTTUR 226444 9480803035 PSI L/O KOTTUR 226333 9480803059 PSI CRM KOTTUR 226333 PSI HOSAHALLI 226333 9480803060 CPI SANDUR 260249 9480803036 PSI SANDUR 260249 9480803061 PSI TORANGALLU 250100 9480803062 PSI GADIGANUR 08394-248033 9480803063 PSI L/O M M HALLI 08394-244030 9480803064 PSI CRM M M HALLI 08394-244030 -- DSP HADAGALI 240666 9480803024 CPI HADAGALI 240333 9480803030 PSI L/O HADAGALI 240333 9480803067 PSI CRM HADAGALI 240333 PSI ITTIGI 256405 9480803069 PSI HIRE- HADAGALI 250213 9480803068 CPI H B HALLI 238477 9480803037 PSI H B HALLI 238333 9480803065 PSI L/O T B HALLI 249205 9480803066 PSI CRM T B HALLI 249205 -- DSP HAMPI 241600 9480803010 CPI KAMPLI 251599 9480803038 PSI L/O KAMPLI 250333 9480803077 PSI CRIME KAMPLI 250333 --

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PSI L/O KAMALAPUR 241240 9480803076 PSI CRIME KAMALAPUR 241240 9480803097 PI HAMPI 241530 9480803025 PSI L/O HAMPI 241530 9480803011 PSI CRM HAMPI 241530 9480803079 PSI-1 TRAFFIC HAMPI 241630 9480803080 PSI-2 TRAFFIC HAMPI 241630 9480803098 Department of Fire and Emergency Post Name Land No Mobile No Regional Fire Officer 08392-266933 9480823628 District Fire Officer 08392-266001 9480823685 Fire Station Officer, Ballari 08392-266001 9449463847 9480823883 Fire Station Officer Hosapete 08394-230555 9481569470 Fire Station Officer Kurgod 08393--263301 8867421099 Fire Station Officer LF 1503-Hadagali 08391-220101 9449373459 Fire Station Officer, Hadagali, LF 1475 08399- 240201 9480823888 Fire Station Officer, HB halli LF 1255 08397-239600 9480823889 Fire Station Officer, Sandur LF 1534 08395-260211 9535745434 Fire Station Officer,A.F.S.O Kudaligi 08396-220100 9480823887, 8095001461 Fire Station Officer, Kottur, A.F.S.O. 08391-266777 8398280433 Department of Agriculture department JD Agriculture 08392-276224 8277930401 DDA Agriculture Ballari 8277930402 DDA Agriculture Hosapet 8277930445 DDA ICL Agriculture Ballari 8277930403 ADA Agriculture Hadagali 8277930473 ADA Agriculture Ballari 8277934294 ADA Agriculture H.B.Halli 8277930465 ADA Agriculture Harpana Halli 8277931182 ADA Agriculture Kudligi 8277930455 ADA Agriculture Sandur 8277930433 ADA Agriculture Siruguppa 8277930426 ADA AgricultureHospet 8277934304 Department of AHVS Post Name Land No Mobile No AD AHVS Ballari 08392- 9590576964 276358 AD AHVS Hadagali 08399-240314 9740101434

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AD AHVS Harapanahalli 08398- 9449027220 280327 AD AHVS HB Halli 08397- 8073749423 238352 AD AHVS Hosapete 08394- 9448127448 227320 AD AHVS Kudligi 08391- 8495917166 220371 AD AHVS Sandur 9900964820 AD AHVS Siruguppa 08396- 9008115365 220336 DD AHVS 08392-275146 8495917166 Asst Secretary APMC Ballari 9448610923 Secretary APMC Ballari 9483067007 Dist Ayush Officer 9448831307 Department of Backward Classes Post Name Land No Mobile No DM Ambedkar Dev Corp 9886800479 DM Devraj Aras Corp 9845333398 DO Backward Class 9008118429 AGM NABARD 9448283005 LDM Syndicate 9449860601 Department of BUDA and HUDA Post Name Land No Mobile No Commissioner BUDA 8105773324 Commissioner HUDA 9481304600 DD Town Planning 9980625231 AEE BUDA 9448057225 Department of Drug control Asst Drug Controller Ballari 9449197856 Asst Drug Controller Hadagali Department of Education DDPI 08392-268239 9448999329 DDPU 08392-268184 8970646464 DIET Principal 08392-241070 9448999360 DyPC SSA 08392-268048 9448999387 BEO Ballari East 08392-266013 9480695066 BEO Ballari West 08392-266861 9480695067 BEO Hadagali 08399-240259 9480695068

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BEO Harapanahalli 9480695173 BEO HB Halli 08397-238419 9480695069 BEO Hosapete 08394-230126 9845712728 BEO Kudligi 08391-220334 9480695071 BEO Kuragod 08396-220310 9480695067 BEO Sandur 08395-260313 9480695072 BEO Siruguppa 9480695073 Department of fisheries DD Fisheries 08392-240260 9886134750 SAD Fisheries 9449593156 Department of food AD Food 9980279429 DD Food 08392-272557 9611165367 Food Safety Officer 9449843248 Department of forest DCF Social 08392-240709 8762801602 DCF Territory 8762801602 Department of GESCOM EE Consumer Service GESCOM 9448470122 EE GESCOM Ballari Urban 9448470122 EE GESCOM HB Halli 9448359021 EE GESCOM Hosapete Rural 9448359019 EE O & M GESCOM Ballari Rural 08392-255841 9448359022 EE O & M GESCOM Hosapet 08392-232377 9448470124 Department of Health and medical CAO VIMS 08392-235207 7899999601 DHO 08392-276250 9449843042 Director VIMS 08392-242387 9845233239 District Surgeon 9448024123 Supt VIMS 08392-235206 9845233215 Department of Horticulture DD Horticulture 08392-278179 9448999248 SAD Horticulture Ballari 8971902792 SAD Horticulture H B Halli 9886685592 SAD Horticulture Hadagali 8861697989 SAD Horticulture Harapanahalli 9964183994 SAD Horticulture Hosapete 8722059388 SAD Horticulture Kudalagi 9743575488 SAD Horticulture Sanduru 9964264825

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SAD Horticulture Siruguppa 9448839059 Department of Irrigation AEE HLC No.3 SDO 08392- 276085 9483384195 AEE Major Irrigation 08392-242415 8296334458 EE Minor Irrigation 08392-242293 9448341529 EE No.6 Canal Divsn 08392-268196 9480620950 KHB AEE KHB 9880191070 EE KHB 9880191070 KRIDL AD KRIDL 9449863059 AD KRIDL Hosapete 9448374448 DD KRIDL 7022251782 KSRTC Divisional Controller Ballari 7760992150 Divisional Controller Hosapete 7760992300 Tahsildar KUIDFC 9845455596 KUWS & DB AEE KUWS & DB 08392-267762 9480689675 AEE UGD 9480813181 EE KUWS & DB 9480813141 Department of labour Dist Labour Officer 1st Divsn 9448629824 Dist Labour Officer 2nd Divsn 9448629824 PD Child Labour 9620257101 District Librarian 9448394553 Department of Mines & Geology AD Mines Ballari 9449186330 DD Mines Hosapete 9972111002 Senior Geologist Ground Water 9986213200 Senior Geologist Mineral 8050434275 Department of PRED AEE PRED Ballari 8971137169 AEE PRED Hadagali 9743210359 AEE PRED Harapanahalli 9480471915 AEE PRED HB Halli 9480471915 AEE PRED Kudligi 9448223470 AEE PRED Sandur 9449604909 AEE PRED Siruguppa 8867174916

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EE PRED Ballari 08392-242173 9606548542 EE PRED Hadagali 08392-240226 9448678183 AEE PWD Ballari 9448077884 AEE PWD Harapanahalli 9945470326 AEE PWD HB Halli 9448381121 AEE PWD Hosapete 9449056448 AEE PWD Kudligi 9448044410 AEE PWD Sandur 9448341198 AEE PWD Siruguppa 9448217934 EE PWD Ballari 08392-266123 9108879412 EE PWD Hadagali 08392-240143 9448165659 RTO RTO Ballari 08392-240048 9449864034 RTO Hosapete 08394-230766 Rural Water Suppy AEE RWS Ballari 9448838122 AEE RWS Hadagali 9449769700 AEE RWS Harapanahalli 7349020769 AEE RWS HB Halli 9901794772 AEE RWS Hosapete 9845780708 AEE RWS Kudligi 9686079975 AEE RWS Sandur 9449604909 AEE RWS Siruguppa 9663563123 EE RWS 9480714666 Survey and Settlement ADLR Ballari City 9901336407 ADLR Ballari Rural 9448845055 ADLR Hadagali 8971634370 ADLR Hagaribommanahalli 9743262345 ADLR Harapanahalli 8971634370 ADLR Hosapete 9743262345 ADLR Kampli 9743262345 ADLR Kotturu 8971634370 ADLR Kudligi 9743262345 ADLR Kurugodu 9448845055 ADLR Sandur 9901336407 ADLR Siruguppa 9448845055 DDLR 9742971570

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ULBs AEE CMC Hosapete 9449811803 AEE DUDC 9481182511 Chief Officer TMC Hadagali 9448580069 Chief Officer TMC Harapanahalli 9902015809 Chief Officer TMC HB Halli 9449264289 Chief Officer TMC Kampli 9449133341 Chief Officer TMC Kurekuppa 9886548372 Chief Officer TMC Kurugodu 8197901116 Chief Officer TMC Sandur 7975949067 Chief Officer TP Kamalapura 9902717560 Chief Officer TP Kotturu 9986324851 Chief Officer TP Kudithini 9448332028 Chief Officer TP Kudligi 9742757248 Chief Officer TP Mariyammanahalli 9632288120 Chief Officer TP Tekkalakote 9481038342 Commissioner CC Ballari 9481901220 Commissioner CMC Hosapete 9036736212 Commissioner CMC Siruguppa 9448079568 EE City Corp Ballari 7829127957 EE DUDC 9481724539 Health InspJ CMC Hosapete 7406108888 Health Officer City Corp Ballari 08392-273479 9448968514 PD DUDC 08392-273465 9972888445

Telephone Numbers of Central Govt. Departments in Ballari District Sl.No Officer STD Code Office Residence Mobile 1.National Informatics Centre. [NIC] 1 District Informatics Officer 08392 268051 255238 9448572530 2 District Informatics Associate 08392 268051 - 9448705359 2. Food Corporation of India. [FCI] 1 Assistant Manager 08392 240047 - - 3. Bharath Sanchar Nigam Limited. [BSNL] 1 General Manager 08392 276700 276800 - 2 Deputy General Manager 08392 271800 271600 - 3 Deputy General Manager (F&A) 08392 270699 271898 - 4 Assistant General Manager (Admin) 08392 271060 - - 5 Assistant General Manager (Planning) 08392 232300 271108 -

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4. MMTC 1 Divisional Manager 08392 274277 - - 5. Income Tax Department. [IT] 1 Additional Commissioner of Income Tax 08392 268441 - - 2 Assistant Commissioner of Income Tax 08392 268155 - - 6. Other Central Government Offices 1 Airport Authority 08392 244470,242711 - - 2 Central Excise 08392 254293,256288 - - 3 Doordarshan 08392 250154 - - 4 Kendriya Vidayalaya 08392 240837 - - 5 National Seeds Corporation 08392 260255 - - 6 Chief Librarian 08392 274113 - - 7 NCC 08392 242310 - - 8 Postal Department 08392 266037,266534 - - 9 Railways 08392 274038 - - 10 Soil Conservation Office 08392 242164,242357 - - 11 National Sample Survey Office (NSSO) 08392 256816 - -

Phone Numbers of Information Dept and Press Persons Sl.No Officer STD Code Office Residence Mobile Information & Publicity Office 1 Ramalingappa 08392 275198 268810 9844029583 District Information & Publicity Officer 9449871850 2 Assistant Information & Publicity Officer 08392 275198 9448262031

Telephone Index of Media Persons in Ballari S.N Name & News Agency Address Phone/ Mobile Email Address Fax 1 Kumar Burudikatte Anthapur colony, 277551 8123441433 Reporter, The Hindu 2nd cross, Ballari [email protected] 2 H.M. Mahendrakumar Paravathi nagara 9449068333 Reporter, Times of India ,Ballari [email protected]

3 Kiran Balannanavar Upstairs, Cosmo 276789 8310636375 [email protected] Reporter, The New Indian Club,Ballari Express

4 N.Veerabhadra gouda Akasavani, Vatslya, 230204 9844029583 [email protected] Reporter, Sanjevani plot no 22 vishala 278978 9449871850 badavane 2nd cross, 260635 behind M.G.Ballari 5 K Narsimha Murthy, Naralyax complex SP 267745 9449034573 pvballari@prajavani.co.in Reporter , Prajavani curcle Ballari [email protected]

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6 Maruti Sunagar, Reporter, Jantkal Building 274400 7676211233 [email protected] Vijayakarnataka old bustand road [email protected] Ballari 7 KM Manjunath, Raghava complex, KC 9845327187 [email protected] Reporter, Kannada Prabha Road.Ballari 278838

8 Patil Veeranagouda, Ballari 255244 9844281856 [email protected] Reporter, Samyutka Karnataka

9 K. Madusudhan Reporter, K.C.colony Near 278282 9739544411 [email protected] Enamma Kannada Nadu Radhika 277383 9740259050 chitramandira Ballari 8217375387

10 Ashok Nimakar, Reporter, Niramal building, 8884432227 [email protected] Vijayavani near Mayura hotel 7975506770 Ballari

11 Venkobi Sanganakal, Ballari 9740846808 [email protected] Reporter, Udayavani

12 Venkatesh Deasi, Ganesh clony park 9845174048, [email protected] Reporter, Hosadigantha near, Ballari 8861209058

13 Basavaraj Karkihalli Ballari 8747984999 [email protected] Reporter, Vishwavani

14 V Vijay kumar Back side Gandhi 278255 8152035466 [email protected] Reporter, Ballari Belagayitu Bhavan, Ballari 9448076255, 15 Bajarappa No:4 Bhagathsingh 9844445008 [email protected] Reporter, Suvarana times nagar,1st cross, 7022221753 [email protected] of Karanataka, ward-22, Ballari [email protected] Gadikannadiga 16 Ramesh.M Raghava complex, KC 277948 9448593089, [email protected] Reporter, Lokadharshana Road.Ballari 8105581399 [email protected] 17 P.Raghuram Ballari 9845195381 [email protected]

Reporter, Hasirukrathi m

18 B.Srinivasalu, Ballari 9845459040 [email protected] Reporter, Svatantra horata.

20 Basavaraj Haranahalli Moka road, Gandhi 9980914155 [email protected] Reporter ,TV 9 nagar. Ballari

21 Narsimha Murthy K, Raghava complex, 9448757765 [email protected] Reporter Suvarna TV K.C.Road, Ballari 9632201529

22 S.Nagaraj, Reporter, Housing board 9972570046 [email protected] Kastoori TV colony moka road Gandhi nagar Ballari

23 Imam godekar , Reporter, Ballari 9900025374 [email protected] B TV 24 Renukaradya Ballari [email protected]

Reporter, Digvijaya vahini 9742625522 m

25 Sharanu Hampi Ballari 8548015100, [email protected]

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Reporter, News 18 9986888257

26 K Suresh Ganesh clony, SN 7022971205 [email protected] Reporter, Praja TV pete,Ballari 9620172391

27 C Manjunath Adharsh colny 9448323400 [email protected] Reporter, Eshanya times Ballari [email protected]

28 Naveen Kappagal road 9900060839, [email protected] Reporter, Public TV Ballari 7676012128

29 Nagaraj Kote, Ballari 9481610131 [email protected] Reporter, Raj news 9900016642

30 Venkatesh.K No-12, Kamma 8884390909 [email protected] Reporter, TV 5 complex, Ballari

31 G.Narasanagouda, Ballari 276669 9035623888 [email protected] Reporter, Sakshi 8073844435

32 P.T.Choudari, E nadu Raghava complex 276286 9481436002 [email protected] 2nd floor ,K.C. road / Ballari 6366620270 33 Ravi Kumar, Reporter, Near Radhika 274856 9740581428 [email protected] Andra jyothi chitramandira, [email protected] Ballari

34 Ganesh Inamdaar, 120, LIG, KHB Colony 9886667478 [email protected] Reporter, PTI

35 Praveenraj Ballari 9845513610 [email protected] Reporter, Vartha nd

36 V Ravikumar Ayyappa clony, 2 9880163290 [email protected] Reporter, The Hance India cross, Ballari 9448171290

37 K Mallikarjuna. SN Pete 9880458452 [email protected] Reporter Aadhra bhoomi Ballari 9036495202 38 P.Pampanagouda APMC yard Ballari 9886633682, [email protected] Reporter Samrthavani 8123312612 [email protected] nd

39 H Huluganna Indiranagara 2 9742815868 [email protected] Reporter Praja pragathi cross 9448108362 Ballari 40 Arunkumar Navali Ballari 7349248120 Reporter Power TV

41 M E Joshi Ballari 92424 89763 [email protected] Reporter Kolarvani 42 Veeresh Kattemyagala 9480918940 [email protected], Reporter ETV Bharath 6309994737

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43 Purushotham Handral, Shree nagar Talur 9448262638 Photographer road, Kannadaprabha Ballari

44 Kinnurshewara, Reporter, Amma nilaya SN 227889 9448472360 [email protected] Suddimoola pete, Ballari 45 T.Raajan, Photographer, Prajavani 9448234344 [email protected] Prajavani Dinapathrike Ballari 46 Shreedhar Kavali SN Pete Ballari 9449259556, [email protected] Photographer Information 8660957527 Dept

Telephone Index of Educational Institutes in Ballari District Sl.No Institute Name STD Code Phone Number Medical and Engineering Colleges 1 Vijayanagara Institute of Medical Sciences, Ballari 08392 244705 2 Vijayanagara Engineering College, Ballari 08392 245327, 245328 3 Ballari Engineering College, Ballari 08392 242900 4 Proudadevaraya Institute of Technology, Hospet 08394 258051 Other Institutes 1 Taranath Ayurvedic College, Ballari 08392 260241 2 Law College, Ballari 08392 258368 3 Kotturswamy College of Education, Ballari 08392 254632 4 Kottureswara College, Kottur 226249 5 TMAE'S ITI College, Hospet 08394 265464 6 A.S.M. College for Women, Ballari 08392 257624 7 Industrial Training Collge, Ballari 08392 240472 8 Sri. Gnana Bharathi Degree College, Siruguppa 08396 220677 Distance Education 1 IGNOU Study Centre 08392 243468 2 Karnataka State Open University 08392 242185 3 ICFAI 08392 254193,254165

Contact Details Of NDRF Officers NDRF Force Head Quarters Name Designation Address Telephone No. Fax No. E-Mail Directorate General, NDRF, Shri S N Pradhan Director 6th Floor, NDCC-II 011-23438020, 011- d g.ndrf@nic. (IPS) General Building, Jai Singh Road, 011-23438119 23438091 (mailto:dg.ndrf@ New Delhi- 110001

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Shri Amrendra Inspector 011- [email protected] Kumar Sengar (IPS)General -- Do -- 011-23438021 23438091 (mailto:ig.ndrf@ Ms Nishtha 011- Financial -- Do -- 011-24368148 -- Upadhyay Advisor 23438091 Mr. Mohsen Deputy 011- d igprov-ndrf@n -- Do -- 011-23438022 Shahedi Inspector 23438091 (mailto:dig.ndrf@ General (Proc/Prov) Deputy Inspector Shri Manoj Kumar 011- d ig.es.ndrf@ni General (Trg/Pro --Do-- 011-23438140 Yadav 23438091 (mailto:dig.es.ndrf /Academy/NCDC /East & North East Sector) Deputy Shri Randeep 011- d ig.ns.ndrf@ni Inspector --Do-- 011-23438023 Kumar Rana 23438091 (mailto:dig.ns.ndrf General (Estt/ Ops / North- WestSector) Shri K K Singh Deputy Inspector 011- d ig.ss.ndrf@ni -- Do -- 011-23438185 General 23438091 (mailto:dig.ss.ndrf (Adm/Works/So uth Sector) Commandant -- Do -- 011-23438183 Shri V V N -- (PROC/PROV/ND 011- Prasanna Kumar RR) 23438091

Dr. Amit 011- c [email protected] (m CMO (SG) -- Do -- 011-23438091 Murari 23438091 n [email protected] Shri Muneesh Second-in- --Do-- -- 011- -- Kumar Command(Wor 23438091 ks & Proc) Shri Daulat Ram Second-in- --Do-- -- 011- h q.ndrf@nic. Chaudhary Command 23438091 (mailto:hq.ndrf@ (ADM) Shri Pranshu Deputy --Do-- 011-23438138 011- h q.ndrf@nic. Srivastava Commandant 23438091 (mailto:hq.ndrf@ (Trg)

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Shri Rakesh Deputy --Do-- 011-23438024 011- [email protected], Ranjan Commandant 23438091 mailto:hq.ndrf@nic. (OPS) Shri Surendar Deputy --Do-- -- 011- -- Kumar Commandant 23438091 (Engineer) Shri Krishan AC --Do-- 011-23438024 011- k rishan.0405@g Kumar (IT/COMN/PRO) 23438091 (mailto:Krishan.040 Shri Bhawani AC(ADM & SO to --Do-- 011-23438118 011- d c.adm.ndrf@n Singh DG) 23438091 (mailto:dc.adm.ndrf Shri S AC/MIN --Do-- 011-23438091 011- h q.ndrf@nic. Raghavindra 23438091 (mailto:hq.ndrf@ Control Room -- --Do-- 011-23438091, 011- h q.ndrf@nic. 011-23438136 23438091 (mailto:hq.ndrf@

NDRF BNS

Telephone Mobile Unit Control Room Name Designation Address Fax No. No. No. No. 1st BN NDRF, 0361- Patgaon PO - Officiating 0361- 2840284 Sh. R S Gill Azara,Distt. 0361-2849080 -- Commandant 2840027 09401048790 Kamrup Metro, 09435117246 Guwahati-781017 Sh. Nishit 2nd BN NDRF 033- 033-25875032 Commandant 033-25875032 - Upadhyay Haringhata, Near 25875032 09474061104 RRI Camp. 09474116775 Mohanpur, Nadia, (West Bengal) Pin741246 3rd BN NDRF, PO- 0671- Sh. Jacob Mundali, Cuttack - 0671- Commandant 0671-2879711 -- 2879711 Kispotta Odisha Pin - 2879710 09437581614 754013 4th Bn NDRF, PO 04177- Ms. Rekha 04177- Commandant Suraksha Campus 04177-246594 -- 246594 Nambiyar 246269 , Arrakonam , 09442140269 Distt. Vellore Tamilnadu- 631152

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5th Bn NDRF, Sudumbare Taluka, 02114- Sh. Anupam 02114- Commandant Distt - Maval 02114-247008 -- 247000 Srivastava 247010 Pune 09422315628 (Maharashtra) Pin - 412109 6th Bn NDRF, 02668- 02668- Sh.R.S Joon Commandant Jarod 02668-274245 -- 274245 Camp,Teh- 274470 09723632166 Wagodia, Vadodara, Pin - 391510 Sh. Ravi Commandant 7th Bn NDRF, 0164- 0164 - -- 0164-22461930164- Kumar Bibiwala Road, 2246193 2246570 2246570 Pandita Bhatinda ( Punjab ) Pin 151001 8th Bn NDRF, 0120- Sh. Kamla Nehru 0120- Commandant 0120 - -- 2766618 P.K.Srivastava Nagar, Ghaziabad 2766013 27666012 09412221035 (UP) Pin - 201002 06115- 9th Bn NDRF, Sh. Vijay 06115- 253939 Commandant Bihata Patna, Bihar 06115-253939 -- Sinha 253942 08544415050 Pin - 801103 09525752125 10th Bn 0863- Mr. Zahid 0863- Commandant NDRF,ANU 0863-2293050 -- 2293050 Khan 2293178 Campus, 08333068559 Nagarjuna Nagar, Guntur (AP) Pin - 522510 th 0542- 11 Bn 0542- Sh. A.K.Singh Commandant 0542 - -- 2501101 NDRF,Sanskritik 2501201 Sankul, 2501101 08004931410 Maqbool Alam Road, Varanasi, UP- 221002 12 th Bn NDRF, 0360- Sh. U K 0360- Commandant Itanagar, Arunachal 0360-2277106 -- 2277104 Thapliyal 2277109 Pardesh791112 09485235464

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NDRF RRCs

Name of RRC Landline Number Mobile Number

NDRF RRC, Port Blair, Andaman 03192289174 09442112269 NDRF RRC, Adayar, Chennai 04424420269 09442112269 NDRF RRC, Vizag Steel 08333068565 Plant, Vishakhapatnam, Andhra -- 08333068560 Pradesh NDRF RRC, Fire Station 09482978719 -- Mahadevapura, Bengluru, Karnatka 09482978715 NDRF RRC, Shaikpet Sport Complex, 08333068536 04023565666 Hyderabad, Telangana 08333068547

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16 CONCLUSIONS

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 standby 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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Annexure-I: Hazard Risk Maps for Ballari

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Annexure-II: 2019 Disaster management progrmmes Photos gallery I. Disaster management preparedness and mitigation Training photos

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II. Disaster management preparedness and mitigation Mock drill exercises in Industries and School safety.

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III. Early warning and evacuation Photos (Motivated to vacant village With Police support )

IV. Kalaji Kendra Photos -2019

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V. Crop loss assessment Photos -2019

VI. Houses damage assessment Photos -2019

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Annexure-III: Sendai Framework Indicators

A set of 38 indicators was identiﬁed to measure global progress in the implementation of the Sendai Framework for Disaster Risk Reduction. The indicators will measure progress in achieving the global targets of the Sendai Framework, and determine global trends in the reduction of risk and losses.

Global target A: Substantially reduce global disaster mortality by 2030, aiming to lower average per 100,000 global mortality between 2020-2030 compared with 2005-2015.

A-1 Number of deaths and missing persons attributed to disasters, per 100,000 populations. (compound) A-2 Number of deaths attributed to disasters, per 100,000 populations. A-3 Number of missing persons attributed to disasters, per 100,000 populations. The scope of disaster in this and subsequent targets is deﬁned in paragraph 15 of the Sendai Framework for Disaster Risk Reduction 2015- 2030 and applies to small-scale and large-scale, frequent and infrequent, sudden and slow-onset disasters caused by natural or man-made hazards, as well as related environmental, technological and biological hazards and risk.

Global target B: Substantially reduce the number of aﬀected people globally by 2030, aiming to lower the average global ﬁgure per 100,000 between 2020-2030 compared with 2005-2015.

B-1 Number of directly aﬀected people attributed to disasters, per 100,000 population. (compound) B-2 Number of injured or ill people attributed to disasters, per 100,000 Population. B-3 Number of people whose damaged dwellings were attributed to disasters. B-4 Number of people whose destroyed dwellings were attributed to disasters.

B-5 Number of people whose livelihoods were disrupted or destroyed, attributed to disasters.

Global target C: Reduce direct disaster economic loss in relation to global gross domestic product (GDP) by 2030.

C-1 Direct economic loss attributed to disasters in relation to global gross domestic product. (compound) C-2 Direct agricultural loss attributed to disasters. Agriculture is understood to include the crops, livestock, ﬁsheries, apiculture, aquaculture and forest sectors as well as associated facilities and infrastructure.

C-3 Direct economic loss to all other damaged or destroyed productive assets attributed to disasters. Productive assets would be disaggregated by economic sector, including services, according to standard international classiﬁcations. Countries would report against those economic sectors relevant to their economies. This would be described in the associated metadata.

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C-4 Direct economic loss in the housing sector attributed to disasters. Data would be disaggregated according to damaged and destroyed dwellings. C-5 Direct economic loss resulting from damaged or destroyed critical infrastructure attributed to disasters. The decision regarding those elements of critical infrastructure to be included in the calculation will be leƒ to the Member States and described in the accompanying metadata. Protective infrastructure and green infrastructure should be included where relevant. C-6 Direct economic loss to cultural heritage damaged or destroyed attributed to disasters.

Global target D: Substantially reduce disaster damage to critical infrastructure and disruption of basic services, among them health and educational facilities, including through developing their resilience by 2030 D-1 Damage to critical infrastructure attributed to disasters. (compound) D-2 Number of destroyed or damaged health facilities attributed to disasters. D-3 Number of destroyed or damaged educational facilities attributed to disasters. D-4 Number of other destroyed or damaged critical infrastructure units and facilities attributed to disasters. The decision regarding those elements of critical infrastructure to be included in the calculation will be leƒ to the Member States and described in the accompanying metadata. Protective infrastructure andgreen infrastructure should be included where relevant. D-5 Number of disruptions to basic services attributed to disasters. (compound) Number of disruptions to educational services attributed to disasters. D-6 D-7 Number of disruptions to health services attributed to disasters. D-8 Number of disruptions to other basic services attributed to disasters. The decision regarding those elements of basic services to be included in the calculation will be leƒ to the Member States and described in the accompanying metadata. Global target E: Substantially increase the number of countries with national and local disaster risk reduction strategies by 2020. E-1 Number of countries that adopt and implement national disaster risk reduction strategies in line With the Sendai Framework for Disaster Risk Reduction 2015-2030. E-2 Percentage of local governments that adopt and implement local disaster risk Reduction strategies in line with national strategies. Information should be provided on the appropriate levels of government below the national level with responsibility for disaster risk reduction.

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Global target F: Substantially enhance international cooperation to developing countries through adequate and sustainable support to complement their national actions for implementation of this framework by 2030. F-1 Total official international support, (official development assistance (ODA) plus other official flows), for national disaster risk reduction actions. Reporting of the provision or receipt of international cooperation for disaster risk reduction shall be done in accordance with the modalities applied in respective countries. Recipient countries are encouraged to provide information on the estimated amount of national disaster risk reduction expenditure. F-2 Total official international support (ODA plus other official fl ows) for national disaster risk reduction actions provided by multilateral agencies.

F-3 Total official international support (ODA plus other official flows) for national disaster risk reduction actions provided bilaterally. F-4 Total official international support (ODA plus other official flows) for the transfer and exchange of disaster risk reduction-related technology. F-5 Number of international, regional and bilateral programmes and initiatives for the transfer and exchange of science, technology and innovation in disaster risk reduction for developing countries. F-6 Total official international support (ODA plus other official flows) for disaster risk reduction capacity- building. F-7 Number of international, regional and bilateral programmes and initiatives for disaster risk reduction-related capacity-building in developing countries. F-8 Number of developing countries supported by international, regional and bilateral initiatives to strengthen their disaster risk reduction-related statistical capacity. Global target G: Substantially increase the availability of and access to multi-hazard early warning systems and disaster risk information and assessments to the people by 2030. G-1 Number of countries that have multi-hazard early warning systems. (compo und G2- G5) G-2 Number of countries that have multi-hazard monitoring and forecasting systems.

G-3 Number of people per 100,000 that are covered by early warning information through local governments or through national dissemination mechanisms. G-4 Percentage of local governments having a plan to act on early warnings. G-5 Number of countries that have accessible, understandable, usable and relevant disaster risk information and assessment available to the people at the national and local levels. G-6 Percentage of population exposed to or at risk from disasters protected through pre-emptive evacuation following early warning. Member States in a position to do so are encouraged to provide information on the number of evacuated people.

Source: https://www.preventionweb.net/sendai -framework/sendai-framework-monitor/indicators

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Bibliography

1. Notational Disaster Management plan-2019

2. https://ballari.nic.in

3. http://www.dm.karnataka.gov.in

4. www.ndmindia.nic.in

5. www.waterresources.kar.nic.in

6. www.imd.gov.in

7. www.emri.in

8. www.incois.gov.in

9. www.cwc.nic.in

10. Macro‐Level Environmental Impact Assessment 11. Study Report of Ballari District, Karnataka

12. Ballari DDMP 2019-20

13. Hampi World HeritageSite Comprehensive Conservation Plan-2011

14. Hampi World HeritageSite Master Plan of Hampi-2021

15. Hampi World Heritage Site Landscape Study

16. Hampi World Heritage Site Socio-economic Study-2010

17. Hampi World Heritage Cultural Impact Assessment Study

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